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How to Aim High Conclusions for entrepreneurs and policy makers Conclusions for entrepreneurs how to run with the best Conclusions for policy makers how to support high-impact entrepreneurs Methodology Data Tables for Life cycle Phases and Industry Groups 7813 13
Former winners and finalists include the founders of Chobani, Gopro and Linkedin. In 2013, the 51 Entrepreneur Of The Year country winners had combined annual revenues exceeding US$32B.
Just over 20 years ago, the internet was emerging and the world did not include Amazon (founded in July 1994), Facebook, Google or Linkedin.
Yet these companies are now multi-billion dollar organizations that have created significant economic wealth, provide thousands of jobs
In this report, we are able to draw for the first time on a private data set generously provided by the EY Entrepreneur of the Year contest.
In this stage, profitability often takes a back seat particularly so for Frontier companies that display a classic J-curve of operating losses in their first few years.
adding to an already impressive body in the field by other institutions from a unique data set.
In recent times, companies like ebay, Kayak, Google or Facebook have changed the way we shop,
And in the past, companies like Microsoft, Apple or Intel have reshaped profoundly whole industries and their ecosystems even shortly after their founding.
we also had a unique opportunity to analyze for the first time a data set generously made available by our partner EY.
The group of entrepreneurs in this sample was judged by a panel of highly acclaimed business leaders, using the criteria of entrepreneurial spirit, innovation, personal integrity, financial performance, future plans and strategic direction, employee retention and employment practices, market impact, community impact
Past winners of the award include Scott Mcnealy of Sun microsystems (1987), Michael Dell of Dell computer (1989), Herb Kelleher of Southwest Airlines Corporation (1990), Howard Schultz of Starbucks
(1991), Jeff Bezos of Amazon com (1997), Sergey Brin and Larry page of Google (2003), Reid Hoffman and Jeff Weiner of Linkedin (2011) and Hamdi Ulukaya of Chobani (2012.
The data analyzed in this report stem from the most recent survey of program participants along both quantitative and qualitative metrics.
yields to a slightly lower Roa but arguably the future outlook from those higher growth rates will be worth the short-term sacrifice.
Google is a good example of this In 1998, Sergey Brin and Larry page launched the company with a mission to organize a seemingly infinite and unstructured amount of information on the web.
In only 15 years, Google has grown to over $50bn in annual revenue and has been instrumental in delivering improvements that provide radically better access to information for both consumers and other businesses.
High-impact entrepreneurs find new sources of clean energy, create consumer products (food/beverage, apparel) or develop mobile applications to enhance the way consumers communicate
and distribution models that lead to lower costs for consumers Amazon com being a prime example of this.
The recent effect of Facebook's IPO on both the local San francisco bay Area economy as well as tax revenues is a good example.
ebay) also allow wealth creation among their users through the creation of marketplaces that had until then been nonexistent or highly inefficient.
While a company like Facebook has changed clearly the way we communicate and share stories with each other (a customer benefit),
and has made them a core principle of their operating model. High-impact Entrepreneurs Who Transform Industries 11 Magic johnson:
a power player and well-connected partner that has invested millions in AMC movie theaters, Starbucks coffee shops, private real estate funds, websites and magazines.
By democratizing and distributing the codification of encyclopedic knowledge through Wikipedia, its efforts have not only disrupted an incumbent industry,
IBM or Apple) and those that fizzle out after having achieved dominance in one category (e g.,
, DEC or Silicon graphics. In presenting those life stages, we are of course keenly aware that no single approach will fit all companies
As an example, Facebook reported positive cash flow in 2009 for the first time, more than five years after the company was founded.
but data availability gave no other choice. In order to make this explicit, we chose a human analogy to describe the different life stages,
and Reinvent Adult Fig. 3. 2. Life stage descriptions for Eoy data set Fig. 3. 3 Number of EOY Contest Companies by Sectors
Retail and Consumer Products Financial services Media, Arts and Entertainment Automotive Telecommunications social enterprise/nonprofit Transportation Marketing and communications Distribution and Manufacturing Real estate and Construction Biotech/Med
a technology company (its core is a realtime GPS location-based matching and pricing engine),
This was done via a clustering methodology of which details can be found in the Appendix. The results in Fig 3. 5 show distinct outcomes for each group, that can be used (with caution as per all the constraints described previously) by entrepreneurs
Telecommunications 3-5 6-8 9-14 15-33 Traditional Agriculture; Automotive; Distribution and Manufacturing;
Painting by Numbers Insights from the World Entrepreneur of the Year contestants This chapter will delve into the rich detail of the Eoy data set,
Information technology 7. 9 S&p500: Telecommunication Services 5. 4 Russell 2000: Information technology 0. 7 Russell 2000:
Telecommunication Services 3. 5 Traditional 47 (17.8) S&p500: Consumer discretionary 10.0 S&p500: Consumer staples 11.1 S&p500:
Materials 6. 3 S&p500: Utilities 3. 4 Russell 2000: Consumer discretionary 6. 1 Russell 2000:
Consumer staples 7. 2 Russell 2000: Materials 3. 4 Russell 2000: Utilities 3. 1 Services 35 (20.9) S&p500:
Median Return on Assets data for Entrepreneur Of The Year participant companies Fig. 4. 3. Marginal 2-year job creation rates for Eoy sample and the US economy
While we lack the data for a proper longitudinal study of those firms (or a wider set of companies to corroborate our findings beyond the Eoy universe),
and securing core customer relationships remains the main channel for impact. An often-overlooked avenue here is to partner with larger firms or incumbents,
Working capital management is a core focus for future investment. Expectation for private equity/VC to drive capital for future expansion Focus on domestic markets in current operations Similar to Young companies,
Partnering with a larger partner-riding the Youtube wave At its start, Gopro was primarily a wrist camera for surfers.
Youtube changed the equation, with video quality replacing photo quality as the primary driver of buyer decisions.
Youtube has become a powerful marketing channel, turning Gopro into one of the most engaged brands in social media, according to Inc,
Gopro's passionate fan base of 5 million customers has racked up 235 million views on the Gopro Network on Youtube.
Gopro's popularity on Youtube also confirms that the company is selling more than just cameras;
this is clearly an instance where the quantitative data show only part of the story, with a significant missing part in the qualitative factors of business strategy,
With only 5 and 7 companies in the Traditional and Services categories, respectively, it is hard to draw strong conclusions from data that shows a much higher sales effectiveness (sales/assets) for Traditional highimpact enterprises,
For Traditional companies, it seems that the peer group's operational metrics are already par for course and the winners'differentiation lies outside the quantitative data.
They'll be custom-made by in-store computers, cutting back on transportation. This has huge ramifications relating to the future of our business,
and companies like Google try to foster this, as well as a strong outreach through captive venture capital arms (while Google's efforts look very promising,
the latter have seen mixed fortunes in the last decade. Another tested approach (though not without its difficulties) is to create separate break out teams inside the organization that
it is clear that the differentiation must come from variables outside the quantitative data and operational metrics
Where the Eoy data can add some intriguing insight however, is on the topic of job creation.
Marginal job creation 34 The Bold Ones High-impact Entrepreneurs Who Transform Industries 35 After an extensive analysis of a data set containing some of the most impressive entrepreneurs
the quantitative data are only part of the story every company is different, and often the key for success lies in the qualitative inputs.
and Purpose cofounder David Madden among the Top 10 People Who Are Changing the World of the Internet and Politics.
and is currently an adjunct professor at Brandeis University's International Business school. 40 The Bold Ones High-impact Entrepreneurs Who Transform Industries 41 This report draws on data from the participants of the EY 2013
We then eliminated incomplete data entries (a total of 22) and age outliers (a total of 44),
adult) were determined by a process of cluster analysis across the metrics outlined in the report (Roa, sales/assets, EBITDA/sales) while also taking into account headcount and absolute revenue.
Since the data in the survey for this report only cover a two-year period, this report follows the OECD's definition,
13 Telecommunications 13 Traditional industries Retail and Consumer Products 73 Distribution and Manufacturing 72 Real estate and Construction 34 Oil and Gas,
Sector breakdown of industry groups High-impact Entrepreneurs Who Transform Industries 43 Data Tables for Lifecycle Phases
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Multiple data sources indicate that European conditions are far from ideal for entrepreneurs and fast-growing companies
putting at risk its outlook for productivity, growth, human capital development and job creation. This report, part of the World Economic Forum's Fostering Innovation-driven Entrepreneurship in Europe project, examines
In addition to extensive inputs from the Forum's Members, Global Shapers, Young Global Leaders, Network of Global Agenda Councils and leading policy-makers across Europe, the findings in the report have benefitted from data gathered from over 60 structured interviews
A more transparent, inclusive and Europe-wide database and network of initiatives would greatly assist in promoting innovation-driven entrepreneurship. 6 Enhancing Europe's Competitiveness Partner:
the Forum partnered with Research+Data Insights, Junior Achievement-Young Enterprise (JAYE) Europe, and the European Confederation of Young Entrepreneurs (YES) to survey a broad range of Europeans with experience
with additional responses coming from comparison regions such as North america (see Figure 5). Influenced by social media-driven outreach
Three core factors to foster entrepreneurial culture The decision to become an entrepreneur or join an innovative entrepreneurial venture is complex. 13 This analysis focuses on three categories of individual factors that were highlighted in interviews and workshops:
The skills (such as business intelligence and the capability for idea building) to start or join an entrepreneurial business and turn inspiration into reality.
and has charted 500 million downloads. Impact Attitude Perceived reward/status of entrepreneurship Perceived risk Personality type Determination 1 Skills Markets/business intelligence Management skills Social skills Creativity
Idea/concept building 2 Cultural framework Family Friends Peer entrepreneurs Role models, mentors 3 4 Regulatory framework 5 Market framework 6
and operate a business is an important complement to the attitude of risktaking and perseverance that successful entrepreneurs display.
Le Web and Pioneers are leading international conferences gathering entrepreneurs and talent, promoting entrepreneurship by providing access to broad and dynamic networks
while working within a large organization) in consulting SMES in innovation management based on an extensive European benchmarking database.
with a focus on tech start-ups. 29 The European Digital Forum is a first-of-its kind think tank dedicated to empowering tech entrepreneurs and growing Europe's digital economy..
while data is hard to come by, in recent years the European venture capital segment has seen a number of notable successes such as Supercell and Spotify.
Many European venture capital experts say the sector is stronger than the long-term data indicate. Today
In software, you find Criteo, Unity and Openx. Since Skype, the speed at which Europe is generating billion-euro companies has been dramatically increasing.
Matthias Ummenhofer, Head, Venture capital, European Investment Fund Figure 13: New Venture Funds Raised in Europe by Investors,
Increased demand for collateral after the economic crisis restricts access to bank loans for entrepreneurs The European Small Business Finance Outlook 2013
A recent study by Telefonica indicates that over the past five years, the number of incubators and accelerators has increased at an annual rate of 29%to an overall number of 260 start-up programmes in Europe,
Salido, Sabás and Freixas (2013), The Accelerator and Incubator Ecosystem in Europe, Telefonica. Creating and aligning partnerships between companies,
Antony Jenkins, Chief executive officer, Barclays Microsoft is actively working to provide opportunities for European SMES and start-ups by providing access to digital tools,
Chairman, Europe, Microsoft Corporation Benefit for large corporates Benefit for entrepreneurs Risk to one or both partners Company shares in high-potential entrepreneurial ventures Access
I Foster a collaborative culture and organization Steer and monitor degree of openness Attract partners Develop brand for mutually beneficial collaborations Make systematic use of networks to create awareness for own offerings
considering their capacity to manage collaborations without compromising their core fields of work. Developing culture and organization Fostering a collaborative culture and organization Both a soft cultural and a hard organizational component need to be considered:
Phonebloks/Motorola: 56 Phonebloks'aim is to develop a modular cellular phone to provide the opportunity to change, for example,
the camera or the memory card without having to change the entire phone. The approach was made open-source,
and for the entire world; Phonebloks has more than 960,000 supporters. Motorola committed to open up its corporate R&d,
using a platform for exchange with the Phonebloks community. To retain independence, Phonebloks is financed by donations.
Motorola will provide a developer's kit to allow the community to contribute to product development.
Miles Kirby, Managing director of Qualcomm Ventures, responsible for investments in Western and Eastern europe To systematically foster collaboration between large companies and entrepreneurs we have to start with specific topics e g. 3d printing around
Young Global Leader Building a database and evaluating data with a clearly defined process Google Ventures uses algorithms with data from academic literature or from due diligences.
Jorge Fernandes, Vice-president, Innovation Program Office, DSM Telefonica Wayra is an accelerator programme with a strong brand and a global approach.
Managing director, Global Affairs and New Ventures, Telefonica; Young Global Leader Getting to a draft contract needs to be a question of days,
61 ABB delivers multi-standard 50 kw fast chargers for electric vehicles and industry-leading software solutions for remote servicing.
The growth outlook and ambitiousness of enterprises is expressed by entrepreneurs'expectations concerning the increase in employee numbers as well as their ambitions on the international market.
Innovation policies are at the core of this process. The government support system for enterprises is easy and simple to use,
The internet generally is a platform that has reduced massively barriers to being an entrepreneur. Governments that have worked to spread broadband,
keep the internet open and introduce net neutrality can take a good deal of the credit for that.
The Schengen agreement and the internet both help; poor links between universities and the labour market don't help.
Among the innovation-driven economies in the EU-28, The netherlands is the most entrepreneurial economy in terms of new and nascent entrepreneurship according to the Global Entrepreneurship Monitor.
Developing a transparent, inclusive, Europe-wide database and network of initiatives for entrepreneurship Partner: Developing entrepreneurship initiatives that achieve both scale
and regions. 64 This section presents an overview of the core ideas within the focus,
Europe-wide database and network of initiatives for entrepreneurship Establishing a visible, inclusive network of public and private initiatives is considered to be somewhat important or very important by 89%of survey participants (Figure 23).
One important aspect of such a network would be a layer of data, not only on the initiatives themselves,
and outlook required to become a serial entrepreneur. Among Europeans, 45%have thought never of starting a business;
The best way of doing this is to align on a standard format to systematically publish search fields online to boost the development of platforms that can draw on the data.
and on identifying avenues for consensus with external partners on the protection of personal data? Indeed, if Europe's history can be of any value here,
Efforts to share governmentowned data intelligently can also help in this respect: the strategy initiated in countries like the United kingdom around datagov (in
which central and local governments offer access to their data on traffic, criminality or available services, for example) and opengov (in
and feedback on policies) have played a positive role in allowing ordinary citizens to regain ownership of their data,
The examples of what other countries (such as Singapore) are doing in new areas such as Big data
and a change of outlook among the top management. What might these changes look like over the next 20-30 years?
and economic opportunity interact with shifts such as cloud computing, social networking, the internet of things, synthetic biology, the makers movement and advanced manufacturing.
as the value web continues to displace linear value chains of merely one-directional value and money flows.
Fostering Innovation-driven Entrepreneurship in Europe 55 Conclusion Over the course of 2013 and 2014, the Forum's Fostering Innovation-driven Entrepreneurship in Europe project has drawn on survey data, structured interviews,
please email europeentrepreneurship@weforum. org. 56 Enhancing Europe's Competitiveness Endnotes 1. The entrepreneurial life cycle is defined here as including the factors influencing an individual to turn an idea into economic activity or join a start-up as an employee,
7. See Eurostat database. 8. Note: Slovakia is not part of the analysis because as of 2010 (and therefore during the assessed time interval) it has applied a new statistical methodology;
See Silicon valley Bank (2013), Start-up outlook report. 13. For a general and extensive assessment on entrepreneurs and business-building, see Tjan, Harrington and Hsieh (2012), Heart, Smarts, Guts, and Luck:
GEM Consortium (2013), Global Entrepreneurship Monitor. 15. Diedrichs, E. 2013), Do SMES lose their appetite for innovation during the economic crisis?
Blog on Innovationmanagement. se. 16. Stam, E. et al. 2012), Ambitious Entrepreneurship A Review of the academic literature and new directions for public policy, Report for the Advisory Council for Science and Technology Policy (AWT) and the Flemish Council for Science
European commission (2012), Entrepreneurship in the EU and beyond, Flash Barometer 354, http://ec. europa. eu/public opinion/flash/fl 354 en. pdf. 20. http://www. mentorsme. co
however, require stronger early seed-stage funding as pointed out in Salido, Sabás and Freixas (2013), The Accelerator and Incubator Ecosystem in Europe, Telefonica, p. 2. 41.
Central and Eastern europe (no EVCA data available on Turkey: Bulgaria, Croatia, Czech republic, Estonia, Hungary, Latvia, Lithuania, Macedonia, Moldova, Poland, Romania, Slovakia, Slovenia;
See the policy recommendations of the recent report Salido, Sabás and Freixas (2013), The Accelerator and Incubator Ecosystem in Europe, Telefonica. 43.
New york times (2013), Google Ventures Stresses the Science of the Deal, not the Art of the Deal. 61.
European commission (2012), Flash Eurobarometer 354: Entrepreneurship in the EU and beyond. 66. Foster, G. et al.
Global Information technology Report 2013, Global Innovation Index 2013, Global Talent Competitiveness Index 2013.58 Enhancing Europe's Competitiveness Further Reading In recent years,
which provide insights on two core questions: 1) What do entrepreneurs perceive to be the difference between entrepreneurial ecosystems around the globe in terms of the availability of the various pillars that make up an ecosystem?
PDF Foundation for Entrepreneurship Young Enterprise Denmark (2013), Impact of Entrepreneurship Education in Denmark 2013 INSEAD, World Economic Forum (2013), The Global Information technology Report
-YE Europe Alumni Research+Data Insights, a Hill+Knowlton Strategies company David Iannelli, President Amber Ott, Senior Account Supervisor YES Dimitris Tsigos, President
Manager, International R&d Management, Laundry and Home Care The Lisbon Council Ann Mettler, Executive director Microsoft Jan Muehlfeit, Chairman, Microsoft Europe Royal DSM
Center Telefonica José María Álvarez-Pallete López, Chief operating officer Javier Santiso, Director, Innovation Funds, Venture and Growth Capital 60 Enhancing Europe's Competitiveness The World
Technology Pioneer Klaus Matzka, Partner, Pioneers Festival, Austria Frédéric Michel, Global Director of Public Engagement, Telefonica, Spain Jean-Yves Naouri, Chief operating officer
for Universities and Science of the United kingdom Karen E. Wilson, Senior Fellow, Bruegel and OECD, Switzerland Björn Woltermann, Vice-president, Emerging Technologies, Deutsche telekom, Germany Werner Wutscher
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and Clément Gignac, Senior vice-president and Chief Economist, Industrial Alliance Insurance and Financial services, Canada as well as Council member Orlando Ayala, Chairman of Emerging Markets, Microsoft Corporation, USA, sparked the idea
Stephanie Heier, Director of Emerging Markets, Microsoft Corporation, USA and her colleagues, who collaborated with Orlando Ayala on mini case studies from Latin america, Africa and China;
Cities need to facilitate digital infrastructure This will support human computer interfaces that empower individuals and take full advantage of hard connectivity.
which was posted on the Forum's website and disseminated. It also produced the Best Practices for National Competitiveness Reports, drawing from practical examples worldwide.
The Forum's global network is in a unique position to contribute to this dialogue through the inputs of its many contributors from public policy, business, non-governmental organizations (NGOS),
or clustering effects, have played a historical role, from ancient and medieval times to during and after the Industrial revolution,
and to today's world of satellites, ever more powerful computers, mobile communications and the internet enabling the city to make better use of technology than any other location.
the internet now has 2. 5 billion users; 6 billion people have access to mobile phones;
and developing countries accounted for 80%of new mobile phone subscriptions in 2011. Technological change is disruptive.
Automation and globalization have shifted much manufacturing, and the jobs related to it, to developing countries. This is now happening with clerical jobs in many service industries.
and using Big data, and much more. Megatrend 5: Industrial Clusters and Global Value Chains Global value chains (GVCS) are the defining feature of early 21st-century international trade.
but they are enabled by supporting services, notably financial, telecommunications, transport, logistics and other business services.
The internet, mobile communications and social media have empowered vast numbers of individuals across the globe to work,
Some megatrends, notably urbanization and its clustering effects, are centripetal, or concentrating, in nature. Others may be more centrifugal
Vital lessons from nationallevel core competitiveness are adapted for city competitiveness, and vice versa. Thus, several of the report's 12 pillars of competitiveness are drawn upon.
Hard connectivity is the core physical infrastructure connecting people to energy, water and other services.
including data storage Liveability, or quality-of-life factors, to attract and retain talent Relationships that promote trust and affinity,
this state-of-the-art, gigabyte-per-second fibre optics network has provided Chattanooga with one of the fastest internet speeds in the United states,
as when it was introduced first (Google has begun introducing similar networks in multiple cities). This city's success story still gives clear insight into how others can turn around their fortunes by establishing a vision,
It can be looked to as an example of how it is possible for manufacturing cities to find a second life through innovation and new technology.
The founders of Netscape, Paypal and Youtube, who studied at the University of Illinois, all left for California.
Sony and Siemens. The state of Jalisco holds 24%of the software development market, 34%of the high tech industry and 56%of the electronic industry in Mexico.
Guadalajara was selected as the site of Ciudad Creativa Digital, a project that aims to become the largest hub for the digital media industry in Latin america.
the city is pursuing an open-data strategy that uses insights gathered through data analysis and visualization (big data) to provide real-time information,
interactive applications and other services to its citizens. Through the connectivity provided by this digital platform,
and free Wi-fi. Should the ciudad moderna vision become reality, the city will have taken significant steps to increase government transparency
Beyond manufacturing, the city has attracted many software companies which cluster around its world-class schools and universities,
what even modestly sized cities from former centrally planned areas can do with good leadership to develop new manufacturing, trade, software, culture and tourism industries,
whom are enrolled in science, mathematics, information technology (IT) and technology. About 20%of Wroclaw's inhabitants hold a tertiary degree,
It was the bricks-and-mortar internet of its day. This intellectual vocation fell by the wayside,
000 new jobs through the establishment of the 53-hectare Casanearshore, a home to firms specializing in software development, infrastructure management, back-office banking,
and insurance and customer relationship management. Casablanca has modernized its e-gov platform and, through the creation of the Casablanca Financial City, is setting the trend to becoming a financial hub for Africa,
Impressive growth in mobile telephone usage now means that there are two mobile phones per capita in Lagos. Trade has always been important for the city,
The new generation in Lagos seems well connected by phones, and increasingly by smartphones. Innovation hubs related to information, communications and technology are also springing up.
The growing financial hub mentioned earlier complements the role of Lagos-based firms in what is regarded now as one of the high-growth,
at this point in time information technology is primarily being used to provide solutions for green, low-carbon development and smart transportation.
the city is at once a flash of spice and colour, a buzz of activity and a paradise for food lovers.
Companies such as Bose and Intel have taken advantage of this. Institutional, supply-chain and other efficiencies have cut factory build-times to 10 months from the roughly 24 months it took in the early 2000s.
a special centre is available in the Dubai Internet City, for example, to be used as a serviced office,
the Dubai Airport Free zone, Dubai Internet City, Dubai Media City, Healthcare City, Gold and Diamond City, Knowledge Village, Outsource Zone, Dubiotech and Enpark.
While certain industries such as telecommunications are regulated under a federal regulator (Telecom Regulatory authority), various regulatory authorities exist within Dubai to ensure transparency and open competition in the key sectors within its free trade philosophy.
It is based on the core values that Dubai has established as a society, being sophisticated traditional, tolerant with style and charisma,
including social ethics such as public conduct related to appropriate dress code and display of affection; substance abuse; safe driving;
Under the strategy, 1, 000 government services will go smart within a period of three years, integrating smartphone applications in many aspects of city life.
where defendants can receive notification by email and Short Message Service (SMS) the instant the plaintiff registers the case.
and a private-sector-owned infrastructure such as telecommunications, transportation and power for a more sustainable competitive position.
Dynamic Random access memory DRAM; petroleum refining; and ship repair, which started in the late 1960s) Phase 3 (late 1980s and 1990s):
The core economic problem is sluggish productivity: total-factor-productivity growth has declined since the 1980s.
But the government's overall record puts it in good stead to tackle at least some of these policy challenges though it is unlikely to structurally alter the role of the public sector in the economy. 3. Hard connectivity Singapore has a strong, consistent emphasis on core physical infrastructure.
which real-time data and results are not yet available. 3. Hard connectivity and infrastructure International trade gateway:
and the strong information technology cluster in the region, will greatly enhance the region's economic prospects.
avoiding a panel of parallel planes, frameworks or actions, but having a unique, integrated and systemic framework to work in a convergent, complete context;
municipal service centres (e g. education, health, sports, culture, entertainment), energy, telecommunications and unemployment activities for the following programmes:
introduction to microelectronics and information systems (IMC, CONNECT, KZ-GUNE; network of centres for training and access to the ICTS in all regions;
productivity and industrial diversity in Monterrey have attracted more than 2, 200 foreign companies in the sectors of appliances, automotive, information technologies, aerospace, electricelectronic and metal manufacturing, among others.
the three bridges connected to Texas through this highway system represented 30%of the total trade relationship (imports and exports) between Mexico and the United states. Finally, public service indicators show a high coverage in the Monterrey metropolitan area.
49.3%owned a computer. 4. Strategic soft connectivity In 2013, Nuevo León had 91 universities, some of them ranking among the best in Mexico.
The educational system has a 96%median coverage for basic education 47%for high school and 78%for higher education.
medical equipment, medical services, information technologies, logistics, research services and aerospace. An economic cluster strategy has been developed
openness and innovation represent the core values or spirit of Ningbo, and the internal force of the development of the city.
such as industry accelerators to speed up a new generation of information technology and creative design services, great project amplifiers to promote the new and high-tech industry clusters,
As the region that was a birthplace of culture dating back 7, 000 years (the Hemudu site),
new energy, software and service outsourcing, medical and healthcare equipment, and other emerging industries have not yet been developed on any large scale.
http://en. wikipedia. org/wiki/Surat#cite note-censusindia2-27 In the recent past, the city has become an economic dynamo,
Data on food quality was made available via the media. Such a crackdown had an immediate impact on the quality of food,
Looking at publicly available data, Surat recorded 11.5%growth in GDP between 2001 and 2008,
According to Wikipedia, Surat is the biggest centre of manmade fibre in India. It has a total of 381 dyeing
and printing mills and 41,100 power loom units Surat produces 9 million metres of fabric annually,
Similarly, a quick internet search reveals that the city does not have a single five-star hotel or indeed any hotel belonging to one of the well-known international hotel chains.
A How-to-Reform, Whatto-Reform Checklist Institutions (governance or decision-making framework) Display leadership and vision have farsighted a clear
Complements, Not Substitutes Public authorities have to play a leading role in establishing a city's core physical infrastructure its hard connectivity.
and find a way to pay for core infrastructure. But the rest of the city's (expanding) space was allowed to grow organically.
Many city competitiveness metrics include hard-connectivity data on transport, communications and energy. This helps to understand how hard connectivity leads to productivity and to a city's insertion into global value chains.
In Chattanooga, a visionary energy company decided to make incremental investments to provide abundant bandwidth and fast internet connection to households.
Santiago, on the other hand, flashes a warning signal: while it may be one of Latin america's most competitive cities,
and cloud computing. Computing is turning ubiquitous, and digital experiences span devices. Billions of sensors, screens and devices in conference rooms, living rooms, cars, phones, parks and many other spaces are forming a vast network
and allowing for streams of data that simply disappear into daily life. This computing power will digitize nearly everything in society,
and will derive insights from all of the data being generated by interactions among people, and between people and machines.
Soon, more than 3 billion people will have connected internet devices from a farmer in a remote part of the world with a smartphone
to a professional user with multiple devices powered by cloud-service-based apps spanning work and life.
In this world, soft connectivity will be centred increasingly in human-computing interfaces that empower individuals and take full advantage of hard connectivity when planned properly.
This has the power to significantly increase the productivity of people and organizations. Cities need to think hard about deploying the digital infrastructure to support this process.
They need to strike the right balance between using data to create intelligent personal experiences
For example, today an assistant application on a smartphone merges data from highway sensors and a personal calendar to remind users to leave work
In the United states, Portland (home to Nike) and the Seattle area (home to Microsoft Amazon and Starbucks) are other North american examples.
and Financial services, Canada Deborah L. Wince-Smith, President, Council on Competitiveness, USA Members Orlando Ayala, Chairman, Emerging Markets, Microsoft Corporation, USA Jon
This case study was written by Stephanie Heier, Director, Emerging Markets, Microsoft Corporation, USA, and associates, with Orlando Ayala, Chairman, Emerging Markets, Microsoft Corporation, USA, a Member of the Global Agenda Council on Competitiveness. 11.
Ibid. 12. This case study was written by Kevin X. Murphy. 13. This case study was written by Margareta Drzeniek Hanouz, Director and Lead Economist,
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