University of Minnesota MOT Graduate Program

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University of Minnesota MOT Graduate Program

University of Minnesota MOT Graduate Program

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  • 1. Master of Science in Management of Technology (MOT) program Final Project Briefings for the 15th International MOT Project Singapore / Vietnam 27 February – 13 March 2010 Minnesota Opportunities in Singapore and Vietnam Saturday, April 3, 8:30‐ 11:45 a.m. University of Minnesota, Minneapolis Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 2. Technological Leadership Institute (TLI)  at the University of Minnesota Established in 1987 with an endowment  from Honeywell Foundation. An interdisciplinary center housed in the  Institute of Technology (engineering,  mathematics, and physical sciences college) TLI has five endowed chairs, and has an  additional 47 top‐notch faculty from across  the eight University of Minnesota colleges,  government, and industry Expertise in the interface of science,  technology, infrastructure security,  management, business, strategy,  innovation, leadership, and policy Developing Local and Global Leaders for  Technology Enterprises Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 3. What Does TLI Do? Master of Science degrees – Management of Technology (1990) – Infrastructure Systems Engineering (2000) – Security Technologies (2010), with options for the MS and MS/PhD minors. Short Courses, Seminars, and Certificates – Certificate Programs and Summit Certification – Rochester Signature Series “Best of Technology Management” – Customized Leadership Training and Courses – Foresight After Four Research and Consulting Web site: <tli.umn.edu> Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 4. Technology in MOT Is… Any application of science – Broader than software or hardware Areas – Research, processes, products; end-to- end – from ideas in the lab to the marketplace Examples − Gene therapy/bio tech, sensors, security technologies, fuel cells, new composites, nanotech … Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 5. Business of Technology:* The MOT program >>PROGRAM empowers managers and executives in their strategic GOAL vision to leverage technology to grow businesses *Dr. Robert Solow, Nobel Laureate in Economic Sciences and MIT professor: Technology drives over 60% of the U.S. economy. Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 6. Critical Knowledge and Skills for Professionals in Tech-Intensive Environments Innovation  Leadership Knowledge of Business,  Team Collaboration & Entrepreneurship &  Value Creation Skills Innovation Fundamentals Individual & Interpersonal Effectiveness Skills Technical Engineering Expertise and Skills (Absolutely necessary but not sufficient) Technical Expertise Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 7. The Students>> Experienced – 12-14 yrs work experience, on average – 36-38 yrs old, on average – 5 or 6:1 male to female ratio Diverse expertise – R&D, operations, consulting, quality, engineering, information systems, intellectual property Varied responsibilities – Senior engineers, senior consultants, managers, project or team leaders, business or science/technical unit liaisons, directors, entrepreneurs, chief officers Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 8. 2009 Alumni Career Impact>> Job satisfaction increased from 62% to 77% Managerial and executive duties increased after the program with 83% of alums in technology management- related positions Feel MOT prepared them for current jobs (86%) and career path (95%) Use MOT in key areas of their jobs: ・ Strategic management and grasp of business concepts (98%) ・ General management (95%) ・ Collaboration and team building (92%) ・ Critical thinking and problem solving (90%) ・ Verbal Communication (90%) ・ Technology foresight and forecasting (85%) ・ Leadership (84%) Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 9. >>2009 Alumni Survey: Job Functions Graduate Years: 1992‐2008 Before MOT After MOT Manager 36% 37% Executive 9% 33.2% Engineer 36% 14% Information Systems (non engineering) 12% 9% Business owner 0% 1.4% Scientist 4% 1.4% Other 3% 4% Out of the 531 MOT alumni, over 33% are executives and over 50% of the remaining alumni report that they hold management positions or have management responsibilities. Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 10. The MS-MOT Alumni >> 5-8 years Before MOT After MOT Management 32% 42% Executive 1% 27% R&D 28% 12% Marketing 1% 6% Design 18% 4% Manufacturing 6% 4% Business owners 0% 3% “Other” 15% 2% Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 11. Management of Technology (MOT) program International MOT Project (MOT 8950) Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 12. Master of Science in Management of Technology (MS‐MOT)  International MOT Project (MOT 8950) •Each year, the MOT international project committee in TLI explores possible locations. The committee considers options to meet the planned goals of “developing an international perspective on management of technology and contrasting emerging and established companies, countries, technology, foreign-owned versus local, and government versus private sector, among other factors, in concert with the Center’s mission,” says Dr. Massoud Amin, TLI director. •“It also provides an ability to develop a coherent intellectual structure within this region/country and an understanding of complex issues in the global management of technology. We are constantly in the learning mode, trying to find new locations, new sites to visit, and new contacts.” •The international MOT project plays an important role in preparing students to assume greater leadership responsibilities in the global market and it lays a foundation for students to tap throughout their careers. •“It gives them an important perspective on the management of technology,” says Dr. Amin. “It helps them in a systematic and integrated manner to see and investigate the impact of a strategic global vision.” Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 13. Management of Technology (MOT) program International MOT Project (MOT 8950) Int’l MOT academic and industry exposure Contrasts: Economies, technological capabilities, types of high-tech industries MOT perspective of: Economic, social, political, governmental, business environments 2nd year -- last/spring semester -- 12-14 days Sites selected by TLI Pre- and post-trip assignments Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 14. Technological Leadership Institute (TLI) Management of Technology (MOT) program MOT 8950 (Int’l MOT Project) 2010 Singapore and Vietnam 2009 Singapore and Kuala Lumpur 2008 New Delhi and Bangalore 2007 New Delhi and Bangalore 2006 Shanghai and Beijing 2005 Dublin and Munich 2004 Dublin, Berlin, Dresden and Wolfsburg 2003 Dublin, Wolfsburg and Hamburg 2002 Reykjavic and Dublin 2001 Kuala Lumpur and Singapore 2000 Shanghai and Singapore 1999 Shanghai and Singapore 1998 Shanghai and Singapore 1997 Shanghai and Singapore 1996 Singapore and Beijing Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 15. The 15th International MOT Project 27 Feb – 13 Mar2010 Singapore / Vietnam 2010 MS-MOT International Residency Outbriefs Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 16. IMTP 2010: Teams and Foci HealthCare Industry: Opportunities for Minnesota‐Singapore Collaboration Dave Johnson, Jeff Stan, Jeevan Prasannakumar, Jon Gamble, Monica Gupta Opportunities for the Medical Device Industry Shelton Peeples, Samuel Will, Jeremy Todd, Sam Ye,  Michael Fletcher, Jesse Haakenson Entrepreneurship in Singapore and Minnesota Robert Krukoski, Catherine Slattery, Andy Bronczyk,  Joshua Sheppard, Brad Weber, Jon Grzeskowiak Renewable Energy Opportunities in Singapore and Vietnam Craig Bibeau, Todd Gardner, Jacob Johnson, Kaustubh Patil Vietnam: Two Examples of “Low Tech” Disruptive Business Opportunities Harpreet Kathuria, John Marsolek, Mark McNitt,  Anh‐Thinh Nguyen, Viswanathan Sivaramakrishnan Vietnam: Opportunities to Learn From Singapore Mike Bell, Omeeda Rahim, Matt Sandnas, Cale this presentation may be reproduced Copyright © 2010 No part of Schwalm in any form without prior authorization.
  • 17. Singapore Overview Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 18. Singapore March 1-8, 2010 Overview Key Observation Implications Opportunities Pro‐industry Government • Planned economy • Incentives for R&D, high‐end manuf. • Strong high‐tech • Public policy • Cheap foreign labor vs locals Lack of Resources • “Partners not allies” • Energy, Health, Defense • Striving for self‐reliance • Singapore’s regional leverage • Dependent on geopolitical stability Asia 101 • Transport Hub • Regional hub, even if Singapore isn’t  • Large number of MNCs a big market • Thriving educational system • Sourcing Asian talent  Group‐Think • Cohesive population • Entrepreneurs highly sought after • Failure not tolerated • Bright Singaporeans @ U.S. startups  • Struggling to be creative Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 19. Singapore March 1-8, 2010 Overview Resources Available for  Services Web Site US Companies: American Chamber of  • Business Development www.amcham.org.sg Commerce • Introductions / Networking  • Singapore Information • Job Listing • U.S. Company Advocacy US Embassy • Provide Basic US Civilian Services singapore.usembassy.gov • Law enforcement cooperation • Trade Control Economic Development  • Talent Recruiting www.edb.gov.sg Board (EDB) • Tax Credits / Advantages • Industry‐Gov’t Liaison Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 20. Vietnam Overview Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 21. Vietnam March 3, 2010 Overview Vietnam Key Observation Implications Opportunities Skill labor shortage Difficulty attracting MNC – Improve education (Intel) Age Demographics  Large young work force MNC can leverage young  (65% under 35) work force, buying power Government incentives Attractive draw for  Gateway ASEAN & MNC manufacturing, and MNCs Infrastructure challenges Difficulty scaling,  Potential market for  transportation, pollution,  infrastructure MNC waste mgmt Corruption Scare MNC because of IP  Open market by ensuring  security, and unfair  no corruption through  competitive practices successes Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 22. Vietnam March 3, 2010 Overview Vietnam Resources Available  Services Web Site for US Companies: U.S. Consulate Business Development http://hochiminh.usconsulate.gov/ Introductions/Networking Vietnam Information Job Listing U.S. Company Advocacy Provide Basic US Civilian Services Office of Naval Research  Provides technical advice of capability of  http://www.onr.navy.mil/ Vietnam to Navy Support President’s budget by investing in  technologies that may help Navy Trade Control Dong An Polytechnic/ Manufacturing Industrial Parks http://dongan.edu.vn/ Industrial Parks I & II Education of Skilled Workforce http://www.dongan‐ group.com.vn/aboutus/home_detail.php ?category_id=4 Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 23. Site Visits – Singapore • U.S. Interests • National Strategy for Business – U.S. Embassy – Economic Development Board • Corporate Visits – A*STAR – iWOW • National Strategy for Technology – Philips – National University of Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 24. United States Embassy Description of the Organization’s Mission: Nurture military links, law enforcement cooperation, trade control, promote U.S. business and trade, citizen services (21,000), strengthen counter-terrorism cooperation, cooperate on regional issues Name and Title of Briefer: Peter Thorne – Economics Officer – handles the Macro issues Don Thompson – handles the Micro issues Key Findings: Close partners, not allies – want neutrality Stable Government led by Lee Family (Political Action Party) English speaking, corruption free Economic Development 60’s Labor, 70’s Skills, 80’s Capital investment, 90’s technology, 00’s knowledge Planned Economy (Mfg 25%, trade 16.4%, …) Largest container port, world’s 3rd largest oil refinement Concerns Economic disruption, Avian Flu, regional security, labor costs and availability, credit card fraud March 1, 2010 singapore.usembassy.gov Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 25. Economic Development Board Description of the Organization’s Mission: Create a compelling global hub for business, investment and talent. Create sustainable GDP growth for Singapore with good job and business opportunities for its people. EDB’s approach is Dream, Design, Deliver. Facilities worldwide scout for best-in-class technologies that can be re-created in Singapore. Name and Title of Briefer: Mr. Ralph Foong – Head, Transport Engineering Miss. Geraldine Goh – Assistant Head, Energy, Chemicals & Engineering Services Key Findings: Manufacturing and Services is the Key part of the economy 18.4% of GDP – Twin Engine for their growth Growth in Electronics and Biotechnology recently Ease of Doing Business World Bank ranks Singapore to be # 1 for doing business 7000 MNC’s. 60% of Regional/ Global Headquarters is based in Singapore – Home in Asia New Economic powerhouse as stated by Fareed Zakaria Strategies for the Future Home for Business – Asia markets are growing, diverse and complex. Provide a vantage point for business kickoff Home for Innovation – Utilize Singapore as a living lab Urban Solutions – ERP to minimize congestion, membrane technologies for water Health and Wellness – Provision of Healthcare to mitigate future challenges – Aging population, Changing diseases, etc. Lifestyle Product & Services – Singapore 2020 – ‘A City Alive’ Live Work Play Home for Talent – Singapore Link to harness global talent March 2, 2010 www.sedb.com Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 26. A*STAR Description of the Organization’s Mission: The Agency for Science, Technology and Research (A*STAR) is Singapore’s lead government agency dedicated to fostering world-class scientific research and talent for a vibrant knowledge-based economy. A*STAR actively nurtures public sector research and development in Biomedical Sciences, and Physical Sciences & Engineering A*STAR currently oversees 14 research institutes and nine consortia & centers located in Biopolis and Fusionopolis, and supports extramural research with the universities, hospital research centers, and other local and international partners. Briefing: We received briefings from six subsidiaries of A*STAR: DSI, IHPC, GIS, IME, SIMTECH and Exploit Technologies Key Findings: A*STAR strives to help Singapore develop into a world-class scientific research hub by building up three types of capital: human, intellectual and industrial March 1-8, 2010 www.a-star.edu.sg Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 27. iWOW Technology Pte Ltd Description of the Organization’s Mission: Inspiring the world of wireless. Translating your product vision into realities. Name and Title of Briefer: Lee Yao Chiang – Chief Executive Officer, IWOW Connections Pte Ltd Key Findings: IWOW Business Model Established in 1999, iWOW Technology Pte Ltd has two wholly owned subsidiaries iWOW Connections Pte Ltd – A global provider of wireless technologies in the M2M market and mobile communications like GSM, GPRS, and 3G technologies. iWOW Communications Pte Ltd – Providing the full value chain from R&D, engineering design, testing, consulting, and marketing. They assist partners in developing products and solutions for clients Never first mover in technology, practice “fast follow” techniques Cannot compete on salary with MNCs Mix of fresh graduates and recruits from MNCs iWOW’s Key Successes August 2009, iWOW awarded Asia Pacific Emerging Industrial Wireless Company of the Year 2009 by Frost & Sullivan November 2007, iWOW Ranks 13th at Singapore’s Enterprise 50 Awards August 2007 iWOW Named as "Red Herring 100 Asia" Award Winner for 2007 iWOW Partnership Approach Continue to partner with corporation like Texas Instruments to fast follow the market Partnered with Israel-based CartaSense, a developer and manufacturer of agricultural wireless real time monitoring solutions March 2, 2010 www.iwow.com.sg Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 28. Philips Description of the Organization’s Mission: Grow a diversified global business, deliver more products of value, simplify the operating model. Name and Title of Briefer: Wong Lup Wai – Chief Executive Officer - Philips Electronics Singapore Pte., Ltd. Loo Chian Yi – Vice President / General Manager Innovation Site – Singapore Philips Consumer Lifestyle Key Findings: Philips Global Established in 1851, 160,000 employees world-wide Global footprint with presence in 104 countries, Global HQs in EU Transformed from an electronics company to a Health and Well-being Company, ten years ago. Business Healthcare, Consumer Lifestyle, Lighting Philips in Singapore Strategic Operation set-up to help Philips do business in ASEAN, Japan, China, and India Established in 1951, 2500 employees 4 main activities: Philips Innovation campus Regional HQs and Competence Center Sales Organization Industrial operations and support Singapore Learning Center—First and largest dedicated facility for advanced medical equipment training March 3, 2010 www.philips.com.sg Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 29. National University of Singapore Description of the Organization’s Mission: Accelerate Singapore’s transformation to a knowledge based economy by boosting domestic R&D talent and attracting and keeping globally trained knowledge resources. Name and Title of Briefer: Prof. Chang Chieh HANG – Director MOT Program, Director of engineering and technology management, Government A*Star technology advisor Key Findings: Singapore as a gateway to the East 3% of GDP spend on R&D – $9b US. IP protection and enforcement are top priorities and differentiate Singapore in the region. Strong pro-industry government policy supporting small to medium enterprises (SMEs) as well as multi-national corporations (MNCs) to create R&D labs in Singapore, e.g., Phillips, GE Water, Siemens Sustaining Business Activities Investment in human capital through heavily subsidized scholarships and importing key talent, i.e., sea turtles and whales. Integration with Exploit Technologies (A*Star) – R&D at NUS teaching industry. Short list of high priority research areas, e.g., Infocomm, biotech, electronics, chemicals. Strategies for the Future European foresight process used to map future trends for the country. Looking for disruptive “Good Enough” innovation in small dynamic organizations – Clayton Christensen. Siemens SMART model – Simple, Maintenance friendly, Affordable, Reliable, Time to market Purposeful R&D to create disruptive technologies – C.K. Prahalad books guiding strategy. Position Singapore as a disruptive innovation hub by reverse innovating – remove advanced features to position existing technologies in home and new markets. Integrative design thinking for Bottom Up Pyramid (BOP) markets, i.e., keep designs simple and low cost for greatest impact in burgeoning ASEAN markets as well as China and India. March 4, 2010 www.nus.edu.sg Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 30. MOT 2010 IMTP Site Visits 27 Feb – 13 Mar2010 Singapore / Vietnam 2010 MS-MOT International Residency Outbriefs Ho Chi Minh City, Vietnam Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 31. Site Visits – Vietnam • U.S. Interests • National Strategy for – U.S. Consulate Technology • Corporate Visits – Ministry of Science and Technology – Intel Microelectronics Lab – Dong An Polytechnic – MobiVi Corporation School – VinaGame • National Strategy for Business – Dong An Industrial Park I and II Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 32. Consulate General of the  United States Description of the Organization’s Mission: To promote bilateral relations by managing Economic, Political, and Public affairs. Name and Title of Briefer: Doug Sonnek; Senior Economics Officer Key Findings: Over 60% of the population is below the age of 30 and in 10 years that will be a larger proportion Ambassador has said currently it is “the best relationship ever, but issues remain.” Vietnam is ever more important as shown in ASEAN membership, APEC hosting, and 4 top level visits since 2005 Vietnam admires the Singapore model of economic growth with high level of control Vietnam is one of Obama’s 6 top countries focused on in Economic plan A few billion dollars each year are spent on traveling out of the country for medical treatment Top goal is developing academic relationships with US schools and doubling number of students exchanged Challenges Ensuring workers fair treatment and rights Corruption remains a challenge High cost of locally trained bookkeepers/ lawyers (tax) Strong lobby efforts of both Veterans and Vietnamese immigrants impact policy on Vietnam March 9, 2010 hochiminh.usconsulate.gov Vietnam Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 33. Consulate General of the  United States Description of the Organization’s Mission: To promote the growth of Exports from the US in Vietnam Name and Title of Briefer: James W. Mayfield; Principal Commercial Officer Key Findings: The office will act as liaison and advocate for US companies looking to sell into Vietnam – brokering meetings, help finding distributors, fostering relationships, explaining etiquette, vouch for US company – minor fees apply 90% of time is spent on specific cases doing marketing and business development Emerging urban consumer class, positive reform, high level of disposable income, demand for infrastructure and technology are all opportunities in Vietnam The goal is to double the US export trade in the next 5 years Exports to Vietnam have grown from $1.6 billion to $16 billion in 10 years Challenges Avoidance of helping to export US jobs Want to sell US materials to build factories but those factories may displace US employees Rapidly growing US export market, what are the tax implications for the future? March 9, 2010 hochiminh.usconsulate.gov Vietnam Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 34. Intel Description of the Organization’s Mission: Become the Global Leading Semiconductor Manufacturer Name and Title of Briefer: Rick Howarth; Site GM Intel VN Key Findings: Challenges Hiring experienced candidates Close family relationships hinders relocation and retention of skilled employees from outside Ho Chi Min City (HCMC) Finding a qualified local supply base Skilled construction workers difficult to find Intel Supports Local Education Support 5 Local University with funding Given them tools to improve practical application 6 week training of teachers in the U.S. (such as University of Arizona) Sending Students to US University for 3rd & 4th yr Intel understands that it will take ~10 years to build up the knowledge base Intel guarantees transportation for employees living in Dist 1 and Dist 7. Vetting process for selecting new locations Intel requires no more than 40% of revenue from one country Formal Process Stability of Government, Education System, Infrastructure, Man Power, IP Protection, Labor Laws, Environmental concerns, Supply Base Saigon Hi-Tech Park built water treatment plant for Intel Intel built their own Substations Incentives ~$1B USD / 5 yrs March 10, 2010 www.intel.com Vietnam Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 35. MobiVi Description of the Organization’s Mission: Providing a path for people that have no credit to purchase goods and services directly from a bank account to a product supplier Name and Title of Briefer: Mr. Tan Trung Dung – CEO Key Findings: Providing a portal directly from banks to cell phones / utilities / other venders to purchase goods and serviced Early stage start-up; Launched first of 2010 Working with small shops to be a rep, not the individual people Working with the government to set up a credit division to allow people to get credit Long term goal to be a Visa or Master Card of Vietnam Looking to partner with larger banks to get debit cards issued March 11, 2010 www.mobivi.vn/ Vietnam Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 36. VinaGame Description of the Organization’s Mission: Develops and Operates Online-games in Vietnam using its self-built network of Internet Cafes and Portals Name and Title of Briefer: Mr. Bryan Pelz Founder Key Findings: Lessons from an Entrepreneur Learn how to drive Go Fast Southeast Asia doesn’t exist Beware the Mekong Bagel Games are different First-movers forever Key Findings for Vietnam Highest Internet penetration of developing world (80%) Market Need: Young and Bored Difficult to Scale up no partners to outsource with Had to build everything March 12, 2010 www.vinagame.com.vn Vietnam Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 37. Dong An II Industrial Park Description of the Organization’s Mission: To develop industrial parks with international standards and perfect supporting services, creating a most favored environment for domestic and overseas investors in industrial area. Name and Title of Briefer: Mr. Bui Manh Lan – Chairman and CEO Mr. Vu Trong Tai – General Director Key Findings: Only 10% of workforce has been through skilled training programs Created Dong An Polytechnic – providing skilled labor for industrial park Provides full services including customs and government relations Strong connections with both groups to avoid unnecessary delays Guarantee 8hr customs turnaround compared to weeks for other companies Supply chain – source components for your assemblies, skilled employees Dong An II will be more selective than Dong An I Will refuse heavy polluters (dyes, lead, etc.) Target less labor intensive industries March 11, 2010 www.dongan-group.com.vn/kcndongan/kcndongan_list.php?category_id=3 Vietnam Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 38. Ministry of Science and Technology Description of the Organization’s Mission: Governmental agency that performs the function of state management of science and technology, covering: scientific and technological activities; development of scientific and technological potential; intellectual property; standardization, measurement and quality control; atomic energy, radiation and nuclear safety; and state management of public services. Name and Title of Briefer: Mr. Do Van Loc – Director, Department of High Technology Key Findings: Transition: planned economy to market economy Stable GDP growth (7-8% in ten years), large market (86 million), entering middle income status (GDP per capita is approx. $1,000 USD) National R&D centers: VAST and VAAS 19 key national laboratories: ICT, Bio, Material, etc Two high-tech parks: Hoa Lac (north) and Saigon Hi-Tech Park (south) Funding S&T: Vietnam Science Fund (like NSF, $220M USD), National Innovation Fund, Ministries & Local government budgets, and business self-funded Challenges: Human resource gap, Education and Institutional research, infrastructure, IP mgmt law & enforcement, FDI for research S&T Strategy to 2020 Focus: Agriculture, Manuf., Services, IT, BioTech, Adv. Materials and Automatic Devices Loan support subsidizing interest of first 85% of loan if on project priority list March 12, 2010 www.most.gov.vn Vietnam Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 39. Dong An Polytechnic Description of the Organization’s Mission: A new vocational model school in supporting and supplying man power for Vietnam industry Name and Title of Briefer: Mr. Lan – Owner of Dong An IP I and II Mr. Tai – General Manager Key Findings: Private Industry school owned by the Dong An industrial park. 2 year associate degree in CNC, welding, electronics, IT and accounting. Plans for a 4 year and advanced degrees by 2020. Current 4 year program includes 2 years at another institution Plan to go into ME, EE, CS Focus on Learning by Doing, Working with industry needs Resources: dormitory, $7M (USD) for lab equipment, Wireless, Library, Data Center. More funding here than in the public universities Internship/Apprenticeship can lead to higher paying work immediately after completion Low cost (relative) for tuition. $200 USD/year Still under the auspices of the Ministry of Education 200 Students currently enrolled March 11, 2010 www.dongan.edu.vn Vietnam Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 40. Site Visits – Singapore • U.S. Interests • National Strategy for Business – American Chamber of Commerce – Exploit Technologies – Office of Naval Research Global • National Strategy for Technology • Corporate Visits – SIMTech – Boeing – Genomic Institute of Singapore – GlaxoSmithKline – Data Storage Institute – Goodrich – Institute of High Performance – Tiger Brewery Computing – Institute of Microelectronics • Sidebar Visits – Medtronic – Rosemount Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 41. American Chamber of Commerce Description of the Organization’s Mission: To promote the interests of Chamber members by providing advocacy, business information and networking Name and Title of Briefer: Laura Deal – Executive Director Anne Marie Brooks – Government Relations Melissa Petros – Industry and Issues Manager Key Findings: Top issues of members Low-cost labor availability – average income = ~$35k USD Housing and office lease costs – similar to New York City Future growth initiatives in Singapore Tourism: $4.5B investment in resorts and casinos Trade agreements and partnerships for standardization High-tech/innovation development R&D spend was 2.61% of GDP in 2006 compared to 2.68% in USA Transportation and logistics United States taxing foreign income which is not conducive to US citizens working abroad. American Chamber of Commerce is a great resource for new businesses wanting to move to Singapore March 1, 2010 www.amcham.org.sg Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 42. GlaxoSmithKline (GSK) Description of the Organization’s Mission: Grow a diversified global business, deliver more products of value, simplify the operating model. Name and Title of Briefer: Ms. Elizabeth Hernandez – Director, Government and Public Affairs, Asia Pacific Key Findings: GSK Celebrates 50th Anniversary in Singapore $1.5 billion investment, 6100 employees in Asia Pacific, 4th largest Pharmaceutical Company R&D team manages 109 clinical research studies. Research focused on HIV/AIDS, Malaria, TB Other areas include Vaccines, Antibiotics. Key Healthcare challenges in SE Asia 20,000 people each day are affected to HIV/AIDS, TB and Malaria 2 million children die from vaccine preventable diseases Infant and maternal mortality is high Goal Set by GSK to reduce deaths by 90% by 2015 Key Factors Contributing to the challenge Diversity and complexity of developing Asia – Culture, ethnic, linguistic diversity, marked income inequalities. Weak Health Infrastructure – SE Asia has the lowest density of hospital beds Affordability to Patient – Most spending is Out Of Pocket (OOP) Per capita varies from $650 in Cambodia to $35,000 in Australia Pharma Industry’s R&D based business model – High Risk Investment GSK’s Approach Pricing to reflect Country’s health & Income distribution Fostering R&D for diseases Investment in Communities Collaboration with other industry giants Search for new models in health systems March 2, 2010 www.gsk.com/worldwide/sg.htm Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 43. Boeing Description of the Organization’s Mission: To provide support to the ASEAN region (strategic location) Name and Title of Briefer: Raymond Francis – Communications Ralph “Skip” Boyce – President Southeast Asia – Former Ambassador to Thailand Key Findings: Singapore is the largest ASEAN customer than all of others combined Singaporean stimulus saved Boeing-Asia during economic downturn Money saved for a rainy day No Singaporean was going to lose their job ASEAN is a diverse region. Challenges include transparency, corruption (bribes), and overlap of defense and commercial (WTO). 787 Released this year (pending surprise). 850 orders on hand Point to Point will win versus A380 Hub to Hub. Singapore Airlines and the MRO are key markets for Boeing Business: 45% Defense & 55% Commercial ; 3000 planes on backlog. Vietnam is adapting to Singaporean styles in the airplane market (1st Class & Business) March 2, 2010 www.boeing.com Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 44. Data Storage Institute Description of the Organization’s Mission: To establish Singapore as an Research & Development center of excellence in data storage technologies. Name and Title of Briefer: Dr. Chang Kuan Teck Key Findings: DSI was established in 1996 and currently operates with 5 research divisions : Spintronics, Media and Interface Mechatronics and Recording Channel Optical Materials and Systems Network Storage Technology Integrative Science and Engineering DSI’s goal is to stay in the forefront of data storage research with strong technology capability; and to provide technical expertise and trained talents to MNCs and local firms. DSI’s success is to attract 2x match of industry investment in R&D over a* investment DSI’s new focus is in data center related technologies: data management, power consumption reduction, etc. March 3, 2010 www.dsi.a-star.edu.sg Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 45. International Institute of High  Performance Computing Description of the Organization’s Mission: IHPC promotes and spearheads scientific advances and technological innovations through computational modeling, simulation and visualization methodologies and tools. Name and Title of Briefer: Dr. Michael Sullivan - Assistant Program Manager Key Findings: PEOPLE 140 Researchers almost all PhDs CULTURE Diverse Multinational Teams Diverse background of researchers – Chemists, Physicists Virtual Teams used for problem solving ISSUES Big Gap in Hi-Tech in the region IP Sharing still an issues with MNCs Value Proposition to Partners Strong Competency in fundamental sciences Diverse multidisciplinary approach to problem solving Collaboration Models Research Collaboration Local Enterprise Collaboration MNC Collaboration Public Sector Collaboration A* Internal Collaboration Inter Research Institute Collaboration March 4, 2010 www.ihpc.a-star.edu.sg Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 46. Genome Institute of Singapore  Description of the Organization’s Mission: Aspire to use genomics to improve public health and prosperity through the use of technology, genetics and biology. Move towards a goal of individualized medicine. Name and Title of Briefer: Lawrence Stanton, Ph.D. Key Findings: Multidisciplinary organization – genomics, cell biology, pharmacology, human genetics, composition biology Government recruits researchers from around the world using incentives Aren’t required to teach Allotted significant amounts of money to conduct research Collaborative mindset Collaborative projects with Astar e.g. genome sequencing at the super computing institute Know what others are doing Engaged in ASEAN for both business and science Two small companies currently being spun out of GIS Money for research is more widely available through government funding Less government regulations; embryonic stem cell research is prevalent Labs are set-up very similar to labs in the U.S. and particularly the U of MN The labs are set and available for researchers; they just need to come in and do the research Challenges What distinguishes them from what Universities can do How can they do something different to distinguish and value their findings Their research is not commercially minded; failure is frowned upon; bridging the gap between R&D and industry is difficult Too academic Information management is a bottleneck; need expertise to perform image and sequence analysis March 5, 2010 www.gis.a-star.edu.sg/internet/site/ Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 47. Institute of MicroElectronics Description of the Organization’s Mission: To add value to Singapore's semiconductor industry by: Developing strategic competencies, innovative technologies and intellectual property Enabling enterprises to be technologically competitive Cultivating a technology talent pool to inject new knowledge to the industry Name and Title of Briefer: Dr. Dim-Lee Kwong – Executive Director Dr. Choi Pheng Soo – Research Manager Key Findings: National semiconductor research for Singapore 145 Researchers – 65 PhD students Funded through industry and A*STAR and has close ties with EDB Utilize International partners/ work with Universities / Attract MNCs View themselves as a solution provider – Moving up market More than Moore Initiative – Platformcentric system integration IC Design, Prototype foundry capability, Assembly and Test Create new markets for existing semiconductor infrastructure Technology Areas 12” Wafer-fab facility dedicated to research Nanowire Photonics – Optical interconnects Silicon based cardiac biomarker detection, Point of Care Diagnostics MEMS based medical sensors, low power consumption, wireless interface Measure results through focus on Industry $s and number of publications March 5, 2010 www.ime.a-star.edu.sg/index.html Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 48. Singapore Institute of  Manufacturing Technology Description of the Organization’s Mission: Economic impacts through ‘Application’ of Research & Development. Economic considerations are a strong input in determining the focus areas for R&D. SIMTech currently has a 50/50 split between developing competencies (human capital) and meeting industry needs. Pragmatic research based on economic returns. Name and Title of Briefer: Shwu Lan Ngoh Loke Chong Lee Key Findings: Goal to maintain > 20% of GDP from Manufacturing Original focus was on meeting the human capital needs of MNCs. Dependent on MNCs to transfer knowledge and expertise as needed. SIMTech is the only A*Star unit located at NTU not at Biopolis or Fusionopolis 1991 start of money for R&D 2nd biggest institute in A*Star 370 people 120 Ph.Ds Underlying theme of manufacturing Focused on 5 – 10 year horizon Inter-disciplinary approach Green manufacturing and sustainability Current focus is on growing SME’s into large local companies with revenue greater than S $100 million. No DFM only striving for efficiency with green manufacturing focus. Center of Innovation March 5, 2010 www.simtech.a-star.edu.sg Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 49. Office Naval Research Global Description of the Organization’s Mission: ONRG Singapore seeks opportunities to promote science and technology collaboration of mutual benefit between the United States and researchers all around Asia and SE Asia. Name and Title of Briefer: Jerome Dunn, Assoc. Director Key Findings: Mr. Dunn coordinates basic research for the benefit of the US government One object of the ONR is to prevent “technology surprise” The ONR collaborates to fund research in Asia including A-STAR Singapore Mr. Dunn outlined projects including rotating detonation engines, graphene, new forms of body armor, free electron lasers, and stem cell tissue matrices ONR matches research funds research on the order of $30-200k with the intent of the researcher to openly publish the results March 8, 2010 www.onr.navy.mil/en/Science-Technology/ONR-Global/ Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 50. Goodrich Description of the Organization’s Mission: Goodrich Corporation, a Fortune 500 company, is a leading global supplier of systems and services to the aerospace and defense industry. Name and Title of Briefer: Andrew Yuan, Sales Director, Goodrich Aerostructures, Asia Service Center Wee Beng Koh, Regional Director – Business Development, Goodrich Sensors & Integrated Systems Key Findings: Location is strategic --> Singapore is central to Asia operations Goodrich is the largest MRO (maintenance, repair, overhaul) facility in Singapore MNC with seamless integration across organization Formed R&D Center in collaboration with US Aerostructures R&D resulting in 75% tax reduction Over 710 employees in a Multi – Cultural Campus Environment 7-Story, 30-year lease, Opportunities 550,000 sq ft Growing Aerospace market in Asia Singapore investing in Aerospace Challenges Skilled Labor (aerospace) Increasing labor costs Doing business in ASEAN faces unique challenges Corruption in some areas Many different cultures March 3, 2010 www.goodrich.com Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 51. Tiger Brewery Description of the Organization’s Mission: To be the leading brewer in the Asia-Pacific Region Key Findings: Established in 1931 Beer consumption growth in Asia Pacific region is at least twice the consumption growth rates of the European and American beer markets. Produces Tiger, Heineken, Barons, Anchor, Guinness, ABC, and Kilkenny Production: 130 million liters/year (50% Singapore, 50% Overseas) 40000 cans/hour 18000 large bottles/hour , 24000 small bottles/hour 300 kegs/hour Excellent Social Networking Event Great experience for learning from real Singaporeans Stella, Lilly, Judy, Janelle, Mike Excellent 2010 MOT team building to build lasting unforgettable relationships March 4, 2010 www.tigerbeer.com Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 52. Exploit Technologies Description of the Organization’s Mission: To support A*STAR in transforming the economy through commercializing R&D (marketing and commercialization) Name and Title of Briefer: Ms. Wei Peng Seeto, VP for Corporate Marketing and Communication Key Findings: Singapore’s national technology transfer office (TTO) for Agency for Technology, Science, and Research (A*STAR) Moving outcomes of 2000 researchers into the marketplace Works to connect researchers, industry, government, and investors Licensing agreements (Royalties), Start-up Companies (Equity), Business Formation Services (Incubation, Consulting) Formation of Investor(Angel Investment Management)/ Entrepreneurial Communities Gap Fund Capabilities Major Takeaway On paper the system is ideally resourced in terms of the US comparison In reality, innovation, especially the creation of new industry through start-ups takes time. It’s a capability that cannot be bought with resources Singapore research functions seem to be set up as a natural extension to the MNCs R&D aspirations and near term product development. This may slant research important to short-term and applied, vs. open and breakthrough. Also, much of the commercialization value to A*STAR may be lost in early agreements. Outcomes/Implications 250 Disclosures a year (approximately same as UMN alone) Singapore business environment is set up ideally for licensing, and short term industrial innovation. Typically adopt a non-exclusive licensing model (1/3rd revenue sharing) March 4, 2010 www.exploit-tech.com Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 53. Site Visits – Vietnam • U.S. Interests • National Strategy for Technology – Office of Naval Research Global – Ho Chi Minh City University of • Corporate Visits Technology – QSIC – Laboratory of Nanotechnology – Norcal • Sidebar Visits – Fab-9 – Toro – Sam Son – Vietnam Semiconductor Manufacturing Corp. – Green Power Technology Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 54. Quality Systems Integrated  Corporation Description of the Organization’s Mission: We are committed to total customer satisfaction while continuing to develop unique solutions for the needs of the electronics industry. Name and Title of Briefer: Mr. Kiem Le, CEO Kelly McNulty, VP Global Sales and Marketing Key Findings: Global High Tech Electronics Manufacturing Service Facilities in US (San Diego) and Vietnam Primary driver to move to Vietnam – Cost Facility under construction Other reasons to move to Vietnam Easy Migration Good Business Environment Local Program Management Flexibility and Responsiveness Strong Global Customer Base Strong Supplier Relation Distribution March 10, 2010 www.qsic.com Vietnam Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 55. Samson Description of the Organization’s Mission: Develops and Operates Online-games in Vietnam using its self-built network of Internet Cafes and Portals Name and Title of Briefer: Nguyen Duc Anh Quan, Director of Engineering, Samson Key Findings: Products Developed Mailbox replacement Ethernet/Infrared bridge Mobile2Mobile file sharing iChat2Meet GymDJ Have not yet productized anything—eagerly looking for partnerships. Key Findings for Vietnam Startup in U.S., located engineering in Vietnam Vietnam has speed of adoption, execution, and cost of prototyping Vietnam lacks: Experienced engineers Raw engineering talent Low teamwork Communication Skills March 12, 2010 samsonvn.net Vietnam Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 56. Office of Naval Research  Global Description of the Organization’s Mission: The Office of Naval Research (ONR) coordinates, executes, and promotes the science and technology programs of the United States Navy and Marine Corps. Name and Title of Briefer: Shawn A. Thorne, Ph.D. – Associate Director, Functional Materials Key Findings: For every $1 invested in Vietnam or China it would take $4 in the US to accomplish the same A big part of their program is sponsoring conferences and network building Why invest in Vietnam? Low inertia of legacy technology, inexpensive human resources, desire for leap technology, young population, China could become the next bio/nano hub (need a contingency) The goal is to use software to shorten the development cycle and cost through modeling The venture capitalist goes where you can mine brains, ideas are global Challenges Lack of higher degree students, entrepreneurial spirit, Limited connectivity to world, cannot innovate beyond cutting edge if you don’t know what the edge is currently Cultural and political sensitivities March 12, 2010 www.onr.navy.mil/Science-Technology/ONR-Global.aspx Vietnam Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 57. HealthCare Industry Opportunities for Minnesota-Singapore Collaboration Dave Johnson, Jeff Stan, Jeevan Prasannakumar, Jon Gamble, Monica Gupta IMTP Singapore Visit March 01 – 08 2010 Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 58. Healthcare Organizations Visited Singapore o Bio-technology o Medical Devices o Healthcare IT o Pharmaceuticals o Medical Electronics o Research Universities Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 59. Agenda • Healthcare at a Glance • Healthcare System • Healthcare Initiative • Healthcare Trends • SWOT • US Presence in Singapore • Converging Interests • Recommendations • Minnesota-Singapore Collaboration Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 60. Healthcare at a Glance in Singapore • 253 clinical trial certificates approved in 2007 • 4-6 weeks for clinical trial certificate review/approval; applications are made in parallel to regulatory body and institutional review board. • Therapeutic areas include oncology, clinical pharmacology, cardiology, neurology, gastroenterology, hepatology, urology, infectious disease, immunology and endocrinology • 181 product licenses issued in 2008 (including 19 new drugs) • Multi-ethnic population: 77% Chinese, 14% Malay and 8% Indian Source: Biomedical Science brochure 2009 from EDB Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 61. Singapore Healthcare System Source: Biomedical Science brochure 2009 from EDB Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 62. Singapore’s Integrated Initiative Singapore government is committed to develop the biomedical sciences sector, and adopts an integrated approach across key agencies Source: Biomedical Science brochure 2009 from EDB Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 63. HealthCare Trends in Singapore • WHO has ranked Singapore’s healthcare system as the best in Asia and sixth best in the world. • Central government allocates 1.3% of GDP to health. • Internationally accredited medical facilities. • Medical tourist destination. • Lower birth rate, aging population. • Medisave, Medishield and Medifund shared responsibility for financing. • Rapidly advancing medical technology. • Rising public expectations for health care. • Medisave, compulsory medical savings plan at $30 billion (2005) • Gradual shift from government financing to private sector. • Increasing patient satisfaction 85% • Government investing billions to attract foreign pharmaceutical and biotechnology companies to Singapore. Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 64. Singapore Strengths & Weaknesses • Strengths – Regulatory environment – pro-business – Technology Fast Follower – quickly adopt best practices – Modern Infrastructure – Government policies • IP Protection • Medisave, Medishield and Medifund (3M system) • Government funding for medical technology • Weaknesses – 3M formula not designed to account for long- term elderly care – Focus on how to pay does not promote wise choices – No incentive for health care providers to contain costs – Lack of culture for rigorous and transparent evaluation Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 65. Singapore Opportunities & Threats • Opportunities – Health care sector economic growth – Eldercare and Elderfund to address aging population – Singapore positioned to become premier medical hub in the region (Singapore Medicine initiative) – Singapore Medicine is a multi-agency effort led by the Singapore Economic Development Board (EDB), International Enterprise (IE) Singapore and Singapore Tourism Board (STB). Singapore Medicine will focus on: • developing new capabilities in the healthcare sector • helping Singapore healthcare businesses expand globally • promoting Singapore’s integrated healthcare services overseas • attracting leading medical and research institutions to set up in Singapore • Threats – Cost containment of healthcare – new medicines create mounting cost pressures – As economy matures GDP growth will slow – Aging population 14% in 2010 increasing to 25% by 2030 – Emerging competition from other regional economies – India, China – Growing concern that healthcare industry is plagued with unnecessary and inappropriate care Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 66. US Presence in Singapore Source: Biomedical Science brochure 2009 from EDB Singapore Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 67. Converging Interests Individualized Care Personalized Point of Care Diagnostics Proactive Personalized Medicine Cheap Expensive Health Care Costs Singapore Healthcare US System Healthcare System Reactive Mass Customization Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 68. Recommendation Recommendation Who What How Explore collaboration in R&D Universities, Government, Strategic technology Government grants and Private organizations development private funding Accelerate drug discovery. Pharmaceutical Joint Research with Exchange programs, Vaccines and drugs to cure companies in MOU funding and technology tropical diseases collaboration in research transfer facilities /Universities Research projects for Stem Universities, Government, Joint Research and Government grants and cell research to find cure for Private institutes with knowledge exchange funding from private heart diseases Research organizations organizations Explore manufacturing Medical device Set-up facilities and Invest and think global opportunities manufacturers, Surgery distribution centers to tools, etc market to Asia-Pacific Explore marketing Medical device Sell latest products to Recognize Singapore as opportunities manufacturers exploit prevalent the regional hub for medical tourism medical tourism Invest in healthcare Minnesota companies and Utilize the power of Develop a communication Information management local hospitals and clinics software to manage system for sharing data information that would help diagnosis Collaborate to Commercialize Minnesota and Singapore Bring to market Home grow to promote Technology research institutes innovative therapies entrepreneurship Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 69. Minnesota-Singapore Collaboration Company Leading Opportunity Medical device companies such as Medical devices treating several •Create clinical study partnerships Medtronic, St Jude, and Boston disease conditions •Investigate advanced biotechnology Scientific options •Investigate Point of Care Diagnostics aimed at early detection of disease states LSS Data Systems Healthcare information technologies •Partnership with hospitals for and Electronic Health Records (EHR) medical record retention – point of entry into Asia Vital Images Imaging of heart and other organs Enter the promising healthcare market SurModics Inc Drug delivery, Surface modification Partnerships with other companies coating technologies and components selling in Singapore for clinical markets Mayo Clinic Comprehensive medical diagnosis •Clinical study partnership with key and treatment institutes for disease treatment •Collaborate with biomedical research universities to aid public health •Collaborate with local companies in finding anti-cancer drugs Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 70. Opportunities for the Medical Device Industry Shelton Peeples Samuel Will Jeremy Todd Sam Ye Michael Fletcher Jesse Haakenson Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 71. Agenda • Opportunity Statement • Conclusion • Industry Analysis – Overview – Detail – SWOT • Recommendations – Short‐ and Long‐term Moves Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 72. Opportunity Statement • What opportunities are available to us in both Vietnam and  Singapore? Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 73. Conclusion • Significant marketing and innovation  opportunities exist in Singapore and Vietnam • Singapore holds the most potential to become  a viable disruptor in medical technology – To exploit that threat we need to move in early – Vietnam could benefit from such a disruption Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 74. Strong and  Strong and  Access to Talent and  Access to Talent and  Reliable Supplier  Reliable Supplier  Ideas Ideas Base  Base  Connectivity and  Connectivity and  Market Access  Market Access  Strong Demand  Strong Demand  Competitive Tax  Competitive Tax  for Medtech for Medtech Environment Environment © 2010 No part of this presentation may be reproduced Copyright in any form without prior authorization.
  • 75. Industry Analysis & Recommendations Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 76. Industry Analysis ‐ Overview 2008 Figures Minnesota Singapore Vietnam GDP (US$ Billions) 259 181.9 90.7 Population (millions) 5.3 4.84 86.21 R&D (% of GDP) 7,800 (3%) 5,500 55 GNI per capita (US$) $42,772 $34,760 $2,700 Source: http://web.worldbank.org Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 77. Industry Analysis ‐ SWOT Minnesota Singapore Vietnam Strengths •Talent Base • Strong supplier base •Favorable Tax  •Standard of living •Access to talent and ideas Environment •Infrastructure •Market Access  •Low Cost Labor •University access •Favorable Tax  •Technology Park Access •Strong supplier base Environment •Large consumer market •Access to talent and  •Applied research base ideas •Infrastructure •Access to start ups •Low corruption •Education •IP Protection Weakness •High cost labor •R&D capability unproven •Low talent availability •High taxes •Expensive real estate •Corruption •High cost •Education •Weak IP protection Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 78. Industry Analysis ‐ SWOT Singapore Vietnam Opportunities •Regional Trade Benefit •Regional Trade Benefit •R&D Tax Incentive •Large Emerging Consumer Market •Efficient Clinical Trial •Low cost labor – mfg Threats •Could become competitor •Vietnam •Potential disruptive technology •Counterfeit •International Competition – First  Mover Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 79. Recommendations What Who How  Why  When Setup Regional HQ   STJ, AMS, GB,  Contact EDB Ask MDT Immediately in SG Coloplast Expand sales and  MN medical  Contact US  Close to market Immediately marketing in  industry Chambers of  Vietnam Commerce Setup mfg and R&D  MN medical  Collaborate  Local Talent,  1 to 3 years in Singapore industry with EDB and  Tax Break, SE  research base Asia Proximity Start disruptive  MN medical  Set up local  GE model 3 to 5 years product line in  industry business  Consumer base  Vietnam—low cost  division, with  is large, but can  and good enough PD, mfg, and  afford only low  sales price tag Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 80. Entrepreneurship in  Singapore and Minnesota Technological Leadership Institute Robert Krukoski – Catherine Slattery – Andy Bronczyk Joshua Sheppard – Brad Weber – Jon Grzeskowiak Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 81. Startup Opportunity Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 82. Cost of Living & Education Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 83. Office Space Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 84. Government Taxes & Incentives Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 85. Raw Materials Cost Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 86. Experienced Educated Labor Cost Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 87. Business Startup Summary • Step 1 – Be in the right business – R&D – systematic, investigative, experimental NANO Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 88. Business Startup Summary • Step 1 – Be in the right business – R&D – systematic, investigative, experimental Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 89. Business Startup Summary • Step 1 – Be in the right business – R&D – systematic, investigative, experimental NANO Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 90. Business Startup Summary • Step 1 – Be in the right business – R&D – systematic, investigative, experimental • Step 2 – Get your business running in US first • Step 3 – Contact EDB or SPRING • Step 4 – Get subsidy or tax agreements Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 91. Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 92. Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 93. Copyright © 2010 No part of this presentation may be reproduced http://www.edb.gov.sg/etc/medialib/downloads/investors.Par.17038.File.dat/Other%20research%20and%20development%20schemes.pdf in any form without prior authorization.
  • 94. Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 95. Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 96. Renewable Energy Opportunities    in Singapore and Vietnam International Management of Technology Craig Bibeau, Todd Gardner, Jacob Johnson, Kaustubh Patil Copyright © 2010 All Rights Reserved
  • 97. Agenda • Regional Overview • Renewable Energy Demand • What Do They (SE Asia) Have? • What Do We (Minnesota) Have? • Partnership Opportunities
  • 98. Regional Overview Singapore Vietnam • Demographics • Demographics – Population ~5 Million – Population ~88.5 Million – Median age 39 – Median age 27.4 – GDP $91.76 Billion – GDP $163 Billion – 28% Urban – 100% Urban – $2900 per capita GDP – $50,300 per capita GDP  • Well‐Managed Infrastructure • Fragile Electrical Grid • No Natural Resources • Oil & Gas Resources • Electricity Use: 38 B kWh • Electricity Use: 74.5 B kWh – Per Capita: 846 kWh – Per Capita: 7600 kWh
  • 99. Renewable Energy Demand • Services • Efficiency • Security • External Threats • Public Safety • Stability • Reliable and Available • Increased capacity  • Self‐Sufficiency • Energy Independence
  • 100. Renewable Energy Demand Singapore Vietnam Services High Demand Low Demand Energy demand increasing faster than  capacity. Efficiency products and services,  Efficient transmission, and Carbon trading Security Low Demand Low Demand Small gains in products to support High‐ High need but low priority.  tech industry Stability Medium Demand Medium‐High Demand Increased capacity for high tech and  Storage  Transmission, Infrastructure, New  manufacturing industries Generation, Stable Grid Self‐Sufficiency High High Services and products to reduce  Large and Small generation; small off‐grid for  dependency on neighbors. Storage! rural. Renewables provide independence and  flexibility
  • 101. What Do They Have? | Singapore • Research and Development Capability – Resources and People – Strong IP Protection – CleanTech Park Facilities – Government Support • Technology Commercialization – SPRING – Exploit Technologies
  • 102. What Do They Have? | Singapore
  • 103. What Do They Have? | Vietnam • Manufacturing Capability – Resources and People – Inexpensive Labor – Turnkey Providers • Tax incentives – 5‐year tax holiday, 10‐year tax break – Exemptions from import duties – Export Duty‐Free zones
  • 104. What Do We Have? | Minnesota • Established Industry – Many Large Successful Companies – Ongoing Drive for Growth – Experienced Product Engineers • Entrepreneurship – U.S. Spirit of Creativity – Strong Venture‐Capital
  • 105. Partnership Opportunties Minnesota Vietnam Singapore Research and  • U of M Faculty and Centers •A*Star Funded and Directed  • Corporate Sponsorship Research (Storage, Airflow,  Development Photovoltaic) • Corporate Commercialization Skilled  • Corporate Offshoring • Low‐Cost Industrial Park  • A*Star Supported Plat Design Manufacturing • Turn‐Key Solutions Product  • Corporate Commercialization and  • A*Star Technology  Licensing of Technology Breakthroughs Development • Provide Product Commercialize  Experience Education •University of Minnesota and MnSCU •Polytechnic education  sabbaticals to teach repair 
  • 106. Vietnam: Two Examples of “Low Tech” Disruptive Business Opportunities Harpreet Kathuria, John Marsolek, Mark McNitt, Anh-Thinh Nguyen, Viswanathan Sivaramakrishnan Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 107. Overview • With 30% year after year GDP growth, Vietnam is moving up the economic value chain and is emerging as a significant market opportunity • Vietnamese-Americans have unique opportunities to engage in business within Vietnam • Insights into Vietnam’s unique cultural environment, combined with innovative thinking, opens unique market opportunities • Numerous resources are available to help innovators reach business goals in Vietnam Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 108. Economic Development Model Singapore Vietnam Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 109. Sea Turtles (Viet Kieu) • 40% of Vietnamese students coming back home USA Overseas Vietnamese Student Association – US Economy is declining – Vietnam is booming – Better chances of finding jobs at home • Opportunities to work on new technologies – NanoTech, µChips, Video Game design – Ho Chi Minh Hi- Tech Park – Many MNCs have plants in Vietnam • Feeling to contribute to homeland • Govt. welcoming with open arms • Govt. making business opportunities very attractive – tax incentives, low cost of land, low cost of construction etc. Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 110. Disruptive Business Idea #1 Vietnamese Pho We would disrupt the • Served with bean sprouts, basil, Vietnamese market with peppers, and lime. these stylish lime bottles and Many Vietnamese dishes are served tend to preserve longer than with lime but often dirty your hands or real limes. limes go bad if not used. Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 111. Disruptive Business Idea #2 Vietnamese Moped • Most Vietnamese travel via the moped or motorbike. • There are 4872000 mopeds • It is expensive to own an automobile. • It is impractical to travel efficiently by automobile. 6 months of rainy season, traveling by moped becomes very wet and inconvenient. We would disrupt the market by designing and marketing a rain guard that would cover the rider without having to Copyright © 2010a raincoat. wear No part of this presentation may be reproduced in any form without prior authorization.
  • 112. Business Model Early adopters: Pho restaurants ~ 2600 (30 tables) in 3 largest metropolitan cities with a total population 14 million 30% of population ~ 4.2 million eat dishes that use lime each day Consumption: 78,000 bottles a day Potential Annual Market: $20 million Manufacturer equipment in Minnesota then export equipment to Vietnam for product manufacturing. -Protect IP for equipment -Leverage low-cost labor -Leverage Vietnam Tax incentives Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 113. U.S. Resources in Vietnam • The US Consulate is an excellent resource for American companies in gaining access to Vietnamese markets • The US Department of Commerce, operating within the US Consulate, offers street-level, actionable market information • They provide assistance in vouching for the US companies and helping to open opportunities with distributors, etc • They offer process checks and political pressure to ensure fair play Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 114. Business Model Early adopters: Pho restaurants ~ 2600 (30 tables) in 3 largest metropolitan cities Total Population: 14 million 30% of population ~ 4.2 million eat dishes that use lime each day VAR – Value-Added Reseller Strategy Concorde Foods – make lime juice in a lime-shaped bottle We would purchase at wholesale price from Concorde at $.80. Estimated sale price is $1.50/ea. Consumption: 78,000 bottles a day Cost: $62,400 / day; Price: $117,000 / day Profit: $54,600 / day, Annually: $19,656,000 Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 115. Vietnam:  27 Feb – 13 Mar2010 Opportunities to Learn From Singapore Singapore / Vietnam Mike Bell Omeeda Rahim Matt Sandnas Cale Schwalm Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 116. Singapore Growth:  Where Vietnam Wants to Be Vietnam Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 117. Areas of Opportunity for Vietnam • Government Strategic Focus • Education • Infrastructure Development • Intellectual Property • Improve Image Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 118. Government Strategic Focus • Create Strategy  Define Focus • Incentivize Specific Industries • Focus Technology to Take Advantage of Natural  Resources – Mineral – Petroleum – Hydropower • Increase Tourism to Generate Revenue and Interest  in Vietnam Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 119. Education • Government Funded Education through 12th Grade • Increase Wages for University Professors and  Researchers • Make English Mandatory • Increase Grant Funding for Strategic Industries Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 120. Infrastructure Development • Plan Roads for Transition from 2 Wheel to 4 Wheel • Improve Public Transportation System • Improve Water Quality • Improve and Unify Public Utilities • Standardize Procedures for Ports Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 121. Intellectual Property • Vietnam has a limited Intellectual Property  Infrastructure • United States IP Law is taught in Schools • IP Framework Needed to attract MNCs • Differentiate from China! Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 122. Improve Image • Improve Transparency between Government  and Private Sector • Eliminate Corruption • Improve Human Rights • Enforce Business Laws • Foster Ethical Business Practices Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 123. Questions Thank you Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.
  • 124. tli.umn.edu Copyright © 2010 No part of this presentation may be reproduced in any form without prior authorization.