The Creative Entrepreneurship E-Learning Landscape Report
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Financing Transactions 12
MOBILE SMART FUNDAMENTALS MMA MEMBERS EDITION AUGUST 2012 messaging . advertising . apps . mcommerce www.mmaglobal.com NEW YORK • LONDON • SINGAPORE • SÃO PAULO MOBILE MARKETING ASSOCIATION AUGUST 2012 REPORT MMA Launches MXS Study Concludes that Optimal Spend on Mobile Should be 7% of Budget COMMITTED TO ARMING YOU WITH Last week the Mobile Marketing Association unveiled its new initiative, “MXS” which challenges marketers and agencies to look deeper at how they are allocating billions of ad THE INSIGHTS AND OPPORTUNITIES dollars in their marketing mix in light of the radically changing mobile centric consumer media landscape. MXS—which stands for Mobile’s X% Solution—is believed to be the first YOU NEED TO BUILD YOUR BUSINESS. empirically based study that gives guidance to marketers on how they can rebalance their marketing mix to achieve a higher return on their marketing dollars. MXS bypasses the equation used by some that share of time (should) equal share of budget and instead looks at an ROI analysis of mobile based on actual market cost, and current mobile effectiveness impact, as well as U.S. smartphone penetration and phone usage data (reach and frequency). The most important takeaways are as follows: • The study concludes that the optimized level of spend on mobile advertising for U.S. marketers in 2012 should be seven percent, on average, vs. the current budget allocation of less than one percent. Adjustments should be considered based on marketing goal and industry category. • Further, the analysis indicates that over the next 4 years, mobile’s share of the media mix is calculated to increase to at least 10 percent on average based on increased adoption of smartphones alone. -
Map of Funding Sources for EU XR Technologies
This project has received funding from the European Union’s Horizon 2020 Research and Innovation Programme under Grant Agreement N° 825545. XR4ALL (Grant Agreement 825545) “eXtended Reality for All” Coordination and Support Action D5.1: Map of funding sources for XR technologies Issued by: LucidWeb Issue date: 30/08/2019 Due date: 31/08/2019 Work Package Leader: Europe Unlimited Start date of project: 01 December 2018 Duration: 30 months Document History Version Date Changes 0.1 05/08/2019 First draft 0.2 26/08/2019 First version submitted for partners review 1.0 30/08/2019 Final version incorporating partners input Dissemination Level PU Public Restricted to other programme participants (including the EC PP Services) Restricted to a group specified by the consortium (including the EC RE Services) CO Confidential, only for members of the consortium (including the EC) This project has received funding from the European Union’s Horizon 2020 Research and Innovation Programme under Grant Agreement N° 825545. Main authors Name Organisation Leen Segers, Diana del Olmo LCWB Quality reviewers Name Organisation Youssef Sabbah, Tanja Baltus EUN Jacques Verly, Alain Gallez I3D LEGAL NOTICE The information and views set out in this report are those of the authors and do not necessarily reflect the official opinion of the European Union. Neither the European Union institutions and bodies nor any person acting on their behalf may be held responsible for the use which may be made of the information contained therein. © XR4ALL Consortium, 2019 Reproduction is authorised provided the source is acknowledged. D5.1 Map of funding sources for XR technologies - 30/08/2019 Page 1 Table of Contents INTRODUCTION ................................................................................................................ -
View December 2013 Report
MOBILE SMART FUNDAMENTALS MMA MEMBERS EDITION DECEMBER 2013 messaging . advertising . apps . mcommerce www.mmaglobal.com NEW YORK • LONDON • SINGAPORE • SÃO PAULO MOBILE MARKETING ASSOCIATION DECEMBER 2013 REPORT A Year of Transformation The new-year invariably kicks off with a slew of predictions, many of which are being usefully defined and shared by our global and regional board members, and many of which are likely to come to fruition or certainly build in momentum. The one area that we feel is certain to gain momentum and have a huge impact on how the mobile industry develops in 2014 is the number of brands that we will see moving from the sidelines and fully into the game. The impact of this will be seen both in the gains in mobile spend as brands move away from the 1% average that we’ve been seeing and start moving towards 10-15% mobile spend with increased ROIs as a result. We will also start to see how mobile is driving both innovation in marketing and transformation of business. As always, the MMA will be providing support and guidance for the entire industry, shining a light on inspiration, capability development, measurement and advocacy allowing all constituents to continue building their businesses, with mobile at its core. We look forward to supporting you and the industry. I wish you much success in 2014. Onwards, Greg Stuart INTRODUCTION 2 MOBILE MARKETING ASSOCIATION DECEMBER 2013 REPORT Table of Contents EXECUTIVE MOVES 4 PUBLIC COMPANY ANALYSIS 7 M&A TRANSACTIONS 9 FINANCING TRANSACTIONS 13 MMA OVERVIEW 25 HIDDEN RIVER OVERVIEW 26 Greg Stuart Todd Parker CEO, Mobile Marketing Association Managing Director, Hidden River [email protected] [email protected] MOBILE MARKETING ASSOCIATION DECEMBER 2013 REPORT Executives on the Move Name New Company Old Company New Company Summary Date T-Mobile is a mobile telephone operator headquartered in Gary King Chief Information Officer, T-Mobile Chief Information Officer, Chico's FAS 12/20/13 Bonn, Germany. -
Startup-Finanzierung Und Anzeichen Einer Neuen Dot-Com-Blase
Ausarbeitung Moritz Philip Recke Startup-Finanzierung und Anzeichen einer neuen dot-com-Blase Fakultät Technik und Informatik Faculty of Engineering and Computer Science Department Informatik Department of Computer Science Moritz Philip Recke Startup-Finanzierung und Anzeichen einer neuen dot-com-Blase Ausarbeitung eingereicht im Rahmen der Ringvorlesung “InnovationCity 2030” im Sommersemester 2015 im Studiengang Master of Arts - Next Media am Department Informatik der Fakultät Technik und Informatik der Hochschule für Angewandte Wissenschaften Hamburg Betreuender Prüfer : Professor Dr. Kai von Luck Abgegeben am 11.05.2015 Fakultät Technik und Informatik Faculty of Engineering and Computer Science Department Informatik Department of Computer Science Autor Moritz Philip Recke Thema der Ausarbeitung Startup-Finanzierung und Anzeichen einer erneuten dot-com-Blase Stichworte Accelerator, Akquisition, Angel, Angel Investor, Boom, Börsengang, Business Angel, crowdfunding, dot-com-Blase, Exit, Finanzierung, Family & Friends, Finanzkrise, Förderung, Gründer, Inkubator, Investitionen, Investor, IPO, Micro Startup, Niedrigzinsphase, Phasen, Regulation Fair Disclosure, Regulierung, Risiko, Sarbane-Oxley, Seed, Series A, Skalierung, Startup, Startup Monitor, Startup Phasen, Unternehmensbewertung, Venture Capital, VC, Verkauf, Wirtschaftskrise Abstract Startups und ihr hohes, innovatives Potential (vgl. Bundesregierung 2013, bundesregierung.de) werden aufgrund der medialen Aufmerksamkeit, schier unglaublich erscheinender Skalierungseffekte und daraus -
Public Company Analysis 6
MOBILE SMART FUNDAMENTALS MMA MEMBERS EDITION NOVEMBER 2014 messaging . advertising . apps . mcommerce www.mmaglobal.com NEW YORK • LONDON • SINGAPORE • SÃO PAULO MOBILE MARKETING ASSOCIATION NOVEMBER 2014 REPORT Measurement & Creativity Thoughts for 2015 Very simply, mobile marketing will continue to present the highest growth opportunities for marketers faced with increasing profitability as well as reaching and engaging customers around the world. Widely acknowledged to be the channel that gets you the closest to your consumers, those marketers that leverage this uniqueness of mobile will gain competitive footholds in their vertical markets, as well as use mobile to transform their marketing and their business. The MMA will be focused on two cores issues which we believe will present the biggest opportunities and challenges for marketers and the mobile industry in 2015: Measurement and Creativity. On the measurement side, understanding the effectiveness of mobile: the ROI of a dollar spent and the optimized level for mobile in the marketing mix will become more and more critical as increased budgets are being allocated towards mobile. MMA’s SMoX (cross media optimization research) will provide the first-ever look into this. Additionally, attribution and understanding which mobile execution (apps, video, messaging, location etc…) is working for which mobile objective will be critical as marketers expand their mobile strategies. On the Creative side, gaining a deeper understanding of creative effectiveness cross-screen and having access to case studies from marketers that are executing some beautiful campaigns will help inspire innovation and further concentration on creating an enhanced consumer experience specific to screen size. We hope you’ve had a successful 2014 and we look forward to being a valuable resource to you again in 2015. -
Read Dissertation
Doctoral Dissertation: The Journey towards a Growing Diffusion of Entrepreneurship Learning and Culture in Society Written by: Mirta Michilli Role DETAILS Author Name: Mirta Michilli, PhD Year: 2019 Title: The Journey towards a Growing Diffusion of Entrepreneurship Learning and Culture in Society Document type: Doctoral dissertation Institution: The International School of Management (ISM) URL: https://ism.edu/images/ismdocs/dissertations/michilli-phd- dissertation-2019.pdf International School of Management Ph.D. Program The Journey towards a Growing Diffusion of Entrepreneurship Learning and Culture in Society PhD Dissertation PhD candidate: Mirta Michilli 21st December 2019 Acknowledgments I wish to dedicate this work to Prof. Tullio De Mauro who many years ago believed in me and gave me the permission to add this challenge to the many I face every day as General Director of Fondazione Mondo Digitale. The effort I have sustained for many years has been first of all for myself, to satisfy my desire to learn and improve all the time, but it has also been for my fifteen year old son Rodrigo, who is building his life and to whom I wish the power of remaining always curious, hungry for knowledge, and capable of working hard and sacrificing for his dreams. I could have not been able to reach this doctorate without the support of my family: my mother, for having being present all the time I needed to be away, my sister, for showing me how to undertake continuous learning challenges and, above all, my beloved husband to whom I owe most of what I know and for dreaming with me endlessly. -
Supplementary Materials
Supporting information Fig. S1. Distribution differences Normalized distributions of Funding, Indegree, Outdegree and Betweenness. All network centrality distributions are significantly different from the funding one: Indegree (p ∼ 10−16), Outdegree (p ∼ 10−6), Betweenness (p ∼ 10−4). February 24, 2021 1/23 Fig. S2-a. Comparison between Indegree and Funding distributions for Nationality. February 24, 2021 2/23 Fig. S2-b. Comparison between Indegree and Funding distributions for Investor Type. February 24, 2021 3/23 Fig. S2-c. Comparison between Indegree and Funding distributions for Economic Category. February 24, 2021 4/23 Fig. S3-a. Comparison between Outdegree and Funding distributions for Nationality. February 24, 2021 5/23 Fig. S3-b. Comparison between Outdegree and Funding distributions for Investor Type. February 24, 2021 6/23 Fig. S3-c. Comparison between Outdegree and Funding distributions for Economic Category. February 24, 2021 7/23 Fig. S4-a. Comparison between Betweenness and Funding distributions for Nationality. February 24, 2021 8/23 Fig. S4-b. Comparison between Betweenness and Funding distributions for Investor Type. February 24, 2021 9/23 Fig. S4-c. Comparison between Betweenness and Funding distributions for Economic Category. February 24, 2021 10/23 Fig. S5-a. AUC-ROC for the coarse Economic Categories, part 1. February 24, 2021 11/23 Fig. S5-b. AUC-ROC for the coarse Economic Categories, part 2. February 24, 2021 12/23 Fig. S5-c. AUC-ROC for the coarse Economic Categories, part 3. February 24, 2021 13/23 Fig. S5-d. AUC-ROC for the coarse Economic Categories, part 4. February 24, 2021 14/23 Fig. -
The Bay Area Innovation System Science and the Impact of Public Investment
The Bay Area Innovation System Science and the Impact of Public Investment March 2019 Acknowledgments This report was prepared for the Bay Area Science and Jamie Lawrence, IBM Corporate Citizenship Manager – Innovation Consortium (BASIC) by Dr. Sean Randolph, California, Hawaii, Nevada, Utah, Washington Senior Director at the Bay Area Council Economic Daniel Lockney, Program Executive – Technology Transfer, Institute. Valuable assistance was provided by Dr. Dorothy NASA Miller, former Deputy Director of Innovation Alliances at Dr. Daniel Lowenstein, Executive Vice Chancellor and the University of California Office of the President and Provost, University of California San Francisco Naman Trivedi, a consultant to the Institute. Additional Dr. Kaspar Mossman, Director of Communications and support was provided by Estevan Lopez and Isabel Marketing, QB3 Monteleone, Research Analysts at the Institute. Dr. Patricia Olson, VP for Discovery & Translation, California Institute for Regenerative Medicine In addition to the members of BASIC’s board of Vanessa Sigurdson, Partnership Development, Autodesk directors, which provided review and commentary throughout the research process, the Economic Institute Dr. Aaron Tremaine, Department Head, Accelerator Technology Research, SLAC National Accelerator Laboratory particularly wishes to thank the following individuals whose expertise, input and advice made valuable Eric Verdin, President & CEO, Buck Institute for Research on Aging contributions to the analaysis: Dr. Jeffrey Welser, Vice President & Lab Director, IBM Dr. Arthur Bienenstock, Special Assistant to the President for Research – Almaden Federal Policy, Stanford University Jim Brase, Deputy Associate Director for Programs, Computation Directorate, Lawrence Livermore National Laboratory About BASIC Tim Brown, CEO, IDEO BASIC is the science and technology affiliate of the Doug Crawford, Managing Director, Mission Bay Capital Bay Area Council and the Bay Area Council Economic Dr. -
U.S. Seed Accelerator Rankings Yael V
U.S. Seed Accelerator Rankings Yael V. Hochberg and Kristen Kamath Kellogg School of Management, Northwestern University The goal of the U.S. Seed Accelerator Rankings, now in its second year, is to begin a larger conversation about what makes seed accelerators successful, and to provide startups with a tool to help them decide which seed accelerators are a good match for their needs. The rankings below evaluate the relative success of accelerator programs in the US based on our ranking criteria: Rank Overall 1 Y Combinator 2 TechStars Boulder 3 KickLabs 4 i/o Ventures 5 Excelerate Labs 6 AngelPad 7 TechStars NYC 8 TechStars Boston 9 Launchpad LA 10 500 Startups 11 DreamIt Ventures 12 TechStars Seattle 13 NYC SeedStart 14 Entrepreneurs Roundtable Accelerator 15 The Brandery For the purposes of this study, we define an accelerator as a program that offers mentorship, office space, and a small stipend in exchange for equity. To be included in the rankings, an accelerator program must have defined cohorts and hold fixed duration sessions of less than 1 year, culminating in a demo day for potential investors. This study does not include accelerators that require entrepreneurs to have affiliations with specific universities or minority groups. These accelerators provide young companies with mentorship and help achieve the declared goal of building a powerful network in the early stages of the start-up’s development. Affiliation with the top accelerator programs can also provide a strong branding and certification mechanism for young companies. Evaluation Criteria The greatest benefit of an accelerator is to position start-ups for long term success. -
How Business Startup Accelerators Envision Their Future
Proceedings of the International Conference on Industrial Engineering and Operations Management Rabat, Morocco, April 11-13, 2017 How Business Startup Accelerators Envision their Future Ana Clara Carvalho Departamento de Engenharia Mecânica e Industrial Faculdade de Ciências e Tecnologia, Universidade NOVA de Lisboa Caparica, Portugal [email protected] António Grilo Departamento de Engenharia Mecânica e Industrial and UNIDEMI Faculdade de Ciências e Tecnologia, Universidade NOVA de Lisboa Caparica, Portugal [email protected] Joaquim P. Pina Departamento de Ciências Sociais Aplicadas and CEFAGE-FCT/UNL Faculdade de Ciências e Tecnologia, Universidade NOVA de Lisboa Caparica, Portugal [email protected] Aneesh Zutshi Departamento de Engenharia Mecânica e Industrial and UNIDEMI Faculdade de Ciências e Tecnologia, Universidade NOVA de Lisboa Caparica, Portugal [email protected] Abstract Accelerators have become an important agent for the growth of new Startups across the world. They provide training and mentorship to startups and help them find investors. However the very nature of accelerators is evolving as they are trying to evolve sustainable Business Models. Through an in depth literature review, we try to explore a deeper understanding about the various types of Accelerators across the world and how they help startups. Also, through a worldwide survey to accelerators landscape, we identify their opinion about major challenges for the future, and through statistical exploration, provide an anatomy of these entrepreneurial firms. Therefore, this research provides a complete portrait on accelerators, regarding their business models, strategies and challenges for the future. Keywords Accelerators, Survey, Nonlinear Principal Components 1. Motivation It is believed that entrepreneurial activity is related to the economic growth, but there is still a lack of theoretical foundation and the community would benefit a lot from further research being conducted (Hochberg, 2015). -
GUIDE to Doing Business on the US East Coast for Dutch Companies Information for Small and Medium Enterprises, Startups, and Scale-Ups 2 Contents
LOPENDE TITEL 1 GUIDE TO Doing Business on the US East Coast for Dutch Companies Information for small and medium enterprises, startups, and scale-ups 2 Contents Introduction 5 Foreword Ambassador Haspels 6 Foreword Pauline Dirkmaat 7 Chapter 1: An introduction to the US East Coast 8 1 The US East Coast: a Great Place for Internationalizing Companies 9 2 East Coast vs. West Coast 10 3 Business Culture 11 4 Dutch Government Network on the East Coast 12 Chapter 2: Practical Information for Setting Up a Business on the US East Coast 13 1 Legal Aspects 14 1.1 The three Levels of Law & Incorporation 14 1.2 Immigration: Getting to and Staying in the US 14 1.3 Insurance 15 2 Finance and Banking 15 3 Human Resources 15 4 Communication and Networking 16 4.1 Communication Tips 16 4.2 Networking Tips 17 5 Practical Tips for Startups 18 5.1 Raising Capital 18 5.2 Pitching 19 5.3 Other Resources for Startups 20 Chapter 3: Boston 21 1 Introduction 22 2 Why Boston? 23 3 Key Sectors in Boston 23 3.1 Life Sciences and Health 23 3.2 Cleantech 24 3.3 Artificial Intelligence 24 3.4 Robotics 25 3.5 Edtech, FinTech and Cybersecurity 25 4 Startup Ecosystem Drivers 26 5 Other Resources 28 Chapter 4: New York City 30 1 A Brief Background 31 2 Why New York City? 31 3 Key Sectors & Opportunities 32 3.1 Finance, FinTech & Cybersecurity 32 3.2 Life Sciences and Health and Biotech 32 3.3 Creative Industries 33 3.4 Manufacturing 34 3.5 Circular Economy & Resiliency 34 3.6 Cleantech & Energy 35 3.7 Water Management & Resiliency 35 4 Startups and Scale-ups 35 5 New York Online Resources 38 CONTENTS 3 Chapter 5: Washington, D.C. -
The Startup Factories. the Rise of Accelerator Programmes
Discussion paper: June 2011 The Startup Factories The rise of accelerator programmes to support new technology ventures Paul Miller and Kirsten Bound NESTA is the UK’s foremost independent expert on how innovation can solve some of the country’s major economic and social challenges. Its work is enabled by an endowment, funded by the National Lottery, and it operates at no cost to the government or taxpayer. NESTA is a world leader in its field and carries out its work through a blend of experimental programmes, analytical research and investment in early- stage companies. www.nesta.org.uk Executive summary Over the past six years, a new method of incubating technology startups has emerged, driven by investors and successful tech entrepreneurs: the accelerator programme. Despite growing interest in the model from the investment, business education and policy communities, there have been few attempts at formal analysis.1 This report is a first step towards a more informed critique of the phenomenon, as part of a broader effort among both public and private sectors to understand how to better support the growth of innovative startups. The accelerator programme model comprises five main features. The combination of these sets it apart from other approaches to investment or business incubation: • An application process that is open to all, yet highly competitive. • Provision of pre-seed investment, usually in exchange for equity. • A focus on small teams not individual founders. • Time-limited support comprising programmed events and intensive mentoring. • Cohorts or ‘classes’ of startups rather than individual companies. The number of accelerator programmes has grown rapidly in the US over the past few years and there are signs that more recently, the trend is being replicated in Europe.