This document discusses investing in comparative advantage through innovation-driven entrepreneurship and regional economic development strategies. It makes three key points:
1) Regions should focus on developing their unique entrepreneurial strengths by investing in areas of existing competitive advantage rather than trying to copy others. Successful regions have distinct innovative and entrepreneurial capacities.
2) Clusters of related industries are important drivers of regional economic performance. Industries within strong industry clusters experience higher growth and innovation. Clusters shape the commercialization of new technologies.
3) Regional economic strategies should leverage existing strengths and address weaknesses rather than adopting a "one-size-fits-all" approach. Strategies require prioritizing efforts and making difficult choices to develop a
Nowak & Grantham _ The virtual incubator managing human capital in the softwa...Vasily Ryzhonkov
In a knowledge-based economy, the creation of wealth becomes synonymous with creating products and services with large software content. However, despite a few major players, the software industry as a whole is fragmented and consists mainly of small, niche market entrepreneurial ventures. The authors study the California software industry to characterize the major barriers to success for these ventures. Simultaneously, a fundamental shift of software technology to a component-based development paradigm will reinforce the industry’s fragmented nature by fuelling a third party, independent software component economy. Coupled with the globalization of the IT industry in general, the need for startups and small companies
to form strategic partnerships will become increasingly critical to their ability to create wealth. In recent years, innovative public–private partnerships have attempted to assist startups by addressing their lack of physical resources or capital. This is best illustrated by the dramatic growth of incubators and regional capital networks. In this paper, the authors propose a ‘‘ virtual incubator’’ model to facilitate startup success and business network formation, shifting the focus to the ‘‘ virtual
value chain’’ and to connecting startups with business expertise and strategic partners in the marketplace. The authors provide a theoretical basis for the model and its implementation, important to potential investors in virtual incubators.
Global Startup Platform_Market Research Report_2012Vasily Ryzhonkov
Global Startup Platform. Marketing Research Report. Version 4.0.
80+ pages of analysis and research, 4 online surveys analyzed, 9 reports from BCG, Startup Genome Project, Global Entrepreneurship Monitor, Opora Report, Yandex Report, TNS Report are analyzed.
New results are found.
Market Size Estimation for Russia is calculated.
Global Startup Platform_Business Model Report_2012Vasily Ryzhonkov
This report contains information about Business Model of Global Startup Platform. There are several components covered:
1. Project Description
2. Marketing
3. Distribution
4. Costs
5. Sales
6. Partners
7. Revenue Models
8. Future Research
This report is the first version of the Report. We plann to update it as Market Research Report on the monthly basis.
BUSINESS INCUBATION AS ELEMENT OF BUSINESS SERVICE INSTITUTION AND SME DEVEL...Vasily Ryzhonkov
The core of the political and economic transformation of any country in transition (CIT) is
the creation of the private sector, the development of entrepreneurship and creation of small and
medium-sized enterprises (SMEs). They are consideredto be one of the principal driving forces in
economic development. SMEs stimulate private ownership and entrepreneurial skills, they are
flexible and can adapt quickly to changing market demand and supply situations, they generate
employment, help diversify economic activity and make a significant contribution to exports and
trade. SMEs also play an important role in innovation and the high-tech business, due to their
flexibility and creativity many of them became large businesses. In this process emphasis should be
laid on creation of a business friendly environment in which the transformation of the society
towards a market economy should be taken place
Nowak & Grantham _ The virtual incubator managing human capital in the softwa...Vasily Ryzhonkov
In a knowledge-based economy, the creation of wealth becomes synonymous with creating products and services with large software content. However, despite a few major players, the software industry as a whole is fragmented and consists mainly of small, niche market entrepreneurial ventures. The authors study the California software industry to characterize the major barriers to success for these ventures. Simultaneously, a fundamental shift of software technology to a component-based development paradigm will reinforce the industry’s fragmented nature by fuelling a third party, independent software component economy. Coupled with the globalization of the IT industry in general, the need for startups and small companies
to form strategic partnerships will become increasingly critical to their ability to create wealth. In recent years, innovative public–private partnerships have attempted to assist startups by addressing their lack of physical resources or capital. This is best illustrated by the dramatic growth of incubators and regional capital networks. In this paper, the authors propose a ‘‘ virtual incubator’’ model to facilitate startup success and business network formation, shifting the focus to the ‘‘ virtual
value chain’’ and to connecting startups with business expertise and strategic partners in the marketplace. The authors provide a theoretical basis for the model and its implementation, important to potential investors in virtual incubators.
Global Startup Platform_Market Research Report_2012Vasily Ryzhonkov
Global Startup Platform. Marketing Research Report. Version 4.0.
80+ pages of analysis and research, 4 online surveys analyzed, 9 reports from BCG, Startup Genome Project, Global Entrepreneurship Monitor, Opora Report, Yandex Report, TNS Report are analyzed.
New results are found.
Market Size Estimation for Russia is calculated.
Global Startup Platform_Business Model Report_2012Vasily Ryzhonkov
This report contains information about Business Model of Global Startup Platform. There are several components covered:
1. Project Description
2. Marketing
3. Distribution
4. Costs
5. Sales
6. Partners
7. Revenue Models
8. Future Research
This report is the first version of the Report. We plann to update it as Market Research Report on the monthly basis.
BUSINESS INCUBATION AS ELEMENT OF BUSINESS SERVICE INSTITUTION AND SME DEVEL...Vasily Ryzhonkov
The core of the political and economic transformation of any country in transition (CIT) is
the creation of the private sector, the development of entrepreneurship and creation of small and
medium-sized enterprises (SMEs). They are consideredto be one of the principal driving forces in
economic development. SMEs stimulate private ownership and entrepreneurial skills, they are
flexible and can adapt quickly to changing market demand and supply situations, they generate
employment, help diversify economic activity and make a significant contribution to exports and
trade. SMEs also play an important role in innovation and the high-tech business, due to their
flexibility and creativity many of them became large businesses. In this process emphasis should be
laid on creation of a business friendly environment in which the transformation of the society
towards a market economy should be taken place
Virtual Business Incubator Framework for Enriching Innovation Ecosystem 2013Vasily Ryzhonkov
The main purpose of this work is to find possible solutions for overcoming challenges of existing business incubation models. The end goal is to provide practitioners with the model of economic development tool which will help them to build new generation of business incubators, e.g. to guide management teams, policy makers, entrepreneurs and educators in establishing a successful business incubation program (BIP). Eventually the model intends to expand the limits of existing business incubation models.
Russian business incubator program _ prospect development and strategic plan ...Vasily Ryzhonkov
It is the purpose of this report to examine ‘best practices’ of setting up and operating
business incubators. Hence the strategic plan is a form of blueprint for the proposed pilot
project, identifying the parameters, goals, and processes of business incubator
development. The investigation of these components is referred to as PHASE ONE. The
purpose of PHASE ONE is to investigate the prospect development, thus setting the
direction for initiating PHASE TWO – the establishment of a Business Incubator Pilot
Project in Russia.
Finally, long-term and short-term objectives as well as potential stakeholders and funding sources are identified within the proposed three-phased 8-month strategic action plan
Solving the UK's Productivity Problem against the backdrop of Brexit - challe...enterpriseresearchcentre
Keynote Presentation at SME Live 2018,NEC, October 16th by Mark Hart.
Solving the UK's Productivity Problem against the backdrop of Brexit - challenges and opportunities for small businesses
Opportunities in China's Startup EcosystemZhenFund
The 2013 update from ZhenFund on the state of China's technology startup ecosystem. Last time we outlined the 3C's 2E's in understanding the differences between China and Silicon Valley. This year we focus on some of the positive trends we see developing in the startup ecosystem.
Knowledge Innovation Policy (Federal KM - DC)Debra M. Amidon
This closing panel with Dr. Ramon Barquin provides the rationale and vision for a US Knowledge Innovation Policy within a global context. Session includes and inventory of innovation initiatives within the US and abroad. Knowledge Innovation is the strategy beyond KM or strategic planning; and ‘collaborative advantage’ is the name of the new game.
Discourse on the development, management and coordination of a combination of complex global and local factors work together to ensure a fast growing yet sustainable high technology sector, while moving the Malaysian industry up the outsourcing value chain.
Market makers, industry players and outsourcing professionals will obtain useful insights into long-term strategic technology and economic planning as well as tactical measures used for growth, competitiveness and innovation.
Key stakeholders can take advantage of this knowledge and create a win-win situation
É com exclusividade que disponibilizamos para os associados da CoreNet Global Brasil e para os membros do grupo da CoreNet Global Brasil no linkedin o “Now Online: 2011 State-of-the-Industry Report”.
Building the innovation ecosystem in the bankMichal Turna
Innovating is the new ¨normal¨. Not introducing innovations into the customer experience wipes you out of the business. Banking segment is not the exception.
The presentation of Gints Turlajs: "Competitiveness - what it is, where is Latvia?" On national and enterprise competitveness, the situation of Latvia, Global Competitiveness Index, Innovation Union Scoreboard, Doing Business rating, policies to improve competitiveness.
Virtual Business Incubator Framework for Enriching Innovation Ecosystem 2013Vasily Ryzhonkov
The main purpose of this work is to find possible solutions for overcoming challenges of existing business incubation models. The end goal is to provide practitioners with the model of economic development tool which will help them to build new generation of business incubators, e.g. to guide management teams, policy makers, entrepreneurs and educators in establishing a successful business incubation program (BIP). Eventually the model intends to expand the limits of existing business incubation models.
Russian business incubator program _ prospect development and strategic plan ...Vasily Ryzhonkov
It is the purpose of this report to examine ‘best practices’ of setting up and operating
business incubators. Hence the strategic plan is a form of blueprint for the proposed pilot
project, identifying the parameters, goals, and processes of business incubator
development. The investigation of these components is referred to as PHASE ONE. The
purpose of PHASE ONE is to investigate the prospect development, thus setting the
direction for initiating PHASE TWO – the establishment of a Business Incubator Pilot
Project in Russia.
Finally, long-term and short-term objectives as well as potential stakeholders and funding sources are identified within the proposed three-phased 8-month strategic action plan
Solving the UK's Productivity Problem against the backdrop of Brexit - challe...enterpriseresearchcentre
Keynote Presentation at SME Live 2018,NEC, October 16th by Mark Hart.
Solving the UK's Productivity Problem against the backdrop of Brexit - challenges and opportunities for small businesses
Opportunities in China's Startup EcosystemZhenFund
The 2013 update from ZhenFund on the state of China's technology startup ecosystem. Last time we outlined the 3C's 2E's in understanding the differences between China and Silicon Valley. This year we focus on some of the positive trends we see developing in the startup ecosystem.
Knowledge Innovation Policy (Federal KM - DC)Debra M. Amidon
This closing panel with Dr. Ramon Barquin provides the rationale and vision for a US Knowledge Innovation Policy within a global context. Session includes and inventory of innovation initiatives within the US and abroad. Knowledge Innovation is the strategy beyond KM or strategic planning; and ‘collaborative advantage’ is the name of the new game.
Discourse on the development, management and coordination of a combination of complex global and local factors work together to ensure a fast growing yet sustainable high technology sector, while moving the Malaysian industry up the outsourcing value chain.
Market makers, industry players and outsourcing professionals will obtain useful insights into long-term strategic technology and economic planning as well as tactical measures used for growth, competitiveness and innovation.
Key stakeholders can take advantage of this knowledge and create a win-win situation
É com exclusividade que disponibilizamos para os associados da CoreNet Global Brasil e para os membros do grupo da CoreNet Global Brasil no linkedin o “Now Online: 2011 State-of-the-Industry Report”.
Building the innovation ecosystem in the bankMichal Turna
Innovating is the new ¨normal¨. Not introducing innovations into the customer experience wipes you out of the business. Banking segment is not the exception.
The presentation of Gints Turlajs: "Competitiveness - what it is, where is Latvia?" On national and enterprise competitveness, the situation of Latvia, Global Competitiveness Index, Innovation Union Scoreboard, Doing Business rating, policies to improve competitiveness.
Il Regional Competitiveness Index, Indice di Competitività Regionale, è stato sviluppato dalla Commissione Europea (sulla base del già sperimentato Global Competitiveness Index introdotto dal World Economic Forum) per misurare i punti di forza e debolezza di ogni singola regione della Unione Europea.
Financial Development Index And Global Competitiveness Index of the World Eco...Amir Jahangir
A presentation by Amir Jahangir on the Pakistan\'s performance on the Global Competitiveness Index and Financial Development Index of the World Economic Forum for 2012-2013
American Competitiveness Initiative:Leading the World in Innovation aci06-b...Luis Taveras EMBA, MS
By nearly every relevant metric, the U.S. leads the world in
science and technology. With only about five percent of the
world’s population, the U.S. employs nearly one-third of all
scientists and engineers and accounts for approximately one third of global R&D spending (U.S. R&D spending of over $300
billion is as much as the rest of the G-8 nations combined).
Michael E. Porter Presentation at Porter Prize 2014Dr. Amit Kapoor
Porter Prize is named after Michael E Porter who is Professor at Harvard Business School, living legend and father of modern strategy field. The central idea of the Porter Prize is to propel companies to compete on the basis of value creation, innovation and strategy.
Institute for Competitiveness, India is an independent, international initiative centered in India, dedicated to enlarging and disseminating the body of research and knowledge on competition and strategy, pioneered over the last 25 years by Professor M.E. Porter of the Institute for Strategy and Competitiveness, Harvard Business School (ISC, HBS), USA. Institute for Competitiveness, India works in affiliation with ISC, HBS, USA to offer academic & executive courses, conduct indigenous research and provide advisory services to corporate and Government within the country. The institute studies competition and its implications for company strategy; the competitiveness of nations, regions & cities; suggests and provides solutions for social problems, Institute for Competitiveness, India brings out India City Competitiveness Report, India State Competitiveness Report, India Economic Quarterly, Journal of Competitiveness and funds academic research in the area of strategy & competitiveness.
Professor Michael E Porter: Social Progress Imperative and Development Strate...socprog
On September 5, 2013, Social Progress Imperative Chair Professor Michael E. Porter of Harvard Business School introduced the Social Progress Index and discussed national competitiveness to a standing room-only crowd of over 1,200 in Asunción.
A syntesis from World Economic Forum Europe's Competitiveness Report, presented by Carl Bjorkman, Director, Head of government and international organizations relations, World Economic Forum and garagErasmus' Board member.
Science, Innovation and the Economy: UK Challenges and OpportunitiesTera Allas
Presentation for Government Economic Service seminar in July 2014 on the role of science and innovation in economic growth and the UK's respective strengths and weaknesses
Ukraine: National Export Strategy Consultation. Innovation - An International...Subhrendu Chatterji
Introductory presentation to Ukranian National Export Strategy consultation participants on concepts re developing an export-oriented national innovation system and policies.
Introductory presentation to Saint Lucia stakeholders for consultation on developing innovation strategy and action plan for National Trade Strategy on behalf of International Trade Centre (ITC)
Using Skills in Spain – Workshop with StakeholdersEduSkills OECD
This presentation was prepared for the Diagnostic Workshop with Stakeholders in Cuenca (November 24-25, 2014) in the context of the “Building an Effective Skills Strategy for Spain” project, a collaborative project of the OECD and the Government of Spain. The material was intended as input to the Diagnostic Workshop with Stakeholders and does not aim to provide a comprehensive assessment of Spain’s Skills System. It focuses on the Using Skills pillar of the OECD skills strategy.
The role of science, industrial and technology parksAntonio Sfiligoj
presented at UNIDO workshop "Fostering inclusive and sustainable local industrial development in Europe and Central Asia" Ljubljana Slovenija April 8 2014
This Working Paper was published by United Nations University Maastricht Economic and social Research Institute on Innovation and Technology (UNU-MERIT). It seeks to provide insights about the main characteristics of innovative firms and to gather new evidence with regard to the nature of the innovation process in the Latin American and Caribbean region. This Paper analyses data from a number of CARICOM countries.
Regions Charting New Directions: Metropolitan Business PlanningRWVentures
Delivered at the Winter meeting of the Mayor's Innovation Project, this presentation considers the questions that regions should answer in order to understand their unique opportunities for economic growth.
Similar to TCI 2014 Investing in Comparative Advantage (20)
TCI Latam Redes de clusters de Colombia y Mexico, el camino para la colaborac...TCI Network
Un conversatorio con Mónica Aimé Morales, directora de Red Cluster Colombia, y Manuel Montoya, presidente de la Red Nacional de Clusters de la Industria Automotriz de México (REDCAM), moderado por Rocío Prado, directora ejecutiva de Sintonía del Instituto de Competitividad y Colaboración UPAEP.
Los temas abordados fueron:
1. ¿Cuál es la importancia de una red de clusters?
2. ¿Qué trayectoria han tenido estas redes y qué impacto han tenido para sus clusters en México y Colombia?
3. ¿Cómo pueden colaborar los clusters de Latinoamérica a través de estas redes de clusters?
TCI/MOC Asian Chapter Summer Conference 2022: Mirjana Prica_The Australian fo...TCI Network
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: The Australian food and agribusiness story of resilience in the face of unprecedented disruption.
KEY SPEAKER: Mirjana Prica Managing Director at Food Innovation Australia Ltd (FIAL).
DATE: 1st July 2022
CHAPTER: Asia
TCI/MOC Asian Chapter Summer Conference 2022: Vincent Dugre 'Ecosystem Capaci...TCI Network
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: Ecosystem Capacity Building to Support Recovery and Resilience: Canadian Cases.
KEY SPEAKER: Vincent Dugré, Co-founder, Bivizio Inc.
DATE: 1st July 2022
CHAPTER: Asia
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC:
KEY SPEAKER: Christophe Guichard, Policy Officer for Cluster Internationalisation, European Commission, Brussels.
DATE: 1st July 2022
CHAPTER: Asia
TCI/MOC Asian Chapter Summer Conference 2022 'Tony Lin: Initiating Green and ...TCI Network
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: Initiating Green and Digital Transformation for SMEs: Strategies and Cases.
KEY SPEAKER: Tony Lin, Researcher, Industrial Technology Research Institute (ITRI), Taiwan, and Member Board of Directors, TCI Network.
DATE: 1st July 2022
CHAPTER: Asia
DATE: 1st July 2022
CHAPTER: Asia
TCI / MOC Asian Chapter Summer Conference 2022: Ken Charman 'Universities and...TCI Network
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: 2026 and the Future of Collaboration.
KEY SPEAKER: Professor Michael Enright, Northeastern University, Founder and Member Board of Advisors, TCI Network.
DATE: 1st July 2022
CHAPTER: Asia
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: Sustainable Upgrading Paths Towards Competitiveness: Cashmere Cluster of Mongolia.
KEY SPEAKER: Tsevelmaa Khyargas and Enkhtuul Sharavdemberel, National University of Mongolia.
DATE: 1st July 2022
CHAPTER: Asia
TCI/MOC Asian Chapter Summer Conference 'Shun Hsiang_Pre-certification of Aqu...TCI Network
DATE: 1st July 2022
GEOGRAPHICAL ZONE: Asia
EVENT: TCI Network Asia Conference 2022
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: Pre-certification of Aquaculture: Using Knowledge Graph to Simulate Feasibility of Certification.
KEY SPEAKER: Shun-Hsiang Chang, Research Manager, ITRI Taiwan.
TCI/MOC Asian Chapter Summer Conference: Erjan Akhmetov 'The impact of the Co...TCI Network
DATE: 1st July 2022
GEOGRAPHICAL ZONE: Asia
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: 2026 and the Future of Collaboration.
KEY SPEAKER: Professor Michael Enright, Northeastern University, Founder and Member Board of Advisors, TCI Network.
TCI/MOC Asian Chapter Summer Conference 2022: Janet Tan 'Production Service i...TCI Network
EVENT: TCI Network Asia Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: Production Service in Supply Chain: A business model incubated in Taiwan.
KEY SPEAKER: Janet Tan, San Jose State University, California, USA.
DATE: 1st July 2022
CHAPTER: Asia
TCI /MOC Asian Chapter Summer Conference 2022: Michael Enright '2026 and the ...TCI Network
EVENT: TCI /MOC Asian Chapter Summer Conference 2022.
ORGANIZERS: TCI Network, Microeconomics of Compettitiveness (MOC) from Harvard Business School, and Industrial Technology Research Institute (ITRI ).
TOPIC: 2026 and the Future of Collaboration.
KEY SPEAKER: Professor Michael Enright, Northeastern University, Founder and Member Board of Advisors, TCI Network.
DATE: 1st July 2022
CHAPTER: Asia
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
how to sell pi coins on Bitmart crypto exchangeDOT TECH
Yes. Pi network coins can be exchanged but not on bitmart exchange. Because pi network is still in the enclosed mainnet. The only way pioneers are able to trade pi coins is by reselling the pi coins to pi verified merchants.
A verified merchant is someone who buys pi network coins and resell it to exchanges looking forward to hold till mainnet launch.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the telegram contact of my personal pi merchant to trade with.
Tele-gram.
@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
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
how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the telegram id of my personal pi merchant who i trade pi with.
Tele gram: @Pi_vendor_247
#pi #sell #nigeria #pinetwork #picoins #sellpi #Nigerian #tradepi #pinetworkcoins #sellmypi
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
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
where can I find a legit pi merchant onlineDOT TECH
Yes. This is very easy what you need is a recommendation from someone who has successfully traded pi coins before with a merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi network coins and resell them to Investors looking forward to hold thousands of pi coins before the open mainnet.
I will leave the telegram contact of my personal pi merchant to trade with
@Pi_vendor_247
1. Investing in Comparative Advantage
Scott Stern
Role of Innovation & Entrepreneurship in Competitiveness and
Regional Economic Performance
12 November 2014
4. Some leading thinkers such a Richard Florida seem to
imply that regions are engaged in a war for talent and
the creative class to be the “next” Silicon Valley
4
6. “…we don’t want 50
Silicon Valleys; we want 50
different variations of
Silicon Valley, all unique
from each other and all
focusing on different
domains.”
Marc Andreesen, 2014
6
7. If we are not trying
to become the
“next” Silicon
Valley, what are we
trying to become?
What is the relationship
between cluster-led
economic development
How can we leverage
innovation-driven
entrepreneurship within
clusters to accelerate
economic performance and
social progress?
and a focus on
innovation-driven
entrepreneurship?
8. How can we invest in our
entrepreneurial comparative
advantage?
9. • Innovation-Driven Entrepreneurial Ecosystems
• IDE Ecosystems and Regional Economic Strategy
• Investing in Entrepreneurial Comparative Advantage
13. 13
Innovative Capacity & Entrepreneurial
Capacity Are Distinct Regional Assets
E-Capacity
Ability to start and build new to
the world businesses from
inception to maturity.
Strong I-Cap:
Universities, Central R&D,
Network of researchers,
Medical Centers
Strong E-Cap:
Entrepreneurs, Mentors,
Founding Teams
Investors at all stages
I-Capacity
Ability to develop new to the
world innovations from inception
through to the market.
14. Innovation and Entrepreneurship are Related but Different
14
Patent Application vs. New Firm Formation
Top 30 GDP per capita countries, 2011
Singapore
Norway
Switzerland
Hong Kong
United States
Netherlands
Ireland
Austria
Denmark
Sweden
Australia
Germany
Canada
Belgium
Finland
Iceland
France
United Kingdom
Japan
Italy
Spain
New Zealand
Israel
Korea
Czech Republic
Slovakia
3 4 5 6 7 8 9
-1 0 1 2 3
Log New Firm Formation per 1000 people
Data source: World Bank
15. 15
Innovative Capacity and Entrepreneurial Capacity
Reflect Distinct Investments, Policy and Norms
I-Capacity
PERFORMANCE
PEOPLE
FUNDING
INFRASTRUCTURE
POLICY
CULTURE &
COMMUNITY
DEMAND
Entrepreneurship output (new firms & growth)
Pool of entrepreneurs
Quality of entrepreneurial education
Accessibility of entrepreneurial capital
(government, private, equity, debt, grants)
Physical infrastructure (space, transportation)
Availability of key services (internet, training)
Clear rules on new business creation
Clear rules on business operations and growth
Culture of entrepreneurialism and failure
Societal support, ties and recognition
Government, corporate and consumer demand for
new products and services
Innovation output (patents and papers)
Pool of innovators
Education in tech and ommercialization
Funding for research
Government programs
Physical infrastructure
Example: hi speed internet
Clear rules around patents
Clear support for STEM education
Celebration of invention and innovation
-Rewards to innovation – tenure process
Nature of established companies in region
E-Capacity
17. Not simply a matter of variation in the level of realized
innovation performance…
17
Average U.S. patents per 1 million
population, 2006-2008
300
250
200
150
100
50
0
–Germany
–Canada
–Norway
–Hong Kong
-10% -5% 0% 5% 10% 15% 20% 25% 30%
–Source: USPTO (2008), EIU (2008)
CAGR of US-registered patents, 1998 to 2008
–Belgium
–Netherlands
–Taiwan
–India
–France
–Israel
–Spain
–Sweden
–Finland
–China
–United States
–Denmark –Singapore
–Italy
–Australia
–Switzerland
–UK
–South Korea
10,000 patents =
–Austria
–South Africa
–Japan
18. 18
Innovative Capacity Reflects the Distinct Investments,
Resources, Institutions and Policies of a Region
I-Capacity
PERFORMANCE
PEOPLE
FUNDING
INFRASTRUCTURE
POLICY
CULTURE &
COMMUNITY
DEMAND
Innovation output (patents and papers)
Pool of innovators
Education in tech and ommercialization
Funding for research
Government programs
Physical infrastructure
Example: hi speed internet
Clear rules around patents
Clear support for STEM education
Celebration of invention and innovation
-Rewards to innovation – tenure process
Nature of established companies in region
21. Taiwanese Innovation Leadership Reflects Significant
Investment Over Time in People and Resources
21
Researchers /1,000
Employees
14.0
12.0
10.0
8.0
6.0
4.0
2.0
0.0
2000 2001 2002 2003 2004 2005 2006 2007
OECD
average,
2006
Source: National Science Council, R.O.C., Indicators of Science and Technology, Taiwan, 2008; OECD Science, Technology, and Industry Scoreboard 2009.
22. As well as systematic long-term investment in institutions
supporting world-class innovation
22
23. Innovative Capacity Indices that weight framework conditions rather than
outputs are now a common benchmarking tool for nations and countries
(Porter and Stern, 1998)
23
230
180
130
80
30
-20
Figure 3-2 The Innovation Index for Selected Countries
Australia
Denmark
France
Germany
Italy
Japan
Ireland
S Korea
Sweden
Switzerland
UK
USA
24. The REAP IDE Ecosystem Framework
24
I-Cap Linkages E-Cap
IDE Framework
Globally impactful
innovation is
grounded in strong
innovative capacity
26. While the entrepreneurship rate (# of registered businesses / cap)
tends to increase with GDP/cap, this rate is highly variable, even for
countries at similar stages of economic development
26
New Firm Formation Versus GDP per Capita
Singapore
New Zealand
Australia
United Kingdom
United States
Norway
Iceland
Sweden
Denmark
Netherlands
Switzerland
Ireland
France
Belgium
Finland
Latvia
Bulgaria
Hungary
Czech Republic
CGaenramdaany
Austria
Israel
Spain
Italy
Korea
Japan
South Africa
Macedonia
Chile
Slovakia
Russian Federation
Romania
Uruguay
CMroaalatiyasia
Georgia
Brazil
CSoelrobmiabia
Jordan
Tunisia
ZKayrmgbysiatan
TBaajnikgislatadnesh
Armenia
Argentina
Jamaica
Indonesia
Turkey
Ukraine
GSurai tLeamnaklaa
AMzeexribcoaijan
ATlhgaeirlaiand
PInPadkhiiiaslitpapnines
10 15
0 5
0 20000 40000 60000 80000 100000
GDP Per Capita, PPP Adjusted
Data source: World Bank
World Bank, 2011
27. 27
Similar to Innovative Capacity, Entrepreneurial Capacity
Reflects Distinct Investments, Policy and Norms
E-Capacity
PERFORMANCE
PEOPLE
FUNDING
INFRASTRUCTURE
POLICY
CULTURE &
COMMUNITY
DEMAND
Entrepreneurship output (new firms & growth)
Pool of entrepreneurs
Quality of entrepreneurial education
Accessibility of entrepreneurial capital
(government, private, equity, debt, grants)
Physical infrastructure (space, transportation)
Availability of key services (internet, training)
Clear rules on new business creation
Clear rules on business operations and growth
Culture of entrepreneurialism and failure
Societal support, ties and recognition
Government, corporate and consumer demand for
new products and services
28. Significant evidence that variation across countries due to the
ease of “Doing Business” and “Starting Business”
28
Country
Ease of Doing
Business Rank
Singapore 1
New Zealand 2
Hong Kong SAR,
China 3
Denmark 4
Korea, Rep. 5
Norway 6
United States 7
United Kingdom 8
Finland 9
Australia 10
Country
Starting a
Business Rank
New Zealand 1
Canada 2
Macedonia, FYR 3
Armenia 4
Georgia 5
Singapore 6
Australia 7
Hong Kong SAR, China 8
… …
Norway 22
Drawn from World Bank Doing Business Indicators
29. Murray, Moon and Stern (2014) documents the distinct and
separable roles of entrepreneurial resources (people, $),
entrepreneurial policy (Doing Business, etc), economic
development, and cluster strength
29
Assessing Country-Level Entrepreneurial Capacity
Dep Var = Number of New Businesses (1)
Entrepreneurial Resources
0.506*
(0.243)
Entrepreneurial Environment
0.524*
(0.158)
VARIOUS CONTROLS
R-Squared 0.724
30. From Entrepreneurial Quantity to Entrepreneurial Quality
• As part of the MIT Regional Entrepreneurship Acceleration
Program, the need for a step change to measure the quality of
start-ups within a region, on a real-time basis and at an
arbitrary level of generality
• We combine “big data” (using comprehensive business
registration records) with a predictive algorithm that assesses
the likelihood of a meaningful growth outcome (e.g., IPO or high-value
acquisition) based on observables available at the time of
incorporation (e.g., firm name, patents and copyrights, etc)
• Allows for a novel characterization of start-ups within clusters,
and allows for granular evaluation of IDE ecosystems
Source: Guzman and Stern, 2014, “Where is Silicon Valley?” Working Paper 30
31. Where is Silicon Valley?
Using complete CA business registration records, and novel algorithm to predict start-up
success, Guzman and Stern (2014) develop a nowcasting algorithm for Silicon Valley
32. While per capita start-up quantity is similar in Los Angeles, a much lower
level of entrepreneurial quality than the heart of Silicon Valley
33. The REAP IDE Ecosystem Framework
33
I-Cap Linkages E-Cap
IDE Framework
Globally impactful
innovation is
grounded in strong
innovative capacity
With enhanced conceptual and
empirical clarity, a close
connection between
entrepreneurial outcomes and
entrepreneurial capacity.
34. The third pillar of the IDE Ecosystem is the role of
clusters that enhance opportunities for innovation
and entrepreneurship and define the
entrepreneurial comparative advantage of regions
I-Cap E-Cap
34
35. Clusters Are Everywhere
A cluster is a regional concentration of
related industries connected through
various types of linkages and spillovers
and supporting institutions
35
Motion Pictures – LA Semiconductors - Taiwan
Fashion & Textiles -
Milan
Video Games -
Finland
36. Do Clusters Matter?
• Cluster theory suggests agglomeration arises
across related economic units (Porter, 1990,
1998, 2003)
• Our Approach: If clusters matter, then the growth of an
industry in a region will be increasing in the strength of the
regional cluster within which that industry operates
• Cluster-driven agglomeration could arise in
different channels:
– Across related industries Within a Cluster,
– Across Related Clusters
– Across the Same Cluster in Neighboring Regions
36
38. INDUSTRY SPECIALIZATION
Low High
CLUSTER
SPECIALIZATION
Strength of Regional
Clusters (presence of
related industries)
Low +13% 0%
High +20% +1%
Note: Average Region-Industry Annualized Employment Growth over 1990-2005. Region (EA) and Industry (4-digit SIC).
N=55083. Cluster specialization variable is measured by Location Quotient. High means above the median of the variables.
38
Clusters and Jobs
• Industries within stronger clusters are associated with higher levels of job growth from
the early 1990s to the mid-2000s
• We test the role of clusters by estimating region-industry employment growth over
1990-2005 as a function of the initial Industry Specialization and Cluster Specialization
(outside the industry) in a region, and a set of region and industry fixed effects
39. Clusters and the IDE Ecosystem
– Industries that are part of a strong cluster environment register
• higher level, growth and sustainability of start-up activity
• higher level and impact of innovation
Level and Impact of Innovation
Level, Growth,
and Surivability of Start-ups
CLUSTER
ENVIRONMENT
Within a Cluster
Related Clusters
Neighboring Clusters
Source: Delgado/Porter/Stern, Clusters and Entrepreneurship, Journal of Economic Geography, 2010
39
40. Clusters Matter
• Positive effects of clusters on various facets of regional
industry and regional performance
– No measured trade-offs across multiple performance
dimensions
• Clusters matter at multiples levels of geography
• Clusters faciliate related economic diversification in
regions
40
42. The REAP IDE Ecosystem Framework
42
I-Cap Linkages E-Cap
IDE Framework
Globally impactful
innovation is
grounded in strong
innovative capacity
With enhanced conceptual
clarity, a close connection
between entrepreneurial
outcomes and entrepreneurial
capacity.
Clusters are the fulcrum around which a region realizes the potential from its
innovative and entrepreneurial capacity. Clusters shape the potential to develop
and commercialize new technology and scale new businesses for global impact.
43. Innovation-Driven Entrepreneurship and a New
Economic Strategy for the High North
• Clusters and Innovation-Driven Entrepreneurial Ecosystems
• IDE Ecosystems and Regional Economic Strategy
• Towards an IDE-Driven Economic Strategy for the High North
44. What role does regional
strategy and stakeholder
engagement play in shaping
the growth and evolution of
your IDE Ecosystem?
45. Regional Economic Development: Prevailing Approaches
“Open for
Business”
Improve the
general
business
environment
“The Next Big
Thing”
Enter new high
tech/ high
growth
industries
“Big Game
Hunting”
Compete
aggressively for
plants and new
investments
• Attempt to match
peers’ policies
• Long lists of
areas to improve
but limited
progress
• Table stakes
“Build it and
They Will
Come”
Invest in large
infrastructure/
industrial zone
projects
• Zero Sum
• “Winner’s curse”
• High cost, low
return unless
underlying
weaknesses
addressed
• Neglects existing
base
• Many competing
for the same
industries – e.g.
biotech, ‘creative
class’
• Very few regions
have the assets
to succeed in
them
• Rarely offer
advantage versus
other regions
• Generic
infrastructure will
not offset skill
gaps, weaknesses,
absence of related
businesses
46. A Move Towards Regional Economic Strategy
Regional Value Proposition
What is the distinctive competitive position of a
geographic area given its location, legacy, existing and
potential strengths?
Develop Unique Strengths
What do we do that is different or that
provides sustainable competitiveness in
international markets?
Achieve and Maintain Parity with Peers
What weaknesses must be addressed to
remove key constraints and achieve parity
with peer locations?
47. A Regional Economic Strategy is Not Just
“Good Policy”
Policy Improvement
• Implementing best practice in
each policy area
• A huge number of policy areas
matter
• No region should try to make
progress in all areas
simultaneously
• Often divorced from private
sector concerns
Regional Economic
Strategy
• A prioritized agenda to create a
unique position, based on its
particular circumstances
• Collaborative effort of across
stakeholders
• Leveraging regional strengths
through innovation and
entrepreneurship
48. This means making hard choices…
About what to do and what NOT
to do!
49. The Regional Strategy Frontier
Your Region’s
Foundational
Competitiveness
HIGH LOW
Your Region’s Cost Structure
HIGH
LOW
Inside Productivity Frontier
Possible to Improve through
Isolated Policy Improvement
Or Simply Cost Reduction
At the Frontier
Seeking to Achieve the Frontier
And Improve Foundational
Competitiveness
50. Traditional Economic Policy: Competing Through
Devaluation
Your Region’s
Foundational
Competitiveness
HIGH LOW
Your Region’s Cost Structure
HIGH
LOW
51.
52. Traditional Economic Policy:
The Washington Consensus
Your Region’s
Foundational
Competitiveness
HIGH LOW
Your Region’s Cost Structure
HIGH
LOW
53.
54. An IDE Ecosystem Strategy
Your Region’s
Foundational
Competitiveness
HIGH LOW
Your Region’s Cost Structure
HIGH
LOW
Innovation-Based
Entrepreneurship
Accelerates the
Ability to Reach a
New Frontier
Innovation Shifts
Out
the Regional
Strategy Frontier
55. Your Region’s
Foundational
Competitiveness
HIGH LOW
Your Region’s Cost Structure
HIGH
LOW
Clusters & Linkages
Allow Regions to
Focus / Prioritize
Innovation and
Entrepreneurhsip on
their Comparative
Advantage to
An IDE Ecosystem Strategy
58. IDE Ecosystem Strategy
REGIONAL OBJECTIVE
• What does the region want to
accomplish?
• Why is IDE crucial?
REGIONAL CAPABILITIES
• What are our iCap & eCap levels?
Key clusters? Ecosystem linkages?
• Who is responsible for building
missing components?
REGIONAL SCOPE
• What are the regional priorities?
• How do we prioritize innovators and
entrepreneurs?
• On which cluster do we focus? (Do
not “pick winners”)
REGIONAL POSITIONING
• How will upgrading IDE ecosystem
impact international
competitiveness?
• How can an IDE-based, regional
identity be established?
60. Strategy and Entrepreneurial Comparative Advantage
• IDE Ecosystem-led growth is different from traditional economic
development approaches
• Rather than competing directly with other regions for resources
and markets, entrepreneurial comparative advantage leverages
those factors that make your region unique and distinct
• There are several potential areas to leverage
– Unique clusters and economic structure
– Distinctive elements of innovative and entrepreneurial capacity
– Rich social networks and ties both within the region and to other
regions
– Advantageous programs and policies
• When each region leverages its unique elements in raising their
competitiveness, that provides a rationale for increased trade and
exchange among regions, thus upgrading all regions in the process
61. Your IDE Ecosystem Strategy is…
Investing in Your Entrepreneurial
Comparative Advantage
65. NEW ZEALAND
Wynyard Quarter Innovation Precinct
REAP Goal: developing New Zealand into the innovation hub of the Asia-
Pacific rim.
“The innovation precinct will be an
ICT and digital media hub that brings
together innovative entrepreneurs
and multi-national companies, as well
as research and development-intensive
organizations.“ ATEED
Auckland
It will provide the focus, resources, connections and opportunities to launch successful IDE enterprises for
success on the global stage.
New Zealand REAP is committed to the Maori spirit of Kotahitanga: being highly collaborative and being
highly transparent and therefore works closely with government agencies to achieve their goals.
66. Some Parting Thoughts
• Rather than focusing on a “race” over a scarce
resource (the creative class, individual plants,
domination of the “next big thing”), regions need to
invest in their comparative advantage
• Regional strategy involves prioritizing those areas of
economic development that simultaneously leverage
their current relative strengths while offering rich
opportunities for innovation and entrepreneurship.
• Not simply aspirational, stakeholder engagement that
begins with a clear-eyed assessment of the strengths
and weaknesses of the IDE ecosystem can serve to
catalyze collective action around a set of shared
regional priorities and serve as the basis for
sustainable IDE Ecosystem Acceleration.
67. Let’s get started!!
Thank you!!
67 #MITREAP
sstern@mit.edu
www.scott-stern.com