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Value-added strategies and forward integration in the Swedish sawmill industry: positioning and profitability in the high-volume segment
Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
Structural Engineering, Civil, Mining and Environmental Engineering , Luleå University of Technology , Luleå, Sweden.
2010 (English)In: Scandinavian Journal of Forest Research, ISSN 0282-7581, E-ISSN 1651-1891, Vol. 25, no 5, 482-493 p.Article in journal (Refereed) Published
Abstract [en]

The changing market conditions for the Swedish sawmill industry place a focus on a better understanding of the pros and cons of value-added and forward integration strategies. The purpose of this article is to describe and explain recent value-added strategies in the Swedish sawmill industry. The study includes strategies from 13 of the 15 largest sawmill companies for the period between 2002 and 2005, describing a differentiation between value added in primary sawmill production and forward integration into secondary production. It also aims to relate some basic conditions, such as company size, company growth and corporate strategy, to value added and forward integration to profitability. The results show strong positive and significant correlations between forward integration, value added in primary production (somewhat weaker) and unit revenue, and profitability measured as return on investment. There were no strong or significant correlations between size and profitability, playing down the importance of economies of scale (among these already large companies). An interesting result is the much higher profitability of the buying sawmill companies compared with the forest corporations, stressing the importance of both a long-term strategy when investing in value-added activities and ultimately the priorities of ownership.

Place, publisher, year, edition, pages
Taylor & Francis, 2010. Vol. 25, no 5, 482-493 p.
Keyword [en]
forward integration, ownership, profitability, sawmill industry, value-added strategy
National Category
Engineering and Technology
Identifiers
URN: urn:nbn:se:liu:diva-60882DOI: 10.1080/02827581.2010.496738ISI: 000282594700010OAI: oai:DiVA.org:liu-60882DiVA: diva2:359780
Note

This is an electronic version of an article published in: Staffan Brege, Tomas Nord, Roland Sjöström and Lars Stehn, Value-added strategies and forward integration in the Swedish sawmill industry: positioning and profitability in the high-volume segment, 2010, SCANDINAVIAN JOURNAL OF FOREST RESEARCH, (25), 5, 482-493. SCANDINAVIAN JOURNAL OF FOREST RESEARCH is available online at informaworldTM: http://dx.doi.org/10.1080/02827581.2010.496738 Copyright: Taylor & Francis http://www.tandf.co.uk/journals/default.asp

Available from: 2010-10-29 Created: 2010-10-29 Last updated: 2017-12-12Bibliographically approved

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Brege, StaffanNord, TomasSjöström, Roland

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CiteExportLink to record
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