Case Stamypor

1) What type of innovation is Stamypor?

What is its uncertainty profile? And what are the main managerial challenges related to it?

Stamypor is unlikely to have negative effect on DSM’s current business activity, since it is a new technology in a market, which while already in existence , has so far remained untapped by DSM and cannot be thrown away at current activity.

The patent was not confirmed so this means the technology is very new . this radical innovation ????

Autonomous or systemic ????

Radical innovation entails high uncertainty with high risks and the potential though not guaranteed returns.

Managerial challenges:

DSM operates 3 business; life science product ;performance material; polymer and industrial chemicals

Excellent profit of DSM in Polymer & industrial chemicals, which mainly engages intermediary products based on oil and gases. Since Stamypor is a porous polyethylene which will be applied as an intermediary and this relatedness to this cluster has a major influence on the decision to continue stage gate process of this innovation.

40% of all sales from polymer & industrial chemicals, so there must be existing market for oil & gas based intermediary products.

Influence on the value chain

Resin producers supplied value chains with resins such as polyethylene and polypropylene. Additives helped to solve desired characteristics of resins and again the P&IC was needed as intermediary product that could adsorb both additive and could easily be mixed with resins and the problem of poor dispersion was solved. (this is the value of Stamypor for DSM).

2) Why is interesting to have a separate NBD unit in the light of innovation?

NBD was established due to number of pressure faced by DSM because there was a certain gap emerged between fundamental and applied scientific research where also between industrial research and application of the results in existing chemical companies. There was no answer to how to...