ibm corporate service corps (ibm csc) turkey team 6 (sub-team 1) mridul kothari yoshimasa masuda...

IBM Corporate Service Corps (IBM CSC)

Turkey Team 6 (Sub-Team 1)

Mridul KothariYoshimasa Masuda Meeta SrivastavaEsha Seth Wei WeiRichee Wong

Strategy Development for Strategy Development for Supporting Youth Supporting Youth Entrepreneurship In KayseriEntrepreneurship 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 POPULATION380,000+ employees

170+ countries

ELIGIBLE APPLICANT POOLTop 15% of performers

Pre executive

>2 years IBM tenure

~50,000 employees

APPLICANTSPhase1: 5,500 IBMers

54 countries

Phase3: 9,625 IBMers63 countries

Geography Review Boards

SELECTIONSPhase1: 100 IBMers

31 countries

Phase3: 450 IBMers44 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


© 2011 IBM Corporation8

Project Summary

Strategy Development for Supporting Youth Entrepreneurship in Kayseri

Sponsor

Middle Anatolia Development

Agency (ORAN)

Lead

Turkey Team 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 grow their business in Kayseri in innovative areas, and with a global perspective.

• Best Practices/International Practices; Building Capability & Curriculum Development ;Professional Development; Financial / Funding; Social Entrepreneurship / CSR; Raising awareness, Information Resources, etc.

• Conduct workshop for university students to enhance business skills and develop global perspective

A INTRODUCTION



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

A INTRODUCTION

1. Understand

2. Gather Data

3. Strategize

4. Implement

5. Review

Internal AnalysisIdentify Opportunities

Baseline (as-is) Situation Definition

Short and Long TermRecommendationsSCOPE

EvaluateSuccess

Our 4-Week Approach



Example of Questions & Issue Capture

Recommendation Rendering– Brainstorming Sessions– Critical Success Factors

GapAnalysis

To-BeA

s-Is

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 to identify major issues and brainstorm for potential fixes.

A INTRODUCTIONApproach: Strategy Development for Supporting Youth Entrepreneurship

in 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

DevelopmentCommercial, 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 OrganizationMiddle Anatolia Development Agency (ORAN)

Mr. Mustafa Palancioglu Secretary General Mr. N. Semih Demirtoka Planning and Project Units Coordinator

Youth Entrepreneurship Council Mr. 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 of

Kayseri 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, Erciyes University

President

Tahsin Onus Kayseri Organized Industry Zone General-Secretary

Prof. Dr. Resit OZKANCA, Kadir Askin Peker

Meliksah University President, Assistant Prof. 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.




Installation Deployment

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

Irruption

The Industrial Revolution

Age of Steam and Railways

Age of Steel, Electricityand Heavy Engineering

Age of Oil, Automobilesand Mass Production

Age of Information and Communication technology

Frenzy Synergy Maturity

Panic1797

Depression1893

Crash1929

Applications\IT driven business

innovation\2010s

Opportunity just blooming now

1

2

3

4

5

Panic1847

1771

1829

1875

1908

1971

1873

1920

1974

1829

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

Crash




But it is still not easy for youth to get employee opportunities and the youth 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/sayilarla.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_WorldAverage

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 young unemployed 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 Ranked from 123 in 2008 down to 145 in 2010 of 180 participators

Youth are more weak to economic shocks and will feel the economic recovery later than the adults

Youth Unemployment Rate Analysis




But it is still not easy for youth to get employee opportunities and the youth 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




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 in most 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 are

medium and big company and most of them are in traditional industry like furniture and food industries

Small Company(Employee 1-9)


medium Company(Employee 50-150)

Big Company(Employee 151-250)

Huge Company(Employee 250+)

Overall Turkey 1788835 58521 7407 1577 1851Gaziantep 33509 774 91 21 37Kayseri 21902 684 94 16 34

96.36%

0.07%

0.41%3.01% 0.15%






Turkey / Kayseri Company Size Analysis




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 10-

mediumCompany

Big Company(Employee 151-

Huge Company(Employee

TotalEmployment






Overall Turkey 6497040 3305259 1132077 611066 304225 1144413Gaziantep 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

work for small companies in Turkey

In Kayseri, small business created less Job Opportunities compare with other cities in Turkey due to traditional industry structure or lack of enough supporting to young and small business

Turkey / Kayseri Employee Structure Analysis




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




(II) Established Business Owners

(EBO)

(III) Opportunity Entrepreneurs

(OE)

(IV) Necessity Entrepreneurs

(NE)

• Businesses currently in operation.

• Owners of existing businesses have overcome many hurdles in the pre-planning and start up stage.

• Existing business owners continue working to lay the foundation for future growth and adapt to changes in marketplace

• One possible reason is that Turkish government attention and support have been always more favorable to large firms than small firms.

• People who are taking advantage of a business opportunity

• People who have graduate experience levels of education tend to be opportunity-driven

• At the lower income level,

4.9% of early stage entrepreneurs tend to be in this group

• At the higher income level, 32.8% of early stage entrepreneurs tend

to be in this group

• People who have no better options for work.

• Turkey is at 12th position among developing countries

• At the lower income level,

30.6% of early stage entrepreneurs tend to be in this group

• At the higher income level, 13.9% of early stage entrepreneurs tend

to be in this group• Owners of the firms that have paid salaries between three months and 3.5 years

• Established business entrepreneurs are owners

of 3.5 years old or older firms

(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 Business

Owners (NBO)

•Owners of business that have taken some action towards creating a new business in the past year and have not paid wages for more than 3 months




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


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


Source: Ministry of Foreign Affairs of the Republic of Turkey, May 2010

“Supply of young, trained, well educated, motivated and cost effective labor force (61% of the population is under the age of 34 (about 45 million people). Median age is around 28.5 with its over 24 million young workers; the 4th biggest labor force comparing to EU-27, about 500 thousand graduates from 143 different universities per year.”

DELETE



SWOT Analysis Result for Youth Entrepreneurship in Kayseri

Strengths Weaknesses

Opportunities

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

Income Tax exemption for companies engaged in R&D activities 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 business trust and good traditional business culture

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

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

European Union grant student exchange program to learn new language.

Most universities offer seminars including success stories and case studies of entrepreneurs.

Young Entrepreneurs Association provides the connection between people trying to start up new business and successful entrepreneurs 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 supporting system.

Few people can speak English in spite of much needs of English 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




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


© 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 entrepreneurship

Reduce inception period for new

enterprises


Financial Institutions

Government Policies

& Programs

Research & Development

Transfer


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 microfinance services

• Savings-based Approaches

• 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



Recommendations

Business Advisory Events & Services: Fundraising , Financial management, Corporate Governance, 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.


Venture Capital

Micro Finance

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

Generate awareness about:• Type of financial products are available to entrepreneurs and small business owners• Type of financial 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 and SMEs.

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 and Supervision 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 to year, resistance to adopt new technology, existing business owners)



Recommendations

Influence Policy

• Establish a lobbying group ( or add to mandate for KOSGEB eg), to help influence policy 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)


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 professional

workforce• 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



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 technology start-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



4. Commercial, Legal and Physical Infrastructure : Access to property rights and commercial, accounting, and other legal services and

communication, 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.




Recommendations

Implement Regulatory

Reform

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

• Establish a body responsible for overseeing implementation of reforms, and remove 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 processes on-line

• Use one-stop business and licensing models.• Create institutional mechanisms to allow business and citizen participation

in guidance, management and evaluation of information. Facilitate ongoing accountability 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



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



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

• Need for achievement

• Ability to convince

• Determination

• Taking initiative

• Leadership

• Calculated risk taking

• Confidence

• Good decision making

• Creativity and Innovativeness

• Commitment

CharacteristicsCharacteristics

• Client Interfacing skills

• Interpersonal /Relationship building skills

• Team work

• Time management

• Networking skills

• Assertiveness

• Problem Solving

• Conflict management skills

• Communication skills

• Client Interfacing skills

• Interpersonal /Relationship building skills

• Team work

• Time management

• Networking skills

• Assertiveness

• Problem Solving

• Conflict management skills

• Communication skills

Life/Business SkillsLife/Business Skills Professional/Technical SkillsProfessional/Technical Skills

• Market Development & Management

• Financial Management

• Operations

• Research & Development

• Human Resource Management

• Industry Knowledge


Integrate Entrepreneurship Education in University Curriculums

Develop and Enhance Instructor Capability

Offer Professional, Technical and Vocational Development




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



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



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:




Agenda

A Introduction


C Who Is Youth Entrepreneurs




G Appendix



Delivery Structure

E WHAT IS YOUTH ENTREPRENEURSHIP ECO-SYSTEM


Youth

Entrepreneurship

Eco-System

Youth

Entrepreneurship

Categories

Overview



Youth

Entrepreneurship

Enablers




Entry Regulation




Each positioning in Eco-system

#1: ORAN/ Chamber of Commerce / KOSGEB

#4: Youth Entrepreneur

Communities

#3: Erciyes University, Meliksah University

#2: TeknoPark

Eco-system should be here.

ORAN, Chamber of Commerce should be working in collaboration with all institutions including TeknoPark and Universities which seek to promote entrepreneurship and innovation.




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.




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

Category As-Is Issue

New Idea They understand how to make innovative ideas basically.They do yearly review. In every review, have session for sharing knowledge, then there be climate for change and innovation.In ORAN Development Agency, they hold some seminars to raise awareness. Because entrepreneurs are always busy, ORAN can sponsor the 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 pressure such as De-regulation,Corporate governnance helps innovative idea.

Finance To gain first customer entrepreneurs in Kayseri have a good network with customers.Support of start up company is usually from state and 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 up company.

Business Plan A good entrepreneur make money with other people’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 to initiate next year. In judging business plan, ORAN plans to investigate all areas for evaluation including investment customer needs, environment, competitor’s area, production plan, etc.

KOSGEB may not set target in starting up company clearly.There are problems if they don’t know competitors environment.


Target: ORAN Development Agency

Government Institution





Marketing Entrepreneurs in Kayseri sometimes go to shopping center to grasp characteristics and requirements of the customers.They think that entrepreneurs should know strength, financial situation, competitors and find out new opportunity, market and need to innovate and sell it to neighboring countries of Turkey.More Turkish entrepreneurs now go to Africa to expand like in the biscuit industries.They think that entrepreneurs should focus on both marketing and sales.

The policy of market segment in starting up company which they should encourage may not be sufficient.

Experience European Union grant student exchange program in the summer to learn new language.KOSGEB give people subsidy when attending exhibition abroad to entrepreneurs.Most universities offer the seminars including successful stories and case studies of entrepreneurs.People can choose to go abroad for internship program to gain practical experiences.

It is big problem that few people can speak English in Kayseri in Turkey in terms of gaining training or real world experience in foreign countries.


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 and designing new products. Lead users support innovation at the leading edge of markets where demand is both small 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 a company.

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

Marketing

Business Plan

Recommendations

- They should advise that KOSGEB set ten customers as target in starting up company clearly when estimating 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 provides entry 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 and change in universities.They understand that it should be a free environment with no barriers to exploit on ideas.They collect marketing information when planning new product.They consider using past experience to develop in other 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 idea often comes from some change of environment.

Finance They sell products with cheaper price to gain first customers for promotion.Support of start up company is usually from state and KOSGEB, TOBB.Regarding bigger project, they divide large risk into smaller 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 with many investors in foreign countries.

Bussiness Plan Entrepreneurs dream a lot and don’t set realistic targets.Usually entrepreneurs tend to follow a proven business model like the furniture industry.KOSGEB judges business plans with focusing on the 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 IT industry because they don’t know competitors environment.KOSGEB’s business plan judges don’t focus on Customer needs, Value proposition,etc.


Target: TeknoPark

Private Organizations





Marketing They sometimes go to shopping center to grasp characteristics and requirements of the customers.There are 2 types of entrepreneurs: Marketing and Technical. They think that it is ideal to have these 2 types of people in the team.Entrepreneurs in Kayseri aim at niche market and develop a cheaper product to compete.Market activities always are performed before sales in Kayseri.

The technical people tend not to understand the marketing need.The marketing people tend not to have technical skill.

Experience Family support and try to encourage real world experiences to know markets and entrepreneurship in Kayseri.At start up, most companies think and focus on how to sell the produsts first. Young entrepreneurs Association provides the connection between people trying to start up new business and successful entrepreneurs, and the seminars including stories of entrepreneurs.Young Entrepreneurs Association offers trips to Africa and US,etc to share case studies of successful entrepreneurs.

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


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 and designing new products. Lead users support innovation at the leading edge of markets where demand is both small and uncertain. (Lead user innovation / method) -- Recognize that innovative idea often comes from the change of environment – bankrupcies,end of lifelong employment 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 in technology 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, who has Patient, Money, Deep Pockets, Market knowledge, Market presence, Distribution.

-- Encourage that talented people can have training to know markets and people in those markets while selling products.

Marketing

Business Plan

Recommendations

- They should advise that KOSGEB set ten customers as target in starting up company clearly when estimating 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 get technical 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






Motivation and Entrepreneurship skills

Risk Averse Mindset of students Indirect involvement of University, Teknopark and KOSGEB in E-Club E-Club Activities include Industry Seminars, lectures by Entrepreneurs and creating activity report 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 age discrimination (Age: 26 –30)

Business skills and support

No formal Entrepreneurship course offered by Erciyes University. A single Entrepreneurship credit course offered by Meliksah,University.

Lack of management qualifications Lack of formal work experience Lack of managerial experience

Enabling Environment

Erciyes Youth Entrepreneurship club started in 2004 in business administration faculty. Currently extended to all departments and has 400 members E-Club collaborates with 18 universities Students have social awareness and do activities like blood donation, fund raising for earthquake E-Club organized e-commerce training by York Trade consultant

Existing enterprises at early development stage Most entrepreneurship Clubs are low on experience (< 5 yrs old)

Less financial, social, human capital programmes Multiple disparate University youth clubs working in silos E-Clubs lack long term strategy/vision


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


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 to establish and run sustainable enterprises. This is achieved through theoretical and practical business training, business plan development assistance, facilitating access to credit, business start-up assistance, business mentoring and counseling and business after-care and support.

The Business Now Programme

Run by the Education with Enterprise Trust based in the Free State province. Its objective is to support young people to seek opportunities 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 underlying the SLOT programme is the assumption that school leavers from disadvantaged communities, requires a series of integrated and holistic 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 of entrepreneurship as an option. At this stage, students learn in a playful way to develop their talents and general skills like working in groups and orientation to production.

Phase 2 – Secondary Schools: Consciousness of Skills Autonomous forms of learning are used to enhance consciousness and 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 in entrepreneurship should be raised in this phase through real start-up with the support of education institutions.

Phase 5 – Growth and Innovation: Expanded support in the form of finance, personnel, knowledge, and networks is important in this phase.



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

WHAT IS YOUTH ENTREPRENEURSHIP ECO-SYSTEME

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





Collaboration and Partnerships

Youth Entrepreneurship Council started in March 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, trade associations, marketing bodies and universities Lack of ability to source relevant and appropriate business related

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

Informative advice and counseling

Council provides Business plan consulting Council provides Practical training by apprenticeship

Traditional values influence the relationship between older and younger 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 on Entrepreneurship Conducts Coaching program on basic entrepreneurship 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 Government resources available

No professional system in place to inform about venture capitalists and funding options Lack of awareness about business opportunities


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


Recommendations

Help in identifying business opportunities and potential new marketsReducing the inception period for new enterprisesEliminating 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 improving creativity, flexibility, courage, cooperation skills, achievement, motivation and generally thinking and acting as an enterprising person.

External entrepreneurship – related to the production of goods and services, that is, setting up and running one’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).


Communities & CouncilsGlobal Examples



NEN Trust

Vision / Mission / Core Values / Strategy

Foundation

Faculty Members

Mentors SMEs

Corporates VCs Angels

National Entrepreneurship Network Organization Structure



Government Institutions


University E - Cells


Communities & CouncilsGlobal Example for Institutionalization

Strong alignment

NEN represents India’s largest and most dynamic community of new and future high-growth entrepreneurs, with over 70,000 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 support of 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 it established the Youth Industrial Parks to provide the youth the environment to open factories. It still runs the Youth Enterprise Loan 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 its programmes 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 year during 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 entrepreneurs applying up to NT$ 4 million for a manufacturing business, NT$1.4 million being secured as collateral. It is given as a personal loan with a two-year grace period. Evaluation results suggest that this programme is cost effective.


Overall Eco-System: Global Example

Communities & CouncilsGlobal Example



Eco-system Overview

ORAN, Chamber of Commerce should be working in collaboration with all institutions including TeknoPark, YEC and Universities which seek to promote entrepreneurship and innovation.


#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 Social Networking sites- Create Newsletter / Journals

- Promote TeknoPark through information / 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 Development Support- Incorporate entrepreneurship education at all levels of education - Encourage English lessons for Business to reach International market

Provide Regulatory Reforms and Streamlining- Put regulatory and licensing processes on-line

- Use one stop shop for business and licensing 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 entrepreneur teams

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 in achieving its goals for youth entrepreneurship in Kayseri.

To be successful in its endeavours, the management has to draw up an action plan to execute the recommendations. It is essential that an action group of key stakeholders decide on how the recommendations 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 of which the objective will be said to have been met. Continuous engagement will be required from this core 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 reformat it. 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



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 a Winning 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 David Butler Butterworth-Heinemann © 2006

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

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

G APPENDIX

ibm corporate service corps (ibm csc) turkey team 6 (sub-team 1) mridul kothari yoshimasa masuda...

Documents

ibm corporation ibm

modern ibm

ibm corporation agenda

corporate service corps

high performance ibm

office post service

intersection of business

ibms centennial strategy