Transcript INNOVATION!

Multimedia & Hi Tech Investments – a „cutting edge”
for innovation
KOCICE INVEST 2010, October 19th
PwC
Interactive multimedia systems may allow the
developing countries to overpass the
industralisation age
Stan Shih, General Director Acer Group
What we need to create a new Silicon Valley?
1. A recognised academic/research center, similar to Stanford University, Cambridge or MIT.
2. A success story like Microsoft, Apple or Google history.
3. A right competence/talent in advanced technology and the ability to acquire it.
4. Financial capital accepting high risk investments, exemple Israel and Taiwan.
5. Infrastructure – South Korea, Singapur.
6. Right behavior – confidence with an appetite for risk.
What is an Innovation in the interactive multimedia space?
@
Agenda
• What are the innovation drivers
• Where we stand in Hi Tech „cutting edge” innovation
• How to turn knowledge, capital and infrastructure into the
development of a Region
• Multimedia City of Nowy Sącz – Case Study
Agenda
• What are the innovation drivers
• Where we stand in Hi Tech „cutting edge” innovation
• How to turn knowledge, capital and infrastructure into the
development of a Region
• Multimedia City of Nowy Sącz – Case Study
What does it mean „innovation”?
IN
• Innovation drivers
OUT
• Stimulation of the knowledge
development
• Development and
commercialisation of software and
applications
• Entrepreneurship and innovation
• Intelectual property
Innovation indicators
IN
Innovation drivers
1. Engineer /high level graduates percentage
2. Life-long learning/Youth education
3. Broadband penetration
Stimulation of the knowldege development
1. Public R&D expenditures (as % GDP)
2. Buisness R&D expenditures (as % GDP)
3. IT expenditures
Enterpreunership and innovation
1. SMEs innovating in-house
2. Public-private co-publications/co-operation
3. Private credit
OUT
Development and commercialisation of software
and applications
1. Employment in knowledge-intensive services
2. High-tech manufacturing exports
3. SMEs introducing marketing or organisational
innovations
Intelectual property
1. Patents (per million inhabitants)
2. Community trademarks and designs
3. Reduced use of materials and energy
Indeks Innowacyjności
Innovation Index– current situation
Source: European Innovation Scoreboard 2009
Innovation indicators
Innovation drivers
SK
EU Average
1.Engineer /high level graduates percentage
2.Life-long learning/Youth education
3.Broadband penetration
28.1
3.3
79.0
40.5
9.6
81.0
0.26
0.20
2.5
0.67
1.21
2.7
17.9
7.0
0.45
30.0
36.1
1.27
Stimulation of the knowledge development
1.Public R&D expenditures (as % GDP)
2.Business R&D expenditures (as % GDP)
3.IT expenditures
Entrepreneurship and innovation
1.SMEs innovating in-house
2.Public-private co-publications/co-operation
3.Private credit
Innovation indicators – current situation
Development and commercialisation of software and applications
1.Employment in knowledge-intensive services
2.High-tech manufacturing exports
3.SMEs introducing marketing or organisational innovations
SK
EU Average
10.5
61.5
21.5
14.9
47.4
40.0
6.1
28.0
10.8
114.9
121.0
9.6
Intellectual property
1.Patents (per million inhabitants)
2.Community trademarks and designs
3.Reduced use of materials and energy
Slovakia and innovation viewed by investors
• Slovakia is being seen by investors as a moderate innovator country with a substantial
catching-up potential
• The country’s innovation performance is however below the EU average but at the
same time the rate of improvement exceeds the EU average
• Main growth engines were coming from an increase in broadband access, community
trade marks and design
• Main drawbacks are still in the area of R&D investments/expenditures by firms,
education and access to graduates in high tech areas
Agenda
• What are the innovation drivers
• Where we stand in Hi Tech
„cutting edge” innovation
• How to turn knowledge, capital and infrastructure into the
development of a Region
• Multimedia City of Nowy Sącz – Case Study
Where we stand for the Innovation?
Innovation leaders
Innovation followers
Moderate innovators
Catching-up countries
Source: European Innovation Scoreboard 2009
Kosice region
Source: European Innovation Scoreboard 2009
Kosice statistics (based on: Guide to Investment in Kosice 2010)
• Between three biggest contributors to the
Slovakia GDP
• 10% of total businesses registered in the
city are industrial production, however new
services, including IT and
telecommunication are gaining its share
• More than 600 foreign businesses
established in the Region with a growing
number of capital flow
• Increasing support from state agencies for
foreign investors
• Internationalisation and development of
partnership
Kosice statistics (based on: Guide to Investment in Kosice 2010)
• The Region is focusing on technical
science while transfer of knowledge and
information is becoming a key link between
academic institutions and the industry
• Technical Sciences capture more than half
of R&D expenditures
• More than 60% of these expenditures are
founded by the state
• Kosice focuses on electronic services
transformation and the institutional support
for the development of information
technologies is one of the priority
Agenda
• What are the innovation drivers
• Where we stand in Hi Tech „cutting edge” innovation
• How to turn knowledge, capital
and infrastructure into the
development of a Region
• Multimedia City of Nowy Sącz – Case Study
Massachusetts Institute of Technology
Technology transfer and commercialization
• 238 commenced patent proceedings (including 152 registered)
in 2003
• More than 90 licenses available commercially
• 17 starups launched in 2003 (the average in recent years is 22
startups)
• USD 31.7 m revenues from the available licenses (in 2001
revenues from licenses reached over USD 82 m)
• Founded in 1865, now plays the role of one of the main
centers supporting the development of new technologies
• More than 10 000 students, nearly 1 000 teaching staff, more
than 2 800 collaborating scientists and about 2 700 employed
researchers
• 10 Nobelists, over 50 affiliated research centers
• Expenditures on R&D amounted to USD 472 m in 2003, of
which approximately 16% was obtained from private sponsors
MIT as an entrepreneurship center
• Experience of academic staff in business
• E-Lab program, in which students work one day a week in a
newly established commercial ventures (over 40 commercial
ventures acquired to cooperate within the program)
• Providing a match of students’ profile and commercial
ventures and also providing scholarship programs
Conclusions
• Working closely with Venture Capital promotes the
commercialization of business ideas
• Promoting the culture of entrepreneurship
• Using the force of Alumnus in all University initiatives
Georgia Institute of Technology
Technology transfer and commercialization
• 53 commenced patent proceedings in 2003, including 41
registered patents
• More than 70 commercially available licenses
• 12 startup ventures launched
Venture Lab
• Georgia Institute of Technology has created an initiative called
Venture Lab to facilitate the commercialization process of
technology solutions developed at the university
• The initiative allows to make funds available for the
development of commercial ventures, while ensuring control of
university over their development by maintaining ownership of
the developed solutions (patents)
• More than 100 comapnies formed (including 2 sold for more
than USD 60 m each in 2003)
• University with achievements of 16 000 students and
approximately 900 teaching staff
• Excellent example of cooperation with institutions of the state
of Georgia
Conclusions
• Very strong regional relations promoting local
entrepreneurship, together with the financial commitment on
the part of state institutions
• Well-established and proven financial support program
(incubator)
Stanford University
• The University was founded in 1891, almost 15 000 students
• 17 Nobelists and 133 members of the National Academy
of Science
• More than USD 639 m spending on R&D, including about
83% funds obtained from government grants
Technology transfer and commercialization
• 334 commenced patent proceedings, including 117 obtained
patents in 2003
• In 2003 over 123 licenses were made commercially available
with the revenue accounting to USD 45.4 m
• More than 170 startup ventures launched in 1999-2001
Stanford Technology Venture Program
• Promoting entrepreneurship in business, both through
educational programs and above all support in the
development of the most interesting and promising research
• Many initiatives promoting and supporting the
commercialization of scientific ventures (Entrepreneur Club,
Venture Capital Club, High-Tech Club)
Conclusions
• Use of government financial support in the early development
works (doctoral programs)
• Relations with funds like Venture Capital
• Proximity of Silicon Valley
Cambridge University
Technology transfer and commercialization
• Cambridge Entrepreneurship Center => supporting
entrepneurship and commercialization of research
• Technology Transfer Office => support in the patent
proceedings and in the commercial license sharing
• University Challenge Fund => organizational support of the
commercial ventures
• University Venture Capital Fund => organizing commercial
support for the commercialized ventures
Operating results
• The University was formed in 1209, more than 16 500
students, including 20% for foreign students
• More than 100 different courses and faculties and 80
Nobelists
• Revenue from the ongoing research work amounts to GBP
254 m
• In years 2003-2004 60 new patents and 38 licenses
• GBP 2.2 m revenue from commercially available licenses, and
GBP 1.8 m revenues from consulting services
• 35 new commercial ventures
• December 2004 – first public offering of a company formed
within University’s activity
Agenda
• What are the innovation drivers
• Where we stand in Hi Tech „cutting edge” innovation
• How to turn knowledge, capital and infrastructure into the
development of a Region
• Multimedia City of Nowy Sącz –
Case Study
From an idea to the implementation …
1. An academic/research center
2. A success story
3. A right competence/talent in advanced technology
4. Financial capital accepting high risk investments
5. Infrastructure
6. Right behavior
Multimedia City in Nowy Sącz (Poland)
means:
 R&D CENTER
 TECHNOLOGY PARK
 VENTURE CAPITAL
KEY POINTS:
 BUSINESS INCUBATOR
 State-of-the art infrastructure for multimedia productions,
MULTIMEDIA CLUSTER
 Entrepreneur-friendly policies and business climate in the city and region,
 Very well skilled workforce prepared by the best Business University in Poland,
 Multimedia R&D facilities at the world class level,
 Knowledge exchange – open structure of the organization,
 Business Development services and funding,
 A strong brand with international realm,
 A permanent focus on INNOVATION!
Key FACTS about the Project:
 Initial investment planned 30+ m euro
 Initial knowledge-input partners = more then 50 companies
 Full operating capacity – year 2012
 Presence – global
 Active cooperation with business and education – YES!
Multimedia City project in Nowy Sącz is an internationational center
of innovation focused on development of multimedia products and
services and information systems. Project is based on the resources
of Nowy Sącz School of Business – National-Louis University
and more than 50 already dedicated partners.
The Multimedia City will consist of state-of-the-art multimedia
laboratories cooperating with information architecture and
application development section – coexisting on the basis of the
most modern servers and solutions in field of data processing and
transfer. Financial (financing) and legal (international law, patent
protection and intellectual property management) support will be
provided to create the „Innovation Management System/Policy”.
Our vision is that the Nowy Sącz Region will become,
and be acknowledged globally,
as one of the most innovative, creative and productive locations
in Europe
for Multimedia research, education, business, and investment
by 2018 with the success of the Mutimedia City project.
PARTNERSHIP POSSIBILITIES – what do we offer and what do we expect?
• Focus on innovation
• Strong brand/market leader in multimedia or associated industry
• R&D budgets and ideas about R&D projects in multimedia
• Ideas about synergies with other companies
• Believer of networks, openness and ability to provide network member benefits
• Strong belief and support from management
• Willingness to relocate/open a branch/ have some activity on MC-grounds
• Provide support to MC-organisation (people, money, time, and others)
• Bring dynamism and entrepreneurship to the project!
THANK YOU
Piotr Baranowski
PricewaterhouseCoopers
Director
Advisory
Technology Information Communication Entertainment