Survey of Innovation and Business Strategy (SIBS) 2009

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Survey of Innovation and Business Strategy (SIBS) 2009

Supporting Tables


Table 1: Business strategies

Table 1: Business strategies
QuestionResponse optionsAll IndustriesManufacturingAll Except Manufacturing
ResponseQualitySEResponseQualitySEResponseQualitySE
Percentage of enterprises indicating the long term strategy most important to their enterpriseMain focus on good or service positioning (e.g., product leadership, market segmentation, product diversification, improving quality)78.6B4.186.1A0.877.0B5.0
Main focus on low-price and cost leadership (e.g., mass market)21.4B4.113.9A0.823.0B5.0
Percentage of enterprises indicating the statement that best describes the strategic focus of their enterprise with respect to its goods or servicesFocus on maintaining or expanding the sales of existing goods or services77.1B3.160.2A1.180.9B3.8
Focus on introducing new or significantly improved goods or services regularly18.8B3.035.8A1.114.9B3.7
Do not know4.1A0.94.0A0.54.1A1.1
Percentage of enterprises indicating the statement that best describes the strategic focus of their enterprise with respect to its marketing practices or methodsFocus mainly seeks to maintain or intensify existing marketing practices or methods54.6B4.554.3A1.254.6B5.5
Focus mainly seeks to introduce new or significantly improved marketing practices or methods30.5B4.135.9A1.129.2B5.0
Do not know15.0B3.39.7A0.716.2B4.1
Percentage of enterprises indicating the statement that best describes the strategic focus of their enterprise with respect to its operations and business activitiesFocus mainly seeks to maintain or optimize its current operations and business activities58.5B4.351.7A1.260.0B5.3
Focus mainly seeks to introduce new or significantly improved business activities or processes to its operations33.7B3.744.0A1.231.4B4.5
Do not know7.8B3.04.4A0.58.6B3.7
Percentage of enterprises indicating the statement that best describes the strategic focus of their enterprise with respect to its organizational and management practicesFocus mainly seeks to maintain or optimize its current organizational and management practices59.9B4.256.2A1.260.7B5.2
Focus mainly seeks to introduce new or significantly improved management practices or change its organizational structure33.2B3.739.2A1.131.8B4.5
Do not know6.9B2.94.6A0.57.4B3.6

Legend

Legend
SymbolMeaningCoefficient of variationFootnote *Standard error (SE)
AVery reliable≤ 5 %≤ 2.5
BReliable> 5 % and ≤ 15 %> 2.5 and ≤ 7.5
EUse with caution> 15 % and ≤ 30 %> 7.5 and ≤ 15
FToo unreliable to be published> 30 %> 15

Table 2: Innovation

Table 2: Innovation
Question Response options All Industries Manufacturing All Except Manufacturing
Response Quality SE Response Quality SE Response Quality SE
Percentage of enterprises that introduced product, process, organizational or marketing innovations during the three years 2007 to 2009 n.a. 66.8 B 4.4 81.2 A 0.9 63.6 B 5.4
Percentage of enterprises that introduced process innovations during the three years 2007 to 2009 Introduced new or significantly improved methods of manufacturing or producing goods or services 17.3 A 2.0 49.7 A 1.2 9.9 A 2.5
Introduced new or significantly improved logistics, delivery or distribution methods for their inputs, goods or services 12.0 A 2.1 15.7 A 0.8 11.1 B 2.6
Introduced new or significantly improved supporting activities for their processes 25.5 B 3.7 31.4 A 1.1 24.2 B 4.5
Percentage of enterprises whose introduction of process innovations during the three years 2007 to 2009 required changes to enterprise activitiesFootnote 1 Required changes to marketing activities 27.2 B 5.2 28.3 A 1.4 26.7 E 7.6
Required changes to operational activities 80.0 B 4.9 83.6 A 1.2 78.3 B 7.3
Required changes to organizational activities 55.0 B 6.3 51.2 A 1.5 56.8 E 9.3
Percentage of enterprises that introduced organizational innovations during the three years 2007 to 2009 Introduced new business practices for organizing procedures 23.5 A 2.4 44.9 A 1.2 18.6 B 2.9
Introduced new methods of organizing work responsibilities and decision making 27.4 B 3.5 38.6 A 1.1 24.8 B 4.3
Introduced new methods of organizing external relations with other firms or public institutions 15.0 A 2.1 19.8 A 0.9 13.9 A 2.5
Percentage of enterprises whose introduction of organizational innovations during the three years 2007 to 2009 required changes to enterprise activitiesFootnote 2 Required changes to marketing activities 28.9 B 5.0 26.9 A 1.3 29.7 B 7.0
Required changes to operational activities 82.1 B 4.0 81.5 A 1.2 82.4 B 5.5
Percentage of enterprises that introduced goods or services innovations during the three years, 2007 to 2009 Introduced new or significantly improved goods 18.1 A 1.5 42.6 A 1.1 12.6 A 1.9
Introduced new or significantly improved services 24.5 B 4.0 21.7 A 1.0 25.1 B 5.0
Percentage of enterprises whose introduction of goods or services innovations during the three years 2007 to 2009 required changes to enterprise activitiesFootnote 3 Required changes to marketing activities 59.5 B 7.2 52.6 A 1.6 62.0 E 9.7
Required changes to operational activities 67.7 B 7.4 71.4 A 1.5 66.4 E 9.9
Required changes to organizational activities 50.3 B 6.8 44.2 A 1.6 52.4 E 9.2
Required the introduction of new production processes 49.9 B 6.4 67.2 A 1.5 43.8 E 8.1
Percentage of enterprises with marketing innovations during the three years 2007 to 2009 Significant changes to the aesthetic design or packaging of a good or service 11.3 A 1.5 17.0 A 0.8 10.0 A 1.8
New media or techniques for good or service promotion 23.9 B 3.7 20.4 A 0.9 24.7 B 4.6
New methods for good or service placement or sales channels 14.0 B 2.9 13.6 A 0.8 14.1 B 3.6
New methods of pricing goods or services 15.8 B 3.0 17.5 A 0.9 15.4 B 3.7
Percentage of enterprises whose marketing innovations introduced in 2009 involved…Footnote 4 Existing goods or services 83.3 B 7.0 79.2 A 1.5 84.3 E 8.9
New or significantly improved goods or services during the years 2007 to 2009 33.5 B 5.1 57.4 A 1.8 27.1 B 6.0

Legend

Legend
SymbolMeaningCoefficient of variationFootnote *Standard error (SE)
AVery reliable≤ 5 %≤ 2.5
BReliable> 5 % and ≤ 15 %> 2.5 and ≤ 7.5
EUse with caution> 15 % and ≤ 30 %> 7.5 and ≤ 15
FToo unreliable to be published> 30 %> 15

Table 3: Obstacles to Innovation

Table 3: Obstacles to Innovation
QuestionResponse optionsAll IndustriesManufacturingAll Except Manufacturing
ResponseQualitySEResponseQualitySEResponseQualitySE
Percentage of enterprises that indicated they faced market size obstacles to innovation in 2009Faced obstacles17.2A2.425.5A1.015.3B2.9
Measures were taken to overcome obstaclesFootnote 191.5B2.993.3A1.090.8B4.0
Measures were successful in mitigating all obstaclesFootnote 229.8B7.435.0A2.227.7E10.2
Used government support programs to overcome obstaclesFootnote 218.7B3.728.9A2.114.7B4.6
Percentage of enterprises that indicated they faced internal financing obstacles to innovation in 2009Faced obstacles22.8B2.635.1A1.120.0B3.2
Measures were taken to overcome obstaclesFootnote 195.2A0.889.4A1.397.5A0.8
Measures were successful in mitigating all obstaclesFootnote 252.2B7.045.6A2.054.6E9.3
Used government support programs to overcome obstaclesFootnote 215.0B3.831.3A1.99.1B5.1
Percentage of enterprises that indicated they faced external financing obstacles to innovation in 2009Faced obstacles16.2B2.624.9A1.014.2B3.2
Measures were taken to overcome obstaclesFootnote 196.3A0.891.7A1.398.2A0.8
Measures were successful in mitigating all obstaclesFootnote 258.5E9.645.4A2.463.3E12.9
Used government support programs to overcome obstaclesFootnote 219.8E8.325.3A2.117.7E11.4
Percentage of enterprises that indicated they faced obstacles to innovation due to a lack of skills within their enterprise in 2009Faced obstacles26.0B3.727.6A1.025.6B4.5
Measures were taken to overcome obstaclesFootnote 187.8B5.189.3A1.587.4B6.3
Measures were successful in mitigating all obstaclesFootnote 262.6E8.052.2A2.365.2E9.8
Used government support programs to overcome obstaclesFootnote 29.9B4.219.0A1.77.6B5.2
Percentage of enterprises that indicated they faced obstacles to innovation related to finding and reaching agreements with external collaborators in 2009Faced obstacles11.0A2.49.8A0.711.2B3.0
Measures were taken to overcome obstaclesFootnote 197.7A0.991.7A2.398.9A0.8
Measures were successful in mitigating all obstaclesFootnote 257.4E12.452.1B3.758.3E14.6
Used government support programs to overcome obstaclesFootnote 211.9B6.114.8B2.611.4B7.2
Percentage of enterprises that indicated that uncertainty and risk was an obstacle to innovation in their enterprise in 2009Faced obstacles36.6B4.347.2A1.134.3B5.3
Measures were taken to overcome obstaclesFootnote 177.5B7.083.5A1.375.6E9.2
Measures were successful in mitigating all obstaclesFootnote 248.1B7.438.7A1.751.4E9.7
Used government support programs to overcome obstaclesFootnote 211.5B3.218.5A1.39.1B4.2
Percentage of enterprises that indicated that regulatory issues were an obstacle to innovation in their enterprise in 2009Faced obstacles15.9A2.217.7A0.815.5B2.7
Measures were taken to overcome obstaclesFootnote 180.3E7.889.7A1.877.9E9.6
Measures were successful in mitigating all obstaclesFootnote 236.6E8.035.7B2.636.9E10.3
Used government support programs to overcome obstaclesFootnote 211.0B5.011.4A1.510.9B6.5
Percentage of enterprises that indicated that intellectual property protection was an obstacle to innovation in their enterprise in 2009Faced obstacles4.5A1.48.0A0.63.6A1.7
Measures were taken to overcome obstaclesFootnote 195.8A1.691.0A2.098.2A1.3
Measures were successful in mitigating all obstaclesFootnote 274.7E8.860.5B3.981.2E9.9
Used government support programs to overcome obstaclesFootnote 25.5A2.310.0A2.43.5A2.3
Percentage of enterprises that indicated that government competition policy was an obstacle to innovation in their enterprise in 2009Faced obstacles3.9A0.85.3A0.53.6A1.0
Measures were taken to overcome obstaclesFootnote 188.4B5.088.7B2.688.3B6.6
Measures were successful in mitigating all obstaclesFootnote 241.4E12.639.5B5.1F
Used government support programs to overcome obstaclesFootnote 227.1E8.28.1B3.133.4E11.7

Legend

Legend
SymbolMeaningCoefficient of variationFootnote *Standard error (SE)
AVery reliable≤ 5 %≤ 2.5
BReliable> 5 % and ≤ 15 %> 2.5 and ≤ 7.5
EUse with caution> 15 % and ≤ 30 %> 7.5 and ≤ 15
FToo unreliable to be published> 30 %> 15

Table 4: Management Practices, Manufacturing Sector

Table 4: Management Practices, Manufacturing Sector
QuestionResponse optionsLarge EnterprisesMedium EnterprisesSmall Enterprises
ResponseQualitySEResponseQualitySEResponseQualitySE
Percentage of enterprises indicating they have a systematic process or procedure to resolve problems associated with production of goods or delivery of servicesn.a.86.2A1.077.2A1.564.7A1.4
Average number of key production performance indicators monitored in the enterpriseFootnote 1n.a.18.5B13.39.4E16.2F
Percentage of enterprises indicating the frequency that production performance indicators are shown to managers of operations in their enterpriseFootnote 2Quarterly31.0A1.223.6A1.520.9A1.4
Monthly75.4A1.265.5A1.750.2A1.6
Weekly56.5A1.346.7A1.839.7A1.6
Daily49.2A1.347.5A1.731.7A1.4
Hourly or more frequently11.9A0.84.7A0.73.3A0.5
Never shown to workers in their enterprise0.2A0.10.0A0.01.1A0.3
Other0.9A0.22.5A0.63.7A0.6
Do not know0.5A0.20.2A0.12.1A0.5

Legend

Legend
SymbolMeaningCoefficient of variationFootnote *Standard error (SE)
AVery reliable≤ 5 %≤ 2.5
BReliable> 5 % and ≤ 15 %> 2.5 and ≤ 7.5
EUse with caution> 15 % and ≤ 30 %> 7.5 and ≤ 15
FToo unreliable to be published> 30 %> 15

Table 5: Advanced Technology

Table 5: Advanced Technology
QuestionResponse optionsAll IndustriesManufacturingAll Except Manufacturing
ResponseQualitySEResponseQualitySEResponseQualitySE
Percentage of enterprises indicating the use of …Advanced computerized design and engineering in their enterprise in 200922.2A2.542.2A1.117.7B3.0
Advanced computerized processing, fabrication, and assembly technologies in their enterprise in 200915.9A2.336.1A1.111.3B2.8
Advanced computerized inspection technologies in their enterprise in 20098.1A1.714.8A0.86.6A2.1
Advanced communication technologies in their enterprise in 200928.0B4.423.7A1.029.0B5.4
Advanced automated material handling technologies in their enterprise in 20097.0A0.915.7A0.85.0A1.1
Advanced information integration and control technologies in their enterprise in 200913.5A2.219.7A0.912.0B2.7
Advanced biotechnologies or bioproducts in their enterprise in 20090.9A0.32.0A0.30.7A0.3
Advanced nanotechnologies in their enterprise in 20090.3A0.20.9A0.10.2A0.2
Advanced green technologies in their enterprise in 20098.4A2.18.7A0.68.3B2.6
Other advanced technologies in their enterprise in 20096.3A1.62.9A0.47.1A2.0
Percentage of enterprises indicating their enterprise acquired or integrated the advanced technologies (equipment or software) they indicated were in use in their enterprise in 2009Footnote 1by purchasing off-the-shelf advanced technology83.4A2.074.8A1.386.0A2.4
by leasing off-the-shelf advanced technology10.1A2.511.1A0.99.8B3.3
by licensing advanced technology12.9B2.817.5A1.111.5B3.5
by customizing or significantly modifying existing advanced technology23.0B3.533.7A1.419.8B4.3
by developing new advanced technologies either alone or in conjunction with others16.3B3.320.5A1.115.0B4.2
through merger or acquisition of another enterprise with advanced technologies1.0A0.22.2A0.40.6A0.2

Legend

Legend
SymbolMeaningCoefficient of variationFootnote *Standard error (SE)
AVery reliable≤ 5 %≤ 2.5
BReliable> 5 % and ≤ 15 %> 2.5 and ≤ 7.5
EUse with caution> 15 % and ≤ 30 %> 7.5 and ≤ 15
FToo unreliable to be published> 30 %> 15

Table 6: Global Value Chain Management

Table 6: Global Value Chain Management
QuestionResponse optionsAll IndustriesManufacturingAll Except Manufacturing
ResponseQualitySEResponseQualitySEResponseQualitySE
Percentage of enterprises indicating their enterprise had business activities outside of Canada in the three years 2007 to 2009n.a.24.7A2.247.5A1.119.5B2.7
Percentage of enterprises with business activities outside of Canada that relocated business activities from Canada to another country in the three years 2007 to 2009Footnote 1n.a.7.8B3.311.0A0.86.1B5.1
Percentage of enterprises indicating a business activity was relocated from Canada to another country in the three years 2007 to 2009Footnote 2Production of goodsF79.9B3.4F
Provision of servicesF18.7A2.4F
Distribution and logistics12.0B5.322.2B3.21.8A1.8
Call centers and help centersF8.5A1.5F
Marketing, sales and after sales service12.7B5.620.4B2.75.1B4.7
Software developmentF7.1A1.6F
Data processingF12.0A2.3F
Information and communication technology (ICT) servicesF12.2A2.1F
Legal services3.1A1.55.5A1.40.7A0.9
Accounting and book-keeping9.3B4.116.5A2.32.2A2.0
Human resource management6.0B3.010.8B2.91.2A1.2
Financial management7.6B3.514.8A2.50.6A0.6
Engineering and related technical services9.6B4.316.0A2.53.1B2.9
Research and development (R&D)7.6B3.413.1A2.22.2A2.1
Other business activities0.1A0.10.3A0.20.0A0.0
Percentage of enterprises with business activities outside of Canada that outsourced (contracted out) business activities from Canada to another country in the three years 2007 to 2009Footnote 1n.a.16.8B3.621.2A1.314.3B5.6
Percentage of enterprises indicating a business activity was outsourced (contracted out) from Canada to another country in the three years 2007 to 2009Footnote 3Production of goods53.0E11.680.5B2.7F
Provision of services25.3B6.221.9B3.128.2E12.0
Distribution and logistics18.0B4.919.3B3.016.9E8.3
Call centers and help centers4.2A1.63.8A1.44.5B2.7
Marketing, sales and after sales service21.4E8.216.1B2.9F
Software developmentF7.1A2.0F
Data processingF3.6A0.7F
Information and communication technology (ICT) servicesF4.4A0.8F
Legal services3.9A1.27.1A1.61.3A1.0
Accounting and book-keeping3.5A1.63.8A1.43.3B2.6
Human resource management1.4A0.62.2A0.90.8A0.5
Financial management3.0A1.52.3A1.03.6B2.7
Engineering and related technical services9.9B2.810.9A1.79.1B4.7
Research and development (R&D)7.0A2.26.9A1.27.1B3.9
Other business activities0.3A0.20.6A0.30.0A0.0

Legend

Legend
SymbolMeaningCoefficient of variationFootnote *Standard error (SE)
AVery reliable≤ 5 %≤ 2.5
BReliable> 5 % and ≤ 15 %> 2.5 and ≤ 7.5
EUse with caution> 15 % and ≤ 30 %> 7.5 and ≤ 15
FToo unreliable to be published> 30 %> 15

Table 7: Barriers to Entering Global Value Chains

Table 7: Barriers to Entering Global Value Chains
QuestionResponse optionsAll IndustriesManufacturingAll Except Manufacturing
ResponseQualitySEResponseQualitySEResponseQualitySE
Percentage of enterprises indicating that the degree of importance of the obstacles to relocation or outsourcing they faced was highFootnote 1Canadian legal or administrative obstacles18.1E14.319.8B6.3F
Foreign legal or administrative obstacles17.8E13.920.0B6.4F
Taxation obstacles12.0E10.013.1B6.4F
Trade tariffs15.9E12.230.2E7.85.0B7.5
Uncertainty of international standards11.1E9.314.2B5.18.8E13.4
Concerns of employees (including trade unions)8.3B6.513.1B4.04.6B6.8
Concern of violation of patents and/or intellectual property rights3.0A2.45.8A2.30.8A1.3
Conflict with social values of your business (e.g., corporate social responsibility issues)0.7A0.71.7A1.00.0A0.0
Distance to producers15.8E11.935.5B6.90.8A1.3
Distance to customers7.6B5.913.5B4.63.1B4.5
Linguistic or cultural obstacles14.7E11.717.4B5.2F
Difficulties in identifying potential or suitable providers12.6E9.625.8B6.22.7B4.0
Lack of management expertise6.9B5.416.1B4.70.0A0.0
Lack of financing12.8E9.924.4B7.24.1B5.7
Other obstacles3.9B3.73.5A1.84.2B6.6

Legend

Legend
SymbolMeaningCoefficient of variationFootnote *Standard error (SE)
AVery reliable≤ 5 %≤ 2.5
BReliable> 5 % and ≤ 15 %> 2.5 and ≤ 7.5
EUse with caution> 15 % and ≤ 30 %> 7.5 and ≤ 15
FToo unreliable to be published> 30 %> 15

Table 8: Competition and the Marketplace

Table 8: Competition and the Marketplace
QuestionResponse optionsAll IndustriesManufacturingAll Except Manufacturing
ResponseQualitySEResponseQualitySEResponseQualitySE
Average estimated percentage of total sales from the enterprise's highest selling good or service in 2009 by geographic regionsFootnote 1Local Market63.4A3.333.1A2.570.2A3.6
Rest of the Province or Territory17.9B9.921.6A3.017.0B12.7
Rest of Canada9.5B11.917.5A2.87.7E18.0
United States6.6B6.321.2A3.03.3B14.9
Europe1.1E29.22.3B7.8F
Asia Pacific0.7B12.02.1B8.10.4E24.8
Rest of World0.8B12.12.1B8.40.5E22.1
Percentage of enterprises indicating the number of competitors they faced in their main market for their highest selling good or service in 200913.1A1.23.9A0.42.9A1.5
25.8B2.84.9A0.56.1B3.4
313.0A1.89.0A0.613.9A2.3
4 to 512.5A1.324.4A1.09.8A1.5
6 to 1027.9B3.623.2A1.028.9B4.4
11 to 2016.0B3.69.8A0.717.4B4.4
more than 2021.8B2.624.8A1.021.1B3.2
Percentage of enterprises indicating that there were new competitors that entered their enterprise's main market for its highest selling good or service in 2009n.a.32.4B4.331.1A1.132.7B5.2
Percentage of enterprises indicating that there were new competitors that entered the main market for their highest selling good or service in 2009 and in response to this increase in the number of competitorsFootnote 2Changed the quality of the good or service37.7E7.635.7A2.038.2E9.2
Adopted a new technology or process17.6B4.239.2A2.113.0B4.9
Changed marketing expenditures33.3B7.338.6A2.132.2E8.8
Introduced a new good or service40.1B7.437.4A2.040.7E8.9
Speed up the introduction of a new good or service18.1B7.028.6A1.815.8E8.6
Changed the price of the good or service69.5B6.264.8A2.070.5B7.5
Took some other action19.0E8.39.9A1.321.0E9.9
Took no action20.5B5.415.5A1.621.6B6.6

Legend

Legend
SymbolMeaningCoefficient of variationFootnote *Standard error (SE)
AVery reliable≤ 5 %≤ 2.5
BReliable> 5 % and ≤ 15 %> 2.5 and ≤ 7.5
EUse with caution> 15 % and ≤ 30 %> 7.5 and ≤ 15
FToo unreliable to be published> 30 %> 15