Knowledge Partner Research Report OPEN INNOVATION IN SMES: How can small companies and start-ups benefit from open innovation strategies?
May 2009, published in English ï Het gebruik van Web 2. 0 ter ondersteuning van open innovatie en collectieve creativiteit.
December 2009, published in Dutch ï The international expansion path of Bekaert, AB-Inbev and Belgacom, Priscilla Boiardi and Leo Sleuwaegen,
online tool ï Web 2. 0 Readiness Scan ï HR Toolbox 7 Table of contents 1 Why does open innovation in SMES deserve more attention?..
Open innovation in SMES has been examined in a few studies based on large quantitative databases 5. These pioneering articles have explored why SMES engage in open innovation activities,
These stories about applying open innovation in small firms successfully can barely be compared with the open innovation ventures of large manufacturing companies, such as Xerox, P&g, Philips, Lego, and IBM.
because the open innovation network is at the core of the business model. The existing business model (innovation) frameworks do not pay attention to strategic partners
and sent an additional email with detailed information about the study. In total, we contacted 18 companies that have been mentioned as having been involved in open innovation activities.
this trend is an outcome of the growing impact of the Internet, television, and other distractions at night.
Nor is it a user-centred approach, because the customers were not able to envisage that the properties of a functional quilt such as TEMPRAKON could actually benefit their ability to sleep well.
and so on in combination with identifying several problems and needs bicycle users and value chain partners †experience.
It is a consortium of architects, manufacturers, professional organizations, user groups, social representatives, and teaching institutions that created a totally new concept for the patient hospital room:
and largely untapped approach to increasing value for the customer and enabling medical staff to deliver value by making their jobs more convenient using, for instance, smart and integrated information systems.
Based o n a combination of two technologies (displays and three-dimensional scanning the company wants to change both the physical shop and the shopping experience.
After scanning, customers see themselves on large screens as a virtual, three-dimensional model dressed in clothes from various collections that the shop offers.
but the software also can make choices for the customer depending in the skeleton, weight, age,
To convert these minimal pressure differences into a convenient tool for recording weather data the metal cells were brought into contact with a liquid that reacts to these small differences accurately
but also easy to read for both professional and ordinary users. The liquid is used also in aviation
and needs of bicycle users and value chain partners. To support these explorations, Curana had to understand how to manage design and innovation.
however, that many professional users did not trust the barometers they used. Applications for airports, blood testing, treating lung patients,
users can fry several foods at once without mixing their flavors†no one wants their apple fritters tasting like halibut
It is remarkable that the firms we interviewed did not diversify over time into new businesses that were not or only weakly related to their core business.
innovative company should stick to its core products. First, new product markets have their own specific challenges.
It had to team up with different parties to develop the two basic technologies (displays and 3d scanning) to make virtual shopping possible.
The Strada radiator had a panel on top of the radiator that users sometimes had to remove to clean the battery
To remove this panel most people at home used a screwdriver, which would often damage the varnish.
Based on an idea from Product Days, a small pop-up device was installed now to remove the panel easily without using tools.
It also was user friendly by concealing hot parts so children would not burn themselves if they were playing with it.
and make patients less dependent on nurses using intelligent monitoring and communication systems. The small consortium used the keywords to develop a new concept of the patient room that was translated subsequently into several products
Universities, research labs, crowds of experts, lead users, and knowledge brokers are just a few examples of potential external sources of kn owledge.
which the consumer placed the fries and a simple user interface. 84 Godwin Zwanenburg, director lead of Kitchen appliances and part of Philips Consumer Lifestyle, remarked that within big companies it is difficult to develop new,
and blogs where recipes could be added and where people could learn inspirational ways to fry food.
and deepen learning about open innovation among entrepreneurs One way to accelerate the use of open innovation in small firms is to diffuse successful cases using audiovisual tools on the Internet.
and uploading them on Youtube, Slideshare, and so on. For a good example, see the videos on the Web site of the Belgian Design Forum.
the acquisition of innovative, externally developed machinery, equipment, and software (iv; the acquisition of external knowledge through licenses or other types of contracts (v). A company†s external knowledge acquisition is captured by calculating the average score of the five questionnaire items registering a firm†s
and future of the concept, Communications of the Association for Information systems, Vol. 16,1-25-25; Shafer, M. S.,Smith, H. J. and Linder, J. C. 2005), The power of business models, Business Horizons, 48 (3), 199-207.
The core ideas of this book are summarised in the following HBR article: Other definitions of open innovation have been provided by Johnson.
as if the user is at sea level. The effective air pressure is measured not, but the air pressure in relation to 0 metres is measured.
NASCAR is one of the most-viewed professional sports in terms of television ratings in the United states. In fact,
origins, present and future of the concept, Communications of the Association for Information systems. Chapter 4 98 29 Chesbrough, H. 2007), Why companies should have open business models, MIT Sloan Management Review, Winter 2007,48, 2, 22-28;
three core process archetypes, R&d Management Conference RADMA, Lisbon, Portugal. 30 Larsen P. and Lewis, A. 2007), How award-winning SMES manage the barriers to innovation, Creativity
Networks of learning in biotechnology, Administrative Science Quarterly, 41,116-145.32 In 2006, Netflix, a major movie rental company, organized a crowdsourcing contest on the Internet.
The idea was to build a better way to recommend movies to its users than its own software.
the Web-based movie rental service company awarded a team of mathematicians and computer engineers called Bellkor's Pragmatic Chaos. The group developed software that is at least 10%more accurate than Netflix's current software (Cinematch) at predicting which movies customers will like based on their past preferences.
Crowdsourcing contests are also possible for smaller companies †although most likely in smaller more focused communities.
Moreover, small contests can be held among employees, suppliers, and local communities of designers, engineers, and so on. 33 These value networks have been described by different authors.
RAG analysis of innovation ecosystem †large firms 22 Intertradeireland would like to thank the companies which participated in our Business Monitor survey undertaken by Perceptive Insight.
This approach points to the significance of organisations outside the firm that can act as catalysts
and •License-out to gain value from ideas and technologies that do not fit the core strategy of the company.
Keupp and O. Grassmann, Determinants and Archtype Users of Open Innovation, R&d Management, 30/4 (2009), pp. 331,341 4 Figure 1:
knowledge workers become more mobile and innovation becomes riskier and more costly, more businesses have turned to open innovation as a way of increasing the speed and effectiveness of their innovation approaches.
as catalysts, contributors or collaborators. Serial innovators may draw on higher education institutions for intellectual property and talent, on the financial resources of venture capitalists and angel investors and on the capacities and facilities of other companies
Analysing empirical data for EU companies, the report 7 shows that â€oeinnovative companies are more likely to exportâ€,
from designing user interfaces for new products and services through to researching market entry strategies or prior art searches. •Provide access to specialist people and facilities (from interim CEOS to product testing/accreditation).
Intertradeireland, Business Monitor (May 2012; European commission, Annual Report on EU SMES (November 2011), Eurostat, Regional GVA per capita (March 2012;
published innovation performance data from the Innovation Union Scoreboard (IUS) 11 and the Regional Innovation Scoreboard (RIS) 12 has been used to benchmark performance against the EU-27 average and the UK.
albeit with older RIS data and against fewer indicators, the business community in Ireland tended to be better across the following metrics:
supporting the idea that a relatively large well-educated workforce is available to the ecosystem. •There is a gap in the data for financial organisations regarding venture capital in Northern ireland,
although recent analysis of BVCA data suggests that just over 2%of UK-wide VC investment between 1989 and 2010 was in Northern ireland. 13 From EU-wide metrics Ireland in 2011 lags
The Innovation Union Scoreboard 2011 is available to download at ec. europa. eu/enterprise/policies/innovation/files/ius-2011 en. pdf 12 The Regional Innovation Scoreboard (RIS
and the 2009 RIS uses data from 2004 and 2006 for all EU27 regions. 13 Northern ireland Science Park,
that of moderate innovator. 14 In the absence of data to assess the performance of each category of innovation actor,
or Process Innovations Employment in Knowledge-Intensive Activitiesinnovative SMES Collaborating with others Employment Medium-High tech Manufacturingsmes Innovating In-House Population Completed Tertiary education 160 120 80 40
Intertradeireland Business Monitor was used as the method of reaching a sample of 1, 104 owner/managers to assess the views of business on their current performance,
The Intertradeireland Business Monitor telephone survey was undertaken in 2011 and the sample is structured to allow subgroup analysis by region, sector (seven of these), size of business (small, medium and large) and export orientation (exporters off the island, cross-border traders and non-exporters).
Intertradeireland Business Monitor (2011. n=1, 104) Figure 5: Firms†innovation activities, by type of innovation Past 3 years Next 12 months Both Neither 0 20 40 60 80 100 New/improved products
including marketing (e g. new or improved websites) or investments in new technology (e g. IT upgrades.
In almost every innovation activity there was little difference between firms in Ireland or Northern ireland. While innovators can be found across all sectors there is little difference between them in terms of activity undertaken.
Intertradeireland Business Monitor (2011). 0 40%10 50 20 60 30 70 Export off island Cross Border Not Exporter New/improved products
The data on human resources help form a view on firms†absorptive capacity. A significant majority of past innovators (68%)said they possessed ambition to grow.
Intertradeireland Business Monitor (2011). 16 In terms of resources, over half of past innovators (53%)have dedicated sales staff.
Intertradeireland Business Monitor (2011). 17 The scorings come from a scale of 1 (for †Extremely poorâ€) to 7 (for †Excellentâ€.
Intertradeireland Business Monitor (2011. Figure 10: Use of formal external supports for innovation by innovation-active businesses On your own Mainly in-house but with some external input or support Mainly external but with some internal support Undertaken jointly with others (50:50) Unsure 0
Intertradeireland Business Monitor (2011. Clients/Customers Suppliers Intermediary Bodies Financial services Organisations Innovation Support Agencies Business Services Organisations Higher education Institutes 0%20 40 60 80
Intertradeireland Business Monitor (2011. Figure 12: Ranking of the effectiveness of external partners by innovative businesses Clients/Customers Suppliers Financial services Organisations Innovation Support Agencies Intermediary Bodies Business Services Organisations Higher education
and customers as †very effective†at supporting their innovations. •Firms in Ireland and Northern ireland have the same outlook on the effectiveness of their innovation partners.
Intertradeireland Business Monitor (2011. International Cross-Border Local%0 25 50 75 100 C lie nt s S up p lie rs In te rm ed
While there is limited data to benchmark their contribution, Intertradeireland research from 2009, on the design services sector on the island, suggested that such services were utilised under both because of lack of design companies (the sector is approximately one third the relative size of the UK€ s) and also a lack of understanding of the application and benefits
The Trade and Business Development Body The Old Gasworks Business Park Kilmorey Street Newry Co Down BT34 2de Telephone:
028 3083 4100 (048 from Ireland) Fax: 028 3083 4155 (048 from Ireland) Textphone: 028 3083 4169 (048 from Ireland) Email:
info@intertradeireland. com Web: www. intertradeireland. com Publication: December 2012 in
Competitiveness, Innovation and Productivity: Clearing up the Confusion Robert D. Atkinson August 2013 The Information technology & Innovation Foundation THE INFORMATION TECHNOLOGY & INNOVATION FOUNDATION Page 2 COMPETITIVENESS, INNOVATION AND PRODUCTIVITY:
CLEARING UP THE CONFUSION To listen to many economists, pundits and policymak-ers discuss the economics of growth it would be easy to be confused by the commonly used terms:
competitiveness, innovation and productivity. These terms are used often almost interchangeably and with little precise meaning.
For example, a printing firm in Michigan that sells printed material to customers across the United states would be traded a firm from the perspective of the Michigan economy,
In contrast, a software firm in Washington that sells software throughout the world would be traded a firm from the state and national perspective.
THE INFORMATION TECHNOLOGY & INNOVATION FOUNDATION Page 3 export sectors, artificially low taxes on traded sector firms and direct subsidies to exports.
While data exists on trade balances for virtually all nations, data on the extent of export discounts
and import restricting (especially through non-tariff barri-ers) are difficult to obtain. Despite this
resulting in shiny new products like Apple†s ipad or Boeing†s 787 Dreamliner. Still others believe innovation pertains only to the research and development (R&d) activity occurring at universities, national laboratories, and corporations.
INNOVATION THE INFORMATION TECHNOLOGY & INNOVATION FOUNDATION Page 4 While this is all true, it is much too limiting in scope.
In contrast, the creation of a new drug, a new kind of airplane or a faster computer chip would
THE INFORMATION TECHNOLOGY & INNOVATION FOUNDATION Page 5 e-books. This process of change within industries occurs in all sectors
(which in developing nations normally have low productivity) and gains 500 software jobs (which normally have higher productivi-ty),
If its managers install a new computer-aided manufacturing system and raise the plant†s produc-tivity (the growth effect),
THE INFORMATION TECHNOLOGY & INNOVATION FOUNDATION Page 6 lower since it will have to give up more production to pay for its imports.
COMPETITIVENESS STRATEGY STRATEGY STRATEGY INNOVATION PRODUCTIVITY THE INFORMATION TECHNOLOGY & INNOVATION FOUNDATION Page 7 ENDNOTES 1. Michael E. Porter, â€oethe Competitive Advantage of Nations
2010), http://www. oecd. org/sti/45326349. pdf. 5. â€oe50 Most Innovative Countries, †Bloomberg, February 2013, http://www. bloomberg. com
/slideshow/2013-02-01/50-most-innovative-countries. html#slide50. 6. John R. Baldwin and Wulong Gu, â€oeplant Turnover and Productivity Growth in Canadian
http://www. statcan. gc. ca/pub/11f0019m/11f0019m2003193-eng. pdf. 7. James Manyika et al. â€oehow to Compete and Grow:
ABOUT THE AUTHOR Dr. Robert Atkinson is the president of the Information technology and Innovation Foundation.
ABOUT ITIF The Information technology and Innovation Foundation (ITIF) is a Washington, D c.-based think tank at the cutting edge of designing innovation strategies and technology policies to create economic opportunities
and Peer Learning 3. 1. Peer mentoring 3. 2. One-to-one mentoring 3. 3. Skills development programmes 3. 4. Webinars 4
in conjunction with the programmes that the entrepreneurial community provides for itself. •Capital gains should be taxed at 20%rather than 33%to create incentives for investment in new enterprise. •A National Entrepreneurship Website for startups,
with social media channels, should be established which contains relevant up-to-date information on services available, along with links to agencies relevant to establishing
The Forum is grateful to the many people who have contributed online by telephone, in writing and in person.
-10-1 Kauffman Foundation Research Series (July 2013) †Firm Formation and Economic Growthâ€. 2 The 2012 Global Entrepreneurship Monitor Report shows that the rate
recommendations and initiatives have been implemented to support specific cohorts in the high tech, life-sciences and medical devices sectors,
or offering-whether a local bakery or a global high tech company-entrepreneurs create value that can grow
which computer programmers and others involved in software development, including graphic designers, interface designers and project managers, collaborate intensively on software projects.
The goal of such events is to enable students to understand the technology that builds our world
With English now the primary language of today†s world economy, learning a programming language has arguably become more important than learning a second spoken language.
especially given that most schools have significant numbers of (often under-used) internet-connected computers already in place.
Every week, roughly 5, 000 kids develop their computer skills in 100 Coderdojos throughout Ireland. Ideally we would hope to increase this by at least a factor of 10 in the coming years.
A database of entrepreneurs could be established and managed by the LEOS or Enterprise Ireland, as a national registry.
with a focus on learning web development and computer programming. 3. Introduce a National Register for volunteer entrepreneurs who would be willing to visit schools to engage with students at local level. 2. 3 Encouragement for Under-Represented Groups The majority of the actions being taken by Government are helpful
to people who are already in the †system†or who have started already their entrepreneurial journey.
A large number of industry associations, entrepreneurial events and conferences (including the Dublin Web Summit) are built on the concept of networking
One Forum member has Saturday Skype calls of 15 minutes length between 11am and noon for anyone who wants to register for the slots via his executive assistant.
Free web services to support this are available. 14 Industry efforts to create this national registry are already underway
or monthly basis for an â€oeoffice Hours†style programme. 25 Award winners alumni responded to this question. 14 Possibly using free or inexpensive off-the-shelf web services like http://ohours
-24-recommendationsrecommendations 3. 4 Webinars A recurrent theme from entrepreneurs is need the for workshops and prog rammes that develop the ir entrepreneurial skill-sets,
and industry organisations develop a rolling series of webinars that enable learning and information sharing.
The technology involved in hosting Webinars is quite inexpensive and speakers could offer their services free of charge.
The Webinars could be attended live or people could watch the webinar at a later time
or date via a hosted website. 23. One-hour webinars should be hosted by Agencies
and industry organisations on a monthly basis featuring topics that enable entrepreneurs to manage their businesses more effectively,
and that people can access in their own time. -25-recommendations Peer-to-peer learning between entrepreneurs is crucial to developing startup communities.
The emergence of digital mobile systems (GSM) and open systems in computing and communications created an environment where even small companies could make an impact in world markets such as banking
telecommunications services and interactive learning that were traditionally the preserve of large multinational companies. During the late 70s and 80s, a significant proportion of the third level graduates from engineering and science courses emigrated to join multinationals in mainland Europe and North america.
Ireland†s universities in the 80s had many innovative programmes in computing and communications, which were very current with trends in the industry.
Typical startups of this period were companies such as Kindle (Banking Systems), Aldiscon (Text messaging), Fineos (Insurance), Iona (Enterprise Integration Software), APION (Mobile Web), CBT & Riverdeep
(Interactive Learning), Changingworlds (Personalisation), Network365 (Mobile Payments), Datalex (Travel Software), Trintech (Online Payments), Baltimore Technologies (Security), Glockenspiel (Compilers), Euristix (Network
**http://www. oecd. org/science/inno/2754426. pdf A key question frequently asked about entrepreneurship is †why are some locations highly entrepreneurial and others poor in terms of startup activity?
the 8-12 successful entrepreneurs who take time to give back who act as catalysts for entrepreneurial activity.
-29-17 http://www. linkedin. com/company/startup-ireland? trk=company name or http://startupireland. ie 18 For further information on what is happening globally with startup communities,
Startups. ie The startups. ie website was created by entrepreneurs to be a starting place for people interested in setting up their own business.
It contains a forum, blogs, startup stories and advice etc. There are also a number of other Irish websites (e g. www. smallbusinesscan. ie, www. business-startup. ie,
etc) and these websites provide detailed information regarding starting a business in Ireland. Startup Grind Ireland Startup Grind is a global startup community designed to educate
inspire, and connect entrepreneurs. They host monthly events featuring successful local founders, innovators, educators and investors who share personal stories and lessons learned on the road to building great companies.
A panel of people with significant business experience, volunteer their time to give practical advice to small businesses.
and a national website advertising various activities. These activities and other events for entrepreneurs take place regularly across Ireland20.
Establish a national website and e-mail list (hosted and run by volunteers in the private sector for each part of the country,
and updated and curated more frequently with more contributors. 21 http://www. inc. com/flash-steinbeiser/accelerator-or-business-school-whats-best-for-young-entrepreneurs. html,
Some people parallel the growing popularity of co-working spaces to the popularisation of coffee spots with free Internet such as Starbucks. These locations led to a †lightbulb†moment for many who recognised that highly productive work
In the ICT hardware and maker community these are called often †hackerspacesâ€. Co-working spaces are effective creation engines for startups as they lower barriers to entry for founders while increasing learning/information sharing.
•Central location accessible via public transport. •Unlimited and reliable wifi. •Open plan, brightly lit, hot-desking/collaborative space with specially designed break out space, meeting rooms,
kitchen facilities and event space incorporated. •24hr access to the space. •An incorporated coffee shop or complimentary coffee break-out area. •Plug-and-play style services (internet
, printing, telephone, postal and storage facilities) at affordable costs. Co-working spaces usually range from 2,
-37-28 http://www. oecd. org/science/inno/2754426. pdf 28 CSO (2013) Live Register September 2013.29 OECD (2013) Employment
Outlook. 30 Jobbridge has a number of detractors, due to a perception that some people are being given deadend jobs with no training,
and thousands of careers are getting jumpstarted through this programme every week. 31 OECD (2013) Employment Outlook James had been in the construction industry as a junior technician with an architect's firm until the recession hit.
and then decided to upskill by taking on a degree course in computer networking. Having finished this,
2007 (http://www. kauffman. org//media/kauffman org/archive/researchreport/2007/entrep immigrants 1 61207. pdf). It is not just the raw number of startups.
twenty-four of the top 50 venture-backed companies of 2011 were founded by immigrants (http://upstart. bizjournals. com/news/wire/2013/02/27/immigrants-could-create-jobs. html). 33
r a t o r-r e l a t e d a c t i v i t y. Corresponding website development,
using social networks with crowdfunding platforms to finance their businesses and projects. The United states and other markets are experimenting with crowdfunding extensively at this time.
 An email alert system should be in place to inform service providers of new programmes
Social media should be used to support information sharing. The Forum would like to see more knowledge sharing and less duplication of effort among service providers across all of the State organisations.
and monitor performance data to ensure that actions taken are showing positive results. Until now there has been designated no †entrepreneurship policy unit†within the Government system that seeks to coordinate response and programmes across government for startups.
The Department of Jobs, Enterprise and Innovation should create an Entrepreneurship Policy Unit. 7. 2 Monitoring progress of entrepreneurship policy It is important that the Government monitors performance to ensure that actions taken are showing positive results.
The data for this information does exist; however, it is not accessible because of the variety of systems in
which the data is kept--between Revenue, the Company Registrations Office, and other sources. Use of up-to-date performance data to monitor startup levels will be important.
The Forum proposes the establishment of a †Startup Monitor†by the Department of Jobs,
The collation of appropriate metrics could be supported by relevant available data obtained from the Revenue Commissioners.
The Startup Monitor should capture information on numbers of new companies created to include: •Numbers of individuals starting a self employment project. •Numbers of newly incorporated companies. •Industry NACE code. •Startup size classification †number of employees
The Startup Monitor should also have capabilities to produce up-to-date information on: •Progress of startups over time (eg.
So many websites and sources of information are available that many people find it confusing and inaccessible.
While no one website can possibly answer every question at any time, a better national website resource is required,
which provides information on the supports available and signposts the user to relevant agencies. We acknowledge that the development of this website could be a substantial undertaking.
The private sector have developed already several initiatives that help direct entrepreneurs to relevant events and resources39.
These may provide models for the agency developing the national website, and are discussed further in Chapter 4 Vibrant Hotspots of Activity.
Fur ther more, there are opportunities to enhance existing interactions with entrepreneurs by providing information on Government supports at point of contact
A National Entrepreneurship Website for startups should be established which contains relevant up-to-date information on services available
This initiative must also use social media channels. 63. The e-Government initiative by the government should look at the various requirements for registering a business in Ireland,
and events by joining Startup Ireland†s Linkedin group and regularly checking the Startup Digest for events in Cork
These Guides should be made available on the Revenue website and also provided to companies when they register for VAT. 64.
These Guides should be made available on the Revenue website and also provided to companies when they register for VAT. 7. 4 Taxation/social welfare T h e Fo r u m s u b m i t t e d a nu
with a focus on learning web development and computer programming. 3. Introduce a National Register for volunteer entrepreneurs who would be willing to visit schools to engage with students at local level. 2. 3 Encouragement for Under-Represented Groups 4. As part of an entrepreneurship cultural awareness campaign,
create †entrepreneur heroes†which highlight and celebrate role models inclusive of the under-represented profiles (female/youth/immigrants etc.)
the Forum recommends cutting the charge as a specific measure to support unemployed people trying to start a business. 3. 4 Webinars 23.
One-hour webinars should be hosted by Agencies and industry organisations on a monthly basis featuring topics that enable entrepreneurs to manage their businesses more effectively,
Establish a national website and e-mail list (hosted and run by volunteers in the private sector) for each part of the country,
t e d a c t i v i t y. Corresponding website development, campaigns and media outreach should be undertaken. 50.
A National Entrepreneurship Website for startups should be established which contains relevant up-to-date information on services available
This initiative must also use social media channels. 63. The e-Government initiative by the government should look at the various requirements for registering a business in Ireland,
These Guides should be made available on the Revenue website and also provided to companies when they register for VAT. 7. 4 Taxation/social welfare 65.
Sean O†Sullivan Managing director and founder of SOSVENTURES and Carma Joe Cunningham Founder, Aldiscon, APION, Aepona, Accuris, Ammeon, ex CTO, Logica Mobile networks, Aldiscon
Irish Internet Association IP: Intellectual Property IRC: Irish Research Council ISA: Irish Software Association ITLG:
Irish Technology Leadership Group LDC: Local Development Companies LEO: Local Enterprise Office NDRC: National Digital Research Centre OECD:
Our Cities, Drivers of National Competitiveness Global Entrepreneurship Monitor. Reports GEM Ireland National Report,(2012) GEM USA National Report (2012) Gibb, A.,Haskins, G,
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