This document summarizes SPRING Singapore's activities in 2014 to support small and medium enterprises. It discusses how SPRING helped SMEs address challenges like rising costs and competition by improving productivity, developing capabilities, and finding new growth opportunities through innovation, internationalization, and new technologies. SPRING enhanced support programs, reached more SMEs through increased outreach, and helped over 9,000 enterprises to pursue restructuring and position for future growth. Looking ahead, SPRING aims to further support SME growth and competitiveness during a period of economic uncertainty.
Partnerships for Capability Transformation (PACT) Initiative - SPRINGjoserojasnus
The PACT (Partnerships for Capability Transformation) initiative encourages large companies to partner with small and medium enterprises (SMEs) in Singapore for win-win collaborations. It aims to help SMEs upgrade capabilities, transfer knowledge, and co-innovate with large partners. PACT projects focus on areas like manufacturing, electronics, and services. SPRING Singapore provides up to 70% funding support for eligible partnership projects involving supplier development, productivity improvements, knowledge transfer, or new product development between large firms and SMEs. The briefing outlines the goals and modes of PACT collaboration, including partner development, knowledge transfer, co-innovation, and appointing PACT managers to drive projects. Academics
The SkillsFuture Mentors Programme provides funding support for three years to help SMEs enhance their learning and development capabilities. Through the program, mentors will work with SMEs over nine months to diagnose gaps, review training plans, monitor coaching, and help SMEs grow their learning capabilities, create quality internships, and boost their standing as an employer of choice to support business growth. Interested SMEs can apply directly through the SkillsFuture Mentors Programme website, while interested mentors can submit their CVs and undergo interviews and training if selected.
Enhancing Singapore’s SME strategy for broad-based growthParth Tewari
The document discusses strategies for enhancing Singapore's SME sector. It begins by highlighting the importance of focusing on helping local firms achieve over $100 million in annual revenue. It then reviews global SME trends, such as case studies from Chile and Austria. Three ideas are proposed to further strengthen Singapore's SME strategy: 1) Target promising international micro-markets beyond major cities, 2) Help SMEs move up the technology capability curve through industry collaboration, and 3) Provide support to competitive SMEs in a more systematic yet inclusive way by defining high-potential firms and tracking their progress. The presentation concludes by emphasizing that competitive SMEs disproportionately contribute to job growth and therefore deserve targeted assistance.
Technology Adoption Program (TAP) & Technology Developer (TD) Fund - A*STARjoserojasnus
The Technology Adoption Program (TAP) Technology Developer (TD) Fund provides grants to public sector performers such as research institutes, universities, and centers of innovation. The goal is to fund projects that translate existing technologies into deployable productivity solutions for local companies, especially small and medium enterprises. Projects must demonstrate a minimum 20% expected productivity improvement and mass adoption potential. Example projects described automate complex calibration calculations and provide optimal cutting conditions for machining. Proposals are gathered either through direct approaches or open grant calls.
Singapore developed its economy through ambitious planning and an outward orientation. Key government agencies were created to attract foreign investment and promote exports, including the Economic Development Board (1961), Trade Development Board (1983), and SPRING Singapore (1996). SPRING helps enterprises grow and builds trust in Singapore's products and services. It provides financing support, capabilities development, access to markets, standards and quality assurance, and oversees consumer good safety. SPRING works closely with industry associations to strengthen industry clusters and cross-industry collaboration. It assists businesses through programs such as the Innovation and Capability Voucher to improve capabilities.
The document outlines Singapore's plans to position itself for future economic growth and job creation through several key initiatives: 1) Leveraging disruptive technologies like digital technologies, IoT, additive manufacturing, and robotics to remain competitive; 2) Tapping economic opportunities from Asian urbanization and consumerism; 3) Driving deeper regional and global economic integration through trade agreements; and 4) Providing $4.5 billion through an Industry Transformation Programme to help companies innovate, boost productivity, and create value through initiatives like Industry Transformation Maps and a National Robotics Programme.
IAMOT2009 UCFBIP Entrepreneurship Ecosystem case study-ed01Tarek Salah
The document provides an overview of the University of Central Florida (UCF) Business Incubation Program (UCFBIP) and its entrepreneurship ecosystem. The UCFBIP has 5 incubation locations that support over 100 companies. It works with various partners like the UCF Office of Research and Commercialization, Venture Lab, Disney Entrepreneur Center, and others to provide services to startup companies. The program has helped companies generate over $500 million in annual revenue and 900 new jobs. The entrepreneurship ecosystem interactions and the components of the national innovation system that support technology commercialization and business incubation are also discussed.
The document discusses funding support for collaborative research and development projects between India and Spain, focusing on areas like smart cities, clean technologies, and information and communication technologies. Eligible applicants include companies and researchers from India and Spain. Projects involving joint technology development leading to prototypes and commercialization are preferred. Selection will prioritize innovative projects with commercial potential and balanced contributions from both countries. The funding agencies - DST in India and CDTI in Spain - provide grants and loans to support the costs of the projects.
Partnerships for Capability Transformation (PACT) Initiative - SPRINGjoserojasnus
The PACT (Partnerships for Capability Transformation) initiative encourages large companies to partner with small and medium enterprises (SMEs) in Singapore for win-win collaborations. It aims to help SMEs upgrade capabilities, transfer knowledge, and co-innovate with large partners. PACT projects focus on areas like manufacturing, electronics, and services. SPRING Singapore provides up to 70% funding support for eligible partnership projects involving supplier development, productivity improvements, knowledge transfer, or new product development between large firms and SMEs. The briefing outlines the goals and modes of PACT collaboration, including partner development, knowledge transfer, co-innovation, and appointing PACT managers to drive projects. Academics
The SkillsFuture Mentors Programme provides funding support for three years to help SMEs enhance their learning and development capabilities. Through the program, mentors will work with SMEs over nine months to diagnose gaps, review training plans, monitor coaching, and help SMEs grow their learning capabilities, create quality internships, and boost their standing as an employer of choice to support business growth. Interested SMEs can apply directly through the SkillsFuture Mentors Programme website, while interested mentors can submit their CVs and undergo interviews and training if selected.
Enhancing Singapore’s SME strategy for broad-based growthParth Tewari
The document discusses strategies for enhancing Singapore's SME sector. It begins by highlighting the importance of focusing on helping local firms achieve over $100 million in annual revenue. It then reviews global SME trends, such as case studies from Chile and Austria. Three ideas are proposed to further strengthen Singapore's SME strategy: 1) Target promising international micro-markets beyond major cities, 2) Help SMEs move up the technology capability curve through industry collaboration, and 3) Provide support to competitive SMEs in a more systematic yet inclusive way by defining high-potential firms and tracking their progress. The presentation concludes by emphasizing that competitive SMEs disproportionately contribute to job growth and therefore deserve targeted assistance.
Technology Adoption Program (TAP) & Technology Developer (TD) Fund - A*STARjoserojasnus
The Technology Adoption Program (TAP) Technology Developer (TD) Fund provides grants to public sector performers such as research institutes, universities, and centers of innovation. The goal is to fund projects that translate existing technologies into deployable productivity solutions for local companies, especially small and medium enterprises. Projects must demonstrate a minimum 20% expected productivity improvement and mass adoption potential. Example projects described automate complex calibration calculations and provide optimal cutting conditions for machining. Proposals are gathered either through direct approaches or open grant calls.
Singapore developed its economy through ambitious planning and an outward orientation. Key government agencies were created to attract foreign investment and promote exports, including the Economic Development Board (1961), Trade Development Board (1983), and SPRING Singapore (1996). SPRING helps enterprises grow and builds trust in Singapore's products and services. It provides financing support, capabilities development, access to markets, standards and quality assurance, and oversees consumer good safety. SPRING works closely with industry associations to strengthen industry clusters and cross-industry collaboration. It assists businesses through programs such as the Innovation and Capability Voucher to improve capabilities.
The document outlines Singapore's plans to position itself for future economic growth and job creation through several key initiatives: 1) Leveraging disruptive technologies like digital technologies, IoT, additive manufacturing, and robotics to remain competitive; 2) Tapping economic opportunities from Asian urbanization and consumerism; 3) Driving deeper regional and global economic integration through trade agreements; and 4) Providing $4.5 billion through an Industry Transformation Programme to help companies innovate, boost productivity, and create value through initiatives like Industry Transformation Maps and a National Robotics Programme.
IAMOT2009 UCFBIP Entrepreneurship Ecosystem case study-ed01Tarek Salah
The document provides an overview of the University of Central Florida (UCF) Business Incubation Program (UCFBIP) and its entrepreneurship ecosystem. The UCFBIP has 5 incubation locations that support over 100 companies. It works with various partners like the UCF Office of Research and Commercialization, Venture Lab, Disney Entrepreneur Center, and others to provide services to startup companies. The program has helped companies generate over $500 million in annual revenue and 900 new jobs. The entrepreneurship ecosystem interactions and the components of the national innovation system that support technology commercialization and business incubation are also discussed.
The document discusses funding support for collaborative research and development projects between India and Spain, focusing on areas like smart cities, clean technologies, and information and communication technologies. Eligible applicants include companies and researchers from India and Spain. Projects involving joint technology development leading to prototypes and commercialization are preferred. Selection will prioritize innovative projects with commercial potential and balanced contributions from both countries. The funding agencies - DST in India and CDTI in Spain - provide grants and loans to support the costs of the projects.
This document provides an overview of acceleration programs in Europe. It discusses the rise of acceleration programs over time, with the number of programs and startups graduating growing significantly in recent years. It also outlines different types of acceleration programs, including those focused on idea stage, early stage, later stage, and specific industries. Additionally, it describes different organizations that run acceleration programs, including private investment funds, community builders, corporations, governments, and universities. The document aims to share information and insights about current trends and challenges in the acceleration industry.
STARTUP INCUBATORS -As an Opportunity for Entrepreneurship
What are startup incubators?,
What do they provide?,
Incubator companies in India,
services provided by Incubators,
Phases of Incubation,
Reasons to join business incubators,
Process of Startup Incubators,
The key ingredients,
The changing role of startup incubators,
Examples of startup incubators.
This document discusses a funding program for young innovative Finnish startup companies to accelerate their global growth. The program provides grants and loans totaling €1.25 million with 75% funding from Tekes. It targets companies less than 5 years old, with a committed team owning IP that addresses existing problems. Companies receive funding in phases contingent on goals like increased revenue, additional funding, and expanded markets. Most companies operate in B2B, have 10 employees on average, and seek over €10 million in revenue within 3-4 years of rapid international expansion. The program has supported over 295 companies since 2008 who have proven their ability to grow quickly and attract international venture capital.
This document discusses financing instruments for technology incubators, specifically Section 12J of the South African Income Tax Act. Section 12J allows for a 100% tax deduction on investments in qualifying companies, and exempts gains from capital gains tax if held for 5 years. It presents the Seed Engine Entrepreneur Development Fund, a proposed R100 million impact investment fund registered under Section 12J. The fund would provide funding for early-stage businesses from incubators and provide support through a professional management team. Investors would receive tax benefits between 28-41% and target returns of 30% IRR annually by investing in a portfolio of companies.
This document discusses management functions at PwC Ireland through an interview with Ken O'Brien, a Tax Director. It provides an overview of PwC as one of Ireland's largest professional services firms, with over 2,800 employees across 8 offices. The four main management functions of planning, organizing, leading, and controlling are examined in the context of PwC. Planning involves both strategic and tactical planning at different levels. Organizing is demonstrated through PwC's organizational chart and culture emphasis. Leading discusses developing people and communication. Controlling centers on performance management and risk mitigation.
The document discusses new trends in business incubation globally and in Vietnam. It summarizes that third generation business incubators have become more diverse and intensive, focusing on high-growth startups. Incubators are also extending their reach through virtual/online models. In Vietnam, TOPICA has contributed to business incubation by training incubator managers, operating learning centers, and accelerating startups. A second wave of technopreneurship may be emerging in Vietnam.
The document provides an overview of various funding opportunities available in India for biotech innovations and ventures at different stages, from early concept development to commercialization. It discusses government funding schemes from departments like DBT, DST, MSME that support areas such as proof-of-concept studies, technology development, validation, market assistance and incubator development. International sources of funding from organizations like Bill and Melinda Gates Foundation, Wellcome Trust and Grand Challenges Canada are also mentioned.
The document outlines EyeSpy's plan to regain market share through strategic initiatives. It recommends replacing the outdated point-of-sale system with Oracle, cutting unprofitable products to invest in faster growing items, and implementing a talent retention plan focusing on university recruitment and professional development to attract young, innovative employees and create a more collaborative culture. The plan aims to position EyeSpy for future growth and innovation.
The Vigo Venture Accelerators program provides funding and support to high-potential Finnish startups through independent accelerator companies. The program aims to increase the number of successful growing companies in Finland and develop the innovation ecosystem. Selected startups work closely with experienced entrepreneurs at accelerator companies for 18-24 months, receiving funding, business expertise, and access to investors and customers to help them grow rapidly. Over 100 companies have participated in the program so far, raising over 350 million euros in total funding and resulting in some acquisition exits. The program is a public-private partnership managed by government organizations and accelerators invest both money and time into startups to take an ownership stake and help them achieve fast growth.
Business incubation programs provide resources and services to help new companies become successful. They offer office space, business support services, financing assistance, and access to networks to help businesses get off the ground and become self-sufficient. The goal is to support entrepreneurs and help produce new companies that will create jobs and contribute to the local and national economy. Incubators screen which companies to accept to ensure they offer viable business ideas with potential for growth. They graduate companies after several years that are then financially stable and independent.
AngelPoint Capital Partners has launched a strategic investment vehicle comprised of a business Accelerator and associated investment Fund. The 16-week Accelerator will provide early and growth stage European companies with office space and mentorship in London and Silicon Valley. The £50-100M Fund will invest in complementary technology companies. The Accelerator and Fund aim to help companies scale through partnerships, resources, and potential Series A funding up to £5M.
The document discusses corporate strategies for global competitiveness of small and medium enterprises (SMEs) in Taiwan. It provides an overview of SMEs in Taiwan, noting they make up 97.67% of enterprises and contribute significantly to employment and economic output. It also examines global strategies adopted by Taiwanese SMEs, best practices, and future strategy plans to further support their international expansion. The future plans aim to accelerate globalization of high-growth SMEs and incubate innovative startups through leveraging resources across government ministries.
This presentation discusses innovation in the IT industry in India. It covers topics such as what innovation is, why it is important, dimensions of innovation, new conditions for innovation, and trends in the IT sector growth, jobs, and infrastructure management services market potential. Specifically, it notes that innovation involves implementing new ideas profitably through invention, development, and commercialization. It is important for growth, productivity, and living standards. The IT sector in India is growing with a projected 30% compound annual growth rate, bringing many new jobs and addressing a current shortage of over 50,000 professionals in infrastructure management services.
Steve Ghost has over 20 years of experience in strategic planning, policy development, stakeholder engagement, and revenue generation. He has a strong background in the vocational training sector, including expertise in automotive and engineering. Some of his past roles include CEO of SkillsTech Australia, where he established the organization and led teams of over 500 people generating over $65 million annually, and Managing Director of Strategic Operations at Motor Trades Association Queensland, where he integrated two business sectors and grew the organization. He has demonstrated success developing and executing growth strategies across both private and public sector organizations.
The document provides information about Business Finland's research funding services beginning in 2018. It outlines three main funding services - Co-Creation, Co-Innovation, and New Business from Research Ideas. Co-Creation funding supports developing research ideas and building cooperative networks between research organizations and companies. Co-Innovation funding supports joint R&D projects between companies and research organizations. New Business from Research Ideas funding helps research organizations prepare research ideas for commercialization. The document explains the eligibility and evaluation criteria for each funding service.
The author aims to present various criteria used to classify business incubators, such as the leading institution, strategic aim, location, operational model, type of enterprise, and focus. He provides definitions and examples of different incubator models, including university/academic incubators, community incubators, industrial incubators, government incubators, and venture capital incubators. The author provides global examples for each classification to illustrate the different concepts without promoting a single ideal model, recognizing that the appropriate model depends on local circumstances and needs.
This document discusses initiatives to promote entrepreneurship and startups in Nova Scotia. It outlines goals to increase the number of new business startups, exports, and export-participating firms. It describes several "game changers" or focus areas, including promoting growth-oriented enterprises, excellence in education and training, and entrepreneurship. Specific early win initiatives are highlighted, such as supporting the technology startup accelerator Volta and the post-secondary entrepreneurship program UIT Cape Breton. The document calls for private and public sector support and endorsement of these programs to foster entrepreneurship and innovation.
Mr. Charles Monck (Founder, Charles Monck & Associates): Science and Technol...Asbar World Forum 2016
Science and Technology Parks (STPs) and Business Incubators play a vital role in helping diversify economies by stimulating the development of technology-based clusters. They bring together technology firms in a supportive commercial environment. Key drivers of success include building critical mass through entrepreneurial startups and attracting foreign firms. Critical success factors are having a clear business plan, marketing strategy, and support services for tenants. Challenges include initially attracting enough tenants and securing long-term funding; practical actions can strengthen STPs through cooperation across organizations and evaluation of programs.
Business incubation islamic framework yacoutDDoha Yacout
This document introduces a new framework for business incubation that uses a threefold approach combining fundamental, academic, and practical support from pre-incubation to post-graduation. It addresses obstacles small and medium enterprises face in financing by offering partnership-based funding from the beginning. A case study of the Project Incubation Center is presented, which was founded by the Arab Academy for Science, Technology and Maritime Transport to professionalize learning outputs into real enterprises. Cooperation with investment associations is discussed to offer funding opportunities and help young business starters.
The launch of the Food Manufacturing Industry Transformation Map (ITM) highlights several ways to transform the sector into Asia’s leading food and nutrition hub. One way is through robotics and automation to improve various manufacturing and quality operations, speed up processes, and increase production capacity. Efforts, such as the establishment of the Food Innovation Cluster (FIC) also makes it easier for businesses to connect with research institutes to create new product offerings. Such initiatives encourage them to upskill their staff to support innovation efforts and, ultimately, boost export-driven growth.
This document promotes business coaching services from ActionCOACH to help small business owners in Singapore. It claims their coaching can help business owners achieve more sales and cashflow, gain more free time for family while still growing their business, and build a strong team with better support. It encourages checking your business health with a certified coach and provides contact information for Jeffrey Quek to schedule a free business evaluation.
This document provides an overview of acceleration programs in Europe. It discusses the rise of acceleration programs over time, with the number of programs and startups graduating growing significantly in recent years. It also outlines different types of acceleration programs, including those focused on idea stage, early stage, later stage, and specific industries. Additionally, it describes different organizations that run acceleration programs, including private investment funds, community builders, corporations, governments, and universities. The document aims to share information and insights about current trends and challenges in the acceleration industry.
STARTUP INCUBATORS -As an Opportunity for Entrepreneurship
What are startup incubators?,
What do they provide?,
Incubator companies in India,
services provided by Incubators,
Phases of Incubation,
Reasons to join business incubators,
Process of Startup Incubators,
The key ingredients,
The changing role of startup incubators,
Examples of startup incubators.
This document discusses a funding program for young innovative Finnish startup companies to accelerate their global growth. The program provides grants and loans totaling €1.25 million with 75% funding from Tekes. It targets companies less than 5 years old, with a committed team owning IP that addresses existing problems. Companies receive funding in phases contingent on goals like increased revenue, additional funding, and expanded markets. Most companies operate in B2B, have 10 employees on average, and seek over €10 million in revenue within 3-4 years of rapid international expansion. The program has supported over 295 companies since 2008 who have proven their ability to grow quickly and attract international venture capital.
This document discusses financing instruments for technology incubators, specifically Section 12J of the South African Income Tax Act. Section 12J allows for a 100% tax deduction on investments in qualifying companies, and exempts gains from capital gains tax if held for 5 years. It presents the Seed Engine Entrepreneur Development Fund, a proposed R100 million impact investment fund registered under Section 12J. The fund would provide funding for early-stage businesses from incubators and provide support through a professional management team. Investors would receive tax benefits between 28-41% and target returns of 30% IRR annually by investing in a portfolio of companies.
This document discusses management functions at PwC Ireland through an interview with Ken O'Brien, a Tax Director. It provides an overview of PwC as one of Ireland's largest professional services firms, with over 2,800 employees across 8 offices. The four main management functions of planning, organizing, leading, and controlling are examined in the context of PwC. Planning involves both strategic and tactical planning at different levels. Organizing is demonstrated through PwC's organizational chart and culture emphasis. Leading discusses developing people and communication. Controlling centers on performance management and risk mitigation.
The document discusses new trends in business incubation globally and in Vietnam. It summarizes that third generation business incubators have become more diverse and intensive, focusing on high-growth startups. Incubators are also extending their reach through virtual/online models. In Vietnam, TOPICA has contributed to business incubation by training incubator managers, operating learning centers, and accelerating startups. A second wave of technopreneurship may be emerging in Vietnam.
The document provides an overview of various funding opportunities available in India for biotech innovations and ventures at different stages, from early concept development to commercialization. It discusses government funding schemes from departments like DBT, DST, MSME that support areas such as proof-of-concept studies, technology development, validation, market assistance and incubator development. International sources of funding from organizations like Bill and Melinda Gates Foundation, Wellcome Trust and Grand Challenges Canada are also mentioned.
The document outlines EyeSpy's plan to regain market share through strategic initiatives. It recommends replacing the outdated point-of-sale system with Oracle, cutting unprofitable products to invest in faster growing items, and implementing a talent retention plan focusing on university recruitment and professional development to attract young, innovative employees and create a more collaborative culture. The plan aims to position EyeSpy for future growth and innovation.
The Vigo Venture Accelerators program provides funding and support to high-potential Finnish startups through independent accelerator companies. The program aims to increase the number of successful growing companies in Finland and develop the innovation ecosystem. Selected startups work closely with experienced entrepreneurs at accelerator companies for 18-24 months, receiving funding, business expertise, and access to investors and customers to help them grow rapidly. Over 100 companies have participated in the program so far, raising over 350 million euros in total funding and resulting in some acquisition exits. The program is a public-private partnership managed by government organizations and accelerators invest both money and time into startups to take an ownership stake and help them achieve fast growth.
Business incubation programs provide resources and services to help new companies become successful. They offer office space, business support services, financing assistance, and access to networks to help businesses get off the ground and become self-sufficient. The goal is to support entrepreneurs and help produce new companies that will create jobs and contribute to the local and national economy. Incubators screen which companies to accept to ensure they offer viable business ideas with potential for growth. They graduate companies after several years that are then financially stable and independent.
AngelPoint Capital Partners has launched a strategic investment vehicle comprised of a business Accelerator and associated investment Fund. The 16-week Accelerator will provide early and growth stage European companies with office space and mentorship in London and Silicon Valley. The £50-100M Fund will invest in complementary technology companies. The Accelerator and Fund aim to help companies scale through partnerships, resources, and potential Series A funding up to £5M.
The document discusses corporate strategies for global competitiveness of small and medium enterprises (SMEs) in Taiwan. It provides an overview of SMEs in Taiwan, noting they make up 97.67% of enterprises and contribute significantly to employment and economic output. It also examines global strategies adopted by Taiwanese SMEs, best practices, and future strategy plans to further support their international expansion. The future plans aim to accelerate globalization of high-growth SMEs and incubate innovative startups through leveraging resources across government ministries.
This presentation discusses innovation in the IT industry in India. It covers topics such as what innovation is, why it is important, dimensions of innovation, new conditions for innovation, and trends in the IT sector growth, jobs, and infrastructure management services market potential. Specifically, it notes that innovation involves implementing new ideas profitably through invention, development, and commercialization. It is important for growth, productivity, and living standards. The IT sector in India is growing with a projected 30% compound annual growth rate, bringing many new jobs and addressing a current shortage of over 50,000 professionals in infrastructure management services.
Steve Ghost has over 20 years of experience in strategic planning, policy development, stakeholder engagement, and revenue generation. He has a strong background in the vocational training sector, including expertise in automotive and engineering. Some of his past roles include CEO of SkillsTech Australia, where he established the organization and led teams of over 500 people generating over $65 million annually, and Managing Director of Strategic Operations at Motor Trades Association Queensland, where he integrated two business sectors and grew the organization. He has demonstrated success developing and executing growth strategies across both private and public sector organizations.
The document provides information about Business Finland's research funding services beginning in 2018. It outlines three main funding services - Co-Creation, Co-Innovation, and New Business from Research Ideas. Co-Creation funding supports developing research ideas and building cooperative networks between research organizations and companies. Co-Innovation funding supports joint R&D projects between companies and research organizations. New Business from Research Ideas funding helps research organizations prepare research ideas for commercialization. The document explains the eligibility and evaluation criteria for each funding service.
The author aims to present various criteria used to classify business incubators, such as the leading institution, strategic aim, location, operational model, type of enterprise, and focus. He provides definitions and examples of different incubator models, including university/academic incubators, community incubators, industrial incubators, government incubators, and venture capital incubators. The author provides global examples for each classification to illustrate the different concepts without promoting a single ideal model, recognizing that the appropriate model depends on local circumstances and needs.
This document discusses initiatives to promote entrepreneurship and startups in Nova Scotia. It outlines goals to increase the number of new business startups, exports, and export-participating firms. It describes several "game changers" or focus areas, including promoting growth-oriented enterprises, excellence in education and training, and entrepreneurship. Specific early win initiatives are highlighted, such as supporting the technology startup accelerator Volta and the post-secondary entrepreneurship program UIT Cape Breton. The document calls for private and public sector support and endorsement of these programs to foster entrepreneurship and innovation.
Mr. Charles Monck (Founder, Charles Monck & Associates): Science and Technol...Asbar World Forum 2016
Science and Technology Parks (STPs) and Business Incubators play a vital role in helping diversify economies by stimulating the development of technology-based clusters. They bring together technology firms in a supportive commercial environment. Key drivers of success include building critical mass through entrepreneurial startups and attracting foreign firms. Critical success factors are having a clear business plan, marketing strategy, and support services for tenants. Challenges include initially attracting enough tenants and securing long-term funding; practical actions can strengthen STPs through cooperation across organizations and evaluation of programs.
Business incubation islamic framework yacoutDDoha Yacout
This document introduces a new framework for business incubation that uses a threefold approach combining fundamental, academic, and practical support from pre-incubation to post-graduation. It addresses obstacles small and medium enterprises face in financing by offering partnership-based funding from the beginning. A case study of the Project Incubation Center is presented, which was founded by the Arab Academy for Science, Technology and Maritime Transport to professionalize learning outputs into real enterprises. Cooperation with investment associations is discussed to offer funding opportunities and help young business starters.
The launch of the Food Manufacturing Industry Transformation Map (ITM) highlights several ways to transform the sector into Asia’s leading food and nutrition hub. One way is through robotics and automation to improve various manufacturing and quality operations, speed up processes, and increase production capacity. Efforts, such as the establishment of the Food Innovation Cluster (FIC) also makes it easier for businesses to connect with research institutes to create new product offerings. Such initiatives encourage them to upskill their staff to support innovation efforts and, ultimately, boost export-driven growth.
This document promotes business coaching services from ActionCOACH to help small business owners in Singapore. It claims their coaching can help business owners achieve more sales and cashflow, gain more free time for family while still growing their business, and build a strong team with better support. It encourages checking your business health with a certified coach and provides contact information for Jeffrey Quek to schedule a free business evaluation.
Factoring is an alternative form of financing where a business sells its accounts receivable to a third party called a factor. In Singapore, factoring has grown steadily due to a positive business environment and increasing acceptance. Factoring provides businesses liquidity and transfers the risk of default to the factor. The factoring market in Singapore services a variety of industries and provides different options to meet clients' needs. While factoring has grown in popularity, some businesses remain hesitant to use factoring due to concerns about losing control over receivables or not needing additional financing.
The Food Services Industry Transformation Map (ITM) aims to make businesses more productive through the use of manpower-lean formats and maps out the strategies to help food enterprises progress and seize new growth opportunities. Beyond that, the plan also involves transforming existing models to uplift the entire industry through innovative business formats and technology, thereby reducing reliance on manpower.
The Automated Advantage gained by Freshening Industries SPRING Singapore
Wet towels and napkins manufacturer, Freshening Professional implemented the Automatic Paper Withdrawal System (APWS) to minimise manual work for their employees in the production process. This in turn, increased productivity, improved workplace safety, and led to a higher employee retention rate.
Expert Judgement Credit Rating for SME & Commercial CustomersMike Coates
A high-level presentation from GBRW Consulting on some of the key issues relevant to developing and then implementing a sound credit scoring and rating system for Small- to Medium-sized Enterprises (SMEs) and commercial banking customers. It focuses on the implementation of an 'expert judgement' approach to credit rating as an alternative to statistical approaches where data is inadequate. It is particularly relevant for emerging market or start-up banks where historical financial statement analysis may be easily accessible or reliable.
Singapore's transformation into an economic powerhouse has attracted adulation from developed and developing economies alike. In this paper, I discuss policies that fuelled this growth, and also highlight some negative side-effects/criticisms.
This document discusses various business models and strategies that banks use to effectively serve small and medium enterprises (SMEs). It provides examples of relationship-based strategies from Standard Chartered Bank and Wells Fargo, an advisory-based model from TEB Bank in Turkey, a segment-based model from Garanti Bank in Turkey, a niche model targeting women entrepreneurs, a supply-chain linked model from Citibank in India, and an alternative financing model using online factoring from NAFIN in Mexico. The models demonstrate different approaches to positioning, segmentation, products, and partnerships that banks employ to better meet the needs of SME customers.
SME customers in particular often have needs beyond the pure provision of financial services, and these needs represent an opportunity to build brand recognition and customer loyalty, as well as improving the relative credit performance of our SME portfolio. This presentation focuses on developing non-financial or Enterprise Development Services (EDS) to supplement our banking proposition to SME customers.
Helping SMEs to build Capabilities through Standards Adoptionasme_sg
This document discusses SPRING Singapore's efforts to help small and medium enterprises build capabilities through standards adoption. It outlines the role of standards and their benefits for organizations. It also describes SPRING Singapore's Capability Development Grant and Innovation and Capability Voucher programs, which provide funding support for SMEs adopting various quality, environmental, occupational health and safety, enterprise resilience, and other standards. Success stories of SMEs that improved performance, increased revenue and market access by adopting standards are also presented.
This document provides information about the SME International Conference & Exhibition (SME ICC) taking place on August 14-15, 2013 at Suntec Singapore. The event will feature an exhibition hall with over 200 business solutions and exclusive deals, as well as a conference with presentations, workshops and seminars on topics related to business productivity, innovation, technology, finance, and growth. Speakers will include experts from government agencies, technology companies, and other organizations. The event aims to empower small and medium enterprises by helping them embrace new knowledge and capabilities.
This presentation provides an overview of Purple Ventures, a business incubator. It discusses Purple Ventures' services across various stages of a business's lifecycle from startup to expansion. These services include idea evaluation, market research, technology consulting, policies/processes development, fundraising assistance, and exit analysis. The presentation also provides examples of Purple Ventures' clients and testimonials praising its support. It then details a case study of how Purple Ventures helped a large events company restructure and substantially increase its revenue and profit.
Strategic Sourcing in the Digital EconomySAP Ariba
This document summarizes a presentation on strategic sourcing in the digital economy given by representatives from Singtel, Broadspectrum, and SAP Ariba. The presentation discusses how global trends are driving changes in sourcing and procurement. It then provides an overview of strategic procurement approaches at Singtel and Broadspectrum, including their category management structures and focus on integrated procurement systems. The presentation concludes with a discussion of benchmarking and data services available through SAP Ariba to help organizations measure best practices adoption and analyze spend data.
Europe Highlights - External Workforce Insights 2018: The Forces Reshaping Ho...SAP Fieldglass
SAP Fieldglass, in collaboration with Oxford Economics, conducted a global research study examining the rapid growth of the external workforce—non-payroll workers and service providers—and its far-reaching implications for both employers and employees.
'External Workforce Insights 2018: The Forces Reshaping How Work Gets Done' provides insights into the ways the external workforce is sourced, managed, and deployed and the business benefits that can be realized.
This SlideShare surfaces priorities and opportunities of senior executives and their use of the external workforce in major markets across the globe, with highlights from Europe. It provides an overview of:
• Which European countries are leading the way in external workforce management
• How the external workforce is sourced, managed, and deployed in Europe
• Why the external workforce should be on the C-suite agenda
Visit externalworkforce.fieldglass.com/europe for the full report.
About the Research
In late 2017 and early 2018, SAP Fieldglass, working in collaboration with Oxford Economics, conducted an in-depth survey with 800 senior executives—30% of them in Europe—from mid-sized to large companies in 16 industries and 14 countries, plus the Nordic region of Europe. The survey focused on the use and management of an external workforce today and in the future, and its impact on business and financial performance.
Engaging Your CFO in Business Analytics | Palestrante: Celso Chapinottesucesuminas
The document discusses the changing role of the CFO and importance of business analytics. It finds that CFO influence over IT investments is increasing as they seek to optimize performance and costs. Most CFOs believe IT should report to them. Business intelligence, analytics, and performance management are seen as top technology priorities and ways to address needs like measuring profitability and monitoring performance. The presentation recommends understanding the evolving CFO focus, enabling the CFO through technology, and improving the CFO-CIO relationship through communication and viewing projects as business rather than IT projects.
A detailed report on the creatives and strategies implemented for the launch of the retail masterclass programme for SPC on both traditional and digital channels.
This article discusses the growing importance of operational excellence for private equity firms. It notes that most firms now claim to have operational capabilities, as investors demand value creation beyond just financial engineering. However, firms are now expected to push their operational capabilities further by addressing disruptive technologies, helping portfolio companies expand into new markets like Asia, and identifying new business models. While adding operating partners is table stakes, firms must prove they can support companies through difficult periods and generate growth. This differentiation is key as investors consolidate their relationships with managers.
CIO Agenda 2015 - Flipping Into Digital LeadershipDerek Mulrey
The document discusses how CIOs need to "flip" or radically rethink their approach in several areas to address the rise of digitalization. It discusses flipping information technology leadership to focus more on digital technologies like analytics, cloud, and mobile. It discusses flipping value leadership to focus more on non-financial metrics, long-term investments, and ensuring value is realized from projects. It also discusses flipping people leadership to focus more on developing digital skills and creating a culture open to change.
The survey summarizes findings from the 2015 Startup Ireland survey, which saw 417 startups participate compared to 295 last year. Key findings include an increase in female-owned and over-35-owned startups. Most startups are still in their first 3 years and headed by first-time entrepreneurs. Consumer/internet and business/enterprise remain dominant sectors. While access to support networks is adequate for over half, funding for expansion beyond early stages is a growing frustration. Overall the sector is not yet reaching its full potential according to most startups.
ILIA Corporation is an Iranian management consulting firm that helps local and international clients enter the Iranian market. The document provides an overview of ILIA's services, team, experience, and clients. ILIA offers market insights, implementation solutions, and execution process support. It has 15 full-time employees, 5 part-time experts, and leverages a network of over 20 external experts. ILIA has worked with international corporations, Iranian private companies, and government agencies on over 50 projects across various industries in Iran.
ILIA Corporation Company Profile 2016 (c)Marlon0807
ILIA Corporation is an Iranian management consulting firm that helps local and international clients enter the Iranian market. The document provides an overview of ILIA's services, team, experience, and clients. ILIA's services include market insights, implementation solutions, and execution process support. They have a team of 15 full-time employees, 5 part-time experts, and access to a network of local experts. ILIA has worked with international corporations, Iranian private companies, and government agencies on various projects since 2008.
ILIA Corporation Company Profile 2016 (c)Sina Tarighi
ILIA Corporation is an Iranian management consulting firm that helps local and international clients enter the Iranian market. The document provides an overview of ILIA's services, team, experience, and clients. ILIA offers market insights, implementation solutions, and execution process support. It has 15 full-time employees, 5 part-time experts, and leverages a network of over 20 experts. ILIA has worked with international corporations, Iranian private companies, and government agencies on over 50 projects.
FasterCapital is an incubator that is offering a unique model of cofunding and cofounding. FasterCapital will become the technical cofounder and invests 50% of the money needed.
Gartner - The art of the one page strategyDeepak Kamboj
The document is a transcript from a Gartner webinar on developing one-page strategies. It provides examples of one-page strategies from various companies and industries. It outlines the process for building a one-page strategy, including understanding how the company wins in the marketplace, identifying differentiators, choosing a viewpoint, and answering a question. It emphasizes that the strategy should tell a story and be refined through an iterative process. The webinar recommends related Gartner research on effective communications and one-page strategies.
Testing Transformation: The Art and Science for SuccessTechWell
Technologies, testing processes, and the role of the tester have evolved significantly in the past few years with the advent of agile, DevOps, and other new technologies. It is critical that we testing professionals evaluate ourselves and continue to add tangible value to our organizations. In your work, are you focused on the trivial or on real game changers? Jennifer Bonine describes critical elements that help you artfully blend people, process, and technology to create a synergistic relationship that adds value. Jennifer shares ideas on mastering politics, maneuvering core vs. context, and innovating your technology strategies and processes. She explores how new processes can be introduced in an organization, what the role of organizational culture is in determining the success of a project, and how you can know what tools will add value vs. simply adding overhead and complexity. Jennifer reviews critically needed tester skills and discusses a continual learning model to evolve your skills and stay relevant. This discussion can lead you to technologies, processes, and skills you can stake your career on.
Get Beyond Business as Usual - Nigel Fenwick, Forrester at I Love APIs 2014Apigee | Google Cloud
Get beyond business as usual: bringing IT and Marketing together for digital breakthroughs
Digital challenges every company to become a software company, turning strong Marketing and IT alignment from a nice-to-have into a competitive necessity. Learn how to bring business and technology together to raise your company’s digital game.
Disrupting the Customers Journey: Gartner Customer 360 Summit 09092015Andy Yasutake
Who really owns the customer experience? High level overview of LinkedIn, What customers' expect, our Member First and differentiating culture that helps LinkedIn's 380M+ Members and Customers get the most out of their journey as we connect them with opportunity
- Wipro reported revenue of 376.88 billion rupees for fiscal year 2013, an increase of 18.1% from fiscal year 2012.
- Profit before depreciation, amortization, interest and taxes was 79.88 billion rupees for fiscal year 2013, an increase of 15.6% from fiscal year 2012.
- Effective tax rate increased to 21.5% in fiscal year 2013 from 19.8% in fiscal year 2012.
Bynd Artisan is a 70-year-old traditional bookbinding and leather crafting business that is transforming to remain relevant. They launched an experiential retail concept offering workshops and customization. To engage new customers like millennials, they preserve craft skills through apprenticeships while differentiating with a personalized, hands-on experience including open-kitchen demonstrations and instant gratification. Collaborations further expand their offerings in a continually innovating business that draws from its legacy while keeping up with the digital age.
The document discusses developing employees for growth at Keystone Cable Singapore. It outlines challenges like a perceived lack of career growth and disengaged workforce. The director notes the importance of getting the right people in the right jobs, more so than just developing a strategy. They promote evaluating people managers on competency, values and willingness. The company aims to create the right work environment through regular meetings, feedback, learning events and social activities to build communication and interaction. They also want to change how problems are solved together.
Industry Transformer: Container Depot Association (Singapore)SPRING Singapore
The Container Depot Association (Singapore) (CDAS) transformed the logistics sector with the introduction of the Electronic Container Trucking System (eCTS). The implementation of eCTS as a common IT platform helps minimise work repetition and time wastage from the current disparate communication systems and devices. This initiative reduces reliance on manpower and improves productivity for container logistics players as a whole. For more stories and updates on how you can boost productivity and create stronger business growth in a lean manpower way, visit www.mom.gov.sg/leds.
Improving standards is becoming increasingly crucial in order for businesses to remain competitive.
Tap SPRING’s Innovation & Capability Voucher and Capability Development Grant to raise productivity, improve quality of products and services and gain access to new markets.
2. Information on this slide is confidential and strictly for use by SPRING Singapore officers only.
It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
2
Global economy growth was
uneven and lacklustre in 2014
3. Information on this slide is confidential and strictly for use by SPRING Singapore officers only.
It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
3
23%
31%
45%
48%
49%
Uncertain Global Economic…
High Rental Costs
Increasing Competition
High Manpower Costs
Difficulty in Hiring Staff
Top 5 Business Concerns
Source: DP Info SME Development Survey 2014
Labour Constraints & Rising Business Costs Key Concerns of SMEs
Restructuring journey continues,
with more coming on board…
20%
20%
32%
50%
51%
Raise Productivity Through IT Investment or…
Expand Overseas Market Presence
Enhance Products and Services Offered
Expand Production Capacity
Relook Business Model
Top 5 SME Business Strategies
Source: DP Info SME Development Survey 2014
More SMEs Coming On Board
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
4
More are looking for ways to
improve productivity and grow…
Improving
Productivity
Invest in
Innovation
Explore
New Markets
84%
90%
% of SMEs Embarked
on Productivity
Source: SCCCI SME Survey 2014
% of Local SMEs R&D Exp
as % of Sales Revenue
Source: : A*STAR, National R&D
Survey of Singapore, 2004-2013
46%
50%
% of SMEs with Income
from Overseas
Source: DP Info SME
Development Survey 2014
2013
2014
2013
2014
4.7%
5.7%
6.6%
5.4%
8.8%
8.1%
7.5%
'07 '08 '09 '10 '11 '12 '13
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
5
In 2014, we continued to support
SMEs to restructure …
Be
Competitive
& Productive
Find
Growth
Opportunities
Get Help &
Support More
Easily
Build
Capabilities
Leverage Innovation,
Internationalisation,
New Growth Areas
Enhance Accessibility,
Increase Outreach
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
6
Be
Competitive
& Productive
Build
Capabilities
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
7
We help SMEs attract and
develop talent…
Keystone Cable (S) Pte Ltd
Manufacturer of power cables and wires
Tailored
career
paths
Successfully attracted four STP candidates
Strong
talent
pipeline
supporting
growth
Skills mastery
through
senior
management
mentorship
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
8
…and uplifted productivity of micro
and small enterprises through ICV
Enhanced
Innovation &
Capability
Voucher
Consultancy
Projects
Productivity
Solutions
Equipment
& Hardware
Technical
Solutions &
Training
Design &
Renovation
~9,700
Vouchers
Awarded
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
9
… to build strong processes to
improve productivity
Nature Vegetarian Restaurant Pte Ltd
Restaurant serving vegetarian food
Tapped on ICV solutions for POS Wireless Paging
System that allows customers to page waiters
Enabled staff
to focus on
other work
areas
Reduced
manpower
required by up
to 40%
Enhanced
customer
experience
5%
increase in
sales
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
10
We partner associations to help industries
and enterprises restructure and grow …
Large scale
Productivity
Initiatives
Multiply
Innovation
Opportunities
Identify
& Enter
New Markets
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
11
Find
Growth
Opportunities
Leverage
Innovation,
Internationalisation,
& New Growth Areas
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
12
Through innovation to develop new
products, services and solutions…
1Rwave LLP
Wireless electronics design company specialising in
active RFID solutions
Worked with the Centre of Innovation for Electronics to
develop Active Tracking Tag for monitoring patient movements
Increased
patient
safety
Secured
deals with
major
hospitals
Patient
movement
analytics
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
13
…and target new customer
segments to grow top line
Luzerne Pte Ltd
Manufacturer and B2B distributor of new bone
ceramic tableware
Developed a retail concept store to extend
product range to consumers
20%
projected
Y-o-Y
revenue
growth
Launched first
“shop-in-
shop” concept
in Metro
Centrepoint
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
14
Support international growth by pursuing
quality & excellence in products & services…
Supported
400 enterprises to
adopt standards
Plugged into international developments
Enhanced accreditation
network through MOUs
with various countries
15. Information on this slide is confidential and strictly for use by SPRING Singapore officers only.
It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
15
… and greater access to new markets
through standards adoption
Seng Heng Engineering
Manufacturer of high quality critical bolts and nuts
for the niche subsea industry
10% Y-o-Y
revenue
growth
Adopted API Q1 certification to gain more international
credibility and meet stringent quality requirements
1 of 10 global
fastener
companies
worldwide to be
certified API Q1
10 – 20%
increase in
sales orders
20 – 30%
projected
market share
increase
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
Enhanced product design and manufacturing
capabilities through merger and acquisition
16
We help our enterprises find new
growth opportunities…
XMH Holdings Ltd
Diesel engine, propulsion and power generating
solutions provider
Cater to
expanded
customer
baseAcquisition
expected to
contribute to
revenue
growth
Reduce
reliance on
external
suppliers
Strategic
deepening of
capabilities
through
inorganic
growth
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
17
…or grow through collaboration with
partners
Working with 40 local SMEs
in the area of wearables and
wireless communication
with applications to
healthcare and cleantech
sectors
Working with 4 local SMEs to
develop a Smart Elderly
Monitoring and Alert System
to monitor safety of elderly
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
18
We help industries take advantage of
upcoming trends and technologies
400 enterprises supported through 7 Centres of
Innovation & 3 Private Sector Translators
Internet of
Things (IoT)
Additive
Manufacturing
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
19
We support the growth journey of
start-ups…
START SCALE SOAR
Launched Privatised
Action Community for
Entrepreneurship (ACE)
Facilitated creation
of Launchpad@
One-North
Facilitated 40
collaborations between
start-ups and large
companies
Strengthened financing
options for start-ups by
appointing 2 new
accelerators
• Zicom Medtech
• Med Tech Alliance
Helped high-potential
start-ups enter new
markets
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
20
… for start-ups to gain Scale and Soar
Clearbridge Biophotonics
Imaging solutions company
High
resolution,
wide field-of-
view
microscope
Worked with Clearbridge Accelerator under the Sector Specific
Accelerator initiative to develop the FourierScope
Cost-effective
and scalable
products Invested funds
to further
hardware and
clinical
development
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
21
Get Help &
Support More
Easily
Enhance Accessibility
& Increase Outreach
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
• Online portal for Capability
Development Grant (CDG)
• Grant Appeal Advisory Panel
• Enhanced Micro Loan
Programme
• 20% cash advancement for
CDG recipients
22
SMEs can better reach us…
Enhanced Accessibility Increased Outreach
• 36,000 enterprises reached by
12 SME Centres
• Increased capabilities of business
advisors at SME Centres
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
23
…And get the help and support
they need
Bok Sing Hardware Paints Pte Ltd
Industrial hardware and solutions company
Assisted by SME Centre@SouthWest to conduct business
assessment and identify new ways to increase revenue
Gained
overseas
customers
from trade
fair
20%
increase in
revenue
Enhanced
productivity
through new
inventory
system
Introduced
new staff
incentive
system
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
24
In 2014, we helped SMEs on their
restructuring journey
Enterprises
Supported
9,000
Committed
Value-Added
S$8 bil
New Jobs
to be Created
22,000
Enterprises
tapped on
CDG
>1,000
Enterprises
tapped on
ICV
>7,000
Innovative
start-ups
supported
>160
Enterprises
reached*
>160,000
~90%
Supported are
micro & small
enterprises
*Non-unique
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It should not be used or referred to by third parties without prior written consent from SPRING Singapore.
25
Looking ahead into 2015
Pursue
growth
opportunities
Enhance outreach
and support for
SMEs
Continue focus on
productivity to
increase
competitiveness
Strongly support SMEs during this period