A talk given in Montreal in 2014 sharing research that proves the link between successful sustained innovation performance and stock price growth. Includes details of both the core Innovation Leaders analysis and also the modelling of a fund based on portfolio of the identified companies that delivers 14.5% CAGR over a decade.
The Innovation Leaders for 2016/17 - Those organisations across 25 sectors that are making the most of their innovation activities and driving growth. This is the latest results from a 15 year research programme that looks at the top 1500 companies across 25 sectors and profiles the leader in each one.
As a core part of the research, Innovation Leaders tracks the link between innovation and share price growth. Year after year, the companies identified as being the most effective innovators outperform their peers and the market. Over the last 15 years average return of the Innovation Leaders portfolio has been 14.5% CAGR. In 2016, growth was 18.9% again significantly higher than the S&P500, NASDAQ and FTSE 100.
This year’s Innovation Leaders Index includes a number of consistent performers from previous years such as Amazon, Apple, Inditex, LEGO and Reckitt Benckiser as well as more recent entrants including Accenture, Boston Scientific, Delta Air Lines and Nvidia.
For more information see www.innovationleaders.org or contact research@innovationleaders.org or @innovationldrs on twitter
Alongside the latest results from the multi -year Innovation Leaders research programme, we have identified 15 smaller companies that are potential catalysts for major change in the future. Across the fields of energy, data, AI, health, finance, water and space, these are the 15 firms that are the 2017 Innovators to Watch.
The companies from around the world that have been identified and profiled comprise 24M, Aquion Energy, Carbon Clean Solutions, Lattice Data, Lemonade, Moderna Therapeutics, Oxford Nanopore, Soul Machines, Stack, Stripe, Takadu, Trōv, World View and Zipline
For more information see www.innovationleaders.org or contact research@innovationleaders.org or @innovationldrs on twitter
Innovation leaders 2011-2012 analysis summaryTim Jones
The latest analysis of which companies are making the most of their innovation resources to drive growth. Now in its 12th year the Innovation Leaders research has become a benchmark for many companies as it assesses how over 2000 organisations across 25 sectors innovate and identifies the leaders. Used a stimulus to learn new insights and refine strategic options, this research is widely shared online and via books. Having also proven the linkages between innovation leadership and financial performance for over a decade, the analysis is now also of increasing interest to the financial investor community.
Global Technology Trends & Startup Hubs 2014Bernard Moon
Provides an overview of general technology and startup trends around the world. Snapshots of Silicon Valley, NYC, London, Stockholm, Berlin, Tel Aviv, Beijing and Seoul.
Innovation leaders analysis summary 2010 11Tim Jones
Summary of the latest Innovation Leaders analysis highlighting the companies across 25 sectors that are making the most of their innovation activities. Seen as the most thorough analysis of innovation performance being conducted annually. Shows link between innovation and stock price growth
SparkLabs Group Deep Tech Sector Overview 2017Bernard Moon
SparkLabs Group has been active in deep tech, or frontier tech, since our inception in 2013. We have invested in a broad definition of deep tech which includes blockchain, VR & AR, transportation, industrial IoT, artificial intelligence, health & wellness (sensor related, genomics, and advanced biotech technologies), and space. Under this definition, 25% of our overall portfolio (38 out of 155 companies across our investment entities) were deep tech investments.
The Innovation Leaders for 2016/17 - Those organisations across 25 sectors that are making the most of their innovation activities and driving growth. This is the latest results from a 15 year research programme that looks at the top 1500 companies across 25 sectors and profiles the leader in each one.
As a core part of the research, Innovation Leaders tracks the link between innovation and share price growth. Year after year, the companies identified as being the most effective innovators outperform their peers and the market. Over the last 15 years average return of the Innovation Leaders portfolio has been 14.5% CAGR. In 2016, growth was 18.9% again significantly higher than the S&P500, NASDAQ and FTSE 100.
This year’s Innovation Leaders Index includes a number of consistent performers from previous years such as Amazon, Apple, Inditex, LEGO and Reckitt Benckiser as well as more recent entrants including Accenture, Boston Scientific, Delta Air Lines and Nvidia.
For more information see www.innovationleaders.org or contact research@innovationleaders.org or @innovationldrs on twitter
Alongside the latest results from the multi -year Innovation Leaders research programme, we have identified 15 smaller companies that are potential catalysts for major change in the future. Across the fields of energy, data, AI, health, finance, water and space, these are the 15 firms that are the 2017 Innovators to Watch.
The companies from around the world that have been identified and profiled comprise 24M, Aquion Energy, Carbon Clean Solutions, Lattice Data, Lemonade, Moderna Therapeutics, Oxford Nanopore, Soul Machines, Stack, Stripe, Takadu, Trōv, World View and Zipline
For more information see www.innovationleaders.org or contact research@innovationleaders.org or @innovationldrs on twitter
Innovation leaders 2011-2012 analysis summaryTim Jones
The latest analysis of which companies are making the most of their innovation resources to drive growth. Now in its 12th year the Innovation Leaders research has become a benchmark for many companies as it assesses how over 2000 organisations across 25 sectors innovate and identifies the leaders. Used a stimulus to learn new insights and refine strategic options, this research is widely shared online and via books. Having also proven the linkages between innovation leadership and financial performance for over a decade, the analysis is now also of increasing interest to the financial investor community.
Global Technology Trends & Startup Hubs 2014Bernard Moon
Provides an overview of general technology and startup trends around the world. Snapshots of Silicon Valley, NYC, London, Stockholm, Berlin, Tel Aviv, Beijing and Seoul.
Innovation leaders analysis summary 2010 11Tim Jones
Summary of the latest Innovation Leaders analysis highlighting the companies across 25 sectors that are making the most of their innovation activities. Seen as the most thorough analysis of innovation performance being conducted annually. Shows link between innovation and stock price growth
SparkLabs Group Deep Tech Sector Overview 2017Bernard Moon
SparkLabs Group has been active in deep tech, or frontier tech, since our inception in 2013. We have invested in a broad definition of deep tech which includes blockchain, VR & AR, transportation, industrial IoT, artificial intelligence, health & wellness (sensor related, genomics, and advanced biotech technologies), and space. Under this definition, 25% of our overall portfolio (38 out of 155 companies across our investment entities) were deep tech investments.
Innovating the future ten key opportunity areas for innovation - 16 11 16Future Agenda
As we have been sharing insights from Future Agenda over the past year, there have been many discussions about the most attractive areas for innovation. Some have focused on technology driven change, others on still unmet social and environmental needs. This new overview highlights those topics that are seen by informed people around the world as some the most significant innovation opportunities for the next decade. We are sharing this to both help stimulate further debate and also to help focus resources on addressing the associated challenges.
Having gained these insights from our multiple global discussions, we are now helping to choreograph several partnerships to take a number of areas forward to the next level. To do this we ask for your support. We would value your considered response to the rationale behind our top ten analysis and also any suggestions around how to progress. Moreover, if you would be interested in collaborating to explore one of these further do please let us know.
Presentation from 9 March launch event in Dubai for new Innovation Leaders analysis. Hosted by Falcon & Associates (http://www.falconandassociates.ae/en) and brining together leaders from across the UAE. As well as the 2016/17 Innovation Leaders this also shares the latest Innovators to Watch and also upcoming analysis of the world's most innovative cities
Shell Technology Futures 2004 - This is the summary of two sets of weeklong discussions that took place in Amsterdam and Houston, each of which included around 20 experts from across multiple disciplines all looking out 20 years at how technology may, or may not influence society. This was the first run of the Technology Futures programme and was followed in 2007 by similar discussions in Bangalore and London.
This first 2004 programme took a very wide view and covered everything from mesh networks, natural language processing and nano-technology to adaptive systems, automated sensing, tissue scaffolding and 3D printing.
Tous les 3 mois, Youmeo invite ses partenaires à participer à une séance d'inspiration collective : C'est le Youmeo Lab ! Le but de ce Lab est de mener une démarche conjointe de R&D et de veille autour des nouvelles approches dans l'innovation et le design, pour rester toujours inspiré, nouer des relations et avant tout, passer un bon moment !
Vous souhaitez participer au prochain Youmeo Lab ? Contactez Kim sur son adresse mail : kim.frecon@youmeo.fr
Future of Healthcare Provision Jan 2017Future Agenda
Building on insights from our 2015 future of health discussions, this is a new initial view on how healthcare provision may change, especially given emerging opportunities for improved patient engagement. As well as insights from discussions in India, UK, Canada, Singapore and the US it also includes other additional perspectives shared in interviews and workshops over the past 12 months.
We recognise that given the multi-factored nature of this topic and the rapid emergence of new options, what we have summarised in this document is itself in flux. As such, over the next few months we will be sharing this more widely for additional feedback ahead of publication of an updated paper over the summer. So, if you have any comments on changes and additions or issues that you think need more detail, please let us know and we will include.
As with all Future Agenda output, this is being published under creative commons (share alike non commercial) so you are free to share and quote as suits.
Coming up to ten years on from the 2007 Technology Futures programme we conducted for Shell, several people have been asking how well the expert perspectives have played out. This is the summary of two sets of weeklong discussions that took place in Bangalore and London, each of which included around 20 experts from across multiple disciplines all looking out 20 years at how technology may, or may not influence society. This was the second run of the Technology Futures programme after the initial project in 2004 where similar discussions had taken place in Amsterdam and Houston.
At a time when oil accounted for over a third of the world’s energy supply and renewables for less than a tenth of that amount, core areas of future focus were on the potential rise of biofuels, nuclear, solar, wind and wave as well as the challenges in enabling a more electric world. Specific issues raised included the opportunities from second and third generation biofuels and the role of synthetic organisms in the mix; pebble bed nuclear reactors and the potential for fusion; concentrated solar power, the increasing efficiency of photovoltaics and associated cost reductions; energy storage, battery power and superconductivity; hydrogen and microbial fuel cells; the impact of maglev trains, autonomous vehicles as well as data mining and quantum computing. Nearly ten years on the summaries of each of these, the likely development paths and the associated constraints and enabling factors are a recommended read.
Personally, however, it is the later chapters that are most insightful, especially in the context of today’s challenges. Whereas many of the energy related technology shifts have played out, largely in line with some of the expert expectations, it is some of cross-cutting views from 2007 that still seem to be at the fore of our to-do list: How to better collaborate globally and locally, especially across multi-sector partnerships; how to manage distributed activities better than centralised ones; how to better share value from intellectual property; and how best to harness artificial intelligence are all questions as relevant today as they were when we first held the discussions.
While we spend more of our time continuing to look forward, seeking new opportunities and challenges to address, if you have a spare hour or so, I would recommend a flick through the summary report which is available for download here.
The Future of Business London - 10 06 16Future Agenda
The Future of Business is one of the main areas of focus for the synthesis of the insights from last year's Future Agenda programme. This presentation is the opening keynote of a full day event in London on 10 June where views on some of the big global shifts for the next decade are being shared alongside more specific business related issues. This will then stimulate further debate and insights for sharing. If you have any views on the points in the pdf, do let us know and we can edit / agenda and update as we go
The World in 2025 - Future Agenda (2016)Future Agenda
What are the big issues for next decade? The World in 2025 is the full synthesis of insights from the second Future Agenda programme undertaken in 2016. From 120 discussions with thousands of informed people in 45 cities across 35 countries, we gained over 800 insights on the next decade. From these we identified and detailed over 60 key areas of change - those are all shared feely on the future agenda website (www.futureagenda.org).
This document brings all of these insights together in a single pdf for you to use. It is a free book shared under the Creative Commons Attribution Non Commercial 3.0 licence. We hope that you find it a useful view of how people around the world see change occurring over the next decade.
PLEASE NOTE: This book is also available at cost for local digital printing via Amazon and Create Space
https://www.amazon.co.uk/World-2025-Insights-Future-Agenda/dp/0993255426
https://www.amazon.com/World-2025-Insights-Future-Agenda/dp/0993255426
https://www.createspace.com/6656252
The Future of Biosensing Wearables by @Rock_HealthRock Health
The Future of Biosensing Wearables encompasses a review of the current landscape of wearables, how we expect products to evolve into narrower use cases (by improving functionality, reliability, and convenience), and business models for wearable companies in the face of technology giants Apple and Samsung moving aggressively into digital health.
Review our archived webinar on YouTube for a deeper look: https://www.youtube.com/watch?v=B1KBrbgF2Q4
Download this report for $99: https://gumroad.com/l/MnMa
Remember Marc Andreesens famous quote "Software is eating the world"? You can see it happening in many industries: Startups are innovating at a rapid pace and are often disrupting established companies. Eventually every industry will be disrupted by digital technology.
Here is what is fascinating:
1. Big corporates have plenty of resources, a huge customer base, experts in market research etc. Why is it that they fail to innovate?
2. Startups most of the time lack resources, a customer base, experts in market research etc. How do they come up with innovative, disruptive and eventually successful business models?
Luckily both questions have been answered. Clay Christensen has described the answer to the first question in his book The Innovator’s Dilemma. Go read it, it is really good.
Steve Blank and Eric Ries have built a framework called The Lean Startup to answer the second question.
This slide deck explains the innovators dilemma, how startups build businesses and what corporates can learn from them. It merely scratches the surface but it is a start for now. Tell me what you think in the comments.
The 2011/12 Innovation Leaders analysis summary profiling the most effective companies across 35 sectors. Includes details of companies and links to performance
Future IT Technologies & Strategies for the Digital Enterprise. Axway's breakout session addresses leadership challenges and key lessons and takeaways to build and accelerate a culture of innovation.
Robert Kirschbaum (DSM) - The balancing act between radical and incremental i...Anis Bedda
Robert Kirschbaum (DSM)
Title: The balancing act between radical and incremental innovation (and the role of intrapreneurs)
Intrapreneurship Conference 2014
www.intrapreneurshipconference.com
#Intracnf14
Building the framework for business transformation session sponsored by int...Amazon Web Services
Reinvention is sadly rare in the software business. Interactive Intelligence has learned many lessons during its twenty-plus years developing business communications software. But how do you apply that history and still build a wholly different cloud solution? Don Brown, CEO of Interactive Intelligence will speak about the drivers and business benefits of an entirely new AWS-powered cloud application built with microservice architecture called PureCloud. He will share case studies that demonstrate how PureCloud has helped customers flexibly and cost-effectively scale, get up and running fast, and stay competitive with immediate and continuous new functionality. This session will teach participants how PureCloud differs from traditional cloud solutions, and how it can uniquely help businesses thrive in a world of increasing digital disruption
Speaker: Dr. Don Brown, CEO & Founder, Interactive Intelligence
Industry of Things World 2016 - Post Event ReportsRamona Kohrs
Industry of Things World is an international knowledge exchange platform bringing together more than 1000 high-level executives who play an active role in the Industrial Internet of Things scene.
Rethink your technology & business strategy for scalable, secure and efficient IoT: cloud, robotics, automation, standards, interoperability, security, data!
Innovating the future ten key opportunity areas for innovation - 16 11 16Future Agenda
As we have been sharing insights from Future Agenda over the past year, there have been many discussions about the most attractive areas for innovation. Some have focused on technology driven change, others on still unmet social and environmental needs. This new overview highlights those topics that are seen by informed people around the world as some the most significant innovation opportunities for the next decade. We are sharing this to both help stimulate further debate and also to help focus resources on addressing the associated challenges.
Having gained these insights from our multiple global discussions, we are now helping to choreograph several partnerships to take a number of areas forward to the next level. To do this we ask for your support. We would value your considered response to the rationale behind our top ten analysis and also any suggestions around how to progress. Moreover, if you would be interested in collaborating to explore one of these further do please let us know.
Presentation from 9 March launch event in Dubai for new Innovation Leaders analysis. Hosted by Falcon & Associates (http://www.falconandassociates.ae/en) and brining together leaders from across the UAE. As well as the 2016/17 Innovation Leaders this also shares the latest Innovators to Watch and also upcoming analysis of the world's most innovative cities
Shell Technology Futures 2004 - This is the summary of two sets of weeklong discussions that took place in Amsterdam and Houston, each of which included around 20 experts from across multiple disciplines all looking out 20 years at how technology may, or may not influence society. This was the first run of the Technology Futures programme and was followed in 2007 by similar discussions in Bangalore and London.
This first 2004 programme took a very wide view and covered everything from mesh networks, natural language processing and nano-technology to adaptive systems, automated sensing, tissue scaffolding and 3D printing.
Tous les 3 mois, Youmeo invite ses partenaires à participer à une séance d'inspiration collective : C'est le Youmeo Lab ! Le but de ce Lab est de mener une démarche conjointe de R&D et de veille autour des nouvelles approches dans l'innovation et le design, pour rester toujours inspiré, nouer des relations et avant tout, passer un bon moment !
Vous souhaitez participer au prochain Youmeo Lab ? Contactez Kim sur son adresse mail : kim.frecon@youmeo.fr
Future of Healthcare Provision Jan 2017Future Agenda
Building on insights from our 2015 future of health discussions, this is a new initial view on how healthcare provision may change, especially given emerging opportunities for improved patient engagement. As well as insights from discussions in India, UK, Canada, Singapore and the US it also includes other additional perspectives shared in interviews and workshops over the past 12 months.
We recognise that given the multi-factored nature of this topic and the rapid emergence of new options, what we have summarised in this document is itself in flux. As such, over the next few months we will be sharing this more widely for additional feedback ahead of publication of an updated paper over the summer. So, if you have any comments on changes and additions or issues that you think need more detail, please let us know and we will include.
As with all Future Agenda output, this is being published under creative commons (share alike non commercial) so you are free to share and quote as suits.
Coming up to ten years on from the 2007 Technology Futures programme we conducted for Shell, several people have been asking how well the expert perspectives have played out. This is the summary of two sets of weeklong discussions that took place in Bangalore and London, each of which included around 20 experts from across multiple disciplines all looking out 20 years at how technology may, or may not influence society. This was the second run of the Technology Futures programme after the initial project in 2004 where similar discussions had taken place in Amsterdam and Houston.
At a time when oil accounted for over a third of the world’s energy supply and renewables for less than a tenth of that amount, core areas of future focus were on the potential rise of biofuels, nuclear, solar, wind and wave as well as the challenges in enabling a more electric world. Specific issues raised included the opportunities from second and third generation biofuels and the role of synthetic organisms in the mix; pebble bed nuclear reactors and the potential for fusion; concentrated solar power, the increasing efficiency of photovoltaics and associated cost reductions; energy storage, battery power and superconductivity; hydrogen and microbial fuel cells; the impact of maglev trains, autonomous vehicles as well as data mining and quantum computing. Nearly ten years on the summaries of each of these, the likely development paths and the associated constraints and enabling factors are a recommended read.
Personally, however, it is the later chapters that are most insightful, especially in the context of today’s challenges. Whereas many of the energy related technology shifts have played out, largely in line with some of the expert expectations, it is some of cross-cutting views from 2007 that still seem to be at the fore of our to-do list: How to better collaborate globally and locally, especially across multi-sector partnerships; how to manage distributed activities better than centralised ones; how to better share value from intellectual property; and how best to harness artificial intelligence are all questions as relevant today as they were when we first held the discussions.
While we spend more of our time continuing to look forward, seeking new opportunities and challenges to address, if you have a spare hour or so, I would recommend a flick through the summary report which is available for download here.
The Future of Business London - 10 06 16Future Agenda
The Future of Business is one of the main areas of focus for the synthesis of the insights from last year's Future Agenda programme. This presentation is the opening keynote of a full day event in London on 10 June where views on some of the big global shifts for the next decade are being shared alongside more specific business related issues. This will then stimulate further debate and insights for sharing. If you have any views on the points in the pdf, do let us know and we can edit / agenda and update as we go
The World in 2025 - Future Agenda (2016)Future Agenda
What are the big issues for next decade? The World in 2025 is the full synthesis of insights from the second Future Agenda programme undertaken in 2016. From 120 discussions with thousands of informed people in 45 cities across 35 countries, we gained over 800 insights on the next decade. From these we identified and detailed over 60 key areas of change - those are all shared feely on the future agenda website (www.futureagenda.org).
This document brings all of these insights together in a single pdf for you to use. It is a free book shared under the Creative Commons Attribution Non Commercial 3.0 licence. We hope that you find it a useful view of how people around the world see change occurring over the next decade.
PLEASE NOTE: This book is also available at cost for local digital printing via Amazon and Create Space
https://www.amazon.co.uk/World-2025-Insights-Future-Agenda/dp/0993255426
https://www.amazon.com/World-2025-Insights-Future-Agenda/dp/0993255426
https://www.createspace.com/6656252
The Future of Biosensing Wearables by @Rock_HealthRock Health
The Future of Biosensing Wearables encompasses a review of the current landscape of wearables, how we expect products to evolve into narrower use cases (by improving functionality, reliability, and convenience), and business models for wearable companies in the face of technology giants Apple and Samsung moving aggressively into digital health.
Review our archived webinar on YouTube for a deeper look: https://www.youtube.com/watch?v=B1KBrbgF2Q4
Download this report for $99: https://gumroad.com/l/MnMa
Remember Marc Andreesens famous quote "Software is eating the world"? You can see it happening in many industries: Startups are innovating at a rapid pace and are often disrupting established companies. Eventually every industry will be disrupted by digital technology.
Here is what is fascinating:
1. Big corporates have plenty of resources, a huge customer base, experts in market research etc. Why is it that they fail to innovate?
2. Startups most of the time lack resources, a customer base, experts in market research etc. How do they come up with innovative, disruptive and eventually successful business models?
Luckily both questions have been answered. Clay Christensen has described the answer to the first question in his book The Innovator’s Dilemma. Go read it, it is really good.
Steve Blank and Eric Ries have built a framework called The Lean Startup to answer the second question.
This slide deck explains the innovators dilemma, how startups build businesses and what corporates can learn from them. It merely scratches the surface but it is a start for now. Tell me what you think in the comments.
The 2011/12 Innovation Leaders analysis summary profiling the most effective companies across 35 sectors. Includes details of companies and links to performance
Future IT Technologies & Strategies for the Digital Enterprise. Axway's breakout session addresses leadership challenges and key lessons and takeaways to build and accelerate a culture of innovation.
Robert Kirschbaum (DSM) - The balancing act between radical and incremental i...Anis Bedda
Robert Kirschbaum (DSM)
Title: The balancing act between radical and incremental innovation (and the role of intrapreneurs)
Intrapreneurship Conference 2014
www.intrapreneurshipconference.com
#Intracnf14
Building the framework for business transformation session sponsored by int...Amazon Web Services
Reinvention is sadly rare in the software business. Interactive Intelligence has learned many lessons during its twenty-plus years developing business communications software. But how do you apply that history and still build a wholly different cloud solution? Don Brown, CEO of Interactive Intelligence will speak about the drivers and business benefits of an entirely new AWS-powered cloud application built with microservice architecture called PureCloud. He will share case studies that demonstrate how PureCloud has helped customers flexibly and cost-effectively scale, get up and running fast, and stay competitive with immediate and continuous new functionality. This session will teach participants how PureCloud differs from traditional cloud solutions, and how it can uniquely help businesses thrive in a world of increasing digital disruption
Speaker: Dr. Don Brown, CEO & Founder, Interactive Intelligence
Industry of Things World 2016 - Post Event ReportsRamona Kohrs
Industry of Things World is an international knowledge exchange platform bringing together more than 1000 high-level executives who play an active role in the Industrial Internet of Things scene.
Rethink your technology & business strategy for scalable, secure and efficient IoT: cloud, robotics, automation, standards, interoperability, security, data!
In today’s business environment, there is constant need to look for new opportunities. The risk of doing business as usual means failure. How can we take advantage of new emerging technologies? We get overload of new products and services, but it is not easy to see the real trends.
In this lecture we look at how to spot trends and how to recognize shift in people’s behaviour. We also explore some tactics we can apply to find new business models.
what is the best method to sell pi coins in 2024DOT TECH
The best way to sell your pi coins safely is trading with an exchange..but since pi is not launched in any exchange, and second option is through a VERIFIED pi merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and pioneers and resell them to Investors looking forward to hold massive amounts before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade pi coins with.
@Pi_vendor_247
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
The secret way to sell pi coins effortlessly.DOT TECH
Well as we all know pi isn't launched yet. But you can still sell your pi coins effortlessly because some whales in China are interested in holding massive pi coins. And they are willing to pay good money for it. If you are interested in selling I will leave a contact for you. Just telegram this number below. I sold about 3000 pi coins to him and he paid me immediately.
Telegram: @Pi_vendor_247
how to sell pi coins at high rate quickly.DOT TECH
Where can I sell my pi coins at a high rate.
Pi is not launched yet on any exchange. But one can easily sell his or her pi coins to investors who want to hold pi till mainnet launch.
This means crypto whales want to hold pi. And you can get a good rate for selling pi to them. I will leave the telegram contact of my personal pi vendor below.
A vendor is someone who buys from a miner and resell it to a holder or crypto whale.
Here is the telegram contact of my vendor:
@Pi_vendor_247
how to swap pi coins to foreign currency withdrawable.DOT TECH
As of my last update, Pi is still in the testing phase and is not tradable on any exchanges.
However, Pi Network has announced plans to launch its Testnet and Mainnet in the future, which may include listing Pi on exchanges.
The current method for selling pi coins involves exchanging them with a pi vendor who purchases pi coins for investment reasons.
If you want to sell your pi coins, reach out to a pi vendor and sell them to anyone looking to sell pi coins from any country around the globe.
Below is the contact information for my personal pi vendor.
Telegram: @Pi_vendor_247
Abhay Bhutada Leads Poonawalla Fincorp To Record Low NPA And Unprecedented Gr...Vighnesh Shashtri
Under the leadership of Abhay Bhutada, Poonawalla Fincorp has achieved record-low Non-Performing Assets (NPA) and witnessed unprecedented growth. Bhutada's strategic vision and effective management have significantly enhanced the company's financial health, showcasing a robust performance in the financial sector. This achievement underscores the company's resilience and ability to thrive in a competitive market, setting a new benchmark for operational excellence in the industry.
If you are looking for a pi coin investor. Then look no further because I have the right one he is a pi vendor (he buy and resell to whales in China). I met him on a crypto conference and ever since I and my friends have sold more than 10k pi coins to him And he bought all and still want more. I will drop his telegram handle below just send him a message.
@Pi_vendor_247
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
how to sell pi coins in all Africa Countries.DOT TECH
Yes. You can sell your pi network for other cryptocurrencies like Bitcoin, usdt , Ethereum and other currencies And this is done easily with the help from a pi merchant.
What is a pi merchant ?
Since pi is not launched yet in any exchange. The only way you can sell right now is through merchants.
A verified Pi merchant is someone who buys pi network coins from miners and resell them to investors looking forward to hold massive quantities of pi coins before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
Currently pi network is not tradable on binance or any other exchange because we are still in the enclosed mainnet.
Right now the only way to sell pi coins is by trading with a verified merchant.
What is a pi merchant?
A pi merchant is someone verified by pi network team and allowed to barter pi coins for goods and services.
Since pi network is not doing any pre-sale The only way exchanges like binance/huobi or crypto whales can get pi is by buying from miners. And a merchant stands in between the exchanges and the miners.
I will leave the telegram contact of my personal pi merchant. I and my friends has traded more than 6000pi coins successfully
Tele-gram
@Pi_vendor_247
Outperform the link between innovation leadership and sustained stock price growth 06 10 14 - ispim montreal lr
1. WWW.INNOVATIONLEADERS.ORG 1
OUTPERFORM:
The
Link
Between
Innova1on
Leadership
and
Sustained
Stock
Price
Growth
Dr.
Tim
Jones
|
Innova1on
Leaders
ISPIM
Montreal
|
6
October
2014
2. WWW.INNOVATIONLEADERS.ORG
Today
we
will
show
how
innova7on
leadership
has
now
been
directly
linked
to
sustained
stock
price
growth
Background Context: Measuring Innovation
The Innovation Leaders Analysis
Modeling and Innovation Leaders Fund
Actual Fund Performance
Key Insights and Implications
2
4. WWW.INNOVATIONLEADERS.ORG
Back
in
1999,
exploring
growth
strategies
in
pharma,
we
wanted
to
know
who
were
the
most
effec7ve
innovators?
1. “If
we
are
going
to
gain
more
more
from
organic
growth
then
which
companies
that
are
delivering
sustained
growth
are
the
most
effec7ve
innovators
to
learn
from?”
2. “How
best
should
we
measure
innova7on
performance?”
4
Company
Innova7on
Capabili7es
Innova7on
Input
Innova7on
Output
e.g.
$
R&D
Spend
e.g.
#
Patents
5. WWW.INNOVATIONLEADERS.ORG
But
if
we
want
to
know
who
is
the
most
effec7ve
innovator
then
we
have
to
understand
key
ra7os
of
output
to
input
5
Company
Innova7on
Capabili7es
Innova7on
Input
Innova7on
Output
Innova7on
Input
Innova7on
Output
7. WWW.INNOVATIONLEADERS.ORG
For
the
past
decade
we
have
been
iden7fying
and
profiling
the
worlds
most
innova7ve
companies
across
25
sectors
7
This
published
analysis
has
consistently
iden2fied
organisa2ons
that
subsequently
deliver
higher
organic
growth
8. WWW.INNOVATIONLEADERS.ORG
Most
now
recognize
that
innova7on
can
both
take
many
different
forms
and
result
in
a
wide
range
of
varied
impacts
Product Innovation
Technological Innovation
Service Innovation
Process Innovation
Business Model Innovation
8
Many are looking for a correlation between effective innovation capability and sustained corporate growth
Increased Sales
Higher Margins
Enhanced Brand Value
Attractive Culture for Talent
New Ways of Working
Tangible
Intangible
Tradi2onal
Emerging
Types
of
Innova7on
Example
Innova7on
Impacts
9. WWW.INNOVATIONLEADERS.ORG
The
underlying
dynamics
for
sustained
innova7on-‐driven
growth
clearly
vary
significantly
from
sector
to
sector
Sector
• Airlines
• Consumer
Electronics
• Energy
• Fashion
Retail
• Hotels
and
Leisure
• General
Retail
• Pharmaceu7cals
• Telecom
Operators
Example
Innova2on
Value
Drivers
• Increasing
average
revenue
per
seat
and
per
journey
• Producing
compelling
integrated
product
solu7ons
• Op7mizing
E&P
efficiency
to
maximize
reserves
access
• Rapid
delivery
of
on-‐trend
product
with
minimal
sale
stock
• Crea7ng
guest
experiences
that
raise
revenue
per
room
• Decoupling
margin
growth
from
size
of
retail
space
• Reducing
failure
rates
for
access
to
new
molecules
• Increasing
average
margins
from
data
use
per
connec7on
9
While there are many common elements, recognizing the different nature of innovation per sector is vital
10. WWW.INNOVATIONLEADERS.ORG
Our
model
analyses
the
1500
largest
companies
in
these
sectors
and
systema7cally
selects
the
top
innovators
25
Innova1on
Leaders
Single
company
for
each
sector
75
Companies
25
Sectors
1500
Companies
Largest
companies
across
25
sectors
25
most
innova1on-‐
focused
sectors
Top
3
companies
per
sector
10
Quan1ta1ve
Analysis
Throughout
Process
11. WWW.INNOVATIONLEADERS.ORG
The
annual
Innova7on
Leaders
results
since
2002
have
been
published
in
books
and
via
the
innova7on
leaders
website
Sector
2012
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
Aerospace
Rolls
Royce
Rolls
Royce
Rolls
Royce
Rolls
Royce
Boeing
Rolls
Royce
Rolls
Royce
Honeywell
Rolls
Royce
EADS
Honeywell
Airlines
LuXhansa
Air
New
Zealand
Air
New
Zealand
Virgin
Atlan1c
Virgin
Atlan1c
Virgin
Atlan1c
Virgin
Atlan1c
Virgin
Atlan1c
Singapore
Airlines
Singapore
Airlines
Singapore
Airlines
Automo1ve
BMW
BMW
Renault
Tata
Motors
BMW
Toyota
Toyota
Toyota
Honda
Honda
Honda
Chemicals
BASF
BASF
BASF
BASF
BASF
Dow
DSM
DSM
BASF
Dow
Dow
Consumer
Electronics
Apple
Apple
Apple
Apple
Samsung
Electronics
Samsung
Electronics
Samsung
Electronics
Samsung
Electronics
Samsung
Electronics
Samsung
Electronics
Sony
Energy
Chevron
Shell
Chevron
Statoil
Shell
Shell
BP
BP
BP
BP
BP
Fashion
Retail
Inditex
Inditex
Inditex
Inditex
HandM
H&M
H&M
H&M
H&M
H&M
Inditex
Food
and
Drink
Nestle
Nestle
Nestle
Nestle
PepsiCo
Nestle
PepsiCo
PepsiCo
Danone
Nestle
Nestle
General
Retail
Amazon
Amazon
Amazon
Amazon
WalMart
Tesco
IKEA
Tesco
Tesco
Tesco
Tesco
Hotels
and
Leisure
Starwood
Starwood
Starwood
Starwood
Starwood
Starwood
Starwood
Starwood
Starwood
Starwood
Starwood
Household
Goods
Reckib
Benckiser
Reckib
Benckiser
Reckib
Benckiser
Reckib
Benckiser
Reckib
Benckiser
Reckib
Benckiser
Reckib
Benckiser
Reckib
Benckiser
P&G
Kimberley
Clark
P&G
Insurance
Humana
AON
Humana
Humana
Aviva
Allianz
Allianz
Allianz
AEGON
Pruden1al
Pruden1al
IT
Hardware
ARM
ARM
ARM
ARM
Apple
Apple
Apple
Logitech
Apple
AMD
AMD
IT
Services
IBM
Infosys
IBM
IBM
Infosys
IBM
Wipro
Infosys
IBM
Infosys
IBM
Logis1cs
UPS
UPS
UPS
UPS
UPS
UPS
UPS
UPS
Federal
Express
Federal
Express
Federal
Express
Media
and
Entertainment
Google
Disney
Disney
Disney
Google
Google
Google
Time
Warner
Disney
Disney
Disney
Medical
Devices
Medtronic
Stryker
Stryker
St
Jude
Medical
Medtronic
Medtronic
Medtronic
Medtronic
Medtronic
Medtronic
Becton
Dickenson
Office
Products
Canon
Canon
Canon
Canon
Canon
Hewleb
Packard
Canon
Canon
Hewleb
Packard
Canon
Canon
Pharmaceu1cals
Roche
Novo
Nordisk
Novo
Nordisk
Novo
Nordisk
Lilly
Novar1s
Novar1s
Novo
Nordisk
Novo
Nordisk
Novo
Nordisk
Merck
Retail
Banking
ICICI
Bank
Santander
Santander
Santander
Handelsbanken
Handelsbanken
Santander
RBS
HSBC
Bank
of
America
Bank
of
America
SoXware
MicrosoX
Google
Google
Google
MicrosoX
MicrosoX
MicrosoX
MicrosoX
Adobe
Adobe
Adobe
Sports
Goods
Nike
Nike
Nike
Nike
Adidas
Adidas
Adidas
Adidas
Nike
Nike
Nike
Telecom
Equipment
Qualcomm
Juniper
Qualcomm
Qualcomm
Nokia
Nokia
Nokia
Nokia
Qualcomm
Qualcomm
Qualcomm
Telecom
Operators
Bhar1
Airtel
Bhar1
Airtel
Bhar1
Airtel
Bhar1
Airtel
Telefonica
NTT
DoCoMo
Vodafone
NTT
DoCoMo
NTT
DoCoMo
NTT
DoCoMo
Vodafone
Toys
and
Games
LEGO
LEGO
LEGO
LEGO
LEGO
Nintendo
Nintendo
Nintendo
Nintendo
Nintendo
Nintendo
11
13. WWW.INNOVATIONLEADERS.ORG
Over
the
years
many
have
proposed
links
between
innova7on,
organic
growth
and
increased
market
value
13
Organic
Growth
Sustained
Innova1on
Inorganic
Growth
Market
Value
14. WWW.INNOVATIONLEADERS.ORG
Interest
from
investors
in
the
Innova7on
Leaders
analysis
raised
several
ques7ons
around
a
poreolio
investment
Ques7ons
raised
by
companies,
investors
and
fund
managers
included:
• If
companies
outperform
peers
on
innova7on,
how
does
this
impact
value?
• Can
you
prove
the
claimed
link
between
innova7on
and
organic
growth?
• If
one
had
invested
in
these
companies
what
would
have
been
overall
returns?
• How
would
these
investment
have
performed
throughout
economic
cycles?
• How
would
this
performance
compare
to
sector
and
cross
sector
indexes?
• What
companies
/
sectors
would
make
the
greatest
contribu7on?
• Could
this
analysis
be
the
basis
of
a
growth
investment
fund?
• If
so
what
would
have
been
the
key
performance
results
of
such
a
fund?
14
15. WWW.INNOVATIONLEADERS.ORG
We
have
modeled
how
ten
years
of
an
Innova7on
Leaders
poreolio
would
have
performed
as
an
investment
fund
Models
have
been
created
that
show
the
performance
of
a
fund
based
on:
• Inves7ng
in
the
most
innova7ve
company
per
sector
each
year
• Holding
these
stocks
for
2
years
before
rebalancing
the
poreolio
• Reinves7ng
all
capital
and
profits
at
then
end
of
each
2
year
hold
period
Key
assump7ons
made
in
the
modeling
include:
• Ini7ally
equal
value
investments
in
all
companies
to
limit
exposure
to
any
one
high
or
low
performing
stock
or
sector
• Independent
of
current
price
and
short-‐term
market
fluctua7ons
15
We used only the published results of the innovation leaders analysis for stock selection
16. WWW.INNOVATIONLEADERS.ORG
We
assume
an
average
two
year
innova7on
to
impact
period
so
are
looking
upstream
of
most
assessments
Time
to
Market
(TTM)
varies
across
different
sectors:
e.g.
Fashion
/
Somware:
1
year
Consumer
electronics
/
Food
and
Drink
/
Household
Goods:
18
months
Telecoms
/
Office
Equipment:
2
to
3
years
Aerospace
/
Automo7ve
/
Energy
/
Pharmaceu7cals
5
years
On
a
con7nuous
basis
many
see
that
2
years
TTM
is
an
average
across
all
25
sectors:
We
use
this
as
the
basis
for
the
fund
models
as
best
average
7me
to
stock
impact
Innova7on
Ac7vity
Time
to
Market
Innova7on
Impact
on
Business
This model is therefore focused on activity within companies 2 years ahead of many other analysis
17. WWW.INNOVATIONLEADERS.ORG
A
back-‐test
of
the
Innova7on
Leaders
Fund
against
S&P
500
shows
a
clear
outperformance
over
the
past
ten
years
A
value
of
315
indicates
that
the
porfolio
has
reached
415%
of
its
ini1al
value.
17
Compound
Annual
Growth
Rate:
14%,
Std
Dev:
20%,
Alpha:
12,
Beta:
0.74
18. WWW.INNOVATIONLEADERS.ORG
Thru
the
previous
1,
3
and
10
years
an
Innova7on
Leaders
Fund
would
have
consistently
out-‐performed
major
indices
Year
ILF
MSCI
Global
S&P500
TR
NASDAQ
FTSE
2002
(15%)
(20%)
(22%)
(28%)
(25%)
2003
37%
34%
29%
50%
14%
2004
31%
15%
11%
9%
8%
2005
15%
10%
5%
1%
17%
2006
26%
21%
16%
10%
11%
2007
25%
10%
5%
10%
4%
2008
(40%)
(40%)
(37%)
(41%)
(31%)
2009
54%
31%
26%
44%
22%
2010
31%
12%
15%
17%
9%
2011
1%
(5%)
2%
(2%)
(6%)
2012
21%
6%
9%
13%
0%
10
Yr
Average
17%
9%
8%
11%
5%
3
Yr
Average
19%
5%
9%
9%
1%
18
19. WWW.INNOVATIONLEADERS.ORG
On
a
quarterly
basis
over
the
past
decade
the
performance
of
the
modeled
fund
also
has
well
above
average
returns
Year
Quarter
1
Quarter
2
Quarter
3
Quarter
4
Annual
Total
2002
(9%)
(13%)
7%
(15%)
2003
(2%)
13%
11%
12%
37%
2004
7%
4%
4%
13%
31%
2005
0%
(2%)
10%
7%
15%
2006
6%
0%
6%
12%
26%
2007
3%
10%
8%
3%
25%
2008
(8%)
(5%)
(15%)
(19%)
(40%)
2009
(7%)
25%
17%
13%
54%
2010
7%
(10%)
24%
11%
31%
2011
6%
4%
(16%)
9%
1%
2012
15%
(7%)
9%
21%
Average
2%
2%
4%
7%
14%
19
20. WWW.INNOVATIONLEADERS.ORG
The
analysis
also
shows
that
the
average
7me
to
impact
of
innova7on
of
2
years
is
indeed
an
op7mal
stock
hold
period
We
have
tested
our
2-‐year
hold
period
against
other
periods,
and
shown
that
it
delivers
the
best
results
0.00#
0.50#
1.00#
1.50#
2.00#
2.50#
3.00#
3.50#
4.00#
4.50#
1)Apr)02#
1)Aug)02#
1)Dec)02#
1)Apr)03#
1)Aug)03#
1)Dec)03#
1)Apr)04#
1)Aug)04#
1)Dec)04#
1)Apr)05#
1)Aug)05#
1)Dec)05#
1)Apr)06#
1)Aug)06#
1)Dec)06#
1)Apr)07#
1)Aug)07#
1)Dec)07#
1)Apr)08#
1)Aug)08#
1)Dec)08#
1)Apr)09#
1)Aug)09#
1)Dec)09#
1)Apr)10#
1)Aug)10#
1)Dec)10#
1)Apr)11#
1)Aug)11#
1)Dec)11#
1)Apr)12#
Factor'of'Ini,al'ILF'Value'
Performance'and'Holding'Periods'
1)Year#
2)Year#
3)Year#
4)Year#
Holding#
Periods#
22. WWW.INNOVATIONLEADERS.ORG
While
a
back-‐test
is
impressive,
for
many
real
performance
mapers
-‐
in
04/2013
we
created
an
actual
investment
fund
First
12
months
growth:
Innova7on
Leaders
Fund
22.4%
S&P
500
19.7%
MSCI
Global
Index
14.8%
22
24. WWW.INNOVATIONLEADERS.ORG
From
this
research
programme
to
date
we
can
see
key
insights
and
implica7ons
for
two
core
communi7es
For
fund
managers:
• The
results
show
out-‐performance
against
not
only
the
main
indices
of
the
S&P
500
etc.
-‐
but
also
against
comparable
global
standards
such
as
MSCI;
• This
is
a
very
simple
approach
based
on
a
single
annual
investment
cycle
that
can
be
undertaken
very
efficiently
from
an
administra7on
perspec7ve;
• The
poreolio
is
suitably
diversified
across
20
different
sectors
and
so
reduces
risk
of
over-‐dependency
on
one
par7cular
industry;
• As
all
the
stocks
are
in
large,
publically
listed
companied
they
are
highly
liquid;
• Dis7nct
from
other
major
approaches,
it
is
using
informa7on
that
is
1
to
2
years
upstream
of
tradi7onal
financial
data
sets.
24
25. WWW.INNOVATIONLEADERS.ORG
From
this
research
programme
to
date
we
can
see
key
insights
and
implica7ons
for
two
core
communi7es
For
the
innovaEon
community:
• Shown
how
a
ra7o
of
innova7on
output
to
input
can
be
used
to
compare
innova7on
effec7veness
between
companies
in
the
same
sector;
• Clearly
demonstrated
the
link
between
innova7on
leadership
and
sustained
stock
price
growth;
• Confirmed
that
innova7on
leaders
outperform
their
peers
in
terms
of
growth
and
value
crea7on
within
an
industry;
• Shown
this
over
20
different
sectors,
it
has
proven
that
this
is
a
widespread
link
and
not
one
restricted
to
just
a
few
select
industries;
and
• Provides
strong
evidence
in
support
of
the
argument
for
investment
in
building
effec7ve
innova7on
capability.
25