youth entrepreneurship final presentation

IBM Corporate Service Corps (IBM CSC)

Turkey Team 6 (Sub-Team 1)

Mridul KothariYoshimasa MasudaMeeta SrivastavaEsha SethWei WeiRichee Wong

Strategy Development for

Supporting Youth

Entrepreneurship In Kayseri

April 27, 2011 © 2011 IBM

IBM Corporate Service Corps : Turkey Team 6 © 2011 IBM Corporation

IBM Centennial: A Century of Progress

On June 16, 2011, IBM will celebrate its 100th anniversary as a corporation.

IBM Centennial

Movie

Share learning from our history

to sharpen understanding and

appreciation of the modern IBM

Deepen our engagement with

society, strengthening existing

relationships and developing

new ones

Shape a shared view of the

future together with the clients

and communities we serve

IBM‟s Centennial strategy


What is the IBM Corporate Service Corps?

The Corporate Service Corps (CSC) exposes

high performance IBM employees to the

21st century context for doing business ---

emerging markets, global teaming, diverse cultures,

working outside the traditional office, and increased

societal expectations for more responsible and

sustainable business practices.


CSC Application Process

IBM POPULATION

380,000+ employees

170+ countries

ELIGIBLE APPLICANT POOL

Top 15% of performers

Pre executive

>2 years IBM tenure

~50,000 employees

APPLICANTS

Phase1: 5,500 IBMers

54 countries

Phase3: 9,625 IBMers

63 countries

Geography

Review

Boards

SELECTIONS

Phase1: 100 IBMers

31 countries

Phase3: 450 IBMers

44 countries

• Most current application cycle from 5 – 24 April 2011


CSC Program Structure

IBM declared growth markets

Emerging or pre emerging

Address societal, educational, environmental challenges

COUNTRY

Logistics

Project planning

In-country support

NGO PARTNER

PRE WORK (3 Months)

Preparation work completed virtually

Team building and skills development

Established curriculum

IN-COUNTRY (1 Month)

Work at the intersection of business, technology and society

Immersion in local culture

Outside the office

POST SERVICE (2 Months)

Linkage back to the business

Measurement and evaluation

Reflect, learn and apply

Internal and external presentations

EXPERIENCE


Mridul Kothari

EIW Operations Team Lead /

Application developer

India

Yoshimasa Masuda

IT Architect, Project Leader

Japan

Esha Seth

Software Engineer

India

Ying Keat Wong

Project Manager

Malaysia

Meeta Srivastava

Business & Technical Leadership

Partner

USA

Wei Wei

Senior Consultant

China

Team Introduction – Turkey Team 6, Subteam 1


Agenda

A Introduction

B Why Youth Entrepreneurship ?

C Who Are Youth Entrepreneurs ?

E What Is Youth Entrepreneurship Eco-System?

D How To Enable Youth Entrepreneurship?

F Overall High-Level Recommendation

G Appendix

IBM Corporate Service Corps : Turkey Team 6 © 2011 IBM Corporation8

Project Summary

Strategy Development for Supporting Youth

Entrepreneurship in Kayseri

Sponsor

Middle Anatolia Development

Agency (ORAN)

Lead

TurkeyTeam 6

Start

3 April,2011

End

29 April,2011

Objective/ Scope

1. Strategy Development for Supporting Youth

Entrepreneurship in Kayseri

– To develop and enhance stronger business acumen among present/future entrepreneurs to start up and growtheir business in Kayseri in innovative areas, and with aglobal perspective.

• Best Practices/International Practices; BuildingCapability & Curriculum Development ;ProfessionalDevelopment; Financial / Funding; SocialEntrepreneurship / CSR; Raising awareness,Information Resources, etc.

• Conduct workshop for university students toenhance business skills and develop globalperspective

A

INTRODUCTION


Approach: Strategy Development for Supporting Youth Entrepreneurshipin Kayseri (1/2)

A

INTRODUCTION

1. Understand

2. Gather Data

3. Strategize

4. Implement

5. Review

Internal Analysis

Identify Opportunities

Baseline (as-is) Situation Definition

Short and Long Term

Recommendations SCOPE

Evaluate

Success

Our 4-Week Approach


Example of Questions & Issue Capture

Recommendation Rendering – Brainstorming Sessions

– Critical Success Factors

Gap

Analysis

What is good about the current situation?

What are the major deficiencies?

What behaviors are being motivated?

What services do the stakeholders offer

to SMEs?

Are there any grants for students

interested in starting business?

What are the success stories?

What activities are being undertaken

for entrepreneurship development?

Key Institutions:

• Erciyes Teknopark

• Erciyes University

• Meliksah University

• Youth Entrepreneur

Council

• Youth Entrepreneur

Association

What is

working well?

What needs

to change?

The approach includes conducting interviews toidentify major issues and brainstorm for potentialfixes.

A

INTRODUCTION

Approach: Strategy Development for Supporting Youth Entrepreneurshipin Kayseri (2/2)


Deliverable 1: Stakeholder Overview, Analysis & Strategy

A

INTRODUCTION

Youth

Entrepreneurship

Eco-System

Youth

Entrepreneurship

Categories

Overview

Youth Entrepreneurship Landscape

Early-Stage Entrepreneurs Opportunity & Necessity EntrepreneursEstablished Business Owners

Youth

Entrepreneurship

Enablers

Government Institutions Private Organizations Universities & Institutions Communities & Councils

Finance R&DCapability

Development

Commercial, Legal &

Physical InfrastructureGovernment Policy

Entry

Regulation


Date of Workshop Conducted: 28th April 2011

Objective: Enhance Business Skills and Develop Global Perspective

Total Number of Participants: 100 participants (estimated)

A

INTRODUCTION

Deliverable 2: Workshop for Erciyes University Students


Overview of Stakeholder

Clients

Client & Host Organization

Middle Anatolia Development Agency (ORAN)

Mr. Mustafa Palancioglu

Secretary General

Mr. N. Semih Demirtoka

Planning and Project Units Coordinator

Youth Entrepreneurship CouncilMr. Orhan Kizilkaya

Secretary General

Local Turkey Advisors

• Jane Jamieson, VP, DOT

• Ozlem Caliskan, Project Manager, UNDP Turkey

• Burcak Semerci, IBM Turkey

Key Inputs Provided By

• Mr Bilgin Yazlik, Committee Member of

Kayseri Technopark

• Mr Orhan Kizilkaya, Secretary General of

Kayseri Youth Entrepreneur Council

• Mr. Tahsin Onus, Secretary General ofKayseri Organized Industrial Zone

• Mr. Namik Subas, Secretary General of

Kayseri Young Entrepreneur Association

A

INTRODUCTION


Stakeholder Meetings Held (1/2)

Name Organization / Company Role / Title

Mustafa Palancioglu ORAN Agency Development General-Secretary

Mehmet Tercan Kayseri Chamber of Commerce General-Secretary

Orhan Kizilkaya Youth Entrepreneur Committee General-Secretary

Oguz Memis Netcom (IBM Distributor) General Manager

Bilgin Yazlik, Serhat Dalkilic, Beyza Nart Kayseri Teknopark Committee Member

Metin Ozsoy Sensotruck at Teknopark Business Owner

Suleyman Demircan Biletall at Teknopark Business Owner

Namik Subag Young Entrepreneur Association General-Secretary

Suleyman Demircan Biletall at Teknopark Business Owner

Gulsah Young Entrepreneur Club, ErciyesUniversity

President

Tahsin Onus Kayseri Organized Industry Zone General-Secretary

Prof. Dr. Resit OZKANCA, Kadir AskinPeker

Meliksah University President, AssistantProf. Dr.

A

INTRODUCTION


A

INTRODUCTION

Stakeholder Meetings Held (2/2)


Agenda

A Introduction

B Why Youth Entrepreneurship

C Who Are Youth Entrepreneurs

E What Is Youth Entrepreneurship Eco-System

D What Enable Youth Entrepreneurship


G Appendix


Delivery Structure

B

WHY YOUTH ENTREPRENEURSHIP

Youth

Entrepreneurship

Eco-System

Youth

Entrepreneurship

Categories

Overview



Youth

Entrepreneurship

Enablers


Finance R&DCommercial, Legal &


Entry

Regulation

Capability

Development


What is happening in the global business environment?

The world is

SMALLER.

The world is

FLATTER.

The world is

SMARTER.

B



Installation Deployment

We are seeing a period of intense change as technological advances createunprecedented opportunities

Irruption

The Industrial

Revolution

Age of Steam

and Railways

Age of Steel, Electricity

and Heavy Engineering

Age of Oil, Automobiles

and Mass Production

Age of Information and

Communication technology

Frenzy Synergy Maturity

Panic

1797

Depression

1893

Crash

1929

Applications\

IT driven business innovation\

2010s

Opportunity just blooming now

1

2

3

4

5

Panic

1847

1771

1829

1875

1908

1971

1873

1920

1974

1829

Source: Perez, C., “ Technological Revolutions and Financial Capital ”, 2002

Crash

B


http://www.carlotaperez.org/

http://www.carlotaperez.org/


But it is still not easy for youth to get employee opportunities and theyouth unemployment rate is extremely higher than average

Source: Turkish Statistics Institution http://www.turkstat.gov.tr/ 2011; IMF:International Monetary Fund , 2010 World Economic Outlook

http://www.umut.org.tr/en/sayi larla.aspx?id=213762

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

Unemployment rate_Turkey Youth unemployment rate_Turkey Youth unemployment rate_World Average

Unemployment rate_Turkey 10.80% 10.50% 9.30% 10.20% 10.20% 9.90% 10.70% 14.10%

Youth unemployment rate_Turkey 20.50% 19.70% 19.30% 16.00% 16.80% 18.10% 21.72% 24.80%

Youth unemployment rate_World

Average

10.50% 10.25% 10.20% 9.86% 10.24% 10.95% 14.03% 12.20%

2003 2004 2005 2006 2007 2008 2009 2010

There are 81 million youngunemployed people in the world

Youth Unemployment in Turkey Twice

as High as World Average, 24.8%Unemployment rate means one out of

four youths is unemployed

Turkish Youth Unemployment Rankedfrom 123 in 2008 down to 145 in 2010 of 180 participators

Youth are more weak to economic

shocks and will feel the economicrecovery later than the adults

Youth Unemployment Rate Analysis

B


http://www.turkstat.gov.tr/















But it is still not easy for youth to get employee opportunities and theyouth unemployment rate is extremely higher than average (2/2)

Source:http://bianet.org/english/youth/124124-youth-unemployment-in-turkey-twice-as-high-as-world-average

B



Now, New and Small companies are Dominating the World

Source: Turkish Statistics Institution http://www.turkstat.gov.tr/ 2002

In the World, More than 95% of businesses inmost countries are small (<49 employees)

Most of these business created in 3 years

More than 76% GDP created by small business

In Turkey, the average company size smaller

In Kayseri, More than 96% company are tiny

In Kayseri, Only less than 1% company aremedium and big company and most of them

are in traditional industry like furniture andfood industries

Small Company

(Employee 1-9)

Small Company

(Employee 10-49)

medium Company

(Employee 50-150)

Big Company

(Employee 151-250)

Huge Company

(Employee 250+)

Overall Turkey 1788835 58521 7407 1577 1851

Gaziantep 33509 774 91 21 37

Kayseri 21902 684 94 16 34

96.36%

0.07%

0.41%3.01% 0.15%

Small Company

(Employee 1-9)

Small Company

(Employee 10-49)

medium Company

(Employee 50-150)

Big Company

(Employee 151-250)

Huge Company

(Employee 250+)

Turkey / Kayseri Company Size Analysis

B









More Job Opportunities are being created by New and Small companies,Especially in Turkey and Kayseri

Source: Turkish Statistics Institution http://www.turkstat.gov.tr/ 2002

0

10

20

30

40

50

60

Overall Euro 13.31 14.04 7.35 25.5 39.8

Overall Turkey 50.87 17.42 9.41 4.69 17.61

Gaziantep 53.16 13.04 6.49 3.64 23.67

Kayseri 45.87 15.67 8.81 3.44 26.21

Small Company

(Employee 1-9)

Small Company

(Employee 10-

medium

Company

Big Company

(Employee 151-

Huge Company

(Employee

Total

Employment

Small Company

(Employee 1-9)

Small Company

(Employee 10-49)

medium Company

(Employee 50-150)

Big Company

(Employee 151-250)

Huge Company

(Employee 250+)

Overall Turkey 6497040 3305259 1132077 611066 304225 1144413

Gaziantep 113920 60558 14858 7403 4151 26950

Kayseri 88374 40536 13847 7788 3046 23157

In most developed countries, most of employee work for medium and bigger companies

Small companies (<49 employee) have more importance to Turkey, More than 68% employee workfor small companies in Turkey

In Kayseri, small business

created less Job

Opportunities compare withother cities in Turkey due totraditional industry structureor lack of enough supportingto young and small business

Turkey / Kayseri Employee Structure Analysis

B

































Agenda

A Introduction


C Who Are Youth Entrepreneurs




G Appendix


Delivery Structure

C

WHO ARE YOUTH ENTREPRENEURS

Youth

Entrepreneurship

Eco-System

Youth

Entrepreneurship

Categories

Overview



Youth

Entrepreneurship

Enablers




Entry

Regulation

Capability

Development


(II) Established

Business Owners

(EBO)

(III) Opportunity

Entrepreneurs

(OE)

(IV) Necessity

Entrepreneurs

(NE)

• Businesses currently inoperation.

• Owners of existingbusinesses haveovercome many hurdlesin the pre-planning andstart up stage.

• Existing businessowners continue workingto lay the foundation forfuture growth and adaptto changes inmarketplace

• One possible reason isthat Turkish governmentattention and supporthave been always morefavorable to large firmsthan small firms.

• People who are takingadvantage of a businessopportunity

• People who havegraduate experiencelevels of education tendto be opportunity-driven

• At the lower income level,4.9% of early stageentrepreneurs tend to bein this group

• At the higher incomelevel, 32.8% of earlystage entrepreneurs tendto be in this group

• People who have nobetter options for work.

• Turkey is at 12th positionamong developingcountries

• At the lower income level,30.6% of early stageentrepreneurs tend to bein this group

• At the higher incomelevel, 13.9% of earlystage entrepreneurs tendto be in this group

• Owners of the firms thathave paid salariesbetween three monthsand 3.5 years

• Established businessentrepreneurs are ownersof 3.5 years old or olderfirms

(I) Early-Stage

Entrepreneurial

Acitivity (TEA)

Overview of Entrepreneur Groups in Turkey

Source: Global Entrepreneurship Monitor (GEM) Research in Turkey, 2009

(A) Nascent

Entrepreneurial

Activity (NEA)

(B) New BusinessOwners (NBO)

•Owners of business thathave taken some actiontowards creating a newbusiness in the past yearand have not paid wagesfor more than 3 months

C



Comparing Entrepreneurial Activity in Turkey & Developing Countries

Total Entrepreneurial Activity by Indices Turkey Developing

Countries

(I) Early-Stage Entrepreneurial Activity (TEA) 6.07 14.64

(A) Nascent Entrepreneurial Activity (NEA) 2.2 7.70

(B) New Business Owners (NBO) 4.01 7.68

(II) Established Business Owners (EBO) 11.5 9.93

(III) Opportunity Entrepreneurs (OE) 3.68 9.97

(IV) Necessity Entrepreneurs (NE) 1.79 4.39

Source: Global Entrepreneurship Monitor (GEM) Research in Turkey, 2009

C


Early-Stage entrepreneurial activities‟ in Turkey is much lower than those that

take place in other developing countries.

The number of „Established business entrepreneurs‟ are relatively higher


Youth Entrepreneurship in Turkey - Media Findings

Source: http://www.hurriyetdailynews.com/n.php?n=young-entrepreneur-represents-turkey-at-summit-2010-05-30

C


Source: Ministry of Foreign

Affairs of the Republic of Turkey,

May 2010

“Supply of young,

trained, well educated,motivated and costeffective labor force(61% of the population isunder the age of 34(about 45 millionpeople). Median age isaround 28.5 with its over24 million youngworkers; the 4th biggestlabor force comparing toEU-27, about 500thousand graduatesfrom 143 differentuniversities per year.”

DELETE


SWOT Analysis Result for Youth Entrepreneurship in Kayseri

Strengths Weaknesses

Opportunities

Huge potential for growth in consideration with increasing youngpopulation relative to Western countries.

Income Tax exemption for companies engaged in R&Dactivities in Technology Development Zones (TeknoPark,etc)

Good infrastructure at universities and TeknoPark

KOSGEB provides interest subsidy to entrepreneurs in Kayseri.

Entrepreneurs have a good network of customers with businesstrust and good traditional business culture

Government institutions conduct yearly economic review forsharing knowledge of innovation, etc.

Entrepreneurs join other social group in foreign countries toestablish relationships with venture capitalist worldwide.

European Union grant student exchange program to learn newlanguage.

Most universities offer seminars including success stories andcase studies of entrepreneurs.

Young Entrepreneurs Association provides the connectionbetween people trying to start up new business and successfulentrepreneurs locally, as well as globally.

Higher contribution to grow local GDP

High taxation for start-up companies.

Venture capitalism is not a common practice.

Lack of clear structure of youth entrepreneurs supportingsystem.

Few people can speak English in spite of much needs ofEnglish communication as entrepreneurs.

Under-developed collaboration culture of R&D and innovation

Global business recession and competition

Excessive and time consuming red tape and bureaucracy

Poor enforcement of copyright and patent regulations

C



Agenda

A Introduction


C Who Is Youth Entrepreneurship




G Appendix


Delivery Structure

D

WHAT ENABLE YOUTH ENTREPRENEURSHIP

Youth

Entrepreneurship

Eco-System

Youth

Entrepreneurship

Categories

Overview



Youth

Entrepreneurship

Enablers




Entry

Regulation

Capability

Development

© 2011 IBM CorporationIBM Corporate Service Corps : Turkey Team 6

Entrepreneurship Enablement Framework

Entrepreneurship Enablement

Stimulate

entrepreneurial

motivations &

competencies

Establish

appropriate

institutional

structure

Eliminate barriers to

entrepreneurshipReduce inception

period for new

enterprises

D


Financial

Institutions

Government

Policies

& Programs

Research &

Development

Transfer

Capability

Development

Commercial,

Legal and

Physical

Infrastructure


1. Entrepreneurial Finance :

Enhance access to financial resources for entrepreneurs and small and medium enterprises(SMEs)

Findings:

• A few increasingly integrated financial groups dominating the market including banks, agencies and other

formal sector financial institutions focusing on the lower to higher end of the market. E.g. KOSGEB, ORAN

• A strong informal system of credit, majorly traditional way to raise money by asking friends and family and

rotating savings and credit associations, existing in parallel to the formal banking system and serving the lower

end of the market.

• Enhance access to information

• A venture capital fund with a strong

emphasis on strategic and operational

involvement in the business.

• Greater scope of micro-finance via

bank or NGO :

• Full-range of micro finance services

• Savings-based Ap proaches

• Microleasing

Recommendations:Gap:

• Early-stage entrepreneurial activity in

Kayseri region is much lower than in

developing countries

• Particularly nascent entrepreneurs, are

the most vulnerable and most in need of

favorable conditions.

• Lacks microfinance framework – regulator

indirectly encouraging investors/initiatives

to partner with banks

D



Recommendations

Business Advisory Events & Services: Fundraising , Financial management, CorporateGovernance, Leadership, Team building, Sales Process, Networking and Resources.

Audit: Improved Controls and reporting procedures.

Tax: Compliance and cost saving strategies.

Human Resources : Compliance, HR best practices and Recruiter network.

D


Venture Capital

Micro Finance

Provide Full-range of microfinance services: Credit, Insurance and Savings products fordifferent needs in the life and business cyclesSavings-based Approaches: Individual Development Accounts (IDAs): Special savingsaccounts designed to assist low income people on path toward asset ownership via matchedsavings and financial education.Microleasing: Allows one party to use an asset owned by the other in exchange for specificperiodic payments.

Generate awareness about:

• Type of financial products are available to entrepreneurs and smallbusiness owners

• Type of f inancial help/ product most suitable for specific entrepreneur/business owner

• Updates on new financial products and schemes

Enhance Access To

Information


2. Government Entrepreneurship Programs/Policy:

Establish policies and regulations that either size-neutral or encourage entrepreneurs andSMEs.

Findings:

• Autonomous Bodies regulate and monitor different types of markets in accordance with the requirements of a

functioning market economy (Competition Authority, Energy Market Regulatory Authority, Banking Regulation andSupervision Agency, Capital Markets Board of Turkey)

• Organized industry zone ( KOSB) – One-stop-shop concept.

• Exemption from taxes and duties ( VAT, Customs etc)

• Liberal and secure investment environment.

• Implement policy changes to facilitate

entry into business

• Establish a lobbying group to help

influence policy making geared towards

youth entrepreneurship

• Invest in entrepreneurial education

• Encourage interntaional trade


• Government can enhance it’s position as

a catalyst for promoting entrepreneurship

• Inadequate tax incentives, specific to

youth entrepreneurship

• Low in local market dynamics

openness (relatively slow change, year toyear, resistance to adopt new technology,existing business owners)

D



Recommendations

Influence Policy

• Establish a lobbying group ( or add to mandate for KOSGEB eg), to help influencepolicy making geared towards youth entrepreneurship

• Facilitate entry: Reduce entry and exit barriers,

• Reduce regulatory & labour burden

• Ensure small businesses have a say on policy issues

Implement Policy

Changes

• Reduce red tape and compliance cost involved in start-up.

• Help entrepreneurs overcome the initial problems of business startup.

• Modify existing incentives of SME‟s to meet the specific needs of new business (

eg extended tax breaks)

• Help reduce risk ( through insurance programs)

D


Encourage

International Trade

• Help entrepreneurs develop a global perspective.

• Recognize scope and markets outside Kayseri and Turkey

Invest in Education

• Invest in general education to create an intelligent, creative and professionalworkforce

• Invest in entrepreneurial education to better prepare entrepreneurs for business• Create avenues for technical and vocational education to help non-technical

strata.


3. R&D Transfer :

Provide access to research and development leading to new commercial opportunities

Findings:

• 100 percent deduction of R&D expenditure from tax base.

• Income withholding tax exemption for employees

• 50 percent of social security premium exemption for employers for a period of 5 years

• Techno-initiative capital for new scientists up to TRY 100,000

• Deduction from the tax base of certain funds granted by public bodies and international organizations

• Support from Technology Development Zones (Technopark).

• Support from TUBITAK (Scientific and Technological Research Council of Turkey) and TTGV (Turkish

Technology Development )

• Continue to build on existing work, and

branch into knowledge –based, and

service oriented work

• Off-the-Shelf Solutions

• Enhance Corporate Linkages

• Regular Benchmarking and Evaluation


• Transition from Efficiency-Driven to

Innovation-Driven

D



Recommendations

Continue to build on

Technology

Communities

• Web based solution helps firms identify critical service providers,potential partners, investors and customers.

• Designed to serve SME and technology communities.

• Leverage university-based and other research organizations to spin off technologystart-ups

• Develop innovation centers, improve incubators and research parks• Form entrepreneurship programs and networks.

Off-the-Shelf Solutions

Enhance Corporate

Linkages

• Corporate linkages to university and government laboratories to identify early-stage research, and effectively tap and transfer the research for business ideas.

• Facilitate awareness of international trends and innovations

Regular

Benchmarking and

Evaluation

• Formal evaluation methodology that involves:- validating economic and market positioning- assessing "return-on-investment" for all stakeholders

D



4. Commercial, Legal and Physical Infrastructure :

Access to property rights and commercial, accounting, and other legal services andcommunication, utilities, transportation, land or space

Findings:

• Autonomous Bodies to regulate and monitor different types of markets in accordance with the requirements of a functioning market

economy [Competition Authority, Energy Market Regulatory Authority, Banking Regulation and Supervision Agency, Capital Markets

Board of Turkey.

• Organized industry zone ( KOSB) – One-stop-shop concept.

• Implement Regulatory Reform

• Streamline business license, trademark

and registration requirements process.

• Establish safety net to re-start business

• cultural change

• legal support

• mentorship & guidance


• Oriented towards medium to higher

industrial sector versus smaller.

• Limited social safety net for potential

entrepreneurs.

• Insufficient intellectual property rights.

• Excessive bureaucracy tax laws, red

tape and regulations are costly

obstacles to start ups.

• Lack of legal infrastructure for new micro

credit initiatives.

D



D


Recommendations

Implement Regulatory

Reform

• Political leaders and government heads should make public commitments toregulatory reforms.

• Establish a body responsible for overseeing implementation of reforms, andremove legal restrictions on equity ownership by the state, public

universities, and other government entities. • Improve public sector efficiency, responsiveness and effectiveness through

public management reforms.

Streamline process and

access to information

• Provide access to information regarding regulatory and licensing processeson-line

• Use one-stop business and licensing models.

• Create institutional mechanisms to allow business and citizen participationin guidance, management and evaluation of information. Facilitate ongoingaccountability by allowing public access to information.

Establish Safety Net for

any initial lack of success

• Provide policy/legal support to reduce excessive discretion of regulators,

and policy enforcers

• Socialize cultural change to help entrepreneurs overcome

de-motivation on account of early failures, and re-enter the business

• Provide mentorship & guidance on dealing with business adversity


5. Capability Development:

Enhance entrepreneurship and business management capabilities.

Findings:

• Multiple Councils and Agencies exist to promote entrepreneurship

• Multiple sources of Information on how to start a company

• Culture of Entrepreneurship is not adequately established, despite a history of “trading genes”

• Entrepreneurship clubs at universities linked with business to conduct seminars, panel sessions, lectures

• Lack of dedicated entrepreneurship education at High School or University level

• Instructors not adequately prepared to impart education in the field of entrepreneurship


• Lack of institutional framework and

strategy

• Lack of single source of information to

establish new businesses

• Inconsistent quality of infrastructure and

facilities at learning institutions

• Inadequate understanding of career

options

• Prejudices against entrepreneurship and

failure in initial ventures

• Enhance Access to Information

• Enhance, encourage and develop

entrepreneurship education in

universities

- Instructor training

- Professional development

- Curriculum Development

• Mentoring- Coaching Programs

• Incubator Programs

D



Enhance Access to Information

• Establish a Web Portal

• Newsletter/Journals

• Networking and

Informational Events

• Entrepreneurship Fair

Policy and Other

Legal Updates

Success StoriesStakeholder

Interaction

News,

Announcements,

Events

Community Forum

Financial IncentivesBusiness Registration

Process

Strategy, Mission,

Vision

D



Key Entrepreneurship Success Factors

• Need for achievement

• Ability to convince

• Determination

• Taking initiative

• Leadership

• Calculated risk taking

• Confidence

• Good decision making

• Creativity and Innovativeness

• Commitment

Characteristics

• Client Interfacing skills

• Interpersonal /Relationship

building skills

• Team work

• Time management

• Networking skills

• Assertiveness

• Problem Solving

• Conflict management skills

• Communication skills

Life/Business Skills Professional/Technical Skills

• Market Development &

Management

• Financial Management

• Operations

• Research & Development

• Human Resource

Management

• Industry Knowledge

Enhance, encourage and develop entrepreneurship education in universities

• Integrate Entrepreneurship Education in University Curriculums

• Develop and Enhance Instructor Capability

• Offer Professional, Technical and Vocational Development

D



Enhance, encourage and develop entrepreneurship education in universities

Develop and Enhance

Instructor Capability

Offer Professional,

Technical and

Vocational Development

Life Skills

Business Skills

Professional Skills

Technical Skills

Language Training

Encourage interaction with Industry

Incentive for Industry Stints

Workshops/ Training on International Trends

Apprenticeship/ Mentoring programs

Technical and Vocational Workshops

Language Training

Integrate Entrepreneurship

Education in University

Curriculums

D



Establish Mentoring / Coaching Programs

Group Mentoring

Reverse Mentoring:

Targeted relationship between a single mentor and mentee

• “Many-on-one” approach

• Several mentees meet in a group with one mentor

• Numbers in the group should be relatively small in order to achieve

group synergy and effectiveness.

Short –term relationship between two persons who are at the same

level within the organization.

Helps to transfer a critical skill or to socialize a new into the

organization.

Individual Mentoring

(one-on-one):

Involves a more senior person learning from a junior person. Helps to bridge generational gaps and differences.

Peer Mentoring:

• Subject Matter Expertise

• Career Guidance

• Socialization

• Community Building

D



Incubator Programs (Like TeknoPark)

• Industrial Specialty

• Local Resource

• Local Tradition

• Entrepreneurs with innovative ideas

• Community

Can Be Organized By:

• Feasibility Studies

• Community Revolving Fund

• Capacity Building

• Market Development

• Private Sector Participation

Can Take the Form Of:

• Foster start up, evolution, growth and sustainability of new or early start-up businesses

• To expand, co-ordinate and monitor the provision of training, advice,counseling, and any other non-financial services

Can Take The Form Of:

D



Agenda

A Introduction


C Who Is Youth Entrepreneurs




G Appendix


Delivery Structure

E

WHAT IS YOUTH ENTREPRENEURSHIP ECO SYSTEM

Capability

Development

Youth

Entrepreneurship

Eco-System

Youth

Entrepreneurship

Categories

Overview



Youth

Entrepreneurship

Enablers




Entry

Regulation

Capability

Development


Each positioning in Eco-system

#1: ORAN/ Chamber of Commerce / KOSGEB

#4: Youth Entrepreneur

Communities

#3: Erciyes University,

Meliksah University

#2: TeknoPark

Eco-system sho uld be here.

ORAN, Chamber of Commerce should be workin g in col laborat ion with al l inst i tut ions

includ ing TeknoPark and Universi t ies which s eek to p romote entrepreneurship and

innovat ion.

E



International Standard for Start Up Companies

To create a positive climate for innovation and change.

Invite in outsiders. (Lead User Innovation / Method)

Innovative idea often comes from the change of environment.

Finance Fosters Credibility, Customer/partner introductions, faster growth, Cash, etc.

Deploy network of venture capitalist.

Single large investor advantage. Commitment of CFO.

New Idea

Get close to the customer.

Initial focus on a small but significant market segment.

Be market focused as well as sales focused.

Speed to market.

Experience

Marketing

Training and real world experience, both are critical for talented people.

Early contact with successful entrepreneurs.

Continued education and upgrading of skills, gain practical and real world experience.

Quoted from the materials of MIT Sloan school

Business Plan Know your customer

Plan how to build your company without any outside investment firstly.

Business plan judges focus on Customer needs, Value proposition, etc.

E



Eco-System #1: Current Issues Analysis (1/2)

Category As-Is Issue

New Idea They understand how to make innovative ideasbasically.

They do yearly review. In every review, havesession for sharing knowledge, then there be climatefor change and innovation.

In ORAN Development Agency, they hold someseminars to raise awareness. Becauseentrepreneurs are always busy, ORAN can sponsorthe seminars or partner with industrial leaders.

Companies in Kayseri don‟t involve lead users

when planning and designing new product.

Need to be conscious that outside pressuresuch as De-regulation,Corporate governnancehelps innovative idea.

Finance To gain first customer entrepreneurs in Kayserihave a good network with customers.

Support of start up company is usually from stateand KOSGEB, TOBB.

They normally get commitment with CFO.

Entrepreneurs in Kayseri don‟t deploy network

of venture capitalist.

There is only a few venture capitalist in Turkey.

Tax in Turkey is very high when starting upcompany.

Business Plan A good entrepreneur make money with otherpeople‟s money. This is common in Turkey.

Bank don‟t go through business plans but planning

to initiate next year.

ORAN have not started the grant, but planning toinitiate next year. In judging business plan, ORANplans to investigate all areas for evaluation includinginvestment customer needs, environment,competitor‟s area, production plan, etc.

KOSGEB may not set target in starting upcompany clearly.

There are problems if they don‟t know

competitors environment.

E


Target: ORAN Development Agency

Government Institution




Marketing Entrepreneurs in Kayseri sometimes go toshopping center to grasp characteristics andrequirements of the customers.

They think that entrepreneurs should knowstrength, financial situation, competitors and find outnew opportunity, market and need to innovate andsell it to neighboring countries of Turkey.

More Turkish entrepreneurs now go to Africa toexpand like in the biscuit industries.

They think that entrepreneurs should focus on bothmarketing and sales.

The policy of market segment in starting upcompany which they should encourage may notbe sufficient.

Experience European Union grant student exchange programin the summer to learn new language.

KOSGEB give people subsidy when attendingexhibition abroad to entrepreneurs.

Most universities offer the seminars includingsuccessful stories and case studies ofentrepreneurs.

People can choose to go abroad for internshipprogram to gain practical experiences.

It is big problem that few people can speakEnglish in Kayseri in Turkey in terms of gainingtraining or real world experience in foreigncountries.

E


Target: ORAN Development Agency

Government Institution


Eco System #1: Government Institutions

Skills and

Experience

New Idea-- Encourage entrepreneurs in technology based company in Kayseri to invite lead users when planning anddesigning new products. Lead users support innovation at the leading edge of markets where demand is bothsmall and uncertain. (Lead user innovation / method)

Finance and Funding- Support that entrepreneurs can deploy & join in network of venture capitalists in foreign countries.

- Should promote tax reduction policy for starting a company as the tax in Turkey is very high in starting up acompany.

-- Encourage people in Kayseri to study English and try to gain training or real world experience inforeign countries.

Marketing

Business Plan

Recommendations

- They should advise that KOSGEB set ten customers as target in starting up company clearly whenestimating and judging business plans.

- As planned, ORAN should start the grant for entrepreneurs with business plans next year.

- Encourage entrepreneurs in Kayseri to initially focus on a small but significant market segment. This providesentry into the market and success stories to impress potential customers who prefer to follow rather than to lead.

Short Term (1-2 yrs) Mid Term (2-5 yrs) Long Term (>5 yrs)




New Idea They create a positive climate for innovation andchange in universities.

They understand that it should be a freeenvironment with no barriers to exploit on ideas.

They collect marketing information when planningnew product.

They consider using past experience to develop inother industry.

Can‟t create a positive climate for innovation

and change in companies in general.

Don‟t consider creating the culture of openness

about past mistakes and focusing on advance.

Companies in Kayseri don‟t involve lead users

when planning and designing new product.

Lack of consciousness that innovative ideaoften comes from some change of environment.

Finance They sell products with cheaper price to gain firstcustomers for promotion.

Support of start up company is usually from stateand KOSGEB, TOBB.

Regarding bigger project, they divide large risk intosmaller ones to bring in other investors.

They normally get commitment with CFO.

Don‟t deploy network of venture capitalist.

Don‟t get money from venture capitalist.

Entrepreneurs in Kayseri have relationship withmany investors in foreign countries.

Bussiness Plan Entrepreneurs dream a lot and don‟t set realistic

targets.

Usually entrepreneurs tend to follow a provenbusiness model like the furniture industry.

KOSGEB judges business plans with focusing onthe main business idea the number of worker,timeline, innovative idea to the market section.

Don‟t set target in starting up company clearly.

There are problems in hi-tech industry and ITindustry because they don‟t know competitors

environment.

KOSGEB‟s business plan judges don‟t focus

on Customer needs, Value proposition,etc.

E


Target: TeknoPark

Private Organizations




Marketing They sometimes go to shopping center to graspcharacteristics and requirements of the customers.

There are 2 types of entrepreneurs: Marketing andTechnical. They think that it is ideal to have these 2types of people in the team.

Entrepreneurs in Kayseri aim at niche market anddevelop a cheaper product to compete.

Market activities always are performed before salesin Kayseri.

The technical people tend not to understandthe marketing need.

The marketing people tend not to havetechnical skill.

Experience Family support and try to encourage real worldexperiences to know markets and entrepreneurshipin Kayseri.

At start up, most companies think and focus onhow to sell the produsts first.

Young entrepreneurs Association provides theconnection between people trying to start up newbusiness and successful entrepreneurs, and theseminars including stories of entrepreneurs.

Young Entrepreneurs Association offers trips to Africa and US,etc to share case studies ofsuccessful entrepreneurs.

In company, talented people tend not to havetraining before selling the products.

E


Target: TeknoPark

Private Organizations


Eco System #2: Private Organizations

Skills and

Experience

New Idea

-- Encourage entrepreneurs in technology based company in Kayseri to invite lead users when planning anddesigning new products. Lead users support innovation at the leading edge of markets where demand is bothsmall and uncertain. (Lead user innovation / method)

-- Recognize that innovative idea often comes from the change of environment – bankrupcies,end of lifelongemployment and that outside pressure helps innovative idea (For instance,De-regulation,Corporate governnance)

-- They should advise that entrepreneurs can create a positive climate for innovation and change intechnology based companies. To do this requires sustained top level commitment.

Finance and Funding- Support that entrepreneurs can deploy & join in network of venture capitalists in foreign countries.

- They should advise that entrepreneurs in Kayseri should have relationship with single large investor , whohas Patient, Money, Deep Pockets, Market knowledge, Market presence, Distribution.

-- Encourage that talented people can have training to know marketsand people in those marketswhile selling products.

Marketing

Business Plan

Recommendations

- They should advise that KOSGEB set ten customers as target in starting up company clearly whenestimating and judging business plans. Encourage entrepreneurs to know competitor‟s environment.

- They should advise that KOSGEB‟s business plan judges should focus on Customer needs & Value

Proposition, Sustainability, Team.

- Encourage that technical people learn marketing and business management and that marketing people gettechnical skill too.



Eco-System #3: Universities and Institutions

Business skills & support

Business Management Training Market development Access to counseling Technical Assistance Access to finance

Enabling Environment

Faculty Training Enhance faculty support Industry-Academia Partnerships Access to Market Information Provisioning

Motivation & Entrepreneurship skills

Media Campaign Role Model Entrepreneurship Education Networks

Stakeholder Success Enablers

Meliksah University,Erciyes University Youth ClubUniversities

E





Motivation and

Entrepreneurship

skills

Risk Averse Mindset of students

Indirect involvement of University, Teknopark andKOSGEB in E-Club

E-Club Activities include Industry Seminars,lectures by Entrepreneurs and creating activityreport or newsletters

More emphasis on theory than practical training

Student awareness and exposure is low

Limited life and work experiences

Limited financial resources

Limited networks and contacts

Limited exposure to relevant role models

A lack of credibility often due to agediscrimination (Age: 26 –30)

Business skills

and support

No formal Entrepreneurship course offered byErciyes University.

A single Entrepreneurship credit course offered byMeliksah,University.

Lack of management qualifications

Lack of formal work experience

Lack of managerial experience

Enabling

Environment

Erciyes Youth Entrepreneurship club started in2004 in business administration faculty. Currentlyextended to all departments and has 400 members

E-Club collaborates with 18 universities

Students have social awareness and do activitieslike blood donation, fund raising for earthquake

E-Club organized e-commerce training by YorkTrade consultant

Existing enterprises at early developmentstage

Most entrepreneurship Clubs are low onexperience (< 5 yrs old)

Less financial, social, human capitalprogrammes

Multiple disparate University youth clubsworking in silos

E-Clubs lack long term strategy/vision

E


Current Issues Analysis



Professional

Development for

Business Advisors

Collaboration among University, youth council, TUSIAD, GESIAD, MUSIAD, YEC, TOBB and TubiTak

Collaborate with KOSGEB to provide funding awareness and opportunities to students

Interlink to other local and global universities and youth councils

Entrepreneurship

Education

Develop a dedicated University curriculum for Entrepreneurship education

Increase University faculty engagement in student entrepreneurship skills development program

Incorporate entrepreneurship education at all levels of education

Promotion of

Entrepreneurship

Create One Stop Shop – Online Entrepreneurship Web portal

Raise awareness by use of Social networking sites, Media campaigns, internet

Stimulate Entrepreneurial motivations and competencies and change the youth mindset

Encourage Joint Ventures and Business expansion programmes

Encourage Private sector involvement and business linkages

State universities and Private Universities should focus on improving infrastructure for entrepreneurship

Conduct Business Incubators, Basic Microenterprise Trainings and Workshops

Boost private sector business development services

Orientation for all Professional Actors by increasing awareness about industry and technology trends

Establish Direct link to KOSGEB and entrepreneurship cells

Create Union of all Kayseri/ Turkey University youth entrepreneurship clubs

Develop cross university networks and entrepreneurial teams

Small Business

Support Association

Mentoring and

Coaching

Networks and

Associations

E


Recommendations



South Africa

Youth-specific Business Development Services programme in

South Africa

The Business Establishment and Sustainability Programme

(BESP)

Started in 1993 by the Centre for Opportunity Development (COD).The primary goal is to provide unemployed youth and assist them toestablish and run sustainable enterprises. This is achieved throughtheoretical and practical business training, business plandevelopment assistance, facilitating access to credit, business start-up assistance, business mentoring and counseling and businessafter-care and support.

The Business Now Programme

Run by the Education with Enterprise Trust based in the Free Stateprovince. Its objective is to support young people to seekopportunities in self-employment.

The School Leavers Opportunity Training (SLOT) Programme

Founded in 1980 and seeks to empower out-of-school and out-of-work youth between the ages of 18 and 29. The rationale underlyingthe SLOT programme is the assumption that school leavers fromdisadvantaged communities, requires a series of integrated andholistic interventions in the transition from school to work.

Netherlands

Five-phase entrepreneurship education model supported by

Dutch Government :

Phase 1 – Primary Schools: First experience with

entrepreneurship Students are introduced to the notion ofentrepreneurship as an option. At this stage, students learn in aplayful way to develop their talents and general skills like working ingroups and orientation to production.

Phase 2 – Secondary Schools: Consciousness of Skills Autonomous forms of learning are used to enhance consciousnessand insight about what they know and what they do not know.

Phase 3 – Creative Applications and Enrichment of Experiences:Students are introduced to product orientation, learning by experience,and elements of competition. This may include mini-enterprises.

Phase 4 – Preparation and Real Start-Up: Interest inentrepreneurship should be raised in this phase through real start-upwith the support of education institutions.

Phase 5 – Growth and Innovation: Expanded support in the form offinance, personnel, knowledge, and networks is important in thisphase.


E


Global Examples


Training Technology Upgrading Intellectual Property Rights Training Faculty Enablement Boot camps

Informative advice & counseling Mentoring Networking Campaigns, Awards and Events

Collaboration & Partnerships Industry Academia Partnerships Incubators Clusters and Networks

Stakeholder Success Enablers

Yeouth entrepreneurship Council (YEC), GESIADCommunities and Councils

Eco-System #4: Communities and Councils


Market Access Raising Awareness Outreach to market constituencies Reduce entry and exit barriers




Collaboration and

Partnerships

Youth Entrepreneurship Council started inMarch 2010 in collaboration with TOBB

Council has 7 working groups :

- Development of Entrepreneurship

- Training

- Legislation Follow up

- Internship

- Social

- Foreign Relations and Trade

- Information Technology

Numerous youth entrepreneurship councils working in silos

Lack of long term strategy for youth councils

Some of the councils are very young (YEC)

Lack of business management experience and skills

Lack of strategic alliance between microenterprise, tradeassociations, marketing bodies and universities

Lack of ability to source relevant and appropriate business related

information

Lack of general management, financial management and accountingskills, market research and marketing skills.

Informative advice

and counseling

Council provides Business plan consulting

Council provides Practical training byapprenticeship

Traditional values influence the relationship between older andyounger people.

No strong links to University councils to provide business support

Lack of support , networking and mentoring

Lack of Exposure to entrepreneurship

Training Council Conducts Seminar onEntrepreneurship

Conducts Coaching program on basicentrepreneurship skills

Lack of Financial Literacy Programs and start up capital knowledge

Lack of basic Microenterprise training

Lack of vocational training

Market Access Raises Awareness about Governmentresources available

No professional system in place to inform about venture capitalistsand funding options

Lack of awareness about business opportunities

E


Current Issues Analysis



Social & Professional

development

Collaboration &

Partnership

Collaborate with TeknoPark,TUSIAD,GESIAD, MUSIAD and TOBB

Collaborate with KOSGEB, Tubitak to provide funding to students

Build relationship with other local and global universities and councils

Coaching Deliver Lectures/Training/Counseling and business plan development

Support Internship/Apprenticeship to provide real world,practical training

Should work with Universities for curriculum development and consulting

Mentoring Provide Early Exposure to role models and case studies

Build strong links to youth clubs in Erciyes, Meliksah and other Turkey Universities

Develop networks and entrepreneurial teams

Establishing an appropriate

institutional structure

Need long term strategy/vision/mission in place

Should encourage networking with alumni / successful entrepreneurs

Need strategic alignment with University E-Cells, Government Agencies and Corporate

Market Access

E


Recommendations

Help in identifying business opportunities and potential new markets

Reducing the inception period for new enterprises

Eliminating barriers to entrepreneurship by creating awareness

Should work with TechnoPark and promote research ideas

Support IT enablement and create Technology awareness

Support Education system and provide optimistic inputs




Finland

Entrepreneurship education in Finland

It is defined in two ways:

Internal entrepreneurship – related to improvingcreativity, flexibility, courage, cooperation skills,achievement, motivation and generally thinking andacting as an enterprising person.

External entrepreneurship – related to the productionof goods and services, that is, setting up and runningone‟s business.

Australia

Promoting Young Entrepreneurs Programme

Aims to encourage a new generation of entrepreneurs

and to publicly recognize those individuals and

organizations that have contributed to Australia‟s

entrepreneurial foundation.

It has four elements :

A Winners Dinner to celebrate individual achievement

Case Studies of successful young entrepreneurs

Business Plan Competition in schools

A working alliance with the Young Entrepreneurs‟

Organization (YEO).

E


Communities &

Councils

Global Examples


NEN Trust

Vision / Mission /Core Values / Strategy

Foundation

FacultyMembers

MentorsSMEs

Corporates VCs Angels

National Entrepreneurship Network Organization Structure

E



Government Institutions


University E - Cells


Communities &

Councils

Global Example for Institutionalization

Strong alignment

NEN represents India’s largest and most dynamic community of new and future high-growth entrepreneurs, with over70,000 members in 30 cities

All the stakeholders look at young entrepreneurs through NEN’s overall capability and brand.

Vision/Mission/Core Values/Strategy of E-Clells, Governement Institutions strongly aligns with that of NEN


Taiwan

78% of labor force employed in SME sector and the self-employment rate is equally high (21.5%).

The entrepreneurship culture is more firmly rooted from families and small business than from the education system. SMEs are

regarded as incubators for employees to gain support, knowledge and skills to start their own business usually with the supportof their bosses. Eventually, the former employee-turned entrepreneur becomes a customer or a supplier. Taiwan has nationally

established commissions on youth entrepreneurship development to complement private initiatives.

The National Youth Commission

This organization was established in 1966 and has complemented many programmes involving youth guidance. In 1972 itestablished the Youth Industrial Parks to provide the youth the environment to open factories. It still runs the Youth EnterpriseLoan Scheme startups for recipients between 20 and 45 years, as well as the Young Entrepreneurs Award Programme.

Chinese Youth Career Development Association (CYCDA)

Established in 1964, the goal of this body is to exchange career development experiences, and promote youth cooperation,networking and social activities. Current membership is 7000 and over 10 000 entrepreneurs have participated in itsprogrammes including:

(i) Start up loan of up to NT 12 million to young people (23-45) to start a business. There is a grace period of up to one yearduring which the young client pays only interest, and repayment can extend up to 10 years.

(ii) Two industrial parks for young entrepreneurs

(iii) Courses and instructions for young people, offering over 1000 training programmes a year

(iv) Commercial information, management publications and opportunity information

(SMBCGF) start-up Loan Guarantees for Young Entrepreneurs

The Small and Medium Business Credit Guarantee Fund (SMBCGF) offers guarantees for start up loans to young entrepreneursapplying up to NT$ 4 million for a manufacturing business, NT$1.4 million being secured as collateral. It is given as a personalloan with a two-year grace period. Evaluation results suggest that this programme is cost effective.

E


Overall Eco-System: Global Example

Communities &

Councils

Global Example


Eco-system Overview

ORAN, Chamber of Commerce should be w orking in col laboration w ith al l inst i tut ions including

TeknoPark, YEC and Univers it ies which seek to prom ote entrepreneurship and inno vation.

E


#1: ORAN / Chamber of

Commerce / KOSGEB

#2: TeknoPark

#4: Youth Entrepreneurship

Council (YEC)

#3: Erciyes University,

Meliksah University


Agenda

A Introduction






G Appendix


F

OVERALL HIGH LEVEL RECOMMENDATION

Execution Plan According to Priority

Short Term (1-2 Years) Mid Term (2-5 Years) Long Term (> 5 Years)

Enhance Access To Information

- Establish a Web Portal

- Raise awareness using SocialNetworking sites

- Create Newsletter / Journals

- Promote TeknoPark throughinformation / advertisement campaigns,personal visits, seminars & conferences

Support Institutionalization of Youth

Entrepreneur Councils / Associations

- Follow examples from other developing

nations (example: National

Entrepreneurship Network from India, The

Indus Entrepreneurs by Indians around

the world)

Change Mindset

- Stimulate entrepreneurial motivations

and competencies among youth

- Increase exposure to more success

stories and role models from real life

youth entrepreneurs

Build Entrepreneurship skills and

Training

- Provide Business Plan DevelopmentSupport

- Incorporate entrepreneurshipeducation at all levels of education

- Encourage English lessons forBusiness to reach International market

Provide Regulatory Reforms and

Streamlining

- Put regulatory and licensing processeson-line

- Use one stop shop for business andlicensing models

Go Global

- Interlink with other local / global

universities and youth councils

- Follow International Best Practices

for Eco-System

Encourage Industry Academia

Partnerships

- Mentorship and Business Incubators

- Incorporate industrial internship

programs into university curriculum

- Develop networks and entrepreneurteams

Build Vision / Mission / Values /

Strategy / Action Plans for all

Stakeholders

- Strategic Alignment with

University Entrepreneur Clubs with

government agencies and corporate

Provide Awareness of Industry

Trends and Innovation

- Help in identifying business

opportunities and new markets

- Increase awareness about

technology trends and research from

established international companies


F

OVERALL HIGH LEVEL RECOMMENDATION

Next Step

The recommendations laid out in the preceding slides are just the first steps in helping ORAN inachieving its goals for youth entrepreneurship in Kayseri.

To be successful in its endeavours, the management has to draw up an action plan to execute therecommendations. It is essential that an action group of key stakeholders decide on how therecommendations will be carried out and the order in which the problems will be approached.

This group also needs to determine the criteria of success for each option on the achievement ofwhich the objective will be said to have been met. Continuous engagement will be required from thiscore group to set goals and then see that efforts are being made to meet them.

In case a strategy falters or is not showing good results, continuous follow up is required to reformatit. Specifically, the following needs to be done as way forward:

Implement strategic choices

– Review strategic options and identify how success will be measured – Determine priority of execution

– Establish a clear time frame for completion of each activity – Assign responsibility for execution to key stakeholders – Establish meeting cadence for status reviews and follow up

Evaluate success

– Evaluating effectiveness of strategy on an ongoing basis To determine if new direction needs to be provided To review measures of success


Agenda

A Introduction






G Appendix


Appendix A - Free Web Resources

SME tools powered by IBM (for U.S. and India) http://www.smetoolkit.org/ http://india.smetoolkit.org/

Generic knowledge about business plans http://www.businessplans.org/ http://www.nenonline.org/gurukul/writing-business-plan-part-1 http://www.nenonline.org/recommended-videos/list

Sales Finding prospects: http://www.powerhomebiz.com/vol52/prospects.htm Make the sale: http://www.ehow.com/how_2060235_make-sale.html Negotiating: http://en.wikipedia.org/wiki/Negotiation Presentations: http://india.smetoolkit.org/india/en/content/en/427/Hone-Your-Sales-Presentation-Skills Sales Techniques: http://www.siliconindia.com/videos/Sales_techniques_for_success-vid-1657.html Closing the sale: http://www.link-mail.com/31560.html

G

APPENDIX

http://www.smetoolkit.org/

http://www.smetoolkit.org/

http://india.smetoolkit.org/

http://india.smetoolkit.org/

http://www.nenonline.org/recommended-videos/list


http://www.nenonline.org/gurukul/writing-business-plan-part-1












http://www.powerhomebiz.com/vol52/prospects.htm

http://www.powerhomebiz.com/vol52/prospects.htm

http://www.ehow.com/how_2060235_make-sale.html

http://www.ehow.com/how_2060235_make-sale.html

http://en.wikipedia.org/wiki/Negotiation








http://india.smetoolkit.org/india/en/content/en/427/Hone-Your-Sales-Presentation-Skills

http://india.smetoolkit.org/india/en/content/en/427/Hone-Your-Sales-Presentation-Skills

http://www.siliconindia.com/videos/Sales_techniques_for_success-vid-1657.html










http://www.link-mail.com/31560.html

http://www.link-mail.com/31560.html


Appendix B - Literature

The Portable MBA in Entrepreneurship, Fourth Edition by William D. Bygrave and Andrew Zacharakis(eds) John Wiley & Sons © 2010

Marketing IT Products and Services by Jessica Keyes Auerbach Publications © 2010Has CD Content

The Business Plan Workbook: The Definitive Guide to Researching, Writing Up and Presenting aWinning Plan, 6th Edition by Colin Barrow, Paul Barrow and Robert Brown Kogan Page © 2008

Enterprise Planning and Development: Small Business Start-up, Survival and Development by DavidButler Butterworth-Heinemann © 2006

Business for Beginners: From Research and Business Plans to Money, Marketing and the Law byFrances McGuckin Sourcebooks © 2005

The Upstart Guide to Owning and Managing a Bar or Tavern, Second Edition by Roy S. AlonzoKaplan Professional © 2006

G

APPENDIX

youth entrepreneurship final presentation

Documents