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Regional Strategic Plan Caldas Entrepreneurship

Regional Strategic Plan Caldas Entrepreneurship. Facilitator: Incubator Manizales. December 2009. Content.

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Regional Strategic Plan Caldas Entrepreneurship

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  1. Regional Strategic Plan Caldas Entrepreneurship Facilitator:Incubator Manizales December 2009

  2. Content • Presentation of the Regional Strategic Plan for EntrepreneurshipThe regional vision of entrepreneurship-Understanding the visionThe temple for entrepreneurship in Caldas and workshopsDescription of initiative

  3. Presentation of the Regional Strategic Plan of entrepreneurship

  4. Introduction • This document has been produced through a joint effort of all institutions that actively participated in workshops and activities that were scheduled and conducted outside of the workshops. • We are confident to have achieved inclusion in the development of exercise, the institutions have been empowered with the necessary tools for strategic thinking and have created spaces for debate, necessary in the implementation of a regional strategic plan • This first version of the plan, will be the basic input for the Regional Network of Caldas, in favor of directing efforts towards the consolidation of Entrepreneurship Territory Caldas. • We will continue offering opportunities for analysis and improvement for what is proposed here, understanding that for the short time it took to develop it, it is likely that even many good ideas have not been included in the plan.

  5. Regional view of entrepreneurship

  6. Vision Caldas Regional Entrepreneurship: Entrepreneurship Territory Caldas VISIONCaldasin 2020will be consolidatedas a territory ofbased enterprisein a consolidated network that works in a team and manages knowledge to improvepermanent establishment and processesto strengthen companies recently created in all their diversity. We will be recognized globally,to create world-class innovative companies, fostering the conditions necessary for the development of mechanisms for local and foreign investment in new ventures. Caldas Entrepreneurship Territory

  7. Understanding the vision

  8. "Caldas in 2020, will be consolidated as an area of entrepreneurship based on a consolidated network that manages teamwork and knowledge to continually improve the processes of creation and strengthening of newly established enterprises in all their diversity. " The consolidation of an enterprise network becomes the most important factor for achieving any other purpose. The benefits of networking are well documented, the network is the right way to use scarce resources efficiently to significantly reduce duplicate efforts and to achieve increasingly specialized institutions in the network. "Consolidated enterprise network that works as a team" Arguably one of the paradigms of modern management is the management of knowledge. This management is credited for huge advantages in favor of lifelong learning, therefore, in Caldas Territory Entrepreneurship, knowledge management must mobilize more quickly to all the institutions towards the achievement of its functions in the context of supporting enterprise in the region. ”And manage knowledge to continually improve the processes of business creation "

  9. "Continuously improve the processes of business creation" CREATION PROCESS is managed EMPRESASUN This has been understood in Caldas, therefore, in the regional vision of entrepreneurship, strategic management will be carried out of the cycle of creating a new company, regardless of the enterprise. In each case, Caldas Entrepreneurship Territory, should provide a sensitive environment for innovation that facilitates the creation and strengthening of new businesses.

  10. "Creation and strengthening of newly established enterprises in all its diversity." Producing more and better • Traditional sectors • Potential foreign and domestic markets • Generating more and better jobs Currently Productive Transformation Developing World Class Industries • Knowledge intensive sectors and technology • Mayor and growing demand in global markets New This raises the GEM 2008 one of the main challenges for entrepreneurship in the country, "the challenge for policy is, at the same time, to support large numbers of low-scope projects and create space for larger companies, which aim to more ambitious horizons. "

  11. "We will be recognized globally, to create world-class innovative companies" DYNAMIC ENTREPRENEURSHIP MEDIUM ENTREPRENEURSHIP EntrepreneurshipSUBSISTENCE Enterprise based on a high degree of differentiation and even innovation and a clear willingness to build (well above the average of their sector) to at least become a medium-sized enterprise. Concept to refer to business initiatives that are characterized by the potential growth achievable thanks to the competitive structure, where their accumulation levels correspond to the average of the respective sector. Enterprises with low levels of income. Developments aimed at generating income for everyday living, without a plan or vision of future growth. Enterprises need generated by classification of the GEM. Enterprises that do not generate much added value or have a perspective of internationalization. Higher degree of sophistication of Goods and Services Vision Caldas Alienated the current situation

  12. "We will be recognized globally, for the creation of world-class innovative companies" What is at stake? PRODUCTIVE TRANSFORMATION Encourage the production + Promote the Development of new and emerging of more and better of the best world class sectors under world class standards. Current Production Platform New or emerging products and services established sectors) Developments within the same sector * Sectors with potential high growth * Adding Value and innovation * Of greater and growing demand in world * Cases: In Colombia: Café de Colombia markets. Generation of more and better jobs * Cases: India., Ireland and Philippines.

  13. "Promote the conditions necessary for the development of mechanisms for local and foreign investment in new enterprises" (Great Competition) (Maturation) (Cash flow) (Consolidation) (Replacement) (Time) (Launch ing and marketing) (Seed Capital) (Emerging Growth Capital) National efforts are not sufficient to support the venture. In the area of entrepreneurship, opportunities for funding must be viable and varied, involving public and private, available to newly established firms according to their stage of development.

  14. THE TEMPLE FOR ENTREPRENEURSHIP IN CALDAS

  15. Caldas Entrepreneurship Territory VISIONCaldas in 2020will be consolidatedas a territory-based entrepreneurshipin a consolidated network that works as a team andmanages knowledge to continuously improve processes of creation and strengthening of early stage companiescreation in all its diversity. We will be recognized globally,to create world-class innovative companies, fostering the conditions necessary for the development of mechanisms for local and foreign investment in new ventures. Networking Management Management of companies pre-incubation Management of business incubation Management venture financing Management business acceleration Caldas Entrepreneurship Territory

  16. MANAGEMENT OF THE PRE-INCUBATION of enterpriseS

  17. Temple of Entrepreneurship: Management of Pre-incubation of enterprises VISIONBy 2020, the system of entrepreneurship inCaldas will have a portfolio of business projectshigh profile to be converted to established companies that generate development in the region, through the joint commitment and support agencies Manage the development of specific skills in human resources attached to institutions dedicated network and leverage the pre-incubation phase Develop methodologies that support the accompaniment in the pre-incubation phase, seeking simplification of processes and maximizing the positive impacts. Promote the consolidation of a portfolio of services for pre-incubation of entrepreneurial projects among network actors in order to unify efforts and optimize use of resources. Implement mechanisms for identifying and selecting projects for entry into the enterprise network of Caldas. Caldas Entrepreneurship Territory

  18. Desk

  19. initiatives

  20. Pillar 1: Implement the identification and selection of projects for their entry into the enterprise networks of Caldas.

  21. Prioritization Matrix Initiatives SOWING FUTURE EARLY VICTORIES IMPACT COMMITMENTS FACILITY

  22. Pillar 1: Implement the identification and selection of projects for its entry into the enterprise network of Caldas.

  23. PLANTING FOR THE FUTURE EARLY VICTORIES IMPACT IMAGE COMMITMENTS FACILITY

  24. Pillar 2: Promote the consolidation portfolio of services for pre-incubation of business projects between network actors with the purpose of unifying efforts and optimizing the utilization of resources.

  25. Prioritization Matrix Initiatives EARLY VICTORIES SOWING FUTURE IMPACT IMAGE COMMITMENTS FACILITY

  26. Pillar 2: Promote consolidation of a portfolio of services of pre-incubation business projects between network actors with the purpose of unifying efforts and optimizing the utilization of resources .

  27. Prioritization Matrix Initiatives SOWING FUTURE EARLY VICTORIES IMPACT IMAGE COMMITMENTS FACILITY

  28. Pillar 3: Develop methodologies that support the accompaniment in the pre-incubation phase, seeking simplification of processes and maximizing the positive impacts.

  29. Prioritization Matrix initiativas EARLY VICTORIES SOWING FUTURE IMPACT IMAGE COMMITMENTS FACILITY

  30. Pillar 3: Develop methodologies that support the accompaniment in the pre-incubation phase, seeking simplification of processes and maximizing the positive impacts.

  31. Prioritization Matrix Initiatives PLANTING FOR THE FUTURE EARLY VICTORIA IMPACT IMAGE COMMITMENTS FACILITY

  32. Pillar 4: Manage the development of specific skills in human resources attached to institutions dedicated network and leverage the pre-incubation phase.

  33. Prioritization Matrix Initiatives EARLY VICTORIA PLANTING FOR THE FUTURE IMPACT IMAGE COMMITMENTS FACILITY

  34. Pillar 4: Manage the development of specific skills in human resources attached to institutions dedicated network and leverage the pre-incubation phase.

  35. Prioritization Matrix Initiatives EARLY VICTORY PLANTING FOR THE FUTURE IMPACT IMAGE COMMITMENTS FACILITY

  36. MANAGEMENT OF BUSINESS INCUBATION

  37. Temple of Entrepreneurship: Managing the Business Incubation VISIONBy 2020 the companies of the Caldas Entrepreneurship System incubation phasecharacterized by its structure towards sustainability and competitivenesssupported management models involving corporate governance, marketing and sales strategies, links to corporate networks and the continuous updating of their employers; leveraged in this way the economic development of the region. Promote strategic alliances between entrepreneurs and institutions to strengthen their business development and maturity Establish a business model of the regional network of Caldas venture that promotes the positioning of products and services as new companies in the market. Have a comprehensive program of specialized business training offered by the different actors of the network, tailored to the needs of enterprises. Promote the implementation of corporate governance and management models driving companies to the acceleration phase successfully and efficiently Caldas Entrepreneurship Territory

  38. Desk 38

  39. initiatives

  40. Pillar 1: Promote strategic alliances between entrepreneurs and institutions to strengthen their business development and maturity

  41. Prioritization Matrix Initiatives PLANTING FOR THE FUTURE EARLY VICTORY IMPACT IMAGE COMMITMENTS FACILITY

  42. Pillar 1: Promote strategic alliances between entrepreneurs and institutions to strengthen their business development and maturity

  43. Prioritization Matrix Initiatives PLANTING FOR THE FUTURE EARLY VICTORY IMPACT IMAGE COMMITMENTS FACILITY

  44. Pillar 2: Establishing the business model of the regional network of Caldas venture that promotes the positioning of products and services as new companies in the market.

  45. Prioritization Matrix Initiatives PLANTING FOR THE FUTURE EARLY VICTORY IMPACT COMMITMENTS FACILITY

  46. Pillar 2: Establishing the business model of the regional network of Caldas venture that promotes the positioning of products and services as new companies in the market.

  47. Prioritization Matrix Initiatives PLANTING FOR THE FUTURE EARLY VICTORY IMPACT IMAGE COMMITMENTS FACILITY

  48. Pillar 3: Promote the implementation of corporate governance and management models driving companies to the acceleration phase successfully and efficiently

  49. Prioritization Matrix Initiatives PLANTING FOR THE FUTURE EARLY VICTORY IMPACT IMAGE COMMITMENTS FACILITY

  50. Pillar 3: Promote the implementation of corporate governance and management models driving companies to the acceleration phase successfully and efficiently

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