I believe in coopetition!
Coopetition is how I define cooperation between ordinarily unlikely allies; competitors.
The biofuels industry at the best of times is challenging. In times like these it is a formidable thing to simply survive and to thrive requires a visionary approach to the business coupled with strong execution.
At times reaching out to your competitors can be frustrating. I often need to confront secrecy, the air of superiority, reluctance and failure all in the same call.
It takes a commitment to compromise, the ability to create a value proposition for both sides, the willingness to risk strengthening your competitor to strengthen your organization.
Most are too short-sighted to see the value of coopetitive relationships, and I must admit that they are not always the best path to short-term industry dominance.
At any rate I will not be deterred from attempting to cultivate competitive advantage from cooperative competition.
Make it a better place!
This is part two of aÂ three-part blogÂ designed to explore opportunities for cooperatives toÂ thrive in the newly emerging sustainable energy sector.Â In Part 1, I discussed the basic principles of cooperative formation and outlined an initial niche-based value-opportunity for cooperative activities as equity-ready organizations. In Part 2 I discuss more specificallyÂ a focus for cooperatives as local manufacturers and distributors of biodiesel solutions services.
The bioenergy industry is in its infancy.Â That is not to say that the technologies that will make up the first generation of widely adopted energy solutions are new or yet to be created.Â Many of the techology setsÂ experiencing greater exceptanceÂ are simply variations on old themes, for example windmills for wind power generation, solar panels, and alternative fuels like ethanol and biodiesel.
I will assert, without burdening myself with detailed supporting argument, that a cooperative organization could serve as a valuable industry participant in any of the sustainable energy production sectors mentioned above, as well as in the future next generation fuels currently being researched, such as biobutanol or cellulosic ethanol.
For example, there are a variety of biodiesel cooperatives currently dispersed throught the nation. Many are focused strictly on distribution, while others are focused on production from straight vegetable oil (SVO) or waste vegetable oil (WVO). Very few producers, in either the commercial corporation or cooperativeÂ stratas, are focused on using grease or renderings, in part because of the challenges related to collecting and processing grease in sufficient quantities to yield worthwhile amounts of biodiesel. Some great examples of these are Piedmont Biofuels, a well-known producer and distributor, as well as Biofuel OasisÂ which serves as a distributor of high-quality biodiesel.Â
Of course there are others, but I mention these two because they are ready examples ofÂ how differing models can sustain themselves.Â ( To learn more about these two feel free to visit their respective web sites and/or give them a call. True to form they are courteous and friendly, and willing to answer questions if time allows.)Â
So what exactly is the niche opportunity for cooperatives in the bioenergy sector? A cooperativeÂ can serve as bothÂ catalyst and agent of change in the emerging bioenergy industry. It can champion and act on specific agendas. In reality the latter is no different than the capabilities of an individual or other forms of business organizations. What differentiates the cooperative is its basis in the egalitarian support of its membership and its necessary reliance on the community of consumers to sustain it.
Traditional corporations are driven by maximizing returns (profits) to shareholders. Cooperatives are driven by maximizing value to membership, and the members are able to decide what they value at a given moment. There is perhaps an inherent tension here, because decisions made in the moment are often counter to sustainability.
The above is the advantage and the potential bane of a cooperative organization. In the emerging markets it is increasingly necessary that for cooperatives to sustain themselves and create winning results, they must operate with greater rigor, both in the decision-making process and in the execution of plans and initiatives.Â In essence, it is my opinion thatÂ the cooperatives of the future need to conduct themselves in such a way as they can manage to become sophisticated businesses.
In Part 3 of this discussion I will continue to discuss how tomorrow’s cooperative might function to maximize sustainability while maintaining the core identity of its membership.