1-2 December 2016
Internationalisation among Swedish biogas companies:
Drivers, Barriers and Business models
Wisdom Kanda, Olof Hjelm* and Dzamila Bienkowska
Linköping University, Department of Management and Engineering
* Contact and Project leader: Email address:
olof.hjelm@liu.se
Tel.+46 (0) 13 285 647
This project aims to develop together with key stakeholders improved types of offerings
and activities for increased internationalisation within the Swedish biogas sector.
BRC for resource-efficient biogas solutions
Insights and Implications
1.
Swedish biogas companies largely internationalise to markets psychically close to Sweden.
2.
Business models engaging with a wider scope of actors and sub-markets are complex to manage in internationalisation.
3.
For initial exporters and non-exporters, the main challenge is to enhance the utilization of available public support.
4.
For experienced exporters, the challenge is to formulate new support approaches to make them more successful.
Spread of internationalisation targets
Number of companies exporting to various markets: Norway (6), Germany (5), England (4),
Denmark (3), China (3), Canada (3), Netherland (2),Italy (1), Chile (1), Slovenia (1), USA(1),
Argentina (1), France (1), Belguim (1), Poland (1), Lithunia (1), Latvia (1)
Colour code Number of Exporting companies 6 5 4 3 2 1 0 0,5 1 1,5 2 2,5 3 3,5 4 4,5 5
Risk of loosing money
Lack of knowledge of potential markets
Lack of staff for export planning
Lack of finances for market research
Lack of capital or credits to finance export sales Export documentation
and red tape Lack of awarenes of export assistance available Corruption General lack of knowledge on how to export Lack of awareness of economic and
non-economic benefits
Perceived barriers to internationalisation
Non-exporters Initial exporters Expanding exporters Experienced exporters 0 0,5 1 1,5 2 2,5 3 3,5 4 4,5 Management interest Posession of unique product/service
Potential for extra sales
Foreign customer request Posession of marketing advantage Biogas subsidies in foreign markets Identification of better opportunities abroad Need to reduce dependence on domestic market Reaching full production
potential
Decline of domestic market sales
Percieved drivers for internationalisation
Non-exporters Initial exporters Expanding exporters Experienced exporters
