Competitiveness reinforcement activities, Saskia Bonnefoi, Competitiveness Management Consulting at TCI 2018

3
Competitiveness Reinforcement Initiatives
1. More competitive products and services
2. Businesses with greater innovation and
strategy
3. Solid business ecosystems
Tool to
generate
GENERAL OBJECTIVE

4
Increased productivity of SMEs
and strengthening of high-impact
entrepreneurship
Conducting a
process of
strategic
change with
companies in
priority
clusters.
Strengthening
local
capacities:
teams capable
of interaction
with companies
and
institutions.
Adapt
programs
and
implement
projects with
a solid
strategic
orientation.
Program Pillars
Competitiveness Reinforcement Initiatives Program
DESCRIPTION

5
Colima
Puebla
Yucatán
Quintana Roo
Oaxaca
Veracruz
Competitiveness Reinforcement Initiatives Program
1st group of states
2014-15

6
Hidalgo
Tlaxcala
ChiapasMorelos
Estado de México
2nd group of states
2015-16
Competitiveness Reinforcement Initiatives Program

7
Baja California
Guerrero
Querétaro
Coahuila
Jalisco
3rd group of states
2016-17
Campeche
Competitiveness Reinforcement Initiatives Program

8
Tourism
10
Agro-industry
18
10
Manufacturing
38 CRI
executed
4 years of
results
+ US$1
million
53%
National
Coverage
+3500
active
companies
Impact of the Program at enterprise level
Results

9
Process that answers the following questions:
• In what business should our companies compete today?
• How to develop strategic points in the value chain of our cluster?
• What do our companies need to obtain a competitive advantage in the
world?
The CRI has a practical objective: to generate a dynamic
of business change
CRI Methodology

10
+100 projects ≈ 1 million USD FNE
35%Distribution
10%
Human
Capital -
Training 45%Innovation of
processes, products
and services
10%
Infrastructure
and machinery
Results
Impact of the Program at enterprise level

11
Evolution towards the
most attractive
business segments
through projects and
actions along the value
chain.
Working groups
Public meetings
Commercial Missions
Trainings
Impact of the Programme at enterprise level
Results

12
Support projects
Methodology integration
Trainings
-Coordination meetings for joint
collaboration
-Integration of the methodology strategy in
the sectoral productivity agendas
Contribution to the design of new
national programs considering
strategic cluster challenges and
local needs.
Impact of the Programme at institutional level
(Public Policies)
Results

13
• Community building: national
experiences and economies of
scale.
• +75 professionals trained and qualified to apply the methodology.
• 21 weeks of training with
teachers and experts in
competitiveness and
strategy.
Impact of the Program at the level of Human
Capital
Results

14
National tools to promote
competitiveness
Local actors and companies
PROGRAM DESIGN
?
Top down?
Bottom up?

15
PROGRAM DESIGN
1. Regional and cluster
approach (CRI)
Resources to local
institutions and actors
to generate high
productivity projects
National tools to promote
competitiveness
Local actors and companies

16
National tools to promote
competitiveness
Local actors and companies
2. Integrating the results
of local analysis
PROGRAM DESIGN

17
National tools to promote
competitiveness
Local actors and companies
3. Implementation of programs
adapted to the strategic
needs of companies
PROGRAM DESIGN

18
National tools to promote
competitiveness
Local actors and companies
Companies must
be at the center of
the analysis
PROGRAM DESIGN
3. Implementation of programs
adapted to the strategic
needs of companies

19
National tools to promote
competitiveness
Local actors and companies
PROGRAM DESIGN
3. Implementation of programs
adapted to the strategic
needs of companies

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EVENT: TCI /MOC Asian Chapter Summer Conference 2022. ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ). TOPIC: 2026 and the Future of Collaboration. KEY SPEAKER: Professor Michael Enright, Northeastern University, Founder and Member Board of Advisors, TCI Network. DATE: 1st July 2022 CHAPTER: Asia

The Mongolian Cluster Sustainability

This document analyzes economic trends in Mongolia from 2010-2019 using GDP, employment, and average wage data from the country's National Statistical Organization. It finds that while livestock and retail industries remain important, employment is shifting to construction, finance, and processing. Average wages have grown the most in construction, ICT, and processing industries, with mining wages being twice as high. The document also examines regional economic specialization through a location quotient analysis for 2009 and 2019, finding that specialization has remained steady in mining areas but declined elsewhere, such as in Darkhan. This decline may be partly due to internal migration driving urbanization toward Ulaanbaatar and a lack of developed regional supply chains.

Digital Transformation Framework for SME

Cambodia's economic growth path and competitiveness

Cambodia experienced robust economic growth over the past two decades thanks to sound macroeconomic policies that attracted investment. However, total factor productivity has moderated and competitiveness has eroded as wages have risen. While investment continues to support growth, employment growth has slowed as the agriculture sector sheds jobs. The economy contracted in 2020 due to the pandemic but is projected to recover in 2021, though sustaining growth will require improving competitiveness through diversification.

Learning in the Digital Era

Mr. Peang Ratana is a freelance researcher and lecturer who has taught at several universities in Cambodia. He discusses how digital tools like Google Forms, Microsoft Forms, Google Meet, Slido, Facebook Live, Telegram, and Messenger can be used for eLearning and distance education. These platforms allow for online surveys, interactive question and answer sessions, video conferencing, live streaming, and messaging. Kahoot is also mentioned as a game-based learning platform that brings engagement to online education.

The Philippine FinTech Landscape

The document discusses the Philippine FinTech landscape. It notes that the Philippines recorded sharp economic declines in 2020 due to the Covid-19 pandemic, which small businesses bore much of the negative impact from lockdowns. It provides an overview of the Philippine FinTech cluster map and key players like banks, payment providers, regulators, infrastructure providers, and consumers. The document also summarizes the country's FinTech history, regulatory approach, opportunities and challenges for further growth.

Decoding the new dynamics of competitiveness. China’s major economic initiati...

The document discusses the new dynamics of competitiveness in Asia. It notes that Asia faces challenges from COVID-19, China's rising influence through initiatives like Belt and Road and Made in China 2025, tensions in international trade, the formation of the RCEP trading bloc, pressures to transition to digital and green economies, and increasing development levels in some countries. Asian nations must navigate relationships with both China and Western powers, while addressing domestic issues like pandemic recovery, supply chain reconfiguration, infrastructure development, and responding to global challenges through local solutions.

Educational Development Research

1) The document outlines a study that assessed the reliability and validity of students' self-reported learning outcomes against stated course learning outcomes. 2) Preliminary results found the outcome-specific questionnaires to have high reliability. Most courses saw significant increases in student self-ratings from beginning to end. 3) Further analysis is still needed to determine if end-of-course self-ratings correlate with assessments of student task performance against learning outcomes.

Creating Shared Value: What Makes a Gamechanger?