Summary The innovation system for the Dutch greenhouse sector in 2020 F. Alkemade, M. Hekkert, J. Farla, Utrecht University, Copernicus Institute, Innovation Sciences InnovationNetwork Report No. 10.2.251, Utrecht, The Netherlands, 2010. The economic vibrancy of the Dutch greenhouse sector is under pressure due to growing competition from abroad. Innovations are imperative to safeguard the sector’s competitiveness, reputation and sustainability. To ensure that greenhouse horticulture in the Netherlands remains vibrant and sustainable in 2020, the sector is investing heavily in innovation (LEI, 2008). Innovation, however, is difficult and requires large investments, while the chances of success are small. So it is vital that both greenhouse growers and government use the available resources effectively. This calls for detailed knowledge of the innovation landscape or innovation system. The greenhouse innovation system consists of all actors and organizations as well as all regulation and instruments that contribute directly or indirectly to the sector’s innovative capability. Examples of actors and organizations are greenhouse growers, suppliers, supermarkets, banks and greenhouse grower organizations. Examples of regulations and instruments are subsidy schemes, and regulation governing the vegetable and crops trade, culture and customs. The interaction between all actors and rules determines the success or failure of innovation processes. InnovationNetwork and SIGN want to obtain insight into the changes that are necessary in the greenhouse innovation system to guarantee a vibrant sector in the long term. Accordingly, the primary research question in this report is: What should an effective Dutch greenhouse innovation system look like in 2020? To answer this research question, we looked at the greenhouse sector’s current stage of development as well as the current focus of innovation within the sector. The analysis showed that the existing innovation system in the greenhouse sector mainly facilitates process innovations, and largely neglects other innovation strategies. Two other innovation strategies that are important in the mature stage of a sectors’ development involve (1) initiating new life cycles through product innovation and (2) realizing higher margins through product differentiation based on marketing innovations. One important reason for directing more attention to these innovation strategies is that, if successful, these generally generate greater economic gains than the current process innovations and cost competition strategy. Strategy 1 – initiating new life cycles through product innovation – is a niche strategy and can only be pursued successfully by a small number of entrepreneurs. Encouraging this type of innovative behaviour can best take place by building a new innovation system outside of existing institutions and structures. If effective, this new innovation system will help to bring about a cultural change in the entire greenhouse sector. Unlike strategy 1, strategy 2 – product differentiation through marketing innovation – is suitable for the entire greenhouse sector. It offers a means 27 Pagina 32
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