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0 German Business in China Greater Shanghai Innovation Survey 2017 1 German Business in China Greater Shanghai Innovation Survey 2017 Foreword “To have a great idea, have a lot of them”, Thomas Edison intoned as early as the late 19th century. A short stroll around the block in literally any contemporary Chinese city shows that China is overflowing with innovative ideas. Perhaps no other part of China underlines Chinas penchant for innovation and thinking outside the box as much as the Greater Shanghai region: with a multitude of local and international R without your time commitment, this in-depth study would not have been possible. Simone Pohl Delegate and Chief Representative, Delegation of the German Industry 31% have 251-999 employees; 16% have 1,000 employees Half of surveyed companies had an annual turnover of RMB 250 million in 2016 2/3 of companies have been in China for 10 years 5 German Business in China Greater Shanghai Innovation Survey 2017 What is your current position? What is the legal status of your entity? What is your main industry? How many employees do you have? Please indicate your Chinese entitys annual turnover for 2016 in RMB million. For how many years has your local entity been present in China? 86% 7% 2%5% Senior executive Middle management Entrepreneur or company holder Others 87% 8% 4% 1% WFOE* Joint venture Holding Others 18% 35% 31% 12% 4% 2999 2% 14% 33% 18% 10% 22% 5% 6% 20% 36% 33% 15 years 7% 8% 25% 41% Chemicals Metal / Plastic Products Machinery / Industrial Equipment Automotive *Wholly Foreign-Owned Enterprise 6 German Business in China Greater Shanghai Innovation Survey 2017 概述概述 背景 中国德商会在华二十多年来，始终致力于推动中德经贸关系发展。为了向德国企业提供更好的服 务，最新的市场情报和一流的行业洞察不可或缺，对此我们必须直面一个基本问题：未来二十年, 企业日常运营将面临怎样的挑战？德国工商大会（AHK）在全球 90 个国家的 130 个地区拥有约 47,000 个成员企业。中国德商会作为其中的一部分，努力以高瞻远瞩的视角，预测市场发展以及 提供面向未来，及时的商业策略。 为此，工业 4.0和中国制造 2025等概念被相继提出，实施本土化创新，定制化创新 正成为在华企业未来发展的战略重点。基于以上背景，为了深入了解德国企业的创新行为，德商 会携手同济大学和意志高驰咨询公司，合作进行了2017 年创新调查。 这项报告能为学术和商业界提供宝贵的见解。我们希望，在谱写中国创造新篇章的今天，这 份报告有助于促进中德商业往来，帮助企业应对在快速发展的经济环境中面临的创新相关的机遇 和挑战。 研究目标 具体来说，这项调查解答了以下几项问题： 对于在华的德国制造型企业，创新有多重要？ 他们关注什么类型的创新？ 创新的关键驱动力是什么？ 创新面临的主要挑战是什么？ 企业与谁合作进行创新？ 人力资源和组织文化在企业创新的过程中发挥什么作用？ 区分 顶尖创新者 与缺乏创意的企业的标准是什么？ 样本介绍 我们于 2017 年 2 月至 3 月期间，对位于长三角地区的德国制造企业进行了调查。 111 名受访者中大部分是高层管理者（86） 受访企业来自各个行业，其中机械/工业设备和汽车行业的企业占 66 超过 80的受访企业是外商独资企业 52的受访组织是中小型企业（不超过 250 名员工）；31的企业有 251-999 名员工； 16的企业有超过 1000 员工 一半的受访企业在 2016 年的营业额超过 2.5 亿元人民币 超过三分之二的企业在中国的经营时间大于 10 年 7 German Business in China Greater Shanghai Innovation Survey 2017 您现在的职位是？您现在的职位是？ 您所在企业的所有制性质是什么？您所在企业的所有制性质是什么？ 您从事的行业是什么？您从事的行业是什么？ 您有多少员工？您有多少员工？ 您的中国公司在您的中国公司在 2016 年的营业额为？（单位：年的营业额为？（单位： 百万元人民币）百万元人民币） 您的企业在中国有几年了？您的企业在中国有几年了？ 86% 7% 2%5% 高层管理中层管理企业家其他 87% 8% 4% 1% 外商独资企业 合资企业 控股企业 其他 7% 8% 25% 41% 化工 金属/塑料制品 机械/工业设备 汽车行业 18% 35% 31% 12% 4% 2999 2% 14% 33% 18% 10% 22% 5% 6% 20% 36% 33% 15 年 8 German Business in China Greater Shanghai Innovation Survey 2017 Executive summary Innovation a top priority for German businesses in China Innovation in all its forms will be a key driver of business activities in China. Innovation ranks among the top three priorities of most German manufacturing companies in China, the reasons mainly being of market-oriented nature: to meet customer needs, to differentiate from competitors, and to attract new customers. For the next three years, over 80% of surveyed companies expect an increase in their innovation output, however, only 41% of companies have a well-defined innovation strategy. Expected shift from product to business model innovation Within the next three years, companies are expected to shift from product to business model innovation. While most companies still limit its R complexity of the topic and uncertainty can be seen as the main reasons. Local M；但由于技术转让和知识产权保护问题的 相关法律的不确定性，并购对于企业来说并不是一个最佳选择。这个发现同时指出了另一个更大 的问题：德国商会在2017年3月开展的“法律不确定性”调查中显示，近一半的企业表示复杂的 法规条文对其业务活动产生了负面影响。 最大的挑战：人力资源（HR）和知识产权问题 调查显示在中国，企业的人力资源（59%）和知识产权问题（46%）是影响创新的两大障碍。人 力资源部门作为最主要的影响因素，只有四分之一的被调查者对员工的创新能力表示满意。创新 相关的技能，如批判性思维、解决复杂的问题能力都是薄弱点。知识产权保护同样是妨碍企业创 新的因素。类似问题在德商会 2016 年商业信心调查1 中有所体现，63%的受访者表示，知识 产权问题成为外企研发活动不在中国展开的一大原因。 10 German Business in China Greater Shanghai Innovation Survey 2017 11 German Business in China Greater Shanghai Innovation Survey 2017 Innovation performance Indicators of innovation performance For the purpose of this study and based on extensive literature research, seven indicators were used to measure innovation performance of our survey respondents. These seven indicators all measure innovation output in terms of quantity, quality, or timing. Based on our respondents self-assessed performance in these seven dimensions, we have identified the 15% best-in-class innovators the Top Innovators. Throughout the survey, we have specifically considered what Top Innovators do that differentiates them from less innovative companies. These insights allow us to derive learnings and evidence-based managerial implications. Indicators of innovation performance Innovation scope (1) Types of innovation practiced in the organization Product / process innovation (2) Number of new products/services launched in last 3 years compared to competitors (3) Number of changes in the process in last 3 years compared to competitors Pioneer disposition (4) Pioneer disposition to introduce new products/services in the last three years compared to competitors (5) Pioneer disposition to introduce new processes in the last three years compared to competitors Speed (6) Time to market of an average product/innovation in comparison to German HQ Commercial success (7) Share of revenue generated by new products in last two years compared to competitors 12 German Business in China Greater Shanghai Innovation Survey 2017 Nevertheless, we need to point out that since the identification of Top Innovators is based on self- assessment, the results are subject to bias. Our findings should be understood as correlations between key characteristics rather than proven causalities. In the following the seven dimensions and surveyed companies performance along these dimensions are described in detail. Top Innovators make innovation a top priority (39% vs. 23% of other companies) have a well-defined innovation strategy (72% vs. 34% of other companies) face a dynamic market environment (78% vs. 66% of other companies) market dynamism is a trigger for innovation enjoy higher autonomy from headquarters with regard to product and market decisions demonstrate a higher degree of openness for collaboration and a higher diversity of innovation partners collaborate with suppliers (78% vs. 63% of other companies) and universities (56% vs. 38% of other companies) embrace Industrie 4.0 more actively (33% of Top Innovators vs. 16% of other companies engage systematically in Industrie 4.0) are more satisfied with employees innovation capability (22% vs. 8% of other companies) invest more in training of innovation capabilities than other organizations (72% vs. 49% of other companies) demonstrate stronger encouragement of innovative behavior among employees than other companies (94% vs. avg. 76%) show a higher propensity to choose high-risk projects than other companies exhibit a higher preference for radical innovation over incremental innovation than other companies 13 German Business in China Greater Shanghai Innovation Survey 2017 Innovation scope Number of innovation types practiced An innovative organization does not limit its innovation practices to one or two aspects, but engages more holistically in innovative activities. The more different types of innovation an organization is engaging in, the deeper innovation is rooted in its organizational DNA. 54% of surveyed companies practice three or more types of innovation. Product/service and process innovation Number of new products/services launched in last three years compared to competitors Number of process changes in last three years compared to competitors Leading innovators demonstrate a higher rate of self-renewal, especially in terms of new product releases. Since frequency of new product/service releases are industry-specific, we asked respondents to assess their performance compared to industry peers. 21% of surveyed companies state that in the past three years they have performed stronger than most competitors in terms of new products/services launches. Leading innovators continuously adapt and reinvent their value creating processes to adapt to a changing environment. Very often it is more difficult for an organization to innovate its way of doing things than to create a new product. We asked respondents to benchmark their process changes in the last three years relative to industry peers. 22% of survey respondents state that they have been stronger than most competitors in this aspect. 3% 10% 15% 25% 25% 15% 6% Lag far behind Lag behind Lag somewhat behind About same as competitors Stronger than some competitors Stronger than most competitors Industry-leading 2% 7% 17% 28% 23% 17% 5% Lag far behind Lag behind Lag somewhat behind About same as competitors Stronger than some competitors Stronger than most competitors Industry-leading Number of innovation types practiced (out of product/service, process, business model, marketing/sales, and organizational innovation) 14% 19% 21% 16% 17% 012345 14 German Business in China Greater Shanghai Innovation Survey 2017 Pioneer disposition Pioneer disposition to introduce new products/services in the last three years compared to competitors Pioneer disposition to introduce new processes in the last three years compared to competitors A company has two generic choices for their competitive conduct: being the first mover, i.e. the pioneer, or being a follower in the market. Pioneer disposition to introduce new products/services 20% believe that, in the last three years and compared to competitors, they have been a pioneer in introducing new product and services 36% believe they are lagging behind industry peers, i.e. have shown more follower-like conduct in recent years Pioneer disposition to introduce new processes 17% believe that, in the last three years and compared to competitors, they have been a pioneer in introducing new processes 32% believe they are lagging behind industry peers, i.e. have shown more follower-like conduct in recent years 5% 13% 18% 23% 22% 13% 7% Lag far behind Lag behind Lag somewhat behind About same as competitors Stronger than some competitors Stronger than most competitors Industry-leading 4% 8% 20% 29% 23% 12% 5% Lag far behind Lag behind Lag somewhat behind About same as competitors Stronger than some competitors Stronger than most competitors Industry-leading 15 German Business in China Greater Shanghai Innovation Survey 2017 Speed Time to market of an average product / innovation in comparison to German HQ Speed is a key benchmarking criterion for innovation capability. We aimed to explore how local Chinese entities perform in terms of time to market of an innovation in comparison with German headquarters. 58% of respondents state they need less time than German headquarters, whereas 21% say they need more time for introducing an innovation in China. Commercial success Share of revenue generated by products/ services launched within the last two years An innovative companys new products demonstrate a shorter time-to-revenue. The average age of the product portfolio also reflects the innovation capability of a firm. Therefore, we aimed to find out how much young products and services, i.e. those launched within the last two years, contribute to total revenue. 61% of surveyed companies indicate that new products contribute 30% or less to total turnover. For 28% of them this share is even 10% or less. 5% 25% 28% 21% 11% 7% 3% Much shorter Shorter Somewhat shorter Same time Somewhat longer Longer Much longer 5% 23% 15% 18% 9% 8% 4% 6% 8% 3% 1% 0 0Pp0% 16 German Business in China Greater Shanghai Innovation Survey 2017 Innovation and sales performance Innovation has become a popular topic in academia and practice in recent decades, because in times of rapid technological developments, intensifying global competition, and changing customer demands, innovation is considered to be one of the main drivers of competitiveness and long-term corporate success. In fact, empirical research shows a positive relation between innovation and company performance. In this study, we establish a correlation between innovation performance and sales performance: Sales growth compared to industry average in last 3 years and innovation performance The results confirm that innovation performance is positively related to sales growth, i.e. companies that report higher innovation performance also indicate an above industry average sales growth. 30Pp% Innovation performance Sales growth compared to industry avg. in last 3 years 17 German Business in China Greater Shanghai Innovation Survey 2017 18 German Business in China Greater Shanghai Innovation Survey 2017 Attitude towards innovation “Daring ideas are like chessmen moved forward; they may be beaten, but they may start a winning game.” Johann Wolfgang von Goethe As markets and economies become more dynamic, we are witnessing an increase in importance of innovation in todays organizations. Studies have repeatedly confirmed that the environment in which an organization operates influences how it acts with regard to innovation1. Companies in more turbulent markets are more likely to embrace innovation because they are required to adapt products and processes to changing demands. Likewise, companies that face high competitive pressure may feel the need to adopt new technologies to differentiate from competitors or to gain a cost advantage. They are forced to make innovation an integral part of their business strategy in order to remain competitive. Facing an unprecedented pace of change in the market and, at the same time, rising pressure from local competitors, the above is especially true for foreign companies in China. German companies in China voice particular concerns about increasing domestic competition2. Companies spend huge amounts of resources on innovation, yet many innovation initiatives fail. The problem may not necessarily be a failure to implement, but may be rooted in the lack of an innovation strategy3. While companies regularly define their overall business strategy, they hardly do so for their innovation intentions, not to speak of aligning innovation efforts with their business strategies.

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