Research approach of the study
Abbildung 1. Forschungsansatz der Studie
Table 1
Key factor based performance assessment of the green and the black strategy
Tabelle 1. Schlüsselfaktorenbasierte Leistungsbewertung der Grünen und Schwarzen Strategie
| Key factors | Green strategy | Black strategy | |
|---|---|---|---|
| Entry barriers | Necessity to invest in a €10 million project | 0.50 | 1.00 |
| Open up new distribution channels | 0.50 | 0.50 | |
| Defense reactions by established firms | 0.25 | 0.25 | |
| Restrictive legal frameworks for food and feed | 0.50 | 0.50 | |
| Competitive factors | Competitors are highly different in size and power | 0.25 | 0.75 |
| The growth rate attracts competitors | 0.75 | 0.75 | |
| Products are mainly used for high value applications | 0.75 | 0.50 | |
| High exit barriers for the competitors | 0.50 | 0.50 | |
| Production’s fixed costs are between 30-40 % | 0.25 | 1.00 | |
| Threat of supplier | Supply is regional limited to few (2-3) P&P companies | 0.50 | 1.00 |
| Supplier’s power to dictate terms and conditions | 0.50 | 0.75 | |
| Supplier’s dependency on revenues from sold products | 0.25 | 0.75 | |
| Transportation costs | 0.25 | 0.75 | |
| Supplier’s dependency on revenues to sold products | 0.25 | 0.25 | |
| Threat of buyer | Buyer’s power to dictate terms and conditions | 1.00 | 0.50 |
| Buyer’s switching costs | 0.50 | 0.25 | |
| Buyer’s ability to integrate backward | 0.25 | 0.25 | |
| Buyer’s share in expenses for raw materials | 0.75 | 0.25 | |
| Buyer’s business profitability | 0.75 | 0.25 | |
| ∑ total | Summarized ratings for both strategies | 9.50 | 10.75 |
Table 2
Average weight of the key factors by stakeholder groups
Tabelle 2. Durchschnittliche Gewichtung der Schlüsselfaktoren nach Stakeholdergruppen
| Category | Potential key success factors | PPI1 | PPF2 | FAI3 |
|---|---|---|---|---|
| Necessity to invest in a 10 million € project | 0.69 | 0.68 | 0.56 | |
| Entry Barriers | Open up new distribution channels | 0.56 | 0.53 | 0.63 |
| Defense reactions by established firms | 0.53 | 0.80 | 0.50 | |
| Restrictive legal frameworks for food and feed | 0.72 | 0.83 | 0.50 | |
| Competitors are highly different in size and power | 0.84 | 0.47 | 0.56 | |
| The growth rate attracts competitors | 0.58 | 0.61 | 0.38 | |
| Competitive Factors | Products are mainly used for high value applications | 0.64 | 0.53 | 0.56 |
| High exit barriers for the competitors | 0.68 | 0.50 | 0.50 | |
| Production’s fixed costs are between 30–40 % | 0.50 | 0.54 | 0.50 | |
| Supply is regional limited to few (2-3) pulp mills | N/A | 0.83 | 0.75 | |
| Supplier’s power to dictate terms and conditions | N/A | 0.83 | 0.58 | |
| Threat of Supplier | Supplier’s dependency on revenues from sold products | N/A | 0.61 | 0.38 |
| Transportation costs | N/A | 0.38 | 0.50 | |
| Supplier’s motivation to integrate forward | N/A | 0.55 | 0.58 | |
| Buyer’s power to dictate terms and conditions | 0.75 | 0.63 | N/A | |
| Buyer’s switching costs | 0.66 | 0.61 | N/A | |
| Threat of Buyer | Buyer’s ability to integrate backward | 0.44 | 0.58 | N/A |
| Buyer’s share in expenses for raw materials | 0.59 | 0.67 | N/A | |
| Buyer’s business profitability | 0.59 | 0.67 | N/A |
Table 3
Strategies’ expected competitive influence on stakeholder groups.
Tabelle 3. Bewertung der Strategien auf Basis der erwarteten Einflüsse auf die Stakeholdergruppen.