The subject of this assignment is a multiple stakeholder analysis, among stakeholders of BioVækst A/S, a company producing biogas and compost from organic waste, using a process called anaerobic digestion, which is a part of the circular economic perspective.To evaluate different stakeholders in the sphere of BioVækst A/S, there has been developed an analytical model that can provide a dynamic view over time, of how different waste cultures influence the discourse of waste treatment in Denmark and thereby the brand-value of BioVækst A/S.The model is, grounded in Michel Callon´s four processes of translation, whereby it is possible to determine how strong the building of heterogeneous relations are. The dynamics among the stakeholders, are analyzed through the their cultural 2complementarities and the waste cultures of the stakeholders are differentiated by either being enhancing, orthogonal ore antagonistic, to a prechosen context ore central culture, in this case BioVækst A/S and the circular economic perspective.Five stakeholder groups have, been analyzed, showing huge differences among stakeholders perspective on anaerobic digestion. The government has changed waste handling culture from strong antagonistic, to very enhancing.EU has moved from orthogonal to very enhancing. The EU waste directive is the main driver ore motivation, for all stakeholders, in an environment that is changing to a perspective where the waste hierarchy, determines a larger focus on re-use and smaller focus on incineration.Owners of BioVækst, are strangely enough divided on the subject anaerobic digestion. The SolumGroup, who are the inventor of the technology, has a very enhancing culture, whereas the two waste companies Vestforbrændingen and Kara/Noveren, has an orthogonal to antagonistic view on part of their own business. They are, forced though to a more enhancing culture by the obligations the municipalities have, due to the waste directive. The municipalities are very different in their respective ways of dealing with organic waste. Examples show that some municipalities have a waste culture that is very enhancing to anaerobic digestion, but most municipalities have a culture that is orthogonal ore even antagonistic, to a culture with a higher degree of organic resource recovery.Advisers and industry associations does also have a differentiated approach on how to solve the challengers of handling organic waste. Some advisers, and industry associations are enhancing and promotes the anaerobic digestion as a liable solution, but most advisers and industry associations have a culture that is antagonistic to the handling organic waste with anaerobic digestion.On top of these different cultural complementarities and the dynamics in the network of BioVækst A/S, the company faces a strong dependency on the waste treatment companies, whereas they have the ´right and duty´ to collect and treat waste, which makes them to public monopolies.BioVækst A/S´s brand value are effected by all the dynamics of the multiple stakeholders in the network, and the company has not through time been able to3create a consensus that is strengthening the company as a top of mind brand. The waste directive and –hierarchy, has however placed the lowest ingot for waste treatment culture, which has had and will have a positive influence on BioVækst A/S brand value, among multiple stakeholder in the waste treatment sector.
|Educations||MSc in Economics and Marketing, (Graduate Programme) Final Thesis|
|Number of pages||86|