1. The document discusses how organizations can drive growth and profitability through intelligence, innovation, and best practices. It provides examples of world-leading organizations that achieve high returns on shareholder funds and above-average growth through intellectual property, unique culture, and following best practices.
2. It argues that in today's business environment, organizations must plan from an "outside-in" perspective by understanding influential external factors like the world, national, economic, and industry environments. The intelligent organization also sources over a third of its business information externally to support this outside-in planning approach.
3. Innovation and productivity are imperative for success. It shows countries with the highest standards of living invest heavily in research and development and
Report released Sept 16 providing overview of this vibrant sector.
Prepared by Technology Investment Network (TIN) on behalf of the New Zealand Ministry of Business, Innovation and Employment (MBIE)
Discourse on the development, management and coordination of a combination of complex global and local factors work together to ensure a fast growing yet sustainable high technology sector, while moving the Malaysian industry up the outsourcing value chain.
Market makers, industry players and outsourcing professionals will obtain useful insights into long-term strategic technology and economic planning as well as tactical measures used for growth, competitiveness and innovation.
Key stakeholders can take advantage of this knowledge and create a win-win situation
TCI 2014 Investing in Comparative AdvantageTCI Network
This document discusses investing in comparative advantage through innovation-driven entrepreneurship and regional economic development strategies. It makes three key points:
1) Regions should focus on developing their unique entrepreneurial strengths by investing in areas of existing competitive advantage rather than trying to copy others. Successful regions have distinct innovative and entrepreneurial capacities.
2) Clusters of related industries are important drivers of regional economic performance. Industries within strong industry clusters experience higher growth and innovation. Clusters shape the commercialization of new technologies.
3) Regional economic strategies should leverage existing strengths and address weaknesses rather than adopting a "one-size-fits-all" approach. Strategies require prioritizing efforts and making difficult choices to develop a
1. Clusters of competing and collaborating firms and industries stimulate innovation through sharing of knowledge, rapid diffusion of best practices, and opportunities for experimentation. They facilitate commercialization of new technologies and businesses.
2. Business groups in Asian countries like Korea and Taiwan have played an important role in economic development by helping to fill institutional voids, attract foreign investment, and transfer knowledge. However, they can also limit competition and new firm growth.
3. Location is important for innovation - regions with strong university systems, skilled workforces, funding sources, and competitive business environments are better able to commercialize new technologies.
Norfolk Island India Trade & Investment Promotion GroupIndia Advisors
The document summarizes the proposed Norfolk Island-India Trade & Investment Promotion Group (NITIPG). NITIPG will be an international organization focused on promoting trade and investment between India and Norfolk Island. It will have exclusive focus on cross-border partnerships at the grassroots level. NITIPG will provide services and support to its estimated 40,000 members without charges apart from initial fees. Initially it will be funded by sponsors but eventually become self-sustaining through success fees. NITIPG will include stakeholders from governments, businesses, experts and interest groups from both countries.
Jefferies & Company is a leading global investment bank with over 2,000 employees in 27 offices worldwide. It has a highly differentiated approach focusing on full-service relationship banking for growth companies. The document outlines Jefferies' technology group and investment banking capabilities, with a focus on its experience in Asia, the mobile media industry, and trends in Chinese and technology company investment and IPOs.
Yoav Leitersdorf founded, grew, and successfully sold 3 tech businesses. He is now the managing partner of YL Ventures, a venture capital fund that invests in European and Israeli internet and software companies. YL Ventures aims to accelerate company growth and arrange rapid acquisitions within 2 years based on pre-conceived exit strategies. Innovation thrives in countries like the US and Israel due to support for entrepreneurship through investment, education, and favorable policies.
Report released Sept 16 providing overview of this vibrant sector.
Prepared by Technology Investment Network (TIN) on behalf of the New Zealand Ministry of Business, Innovation and Employment (MBIE)
Discourse on the development, management and coordination of a combination of complex global and local factors work together to ensure a fast growing yet sustainable high technology sector, while moving the Malaysian industry up the outsourcing value chain.
Market makers, industry players and outsourcing professionals will obtain useful insights into long-term strategic technology and economic planning as well as tactical measures used for growth, competitiveness and innovation.
Key stakeholders can take advantage of this knowledge and create a win-win situation
TCI 2014 Investing in Comparative AdvantageTCI Network
This document discusses investing in comparative advantage through innovation-driven entrepreneurship and regional economic development strategies. It makes three key points:
1) Regions should focus on developing their unique entrepreneurial strengths by investing in areas of existing competitive advantage rather than trying to copy others. Successful regions have distinct innovative and entrepreneurial capacities.
2) Clusters of related industries are important drivers of regional economic performance. Industries within strong industry clusters experience higher growth and innovation. Clusters shape the commercialization of new technologies.
3) Regional economic strategies should leverage existing strengths and address weaknesses rather than adopting a "one-size-fits-all" approach. Strategies require prioritizing efforts and making difficult choices to develop a
1. Clusters of competing and collaborating firms and industries stimulate innovation through sharing of knowledge, rapid diffusion of best practices, and opportunities for experimentation. They facilitate commercialization of new technologies and businesses.
2. Business groups in Asian countries like Korea and Taiwan have played an important role in economic development by helping to fill institutional voids, attract foreign investment, and transfer knowledge. However, they can also limit competition and new firm growth.
3. Location is important for innovation - regions with strong university systems, skilled workforces, funding sources, and competitive business environments are better able to commercialize new technologies.
Norfolk Island India Trade & Investment Promotion GroupIndia Advisors
The document summarizes the proposed Norfolk Island-India Trade & Investment Promotion Group (NITIPG). NITIPG will be an international organization focused on promoting trade and investment between India and Norfolk Island. It will have exclusive focus on cross-border partnerships at the grassroots level. NITIPG will provide services and support to its estimated 40,000 members without charges apart from initial fees. Initially it will be funded by sponsors but eventually become self-sustaining through success fees. NITIPG will include stakeholders from governments, businesses, experts and interest groups from both countries.
Jefferies & Company is a leading global investment bank with over 2,000 employees in 27 offices worldwide. It has a highly differentiated approach focusing on full-service relationship banking for growth companies. The document outlines Jefferies' technology group and investment banking capabilities, with a focus on its experience in Asia, the mobile media industry, and trends in Chinese and technology company investment and IPOs.
Yoav Leitersdorf founded, grew, and successfully sold 3 tech businesses. He is now the managing partner of YL Ventures, a venture capital fund that invests in European and Israeli internet and software companies. YL Ventures aims to accelerate company growth and arrange rapid acquisitions within 2 years based on pre-conceived exit strategies. Innovation thrives in countries like the US and Israel due to support for entrepreneurship through investment, education, and favorable policies.
New Technology Based Firms and Venture Capital policy in NigeriaAdebola Daramola
An exploratory research employing systematic evolutionary approach (Avnimelech and Teubal 2002) to study Venture Capital and New Technology Based Firms in Nigeria. It offers a history of economic agents, actors activities and linkages in the creation of technology based firms in Nigeria, with due consideration to their economic outcomes and social impacts (Gault 2010).
Though Nigeria has no defined VC policy, the paper assumes so with Supply side policies such as the Venture Capital (Incentives) Decree No .89 1993 and 2001 Small and Medium-Scale Industries Equity Investment Scheme (SMEIS).
Macroeconomic factors (such as supply side and demand side policies) would support the emergence of NTBFs as seen from the study. In Nigeria, tremendous efforts have been made to resolve small business finance, with no particular attention directed at technology-based firms.
There is an increasing need for demand side policy changes (i.e. initiatives to improve both financial and managerial capabilities of technology entrepreneurs in Nigeria). Infrastructure supports for Nigerian NTBFs are misplaced with continuous reliance on technology transfer above creative creation within the economy.
With this study, knowledge has been extended about the policy environment that foster Venture Capital and NTBFs in Nigeria.
Wits univ business school gfc & hrm ir in mn cs oct 2011[1]Roland Viedge
The document discusses how multinational companies and their human resource management practices have been impacted by the global financial crisis. It provides an overview of multinational companies in Ireland, highlighting their importance to the Irish economy. The document then analyzes the effects of the financial crisis on areas like employment, wages, and industrial relations within multinational companies in Ireland.
DealMarket DIGEST Issue 163 //21 November 2014CAR FOR YOU
The document summarizes several news items from the private equity industry:
1) A study found that several venture capital funds outperformed during the 2008 financial crisis, including Union Square Ventures, Avalon Ventures VIII, and Emergence Capital Partners II.
2) Many European entrepreneurs are founding startups in Southeast Asia for business opportunities and financial success, not just for better weather. Payments services are seen as attractive for expansion to other emerging markets.
3) Global M&A volume hit a seven-year high in 2014, with healthcare deals reaching a record level. Private equity accounted for over 20% of deal volume.
GSA Asia Pacific Executive Summit 2019, Taipei, TaiwanJohn Ciacchella
This document provides an overview and summary of the semiconductor industry outlook presented by John Ciacchella of Deloitte Consulting LLP at the GSA Asia Pacific Executive Forum on November 13, 2019. The presentation discusses the current outlook for the semiconductor industry, crosswinds impacting growth, opportunities in the shift to an "everything connected and data" era, and challenges companies face in capturing value in the new environment. Key takeaways focus on questions companies should consider around their business models, operating models, partnerships and other strategic issues.
The document summarizes research conducted for an economic development plan in the Capital Region. It found that the region's economy has been hit hard, with unemployment at 12%, and growth ranking 345 out of 372 metro regions. Research identified the strongest industry clusters as life sciences, IT, agriculture, advanced manufacturing, and clean energy. It also uncovered strengths in education and professional services. The economic development plan proposes focusing on these clusters and drivers like entrepreneurship, workforce, infrastructure, and capital investment to generate jobs and wealth for the region.
Israel High Tech is on Fire - You can participate tooiAngels
With close to 4,000 innovative companies emerging in Israel and several high-profile exits such as Viber, Waze and Wix, “Startup Nation” has received increased attention from hi-tech heavyweights. Until now, however, it has been extremely difficult for investors worldwide to participate due to remote access and a lack of guidance. Mor and Shelly will take you through the trends and industry dynamics making Israeli high tech an attractive asset class and will then present you with the opportunity to join the exclusive network of Israel’s leading angels in their early stage investing activities.
Keynote presentation by Phillip Ruthven from IBISWorld Pty Ltd giving his thoughts and perspectives on what keeps CEOs awake at night. 2011 actKM Conference. Melbourne, Australia. 10 October 2011.
Introduction to international business environment is talking about world bus...MengsongNguon
The document provides an introduction to international business environment. It defines international business environment as the sum total of factors external to and beyond the control of a firm's management that influence the firm. These factors can be domestic, foreign, or international in nature. It discusses how the business environment has changed from pre-globalization to post-globalization with increasing global competition and integration of markets. It also defines key terms related to international business such as multinational corporations, foreign business, global companies, and discusses trends toward increasing globalization and interdependence between firms and countries.
Speaker: Chris Sullivan, Vice-President, Finance & Operations, IDC (Canada) Ltd.
More information including webcast found on the MaRS site at: http://www.marsdd.com/Events/Event-Calendar/Ent101/2008/marketing2-20080116.html
This document provides an overview of Smart Agriculture Analytics (SAA), a startup company aiming to build a data and analytics platform connecting agritech suppliers with clients in emerging markets. SAA plans to launch news and data products starting in late 2014 to establish itself as a trusted source of information on China's agritech sector. Long term, SAA aims to grow its platform to enable direct online trades between agritech suppliers and clients.
This document discusses emerging market multinational enterprises' use of non-equity modes (NEMs), such as outsourcing and contract manufacturing agreements, for cross-border activities. It notes that while NEMs allow emerging market firms to expand globally more quickly, they provide less legal protection than equity-based partnerships and can make intellectual property appropriation more likely. The document advocates for government policies to promote emerging market firm innovation and branding to encourage greater use of NEMs that benefits both partner countries.
DealMarket Digest Issue 131 - 7 March 2014Urs Haeusler
SEE WHATS NOTEWORTHY IN PRIVATE EQUITY THIS WEEK /// ISSUE 131 - March 7th, 2014:
- How New European Rules Affect Private Equity Teams
- PE outlook for Europe
- EY’s Top 10 VC Dealmakers Worldwide
- Global Telecom M&A Hits 13 Year High
- PE Drives Robust Returns for Ontario Pension Fund
- Quote of the Week: Venture Capital? Make Way for Geek Guilds
The document discusses findings from a global market research project on how IT leaders are responding to the economic crisis. It finds that while many companies are struggling and cutting costs, a new breed of forward-thinking IT leaders understand how to use technology strategically. These IT leaders are reducing infrastructure costs, increasing efficiencies through virtualization and cloud computing, and better positioning their companies to weather the economic downturn. The document provides recommendations for IT leaders on managing through the recession, including modifying business plans, focusing on enabling the business rather than just costs, and exploring outsourcing and infrastructure consolidation.
Companies invest overseas for several reasons including accessing new markets, exploiting economies of scale, taking advantage of lower labor costs, and reacting to trade barriers. Foreign direct investment has grown significantly in recent decades and is driven by both macroeconomic factors and companies' strategic objectives. While foreign investment can benefit host countries through job creation and technology transfer, governments must consider incentives and potential drawbacks carefully.
Venture capital has the potential to significantly impact Peru's economy by funding high-growth startups and small businesses. However, Peru currently has very limited exposure to venture capital and a nascent entrepreneurial ecosystem. To develop a successful venture capital industry, Peru must build critical mass in key areas like innovation capacity, entrepreneur activity, and investment capital within a trusted environment. Establishing public policies that support venture capital can help catalyze the growth of Peru's entrepreneurial ecosystem.
The document provides information on midterm exam results and questions for two classes. It summarizes the average scores on Midterm #2 for Class 01 as 38/60 and Class 02 as 40/60. It then provides details on question #48 and reviews concepts related to brand extension, top valuable brands, product line extension versus trading up/down, and supply chain extension. Finally, it provides reminders about the online forum closing and upcoming due dates for projects and evaluations.
Commercialising Government Intellectual PropertyMarcus Tarrant
Prepared for the 2010 Australian Innovation Festival, this presentation provides some unique insight into the challenges of commercialising government intellectual property in the Australian context.
The document summarizes a survey conducted by the Economist Intelligence Unit of 150 senior executives around the world about factors influencing decisions on entering new markets and establishing regional headquarters. Proximity to large markets and the availability of skilled local labor were cited as the two most important considerations. Over 90% said access to global markets was important for growth. While cheap labor was viewed as less important, strong local skills were seen as more vital. Technological skills of the workforce and access to international talent were also highly important technological factors.
Driving Productivity Growth: The Importance of Firm-Specific Knowledge AssetsStructuralpolicyanalysis
This document discusses the importance of firm-specific knowledge assets, or intangible assets, in driving productivity growth. It finds that investments in intangible assets like digitized information, intellectual property, brands, and organizational capital can be as important as or even more important than investments in tangible physical capital for determining firms' productivity performance. Intangible assets appear to play a particularly important role in knowledge-intensive sectors. The document also finds heterogeneity in the links between different types of intangible assets and productivity across sectors and firms.
Here are the key points about decisions to innovate rather than replace:
- Incumbent firms often face decisions about whether to replace existing products/services or innovate them. Replacing risks losing existing customers and capabilities, while innovating risks missing opportunities from new technologies.
- Factors that influence the decision include the firm's strategic goals, capabilities, resources, and the nature of the existing product/market. Incremental innovation of existing offerings may better leverage existing capabilities and customer relationships.
- However, disruptive technologies sometimes require replacing existing offerings to fully capture new opportunities. Firms must consider the size of the existing business, its growth potential, and how disruptive the new technology is.
- Successful innovation
In this issue of JEGI’s Client Briefing Newsletter, JEGI provides highlights from the sixth annual Outsell Signature Event co-produced by JEGI and held October 3-5, 2012 at the Four Seasons Hotel in Hampshire, UK. This global conference brings together senior executive leaders from both strategic companies and private equity firms across the information industry. Also in this issue is an insightful article on successfully integrating digital acquisitions authored by Christopher Vollmer, Gregory Springs and Harry Hawkes of Booz & Co. JEGI provides excerpts from “The Social Media Ecosystem – Rise of Users, Intelligence and Operating Systems”, a report on social media prepared by Amir Akhavan, a JEGI Director and published by the Interactive Advertising Bureau (IAB). JEGI’s M&A update shows that deal activity reached impressive highs through the first three quarters of 2012, despite economic and political uncertainty. Smaller deals have dominated the market (91% of transactions were less than $50 million in value), and strategic companies were buyers on 85% of deals in 2012 through September, as they continue to invest in higher growth revenue streams and new services for their customers. JEGI also highlights its exceptional transaction experience across its core sectors, including the recent sale of InfoGroup’s OneSource to Cannondale Investments and GTCR; the sale of DMGT’s Evanta to Leeds Equity; and many others.
New Technology Based Firms and Venture Capital policy in NigeriaAdebola Daramola
An exploratory research employing systematic evolutionary approach (Avnimelech and Teubal 2002) to study Venture Capital and New Technology Based Firms in Nigeria. It offers a history of economic agents, actors activities and linkages in the creation of technology based firms in Nigeria, with due consideration to their economic outcomes and social impacts (Gault 2010).
Though Nigeria has no defined VC policy, the paper assumes so with Supply side policies such as the Venture Capital (Incentives) Decree No .89 1993 and 2001 Small and Medium-Scale Industries Equity Investment Scheme (SMEIS).
Macroeconomic factors (such as supply side and demand side policies) would support the emergence of NTBFs as seen from the study. In Nigeria, tremendous efforts have been made to resolve small business finance, with no particular attention directed at technology-based firms.
There is an increasing need for demand side policy changes (i.e. initiatives to improve both financial and managerial capabilities of technology entrepreneurs in Nigeria). Infrastructure supports for Nigerian NTBFs are misplaced with continuous reliance on technology transfer above creative creation within the economy.
With this study, knowledge has been extended about the policy environment that foster Venture Capital and NTBFs in Nigeria.
Wits univ business school gfc & hrm ir in mn cs oct 2011[1]Roland Viedge
The document discusses how multinational companies and their human resource management practices have been impacted by the global financial crisis. It provides an overview of multinational companies in Ireland, highlighting their importance to the Irish economy. The document then analyzes the effects of the financial crisis on areas like employment, wages, and industrial relations within multinational companies in Ireland.
DealMarket DIGEST Issue 163 //21 November 2014CAR FOR YOU
The document summarizes several news items from the private equity industry:
1) A study found that several venture capital funds outperformed during the 2008 financial crisis, including Union Square Ventures, Avalon Ventures VIII, and Emergence Capital Partners II.
2) Many European entrepreneurs are founding startups in Southeast Asia for business opportunities and financial success, not just for better weather. Payments services are seen as attractive for expansion to other emerging markets.
3) Global M&A volume hit a seven-year high in 2014, with healthcare deals reaching a record level. Private equity accounted for over 20% of deal volume.
GSA Asia Pacific Executive Summit 2019, Taipei, TaiwanJohn Ciacchella
This document provides an overview and summary of the semiconductor industry outlook presented by John Ciacchella of Deloitte Consulting LLP at the GSA Asia Pacific Executive Forum on November 13, 2019. The presentation discusses the current outlook for the semiconductor industry, crosswinds impacting growth, opportunities in the shift to an "everything connected and data" era, and challenges companies face in capturing value in the new environment. Key takeaways focus on questions companies should consider around their business models, operating models, partnerships and other strategic issues.
The document summarizes research conducted for an economic development plan in the Capital Region. It found that the region's economy has been hit hard, with unemployment at 12%, and growth ranking 345 out of 372 metro regions. Research identified the strongest industry clusters as life sciences, IT, agriculture, advanced manufacturing, and clean energy. It also uncovered strengths in education and professional services. The economic development plan proposes focusing on these clusters and drivers like entrepreneurship, workforce, infrastructure, and capital investment to generate jobs and wealth for the region.
Israel High Tech is on Fire - You can participate tooiAngels
With close to 4,000 innovative companies emerging in Israel and several high-profile exits such as Viber, Waze and Wix, “Startup Nation” has received increased attention from hi-tech heavyweights. Until now, however, it has been extremely difficult for investors worldwide to participate due to remote access and a lack of guidance. Mor and Shelly will take you through the trends and industry dynamics making Israeli high tech an attractive asset class and will then present you with the opportunity to join the exclusive network of Israel’s leading angels in their early stage investing activities.
Keynote presentation by Phillip Ruthven from IBISWorld Pty Ltd giving his thoughts and perspectives on what keeps CEOs awake at night. 2011 actKM Conference. Melbourne, Australia. 10 October 2011.
Introduction to international business environment is talking about world bus...MengsongNguon
The document provides an introduction to international business environment. It defines international business environment as the sum total of factors external to and beyond the control of a firm's management that influence the firm. These factors can be domestic, foreign, or international in nature. It discusses how the business environment has changed from pre-globalization to post-globalization with increasing global competition and integration of markets. It also defines key terms related to international business such as multinational corporations, foreign business, global companies, and discusses trends toward increasing globalization and interdependence between firms and countries.
Speaker: Chris Sullivan, Vice-President, Finance & Operations, IDC (Canada) Ltd.
More information including webcast found on the MaRS site at: http://www.marsdd.com/Events/Event-Calendar/Ent101/2008/marketing2-20080116.html
This document provides an overview of Smart Agriculture Analytics (SAA), a startup company aiming to build a data and analytics platform connecting agritech suppliers with clients in emerging markets. SAA plans to launch news and data products starting in late 2014 to establish itself as a trusted source of information on China's agritech sector. Long term, SAA aims to grow its platform to enable direct online trades between agritech suppliers and clients.
This document discusses emerging market multinational enterprises' use of non-equity modes (NEMs), such as outsourcing and contract manufacturing agreements, for cross-border activities. It notes that while NEMs allow emerging market firms to expand globally more quickly, they provide less legal protection than equity-based partnerships and can make intellectual property appropriation more likely. The document advocates for government policies to promote emerging market firm innovation and branding to encourage greater use of NEMs that benefits both partner countries.
DealMarket Digest Issue 131 - 7 March 2014Urs Haeusler
SEE WHATS NOTEWORTHY IN PRIVATE EQUITY THIS WEEK /// ISSUE 131 - March 7th, 2014:
- How New European Rules Affect Private Equity Teams
- PE outlook for Europe
- EY’s Top 10 VC Dealmakers Worldwide
- Global Telecom M&A Hits 13 Year High
- PE Drives Robust Returns for Ontario Pension Fund
- Quote of the Week: Venture Capital? Make Way for Geek Guilds
The document discusses findings from a global market research project on how IT leaders are responding to the economic crisis. It finds that while many companies are struggling and cutting costs, a new breed of forward-thinking IT leaders understand how to use technology strategically. These IT leaders are reducing infrastructure costs, increasing efficiencies through virtualization and cloud computing, and better positioning their companies to weather the economic downturn. The document provides recommendations for IT leaders on managing through the recession, including modifying business plans, focusing on enabling the business rather than just costs, and exploring outsourcing and infrastructure consolidation.
Companies invest overseas for several reasons including accessing new markets, exploiting economies of scale, taking advantage of lower labor costs, and reacting to trade barriers. Foreign direct investment has grown significantly in recent decades and is driven by both macroeconomic factors and companies' strategic objectives. While foreign investment can benefit host countries through job creation and technology transfer, governments must consider incentives and potential drawbacks carefully.
Venture capital has the potential to significantly impact Peru's economy by funding high-growth startups and small businesses. However, Peru currently has very limited exposure to venture capital and a nascent entrepreneurial ecosystem. To develop a successful venture capital industry, Peru must build critical mass in key areas like innovation capacity, entrepreneur activity, and investment capital within a trusted environment. Establishing public policies that support venture capital can help catalyze the growth of Peru's entrepreneurial ecosystem.
The document provides information on midterm exam results and questions for two classes. It summarizes the average scores on Midterm #2 for Class 01 as 38/60 and Class 02 as 40/60. It then provides details on question #48 and reviews concepts related to brand extension, top valuable brands, product line extension versus trading up/down, and supply chain extension. Finally, it provides reminders about the online forum closing and upcoming due dates for projects and evaluations.
Commercialising Government Intellectual PropertyMarcus Tarrant
Prepared for the 2010 Australian Innovation Festival, this presentation provides some unique insight into the challenges of commercialising government intellectual property in the Australian context.
The document summarizes a survey conducted by the Economist Intelligence Unit of 150 senior executives around the world about factors influencing decisions on entering new markets and establishing regional headquarters. Proximity to large markets and the availability of skilled local labor were cited as the two most important considerations. Over 90% said access to global markets was important for growth. While cheap labor was viewed as less important, strong local skills were seen as more vital. Technological skills of the workforce and access to international talent were also highly important technological factors.
Driving Productivity Growth: The Importance of Firm-Specific Knowledge AssetsStructuralpolicyanalysis
This document discusses the importance of firm-specific knowledge assets, or intangible assets, in driving productivity growth. It finds that investments in intangible assets like digitized information, intellectual property, brands, and organizational capital can be as important as or even more important than investments in tangible physical capital for determining firms' productivity performance. Intangible assets appear to play a particularly important role in knowledge-intensive sectors. The document also finds heterogeneity in the links between different types of intangible assets and productivity across sectors and firms.
Here are the key points about decisions to innovate rather than replace:
- Incumbent firms often face decisions about whether to replace existing products/services or innovate them. Replacing risks losing existing customers and capabilities, while innovating risks missing opportunities from new technologies.
- Factors that influence the decision include the firm's strategic goals, capabilities, resources, and the nature of the existing product/market. Incremental innovation of existing offerings may better leverage existing capabilities and customer relationships.
- However, disruptive technologies sometimes require replacing existing offerings to fully capture new opportunities. Firms must consider the size of the existing business, its growth potential, and how disruptive the new technology is.
- Successful innovation
In this issue of JEGI’s Client Briefing Newsletter, JEGI provides highlights from the sixth annual Outsell Signature Event co-produced by JEGI and held October 3-5, 2012 at the Four Seasons Hotel in Hampshire, UK. This global conference brings together senior executive leaders from both strategic companies and private equity firms across the information industry. Also in this issue is an insightful article on successfully integrating digital acquisitions authored by Christopher Vollmer, Gregory Springs and Harry Hawkes of Booz & Co. JEGI provides excerpts from “The Social Media Ecosystem – Rise of Users, Intelligence and Operating Systems”, a report on social media prepared by Amir Akhavan, a JEGI Director and published by the Interactive Advertising Bureau (IAB). JEGI’s M&A update shows that deal activity reached impressive highs through the first three quarters of 2012, despite economic and political uncertainty. Smaller deals have dominated the market (91% of transactions were less than $50 million in value), and strategic companies were buyers on 85% of deals in 2012 through September, as they continue to invest in higher growth revenue streams and new services for their customers. JEGI also highlights its exceptional transaction experience across its core sectors, including the recent sale of InfoGroup’s OneSource to Cannondale Investments and GTCR; the sale of DMGT’s Evanta to Leeds Equity; and many others.
Universities and R&D organizations are an important part of a country's national innovation system. They create emerging technologies but usually need assistance commercializing intellectual property. Technology commercialization organizations can facilitate connecting university inventions to industry and markets through investment, intellectual property management, and professional networks. This helps optimize outcomes from intellectual property and promotes wealth creation and economic development.
The document is a newsletter from the Market Intelligence Forum Belgium (MIFB) providing information on upcoming events and recent developments. It announces an event on February 16th featuring presentations on megatrends, applying software engineering methods to market intelligence, and highlights from recent international conferences. It also provides information on membership, the steering committee, and upcoming international market intelligence events. In addition, it summarizes Outsell's 2011 information industry outlook report focusing on trends, predictions, innovators, and actions for publishers to find new revenue sources in the current digital environment.
Policies for Growth - SIMPATIC 3 April 2014Dirk Pilat
1) Investment in knowledge-based capital, such as research and development, brands, and organizational capital, now accounts for over half of business investment in several OECD countries and is growing in importance.
2) Well-functioning framework policies around product markets, labor markets, and bankruptcy laws can encourage investment in knowledge-based capital by raising returns and allowing resources to flow to innovative firms. However, policies also need to address specific assets like intellectual property, skills, and access to data.
3) Countries differ in their policy mixes for innovation, with many relying more on R&D tax incentives than direct funding. While both can increase R&D, the impact on productivity and the design of policies matters to avoid
This document discusses the role of multinational companies in India. It begins by defining multinational companies as enterprises with services across multiple countries globally. It then outlines some of the key roles multinational companies play in developing countries like India, such as filling savings, trade, revenue, and technological gaps. While multinationals can provide benefits like capital, jobs, and skills, they may also concentrate resources in modern sectors, undermine local entrepreneurship, influence government policies, and produce goods that are inappropriate for local needs. Overall, the document analyzes both the positive and negative impacts of multinational corporations on economic development.
Similar to Keynote intelligence, innovation & best practice (20)
The document discusses trends driving changes in education systems towards a "Smarter Nation". Five key trends are identified: 1) technology immersion, 2) personalized learning, 3) knowledge/skills focus, 4) global integration, and 5) economic alignment. These trends form an "Educational Continuum" and have implications for integrating education providers and economic development initiatives to benefit the nation.
Paul Croft discusses four layers of cloud computing offerings from infrastructure-as-a-service to software-as-a-service. He outlines deployment options for cloud computing from private to public models. Croft asks when a cloud is not actually a cloud and says cloud is an opportunity beyond just consumption and delivery of services.
The document discusses barriers to public cloud adoption and options for using cloud computing. It finds that the primary barriers are concerns about data security and privacy. While private clouds are currently preferred over public clouds, those more open to public cloud see it as less of an issue and view application availability and management as important. The document recommends starting with a test/development public cloud to reduce costs and increase speed and flexibility compared to traditional testing environments.
Security solutions for a smarter planetVincent Kwon
This document summarizes IBM's security strategy and solutions for enabling a smarter planet. It discusses how security must be built into new technologies from the start to enable innovation while managing risks. IBM's approach focuses on foundational security controls, compliance, and helping customers securely adopt new models like cloud computing and virtualization.
The unprecedented state of web insecurityVincent Kwon
The document summarizes security trends from IBM's X-Force research and development team. It discusses the increasing sophistication of cyber attacks, vulnerabilities in web browsers and document readers, the rise of exploit kits and malware creation tools, and challenges in keeping pace with evolving threats through rapid patching and detection techniques.
Capitalising on Complexity - Ross PearceVincent Kwon
A new IBM CEO study on capitalizing on complexity was conducted with over 1,500 CEOs. The results have implications for CIOs in how they can better support CEOs. The study found CEOs focus on creativity, customers, and operational dexterity to manage complexity. CIOs can help enable these priorities through embracing new technologies, simplifying processes, and providing business intelligence and analytics to support smarter decisions. CIOs also need to help reinvent customer relationships by using data and collaboration technologies to better understand customer needs.
VMWare Sponsor Presentation: Accelerating the journey to cloudVincent Kwon
Join VMware to find out how businesses of all sizes can benefit from taking a less tactical consolidation of non-critical systems by making a strategic investment for all applications through virtualisation and virtualisation management. This presentation covers what business can do now to pave the path to Cloud computing, leveraging the efficient pooling of on-demand, self managed virtual infrastructure, consumed as a service.
Turn data into intelligence: Uncover insights. Take actionVincent Kwon
Spreadsheets alone aren’t the answer to your reporting, analysis and planning problems. If you want to compete against big enterprises with big budgets, you need to use proper tools that extend the value of what you have and deliver a more insightful and accurate view of the business. With the right analytics solution, you can do just that. Cognos Express provides a complete reporting, analysis and planning solution for midsized organisations. This session will demonstrate how this solution can integrate into existing infrastructure and provide the dashboards, reports, forecasts and budgets your organisations needs. All of this with minimal implementation and at an affordable cost.
The document discusses how virtualization can help organizations achieve maximum value through improved power efficiency, reliability, and more integrated systems. It notes that digital data is growing exponentially and many companies will need to modify their data centers to handle this growth. Virtualization can help organizations reduce costs, improve service delivery, and better manage risk by consolidating servers, storage, and networking infrastructure. When combined with integrated service management tools, virtualization provides improved visibility, control, and automation of IT resources.
The document summarizes findings from a global CFO study on the evolving role of finance. It finds that over 70% of CFOs see themselves in an advisory role, and around 60% believe major changes are needed in finance organizations to keep up with industry changes. It also highlights the benefits of achieving both finance efficiency through standards and providing business insight, finding the highest rewards come from excelling in both areas.
Drive business performance with information analyticsVincent Kwon
The document discusses IBM Cognos Express, an integrated reporting, analysis, and planning solution designed for mid-sized companies. It highlights that mid-sized companies are important drivers of economic growth but often lack tools and resources for effective business intelligence. IBM Cognos Express is presented as an affordable and easy-to-use solution that mid-sized companies can use to gain insights from their data, align resources based on analysis, and capitalize on opportunities.
The document discusses managing and mitigating risk in businesses. It outlines an evolving risk landscape with new technologies, data growth, and regulatory compliance challenges. Different types of risks are described, from frequent low impact issues to infrequent high impact disasters. Key success factors for managing risk include lowering costs, ensuring compliance, protecting data and applications, and securing the data center. IBM is positioned as being able to help businesses fuel innovation, secure data, meet compliance, and secure their data centers from threats to ensure productivity and reputation.
The document discusses how companies are leveraging cloud computing solutions. It provides examples of how IBM has helped various organizations adopt cloud technologies to improve collaboration, access to resources, and IT efficiencies. Key benefits mentioned include reduced costs, improved flexibility, scalability and security. The document also outlines factors to consider when evaluating cloud solutions and ROI areas to investigate.
The document discusses cloud computing as a new IT delivery and consumption model inspired by consumer internet services. It is driven by virtualization, automation, and standardization which enable economies of scale, flexible pricing, and self-service. Adoption of cloud computing will be shaped by analyzing workload characteristics and risks to determine the best delivery models of public, private or hybrid cloud.
Acclerating jounrey to cloud computingVincent Kwon
VMware provides solutions across four key areas - IT Operations, Applications, Business Continuity, and Desktop - to help customers improve IT quality of service. The solutions leverage VMware products and services to deliver measurable business value such as reduced costs, increased efficiency, and improved service levels. VMware's approach involves an evolutionary journey from IT Production to IT as a Service.
Wellington Business Keynote - Paul CallaghanVincent Kwon
The document discusses New Zealand's economy and culture. It notes that New Zealand's per capita GDP is lower than several other developed nations such as Australia, Ireland, and the USA. Closing the income gap with Australia would require an additional $30 billion in annual income for New Zealand. The document also examines New Zealand's exports, greenhouse gas emissions, tourism, and diaspora living abroad.
VMware vSphere 4.0: The best platform for business applicationsVincent Kwon
This document discusses using VMware virtualization for business critical applications. It notes that over 50% of customers run major business applications like Microsoft Exchange, SQL, SharePoint, Oracle Middleware and Database, IBM WebSphere and DB2, and SAP in production on VMware. The document also discusses how VMware ESX 4.0 can provide performance that matches or exceeds physical hardware for most applications while allowing better consolidation and management than alternative platform.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
4. Expectations of a New Age business Profitability and growth A return on shareholder funds after tax of 4 times the bond rate Growth better than the industry average ( + international?) Uniqueness in: Product, IP and operations Organisational culture World best practice in: Value for money for customers Respect for the society in which it operates Relations with other stakeholders Treatment of the natural environment
5. Australasian Profitability by Cohorts Return on Shareholder Funds (after tax), Top 1250 businesses 5 years to F2009 23% > World Best Practice (ROSF 22.2%) 42% > Average (ROSF 12.6%) 68% > Bond Rate (5.4%) 11% Losses -10.5 -128.0 Percent Source: IBISWorld 19/11/09
6. ProfitabilityBy Major Industries Return on Shareholder Funds (after tax), Top 1250 businesses 5 years to F2009 0.4 6.4 Percent Source: IBISWorld 22/12/09
10. vision, plans and documented achievable strategies.It is the "holy grail" of a enterprise, its core and its most valuable balance sheet asset, whether recorded as such in dollar terms or not.
11. Unique Organisational Culture A unique culture is about attracting and keeping good people to your business, and helping develop ordinary people into extraordinary people. This is built on a base of world best practice principles of human resources management. But a unique culture goes well beyond the basics: it needs to have special elements of both a tangible and intangible nature. No matter how often we say it, employees are not a firm’s most valuable asset, since slavery has been outlawed for some considerable time! But in the emerging “sellers market” we need them to stay.
14. How much do weneed to know about . .. The Influential Environments (4) 1. The world environment,growth, regions, nations, demography etc. ? 2. National resources,developed (infrastructure, IC&T), natural (resources, ecology)? 3. Our community,its changing demography, lifestyles and spending ? 4. The economic environment,the “business weather” conditions? The Operating Environments (6) 5. The government environment,laws, taxes, policies, incentives? 6. The finance market,equity, debt, exchange/interest rates, treasury ? 7. The services market,to outsource none-core activities and functions ? 8. The labour market,for executives, employees and customers? 9. The purchases market,raw materials, semi-/finished goods, prices ? 10. Its market,local and global? The Immediate Environment Our own industry, WBP, size, growth & disposition, competitors? OurOwn Business Its IP, financials, sales, operations, TQC, productivity, R&D, HR etc. ?
15. In the Industrial Age businesses generally planned and operated on an inside-outbasis. The external business environments were largely opaque to an enterprise which tended to be fortress style; and enterprises were opaque to outsiders who saw enterprises as secretive. In the New Age businesses must now forecast, plan and operate on an outside-in basis. The business environments are becoming transparent to enterprises, and in turn the enterprises are becoming more transparent to outsiders.
16. Business IntelligenceExpenditure on data and information,F2010(E) Internally Sourced 64.5% Sales analysis Personnel Operational analyses etc. 35.5% Externally Sourced R&D, Innovation Finance & Accounts IBISWorld 17/11/09
17. Nearly two thirds of all business data, information and intelligence in Australia in F2010 will be internally generated.How much value-adding do we do with this, to help with planning, efficiency, revenue growth, CRM and profitability?
19. Over one third of all spending on data, information and intelligence by enterprises in F2010 will be outsourced.This proportion has been steadily increasing from less than 10% half a century ago to an estimated 35.5% this year.We are spending more on information and also outsourcing more of it.
20. Type Of Outsourced Business Information Australia F2010(F) Exploratory News/ Books/ Mags. 1.2% Scientific Research Online Info 2.0% ISPs 1.7% Data Process 1.5% Mkt. Research 1.3% Other1 Conferences/ Meetings2 2.2% 3.1% 5.8% Cons. Eng. + Architects Data/Inform. 6.5% 26.2% Associations 6.7% Env. Serv. 7.7% Accounting Services 20.3% Mgt. Consulting Legal Services 9.7% 10.6% Note: 1 Public Relations Credit Agencies 0.9% Other 0.7% ` 2 Includes accommodation, travel, registration fees, speakers etc IBISWorld 18/11/09
21. Purpose Of Outsourced InformationAbout What?F2010 (F) Exploratory Government 1.0% World 0.8% Services 0.5% Resources 0.5% Community1.5% Labour 2.0% Economy2.5% Purchases 2.9% Finance 3.0% Market4.0% Own Industry 9.8% 71.6%AboutOur Own Company1 From Accounting firms, Legal firms, Management Consultants, Consulting Engineers etc Spending on information about the external environment ($19.5 billion) is 28% of all outsourced spending and 10% of all spending IBISWorld 17/11/09
22. Of all the business spending on data, information and intelligence - $195 billion - only 10%is spent on issues in the external environment. But this spending is growing nearly 2% pa faster than the economy in response to the need to plan on an outside-in basis, displacing the old inside-out approach of the secretive Industrial Age?
24. The Knowledge Pyramid By Value By Volume Vision & Strategy Vision Vision Expert Opinion Unique IP Unique IP Decreasing Value Wisdom Wisdom Expert Opinion Expert Opinion Intelligence Intelligence Increasing Value Information Information Data Data Hearsay But interesting! Hearsay, Rumour, Scuttlebut Source: IBISWorld 18/11/09
26. Standard of Living 200820Highest NationsGDP/capita, ppp basis $US ‘000 (ppp) CIA FactBook/IBISWorld 20/10/09
27. Standard of Living 200821-40Highest NationsGDP/capita, ppp basis $US ‘000 (ppp) CIA FactBook/IBISWorld 20/10/09
28. Business Research & Development(% of GDP) World Best Practice: nations > 2.5% of GDP (eg. Sweden, Japan, Finland, S. Korea, USA) Australia 14th in 2008 among 30 OECD member. OECD BERD % of GDP Australia NZ (0.5%) Year, ended June Source: DIISR
29. Productivity Growth (Growth in GDP/ hour worked, % pa) Growth in GDP/hour worked (%) Australia New Zealand Year, ended June (Australia), March (NZ) Source: DIISR
31. What the Best Enterprises Are Doing 1. They stick to one business at a time and do not diversify 2. They aim to dominate some segment (s) of their market 3. They are forever innovative,valuing the business’ IP. 4. They outsourcenon-core activities to enable growth. 5. They don’t own “hard” assets. 6. They havegood and professional financial management. 7. They plan from the outside-in not the inside-out 8. They anticipate any new industry lifecycle changes. 9. They follow world best practice for their own type of business. 10. They developstrategic alliances. 11. They develop unique organisational cultures. 12. They valueleadership first and management second.
32. Positioning Secure a safe industry position in your chosen industry to be master-of one’s-own-destiny by dominating something. Domination can be of: the whole industry class (being a major); or one category in the industry (a niche player); or one product group1 (an ultra-niche player); or one product ( a boutique operator). Note: 1 Or a customer segment; and occasionally a geographic area
33. Industry Share Strategy(positioning for a winnable war) No-man’s-land (un-winnableposition) Caught between nichers (“knee-cappers”) and ultra-niche players (“ankle-biters”) Ultra-niche specialist (1%) Niche Player Exotic/boutique operator (0.1%) 1-5 % 5% No-man’s-land Major Player 25-75% 5-25% No-man’s-land (un-winnableposition) Caught between majors (“sledgehammers”) and niche players (“knee-cappers”) Source: IBISWorld
34. Outsourcing And A Virtual Corporation In the Industrial Age, corporations set out to be self-sufficient - apart from obvious sub-contracting - creating complex and multi-layered/multi-functional structures. In the New Age, all non-core/non-strategic activities areoutsourced1 to specialists in the interest of reduced complexity and to develop focus, lightness, flexibility and faster growth of the business: a virtual corporation. In 2005, over $450 billion of non-core activities are now outsourced by businesses (20% of revenue) 1 Outsourcing is not to be confused with subcontracting
47. Leadership Leadership sits above management. It demands special attributes such as loneliness in ultimate decision making (after full consultation), often with no voting. And, sometimes, no consensus. It is non-gender specific. Leadership involves more external focus than internal: the opposite of management. Apart from listening to experts and confidantes, it involves communicating directly with major customers at least once a year.
48. What can happen with great leadership, and following the Keys To Success (or most of them) The Leighton Group was mid-sized not that long ago
49. Leighton Holdings Revenue & Profitability1Revenue excludes JV & associates share 1962 to F2009 Notes: 1Net profit after tax on S/F 2 Zero data are actually losses for those 3 years ROSF Revenue(A$ billion) ROSF % Trend Trend Revenue IBISWorld 30/03/10
52. World GDP GrowthReal growth (PPP), 1950-2011(F) Purchasing Power Parity (PPP) terms 2008 3.2% 2009 -2.5% 2.5% (F) 2.9% (F) Past 25 years 3.5% p.a 1950-1969 growth in US$ market terms IMF/Economist//IBISWorld: 30/03/10
53. World’s 30 Largest Economies2010 (F) Poland 1.0% S. Arabia 0.8% Argentina 0.8% Thailand 0.8% S. Africa 0.7% Egypt 0.6% Pakistan 0.6% Colombia 0.6% Malaysia 0.6% Belgium 0.5% Purchasing Power Parity (PPP) terms Rest of World (198 nations) 15.5% 21st – 30th Nations 7.2% 20.5% USA 11th – 20th Nations 14.8% 13.3% China Italy Brazil Japan Russia France Britain Germany India 2.5% 2.9% 3.0% 6.0% 3.1% 5.3% 3.1% 4.0% Mexico 2.1% Spain 1.9% Korea S 1.9% Canada 1.9% Indonesia 1.4% Turkey 1.3% Australia 1.2% 17th Iran 1.2% Taiwan 1.0% Netherlands 0.9% World’s 228 nations US$ 72.1 trillion CIA/IBISWorld 08/02/10
54. Economic Growth: 2009 (F)20 Largest Economies (ppp ranking) World Growth 2008, -2.5% The Economist/IBISWorld11/04/10
55. Economic Growth: 2010(F)20 Largest Economies (ppp ranking) World Growth 2010 (f), 2.5% The Economist/IBISWorld11/04/10
57. Economic Growth: New ZealandAnnual real GDP growth (%) progressed in quarters to March 2010 Long Business Cycle, average 8 years Source: IBISWorld/NZ Stats. 08/04/10
58. New Zealand’s Industry MixShares of GDP in real terms Year to June2008 Person. Serv. 1.1% Cult & Rec.Serv. Mining 1.2% Hospitality (1.6%) Agriculture 5.8% 2.0% Utilities 1.7% Other 3.4% Health 5.0-% Educn. 3.8% 14.1%Manufacturing Govt. Adm. 4.6% 4.6%Construction O’Ship Dwells. 5.8% 7.8% W’Saling 14.1% Prop. & Bus. Services 6.1%Retailing 6.8% 4.8%Transpt. Finance & Ins. 6.1% Communicns. GDP $NZ 179.2 billion (current prices) ABS 5206-26 /IBISWorld 06/11/08
59. To download this presentation go to: www.ibisworld.com.au Enter details here to download presentation r u t h v e n i b m