The document analyzes Denmark's successful wind turbine industry using Porter's Diamond Framework and Mathews' Dynamic Competitive Forces Framework. It explains how factor conditions like natural resources and skills, as well as firm strategies, demand conditions, supporting industries, government policies, and external chances contributed to the growth of the industry. In particular, it highlights the wind cluster in Aarhus, home to many global companies including Vestas, the world's largest turbine manufacturer. It describes how various actors in the cluster, including designers, manufacturers, suppliers, institutions, and policymakers collaborated over time to build capabilities and progressively improve wind turbine technology through a process of "learning by doing."

1. An Analysis of Wind Energy and Danish Power Clusters
ANDERS LARSEN E03647
ALESSANDRO PAPELLO 627411
CHRISTIAN JØRGENSEN E03629
JONAS PETTERSSON E03685
MARIA D SANCHEZ HERRERO (LOLA) E03697
SIYUN SHEN 636471
1/1/2011
INTERNATIONAL BUSINESS CLASS: PROFESSOR J OHN A. MA THEWS
L U I S S G U I D O C A R L I U N I V E R S I T Y V I A L E R O MA N I A 3 2 0 0 1 9 7 R O MA I T A L Y T E L + 3 9 0 6 8 5 2 2 5 5 0 4
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2. CONTENTS
1. I N TR O D U C T I O N 2
2. HI S TO R Y & D Y N A M I C C O M P E TI T I V E F O R C E S - D I A M O N D A N A L Y S I S O F T H E D A N I S H
W I N D TU R B I N E I N D U S TR Y 3
2 . 1 . T HE F A C TO R C O N D I T I O N 3
2 . 2 . F I R M S TR A TE G Y , S TR U C TU R E A N D R I V A L R Y 3
2.3. DEMAND CONDITION 4
2 . 4 . R E L A TE D A N D S U P P O R T I N G I N D U S TR Y 4
2.5. GOVERNMENT 4
2 . 6 . C HA N C E 4
3. T HE R E A L E X A M P L E O F T HE F R A M E W O R K : A A R HU S . T HE C L U S T E R . 5
4. V E S TA S : W O R L D ’ S # 1 TU R B I N E M A N U F A C TU R E R 6
5. HO W D I D T HE A C T O R S I N C L U S T E R C O N TR I B U TE T O T HE I N D U S TR Y ? 7
6. DIFFERENCE IN WIND TURBINE PATH BETWEEN DENMARK AND USA 8
7. T HE N E W E U R O P E A N P O L I C Y : E N E R G Y 2 0 2 0 1 0
8. C O N C L U S I O N S A N D R E C O M M E N D A TI O N S 11
9. BIBLIOGRAPHY 12
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3. 1. INTRODUCTION
The document’s main purpose is to clarify and complement the presentation of Professor
Mathews 2010-2011, Master Course in International Business, about Denmark’s Wind Clusters.
Therefore, some introductory parts about the Danish land or the global wind industry will be
overlooked, in favor of a deeper analysis on the framework applied to the case, the real
application of it – the Aarhus cluster- as well as an intensive explanation of the theories and
industry analyzing techniques used in this example.
Keeping in mind, that no explanation can come without an informational context, we have
introduced the history of the cluster in the explanation of the Dynamic Competitive Forces
Framework applied to the Danish Wind Industry cluster.
Following, we will also take a look at United States’ evolution in this industry and how does it
compare to Denmark’s, using the “Bricolage vs. Breakthrough” approach from Garud, Raghu,
and Peter Karnøe.
We have also dedicated one of the closing points, to the new European policies and how this
may affect the cluster evolution in Denmark. We have considered this of special importance, due
to the effect of institutions and related official entities to the industry and to its competition.
This part is related to a more dynamic analysis of the competitive forces. Overlooked by Porter
in his static analysis, it was developed by Mathews as a revision of Porter’s framework, allowing
it to acquire a dynamic status, allowing us to comprehend better the evolution of competition.
For graphics, and more introductive data, please refer to the slides attached at the end.
We are not going to analyze why it happens, but also how it happened, where did it start, what
conditions took part, how do the theories apply and who are the main actors of this amazing
play:
THAT HAS TODAY CREATED, THE BIGGEST WIND INTERLINKED INDUSTRY OF THE WORLD,
DESPITE ALL PREDICTIONS.
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4. 2. HISTORY & DYNAMIC
COMPETITIVE FORCES-DIAMOND
ANALYSIS OF THE DANISH WIND
TURBINE INDUSTRY
THE DIAMOND FRAMEWORK AND DYNAMIC COMPETITIVE FORCES FRAMEWORK CAN
EFFECTIVELY EXPLAIN THE SUCCESS OF DANISH WIND TURBINE INDUSTRY. THE FOUR MAIN
FACTORS, FACTOR CONDITIONS, STRATEGY, STRUCTURE AND RIVALRY, DEMAND AND RELATED
INDUSTRIES, ARE ALL INTERDEPENDENT AND TOGETHER FORM A PICTURE OF THE
ATTRACTIVENESS OF DANISH WIND TURBINE INDUSTRY. IN ADDITION TO THIS GOVERNMENT
AND CHANCE ALSO HAVE AN IMPACT ON ALL FACTORS IN THE DIAMOND AND THE
COMPETITIVENESS OF THE INDUSTRY.
2.1. THE FACTOR CONDITION
This part comprises nature resources, human resources and traditional culture. Natural
resource in Denmark is wind --- an abundant “raw material” in Denmark due to the nation’s long
shore and thus a requirement for the expansion.
Concerning the human resources, one of the most important factor conditions in Denmark was
the old blacksmith industry and tradition of building wind turbines, which started in the late
19th century. It all began as private/individual experiments, some of which were more
successful than others. These persons were mostly handicrafts workers and engineers with
previous experience from the machine industry. Together researchers and manufacturers
consequently utilized their existing capabilities and skills in the building of the wind turbines
and the competencies they did not have in-house were accessible from sub-contractors who
were on the lookout for new business areas to carry their businesses through the ups and
downs of the business cycle.
With reference to the traditional culture, in the old Danish industry, workers were keen on
sharing knowledge and skill, hence the culture that persists in today’s wind turbine clusters.1
2.2. FIRM STRATEGY, STRUCTURE AND RIVALRY
Danish wind power industry during the 1970s did not start from scratch, but was built on a
solid base of theories and practical know-hows in machinery sector. It leverages the machinery
practices to develop the three-blade turbine which works as a standard even today.
The industry adopted a “Learning by doing” approach, without scientific knowledge they used a
learning process which continually try and fail and try again to improve the quality of wind
turbine. The efficiency of one component supplier grew with the number of units which already
produced.
Danish wind turbine industry faced rivalry of alternative energy as fossil fuel, nuclear power so
that the R&D never stopped in 20th century.
1Jens Vestergaard (2004) Industry Formation and State Intervention: The Case of the Wind Turbine
Industry in Denmark and the United States. Aarhus School of Business.
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5. 2.3. DEMAND CONDITION
Local demand came from the Danish educated consumers. The 1970s oil embargo, price
increases and the political measures had a huge impact on the public’s attitude towards energy
and energy consumption, which until then had not been a matter at all. People suddenly became
more aware of the environment problem, energy and eco-friendly policies became important
subjects and were intensely discussed in the mass media, in the offices as well as in private
households in Denmark. Progressively more people were supportive of renewable and non-
polluting energy sources and started to unite themselves in organizations and support groups.
2.4. RELATED AND SUPPORTING INDUSTRY
At the end of the 1970s and the beginning of the 1980s a well-functioning network of
subcontractors supplying wings (blades), control systems and gears was established. The
Danish wind turbine cluster includes not only the manufactures, components suppliers but also
research institutions, such as national laboratory and universities. Test center and users also
become a part of the cluster in which they provide input.
2.5. GOVERNMENT
Government played an important role in the development of Danish wind turbine industry.
First, it set up the Risø National Laboratory in 1978, which improved the research and testing
works. Second, it enacted the policy of energy package and energy plan, which permitted the
linking of wind power to the grid and set a base price for the wind power. The plan established a
market for wind turbine electricity and focused the market’s attention on the cost efficiency of
the turbines. Lacking these subsidies wind turbines as suppliers of energy would not have been
competitive compared to the traditional power plants and other energy sources. Finally, its
environment policy also supported the development of wind power industry.
2.6. CHANCE
The triumph of Danish wind turbine industry was due to some chances outside. First, two oil
embargoes of 1973 and 1979 and the awakening green movement in the Western societies gave
a real boost to the Danish wind turbine industry and set the stage for the present era of wind
power. Second, California wind rushes during 1980-1986 stimulated the international wind
energy industry to develop. In 1982 when an examination of the American market confirmed
that a basis for “something big” existed, all of the large wind turbine manufacturers immediately
rushed to the other continent and came home with orders in sizes that were not even possible
in the small domestic market but which made it possible for the manufacturers to start batch
production of wind turbines.
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6. FIGURE 1 DYNAMIC FORCES FRAMEWORK ADAPTED TO CASE. ADAPTED FROM THEORY IN: MATHEWS,
STRATEGIZING, DISEQUILIBRIUM AND PROFITS (STANFORD UNIVERSITY PRESS, 2006).
3. THE REAL EXAMPLE OF THE
FRAMEWORK: AARHUS. THE
CLUSTER.
“A CLOSER LOOK AT DENMARK’S WIND INDUSTRY REVEALS A LARGE CONCENTRATION OF
COMPANIES LOCATED IN THE CENTRAL DENMARK BELT FROM AARHUS IN THE EAST TO
RINGKØBING AND SKJERN IN THE WEST. “
More than a third of the 175 companies which, according to Denmark’s Central Business
Register are directly involved with the production of wind turbines are located in this region.
The largest and most globally significant companies reside in the area around Denmark’s
second largest city, Aarhus. The Greater Aarhus area and its surrounding municipalities are also
home to half of all Danish wind energy companies with five employees or more. Many global
companies have located their headquarters or development centers in the Aarhus area. This
includes the world’s largest wind turbine manufacturer, Vestas, which will be discussed in the
following point (see point 7 of the project).
Aarhus is the leading global knowledge center of wind energy. One of the keys to its success is
cross-sector cooperation. Aarhus has benefited enormously from the strong professional and
industrial environment in the region within energy and environmental technology. Many of the
wind industry suppliers are also suppliers to other energy sectors and major environmental and
energy-tech companies in the area. This turns competition to coopetition, allowing the dynamic
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7. forces of supply and factor conditions to act on the industry and the firms, creating synergies
and maximizing the results.
FIGURE 2 AARHUS MAP WITH DESCRIPTION OF THE DIFFERENT INDUSTRIES. SOURCE:
HTTP://WWW.AARHUSKOMMUNE.DK (USE BIBLIOGRAPHY TO SEE IN HIGH RES.)
4. VESTAS: WORLD’S # 1 TURBINE
MANUFACTURER
AS VESTAS IS THE GLOBAL LEADER ON THE WORLD MARKET FOR WIND ENERGY AND BETWEEN
THE KEY DRIVERS OF THE DANISH WIND ENERGY CLUSTER.
Vestas was founded in 1898 by H.S. Hansen, a blacksmith, in Denmark. Father and son
manufactured steel windows for industrial buildings. In 1945, his son established the company
VEstjysk-STålteknik A/S, whose name was shortened to Vestas. In 1979, Vestas delivered the
first wind turbines.
Vestas has installed over 39,000 wind turbines in 63 countries on 5 continents. In 2008, Vestas
installed a new turbine every three hours worldwide, generating more than 60 million Mwah a
year. Being a pioneer in the industry, Vestas now counts with a staff of more than 20,000 people.
Vestas reached revenues of EUR 6,035 million with operational margin of 11.1% in 2008 and
they got global market share of 19% (5,581 MW). Vestas’ core business comprises the
development, manufacture, sale and maintenance of wind turbines.
Their expertise in modern energy covers more than just wind turbines, specializing in planning,
installation, operation and maintenance. Their competencies cover everything from site studies
to service and maintenance. So we can detect a high degree of vertical integration. At the same
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8. time, production and sourcing are carried out as close to the market as possible. In 2008, Vestas
opened the world’s largest research and development center for wind energy in Aarhus.
5. HOW DID THE ACTORS IN
CLUSTER CONTRIBUTE TO THE
INDUSTRY?
SHAPING THE DANISH WIND TURBINE DESIGN WAS AN ACT OF COLLABORATIVE NETWORK
CONSISTING OF MANY ACTORS INVOLVED IN WIND TURBINES LIKE DESIGNERS,
MANUFACTURERS, SUPPLIERS, INSTITUTIONS, TEST ORGANIZATIONS AND POLICY MAKERS. THE
ACTORS IN DENMARK PURSUED A PROCESS THAT DEPLOYED MODEST RESOURCES TO
PROGRESSIVELY BUILD UP A VIABLE WIND TURBINE PATH.
FIGURE 3 EXPLICATIVE GRAPHIC OF THE SYSTEM.
In the cluster a sectorial system of innovation played an important role. The firms do not
innovate in isolation rather innovations are product of various complementary processes. These
complementary processes involve both firms as well as non-firm organizations (such as
universities, research centers, government agencies, financial institutions and others). Thus the
sectorial system of innovation approach emphasizes actors, networks, knowledge and
institutions and the interactions between these elements. For instance, designers and producers
become involved based on their beliefs and experiences on the design and production of
technological artifacts. Users become involved based on the meanings that they attach to
products with respect to their forms, functions and values in use. Evaluators become involved
based on their understanding of the tests and standards required to compare and contrast
different products. Policy makers enact laws based on their beliefs on the efficacy of specific
policy instruments to shape the rate and direction of a technology’s development.
The momentum a technology generates as it accumulates inputs from actors shapes the
activities of distributed actors. These inputs are generated through learning and knowledge
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9. accumulation processes that are activated as actors become involved with an emerging path.
From the supply side, producers learn by doing and by experimenting. Through these processes,
these actors generate capabilities that are critical for the systematic design, production and
distribution of goods and services. Users generate feedback when they use products and
services that emerge from the technology. Such learning by using generates knowledge of
customers’ emerging preferences. Institutional players generate other kinds of learning. For
instance, those in regulatory bodies develop institutional mechanisms and policies to “steer” the
technology development process. More proximally, test centers generate inputs by a process of
learning by testing. The testing criteria that they codify and the results of comparative tests
become valuable community level knowledge.2
6. DIFFERENCE IN WIND TURBINE
PATH BETWEEN DENMARK AND
USA
We use overall contrasting labels “Bricolage” and “breakthrough” to highlight the differences in
the processes associated with actor involvement in the two paths. Bricolage, named used to
label the processes of the Danish industry, was characterized by up-and-coming co-shaping. For
example, designers and producers progressively scaled up designs all the while incorporating
the inputs of the many companies involved. Users offered continual feedback while those in test
centers developed evaluation routines that co-evolved with experiences in the field. All the
while, policy makers “modulated” the rise of the market to keep the technological path alive.
A diverse logic of disseminated agency appeared in the development of the US wind turbine
route. Designers and producers tried to “leap-frog” Denmark with high-tech designs.
Researchers at the test center followed a “linear” engineering science based technology-push
model as their source for exchanges with industry participants. Regulators passed policies to
jump-start the technology, outgrowth the development of a vast market, and then brusquely
removed subsidies.
In terms of design and production, there were key differences in the traditions. Companies in
the US started with a advanced design, took large steps in design scale-up, and did not engage in
much product development in-between stages. In contrast, actors in Denmark started with a
low-tech design, took smaller steps in design scale-up, and engaged in product development in-
between stages. (Therefore from the figure below we can see there are more scale-ups in Danish
wind power.)
2Garud, R. and P. Karnøe (2003). "Bricolage versus breakthrough: distributed and embedded agency in
technology entrepreneurship." Research Policy 32(2): 277-300.
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10. FIGURE 4 P., R. GARUD, ET AL. (1997). PATH CREATION AND DEPENDENCE IN
THE DANISH WIND TURBINE FIELD.
The firms in Denmark possessed a core group of skilled workers, technicians and a few practical
engineers. Such a mix was representative of the “mechanical skill” base that had emerged as a
result of a “practical engineer” education typical of the Danish machine industry. These firms
began developing wind turbines without an appreciation of the complexities involved. The
people involved saw the wind turbine as presenting a set of problems similar to those they had
confronted in the construction of agricultural machinery. (The table below shows five typical
component firms in Denmark.)
On the other side, experts in the US approached design from an engineering science knowledge
base, conceptualizing problems in terms of the formal, academic language of aerodynamics and
structural dynamics. The goal of many engineers was to create a design that had drastically
changed features compared to existing technology.
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11. FIGURE 5 FIVE TYPICAL COMPONENT FIRMS IN DENMARK
7. THE NEW EUROPEAN POLICY:
ENERGY 2020
IN 2007 THE EUROPEAN COUNCIL ADOPTED AMBITIOUS ENERGY AND CLIMATE CHANGE
OBJECTIVES FOR 2020; THESE WERE REFERRED TO AS THE "20-20-20" TARGETS.
They can be summarized in three main points, first being to reduce greenhouse gas emissions
by 20% compared to 1990 levels (or by 30% if the conditions are right); second being achieving
20% of total energy consumption to be from renewable energy and increasing energy efficiency
by 20%; and third: that the 3% of the EU's GDP was to be invested in research and development.
EU2020 seems to have forgotten to attach a feasible strategy to the policy. Of course, due to the
momentum’s excitement, nobody seemed to realize the vacant. Recently, studies have shown
that the existing strategy is currently unlikely to achieve all the 2020 targets, for general
disappointment and global shame.
The main issue, concerning our research, is that –as said by the Dynamic Competitive Forces
Framework- what happens in the Institutions, affects the industry. This is proved by the fact
that if governments do not get behind the proposal for a European grid (i.e. a new strategy for
the current objectives), we will “face an absurd situation in which renewable energy capacity is
being built, but no adequate grid exists to deliver the 34% of renewable electricity needed by 2020
to reach the EU’s binding renewable energy targets3”. Consequently, blocking Denmark’s wind
cluster growing capacity, since there will be no point in continuing to build stock and turbines, if
they cannot be used.
3Christian Kjaer, EWEA chief executive officer. (2010) http://www.euractiv.com/en/energy/eu-says-
200bn-needed-energy-grids-2020-news-499806
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12. The consequences are far more than serious, since the whole industry interconnection is deeply
linked to the demand pull and supply pull innovation and evolution. Thus, we cannot limit our
concerns to environmental issues and energy costs, furthermore we need to take into account
the impact of such a mistake on the global energy industry, keeping in mind that its value
depends on its interconnections and no part of it has value itself. Comprising in union, a mega-
web of synergies and linkages, basic to develop leverage, learning and in sum: Growth.
Hence, the European Council has lately come up with a solution, which is still being revised due
to its controversial measures. One of which is to make, over the next ten years, energy
investments in the order of 1 € trillion. Indeed, 200€ billion are needed to upgrade Europe's gas
and electricity grids over the coming decade.
The new Europe 2020 strategy 4will drive major efforts in: Energy market regulation, grid
management and the security of energy systems; Technical innovation and investments;
Education and incentives for domestic and business consumers to save energy, reduce Wastage
and switch to low-carbon technologies and fuels.
8. CONCLUSIONS AND
RECOMMENDATIONS
Denmark is now the leading center within the field of wind power. However during the
recent years a significant change in technology and markets has taken place. Denmark is faced
with the challenge to maintain its leading position in spite of growing competition from firms
operating in lower cost countries, especially China and India. The wind energy cluster and the
political system must assume a proactive position towards this change to ensure that Denmark
will strengthen its position as unique value creator.
The industrial environment is built on a foundation which consists of a significant effort in
research and education as well as innovative development focused on environmentally
sustainability. This field of wind power is influenced by cooperation and knowledge-sharing to
find technological development tracks.
The Danish research-environment has a leading position within a number of areas, but great
challenges in step with the rapid development of international markets put a lot of pressure of
the Danish knowledge center to hold on the talented researchers and students. In order to
maintain the unique Danish position, an extraordinary effort must be put in.
The strategic issues are focusing on both, development of the wind power industry by
improving wind turbines and effectiveness of wind power, and the improvement of the
knowledge center regarding research and education.
Creating one strategy for the whole value chain with sub-strategies for each of the dimensions
of the industry would strengthen the integration and the competitiveness of the wind power
industry. This could be provided through common guidelines for the frames of cooperation.
Following these recommendations, Denmark will be prepared to face the current challenges.
4ENERGY 2020: A strategy for competitive, sustainable and secure energy. Citizens’ Summary.
http://ec.europa.eu/energy/strategies/2010/doc/2010_11_10_energy_2020_citizens_summary.pdf
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