Corporate Entrepreneurship and Strategic Renewal: Naturis Individual

Case Reflection

Entrepreneurial intensity is a concept in

order to assess the overall level of
entrepreneurship element in the company,
Naturis

the concepts of degree and frequency of

entrepreneurship

must

be

considered

together. Firm may be emphasize in high

frequency (lot) of entrepreneurial initiatives
in a year, but none of that initiatives consider
asFigure
innovative,
risk taking,
proactive
1: Entrepreneurial
Grid or
(Morris
et al, (low degree). Another company may engage
2011) pp: 75

breakthrough developments (high degree) that are done every four or five years or called low
frequency (Morris et al, 2011).
Naturis started (1989) as the only one provider for basic dehydrated rice, sold to companies
using rice as ingredient for their dry products with business to business (B2B) approaches but
unfortunately Naturis settle for this competitive advantage from 1990 - 1995. Since 1995
1998 after taking back by Preve family, the huge development of Naturis product portfolio
and sales emphasize Naturis to become the European market leader in their segment. In 1999
they continue the product development by introducing precooked rice flour was launched as a
new product; Naturis offers new opportunity in biscuit manufacturers and bakery product
manufacturers. Starting in 2001, Naturis also expand the business to snack bars providers and
in the 2002 started to supply the producers of pasteurized and sterilized products. In the same
year, company decided to sell its rice directly to final consumers, by introducing Ris, a
breakthrough innovation in the industry. However, B2B relationships were still main market
of the company. In 2003, Naturis production plants were rebuilt in order to sustain the
development of new product in the future.
In Naturis case infer that they are on the high degree of Entrepreneurship, because of
Naturis breakthrough movement in every development phases, and Medium frequency of
Entrepreneurship, because of lack of development in the beginning but recently they are
going frequent to exploring new opportunity in the market. As overall, respecting on
Entrepreneurial Grid, Naturis categorize as a Dynamic Entrepreneurial Intensity company.
Participative Employees in the organization contribute to the organizations capabilities.
Capabilities are the strength of the organization to compete within an industry. According to
Leonard-Barton (1992) article, company should be emphasizes to alignment of Core

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Corporate Entrepreneurship and Strategic Renewal: Naturis Individual

Case Reflection

Capabilities (Skill and knowledge, Technical system, Managerial system and Values and
Norms) to be difficult to imitate and becoming sustainable competitive advantage.
For Naturis, the alignment of skill and knowledge of employees, technical system that
properly implement to the action plan, managerial system that enhance entrepreneurial
environment in organization and the leadership that has strong innovative values and set the
ethical norms as a organization backbone will be the key management and organization
factors will empowering entrepreneurship as sustainable strategy for Naturis.
In the future Naturis Management will faces to the uncertainty from external environment
(opportunities and threats) and creating fits with the internal organizations competency and
capabilities. The needs for innovation stimulate Naturis to implement an organic structure
that has flexibility and informal approach to solve the important issues (internal or external)
regarding the company.
Project based organization that respecting individual performance appraisal and rewards
will be fits to the entrepreneurial environment that build by Naturis. Information sharing
among different offices is stimulated innovative idea in a company. As a leader, Cesare Preve
should be kept their leadership style as a servant leader and stimulating the whole of
organization to be involving in the development of the Naturis.
From external factors, company should be considers the dynamic changes from economic
sector, technology advancement, sustainability of distribution channels and supply chain,
consumers behaviors and legal and regulatory.
Entrepreneurial and innovation cultures from Naturis that align with properly research and
development (internal and external) to exploring possibilities of uncontested market space
and the role of leadership to enhance entrepreneurship environment in organization are the
key of sustainable development of Naturis.
Refferences:
Leonard-Barton, D. (1992). Core Capabilities and Core Rigidities: A paradox in managing
new product development. Strategic Management Journal. 13, 111-125.
Morris, M.H., Kuratko, D.F., & Covin, J.J., ''Corporate Entrepreneurship & Innovation",
Chapters 3.

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