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e-Business in the chemical, rubber and plastics industryExhibit 4.2-2: Cross-sectoral comparison: percentage of product / process innovations thatare ICT-enabledSectorManufacturingProduct innovation:% ICT-linkedProcess innovation:% ICT-linkedYear ofsurvey*Chemical, rubber, plastics 36% 73% 2007Food 15% 62% 2006Pulp and paper 34% 59% 2006ICT manufacturing 54% 70% 2006Steel 48% 64% 2007Furniture 44% 67% 2007Automotive 21% 86% 2005Pharmaceutical 18% 72% 2005Machinery & equipment 25% 66% 2005Publishing 65% 83% 2005Retail and servicesRetail 70% 81% 2007Transport and logistics 76% 75% 2007Telecommunications 86% 92% 2006* Surveys of 2005 and 2006 include micro-firms with up to 9 employeesData weighted by employment. Reading example: "Out of those companies in the food industry which said theyhad introduced new or significantly improved internal processes in the past 12 months, 62% said that at leastsome of these process innovations were enabled by ICT."Source: e-Business Surveys 2005, 2006 and 2007 by the SeBWThe case studies in this report provide examples how organisational changes andprocess innovation are intertwined with ICT deployment. In these cases, the introductionof a new ICT system is the core element of the innovation process. However, this doesnot mean that the ICT system is a goal in itself; it was selected and implemented toenable organisational improvements, such as more efficient business processes andbetter transparency. The case study on Unicorn Ltd. (see Section 5.4) shows howprocess innovation can depend on ICT infrastructure even in small firms: the companyreplaced its former accounting system with a new business management softwarebecause the old system was unsuitable to provide the information which was needed formore efficient purchasing and inventory planning.The following sections offer further insights to what degree specific factors are linked withICT-enabled innovation in the CRP industries (Section 4.2.2), and whether companieswhich conduct ICT-enabled innovation are likely to exhibit superior performance (4.2.3).In the Structure-Conduct-Performance framework (see introduction to this section), thisanalysis explores links between ICT adoption and ICT-enabled innovation, links betweeninnovation and performance.Structure Conduct PerformanceMarket / firmcharacteristicsICTadoptionSection4.2.2.ICT enabledinnovationSection4.2.3.Performanceindicators (e.g.profits)112