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INTRODUCTION
The Global Technology Hub Blueprint study was commissioned to carve out the technology strength in Malaysia,
to be strategically developed and to strengthen its core competency for innovative technology development
within Cyberjaya. The development of specific technology focus is to consolidate key resources and distinctive
capabilities of Cyberjaya, for developing new opportunities to invoke and foster innovative values in technology as
a driver for the country. The study undertook benchmarking of the best technology parks and start-up ecosystems
across the globe that played a pivotal role in the success of their own technology driven economies. This strategic
approach brings to light a broader perspective in using global practices to work with various agencies across the
ecosystem. This includes collaborative industry partnership and commercialisation in the technology value chain
of Malaysia. The blueprint provides a conceptual framework to evaluate the impact of innovation and technology
at a global level; to benchmark local technology integration competency and a yardstick for resources efficiency to
develop a competitive edge for achieving the digital aspirations of Malaysia
No part of this document may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without prior written
permission of Cyberview Sdn Bhd (CSB). This document has been compiled for the exclusive use of the Global Technology Hub committee and stakeholders and is
not complete without the underlying detail analyses and the oral presentation. CSB does not assume any responsibility for the completeness and accuracy of the
statements made in this document.
2014 by Cyberview Sdn Bhd. All rights reserved.
FOREWORD
Yang Berbahagia Tan Sri Dr. Mohd Irwan Serigar Abdullah
Treasury Secretary General
Malaysia Ministry of Finance
Technology, beyond the spectrum ofeconomic development. It is an area
Information Communication Technology iswhere innovation and creativity that can
rapidly becoming a key resource to fosterconsolidate
growth,
generate
new
innovation and boost economic and socialemployment
and
create
business
prosperity for Malaysia. The contribution toopportunities. The role of technology has
the national GDP from the digital economyglobally made a paradigm shift to become
is expected to reach 17% as we movea critical enabler, a demand driver and
towards year 2020. Technology is a majortaking the centre stage in some of the
contributor and key driver to the nationalleading economies and enterprises today.
In the economic sense, technology have become a new form of asset class,
equivalent to data or oil. The competitive advantage for many countries has shifted
towards process technology which are man-made and in replacement of natural
comparative advantage. That is the power and opportunities driven in this era of
technology and internet
As the government puts in place many digital measures under the New Economic
Model, Economic Transformation Plan, Government Transformation Plan and Digital
Malaysia to place Malaysia firmly on the global digital map, we must ensure that we
have a complete ecosystem that continues to progress in tandem with our national
digital agenda. With this strategic injection of push to our national initiatives, it
realigns our national initiatives to a leaner and stronger approach to work inclusively
across all agencies. By doing so, our country will keep in pace with the much
competitive global economy.
FOREWORD
EXECUTIVE SUMMARY
In 2013, Cyberview Sdn Bhd received a new mandate from
the Malaysian government to transform Cyberjaya into a
Global Technology Hub. This new hub shall not be limited to
ICT and at the same time accelerate Cyberjayas global
leadership in Information Communications Technology.
This initiative aims to create high technology jobs for
Malaysians and to make Cyberjaya a preferred investment
hub for technology companies while reaffirming Cyberjaya's
existing position as a premier ICT location.
Committed to the new duties given, Cyberviews team set
out on a study to formulate a strategic blueprint. This
blueprint will identify common key success factors of global
technology cities to develop focus areas that will expedite
achievement of the aspirations from the new mandate.
NON-ICT
Information Security
Green Technology
Biotechnology
Mobile Internet
Wearable Technologies
Cloud Computing
Contents
Page
Context
A1. Technology in the national agenda
A2. Cyberjaya's current situation
A3. Technology trends that are shaping Asia Pacific
A4. Benchmarking of other technology hubs
5
6
11
20
25
38
39
42
53
62
Impact
81
Appendix
E1. Benchmarking: Technology parks
E2. Benchmarking: Start-up hubs
84
85
98
A. CONTEXT
A1.
Technology in the national agenda
Vision
documents
Economic
Transformation
Program (ETP)
(2010)
Conceptual
blueprints
Operational
roadmaps
Sector-specific
action plans
9th Malaysia
Plan 2006-2010
(2006)
Strategic
ICT Roadmap
(2013)
Government
Transformation
Program (GTP)
(2013)
10th Malaysia
Plan 2011-2015
(2010)
SME Master
Plan 2012-2020
(2012)
Digital Malaysia
354 Roadmap
(2014)
S&T Master
Plan
(2003)
3rd Industrial
Master Plan
2006-2020
(2006)
8 Strategic
Reform
Initiatives
(SRIs)
Economic
Transformation
Program (ETP)
(2010)
12 National
Key Economic Areas
(NKEAs)
Operational
roadmaps
Digital Malaysia
354 Roadmap
(2014)
3 ICT FAs 1)
5 Sub-sectors > ICT services, eCommerce, ICT manufacturing, ICT trade, content &
media
4 Digital
communities > Digital entrepreneur, B40, Youth, SME
Sectorspecific
action plans
Strategic
ICT Roadmap
(2013)
Vision
documents
Conceptual
blueprints
6 ICT
FAs1)
> Security
> E-services
> Ubiquitous connectivity
1) Focus Areas
ETP
GTP
> Need for latest infrastructure rollout (e.g: 4G) > Sub-segments within education and
healthcare sectors where modern
> Shift from providing infrastructure and
telecommunications can be applied
access to applications and content
> N/A
> N/A
They also spelt out the need for technology clusters in Malaysia to
serve as local catalysts for commercially-oriented technologies
Key findings: Operational roadmaps
General perspectives on
technology
9th Malaysian
Plan
10th
Malaysian
Plan
A2.
Cyberjayas current situation
Cyberjaya
Lake
Gardens
Multimedia
University
Cyberview Resort
& Spa
Developments
> Spanning approximately 7,000 acres, Cyberjaya was
developed with high-tech infrastructure and infostructure to
encourage global corporations to set up ICT operations ~800
companies and ~35,000 knowledge workers
> Home to 6 colleges/universities and ~23,000 students
> Notable features: Dedicated backup electricity supply, high
speed fiber connectivity, district cooling system, carrier
neutral data centers
Undeveloped land
Existing buildings
Green lung/parks
CAGR
29,979
70%
CAGR
7.1
8%
65%
6.9
8%
2011
2013
3%
2011
Knowledge workers
Office space
Occupancy
2012
E
CAGR
621
2%
2011
Student population
CAGR
2013
15%
2011
2013
Number of companies
2003 / 2004
Phase I:
Establishment
of an ICT hub
Phase II:
Growing into a
global ICT hub
Today
2010 / 2011
Phase III:
Sustaining
competitiveness
2020
Phase IV:
Transition to Global
Technology Hub
Establishment of
physical infrastructure
(e.g. fibre optic cabling,
dual feed power
system)
Cyberview's
role
Landowner
Develop basic
infrastructure to
enhance attractiveness
Facilitator
Cyber City Manager
Sell and lease land,
Drive growth of Cyberjaya to transform it from a premier global
construct buildings, support ICT hub into a global technology hub
MSC via Cyberjaya dev't
Multimedia
Super
Corridor:
Key strategic
thrusts
> Developing the local > Building ICT as an enabler > Creating global test bed for
ICT industry
for growth
new multimedia/IT
> Establishing 1 corridor > Rollout of MSC cyberapplications
(i.e. Cyberjaya)
centre/city status to 14
> Aggressive rollout to 19 new
> Launch of 7 flagship
new qualified locations2)
qualified locations
applications1)
> Deeper implementation of nationwide3)
7 flagship applications
> Focusing on 4 new clusters
(creative multimedia, SSO,
infotech, IHL4) & incubators)
Key
developments
in Cyberjaya
1) E-goverment, MyKad, Smart School, Telehealth, R&D cluster, E-business and Technopreneur Development; 2) in KL, Perak, Johor and Melaka;
3) Klang Valley, Penang, Kedah, Melaka, Perak, Johor and Pahang; 4) Institutions of higher learning
CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT
Vision
Mission
statement
Objectives
Previous
As of 6 Dec 2013
More
active
Emerging
(Innovation)
Early stage
(Syndication)
Mature
(Diffusion &
Substitution)
Driver
II
Champion
III
Facilitator
More
passive
A
Competition
B
Resources
Description/implication
Challenge
1
Growing
competition
1
Talent
shortage &
mismatch
3
Lack of
funding
> Meaningful seed funding is required for start-ups in new technology areas
Need to attract angel investors and venture capital
> Developing Cyberjaya to a global technology hub also requires significant
financial investments for infrastructure upgrade
> These challenges will serve as a guide for the team to develop shortlisting criteria for the technology selection phase
> They will also be treated as gaps to bridge in Phase III (Strategy & Requirements)
C
Networks
Challenge
1
Poor link
bet. R&D &
business
> The ecosystem for high-value applied R&D is still immature Lack of
university-industry commercial partnerships to perform research that is
commercially viable
> Local companies do not sufficiently engage in meaningful R&D
Poor
knowledge
transfer
> Limited interaction between MNCs and local companies to allow for
technology transfer
> Lack of sharing culture between MNCs and GLCs with local companies in
Cyberjaya
Unclear
role
definitions
> Need for translation of Cyberview's vision into clear actionable plans and KPIs
> The new vision must be cascaded to all staff members via communication
programmes to ensure buy-in
Inadequate
SME support
D
Governance
& regulation
Description/implication
Lack of
clear vision
> These challenges will serve as a guide for the team to develop shortlisting criteria for the technology selection phase
> They will also be treated as gaps to bridge in Phase III (Strategy & Requirements)
Physical connectivity
Physical amenities
Digital connectivity
Residential property
Commercial activity/
Entertainment
> Growing number of
F&B outlets
> Insufficient retail
outlets, malls and
entertainment
Hard infrastructure
Recreational space
Elements of a
Comprehensive
township
Healthcare
services
> Cyberpark
> Putrajaya lake
> Community club
house
Education system
Soft infrastructure
Good or adequate
Lacking
A3.
Technology trends that are shaping
Asia Pacific
Scarcity of resources
Climate change
Life science solutions
Reverse innovation
Sustained pressure to stem climate change will necessitate investments into the
fields of sustainable development, renewables and green technology
Life sciences will be a prime focus of research in the coming decades and will
provide solutions to many health and resource-based problems of the world
Implications
Data to insights
Implications
4 Climate change
Implications
Implications
Asia Pacific will become a hub for innovation while the life
sciences will open the door to new technological innovations
Key drivers (3/3)
5
6 Reverse innovation
Implications
> The life sciences can
potentially offer novel
solutions to major
problems faced by the
world today e.g., energy
> Trend description:
scarcity, poverty, food
Basic technological
security, climate change
innovations often come
etc.
in certain cycles e.g., the
> Research and development
invention of the steam
in life sciences will spur
engine, telegraphy,
new discoveries and
automobile, nuclear,
technologies in the fields
aerospace, ICT
of pharmaceuticals,
The theme of the next
medicine, biotechnology
cycle will be life sciences
(agricultural, industrial,
and will drive solutions
medical) etc.
to various health and
resource problems
Implications
> The traditional strategy of
innovating for home
markets (developed
countries) and exporting
with minor modifications
> Trend description:
to local market needs no
A reverse innovation is
longer works
any innovation that is
> To win in emerging
adopted first in the
markets the innovation
developing world
of technology must be
Traditionally, innovations local and may even later be
flow from the developed
exported from the
world to the developing
developing world to the
world this no longer
developed world
holds true, and in fact,
> Innovation must today
the reverse is occuring
happen in close proximity
to its market base
Source: RBSE Trend Compendium 2030; "Reverse Innovation" Vijay Govindarajan & Chris Trimble
CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT
A4.
Benchmarking of other
technology hubs
Phase I
(Phase I may be skipped if
development is heavily state-led)
Regional cluster
program
> Beginnings of central
coordination by state or
private enterprise
> Lack of dedicated
infrastructure and endto-end eco-system
Phase II
Global innovation
hub
Science &
technology park
> Well-defined area with
dedicated infrastructure
and resources
> Proactive policy to attract
talent and companies
> Linkages to other hubs
may not be strong
Phase III
Phase IV
Infrastructure development
Completeness of innovation eco-system
Source: "Understanding Research, Science & Technology Park Global Best Practices" National Academies Press
CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT
Age
Enterprise-led
Role of government
Model
II
Government-led
innovation
Mixed approach
> Construction of
infrastructure results
from deliberate
government planning
> State-sponsored
research programs form
the main organizational
kernel
> Incentives proactively
used to attract talent
San Diego
Dhahran TechnoValley
Description>
Example
s
III
Organic growth
Enterprise champions
Qualcomm
Comments
> Paths of successful hubs vary
widely No single recipe for
success
> Models involve varying
degrees of involvement from
the state, academia and the
private sector
> Whatever the model, each
hub invariably involves
participation of large
enterprises as hub champions
Development
Early
stage (premarket)
Early-stage
basic
research
Advanced,
focussed
research
Technology
development
Prototype
development
Prototype
production
Operations
Late stage
(market
entry)
Market
launch
Sales &
marketing
Product
refinement
An effective innovation hub needs to:+ Enable efficient access to capital and expertise
+ Ensure strong intellectual property protection
+ Establish a self-sustaining eco-system to support advanced R&D
+ Attract world-class business and scientific talent, and leverage local talent pool
+ Build a leading business and regulatory environment supportive of new ventures
+ Generate external market demand
2 Sophia
Shortlisting
criteria
> Degree of "selfcontained"ness (hard &
soft
infrastructure)
> Sectoral focus
& niche
technologies
> Perceived
standing
among other
tech parks in
the world
> Geographic
diversity
Antipolis1)
Europe (>125
parks)
U.S.
(>150 parks)
4 Daedok
Innopol
is
Japan
(>100 parks)
China
(>100 parks)
3 Cambridge
Science
Park
1 Research
Triangle
Park 1)
6 Zhangjian
g Hi-Tech
Park
Cyberjaya
5 One-North
Source: UNESCO
Criteria
Content
1 Resources
2 Network
&
3 Regulation
Governance
Overall
assessment
Excellent
SophiaAntipolis
Cambridg
e Science
Park
Daedok
Innopolis
OneNorth
ZhangJiang
Park
Good
Fair
Cyberjaya
Concept
Key
characteristics
Focus area(s)
ILLUSTRATIVE EXAMPLE1)
Latest developments
> The Research Triangle Foundation announced it has been buying up
several adjacent properties for mixed-use growth and focusing on
providing improved living conditions to local workers and scientists
> Park management wants to focus on making park more attractive to
smaller entrepreneurial firms
Information
Network
ILLUSTRATIVE EXAMPLE1)
Talent
Infrastructure
Funding
Knowledge transfer
Support systems
Clarity of roles & objectives
Regulation
for STP development
& Governance
> Numerous invention disclosures and licence agreements with university departments
> Public-private partnerships remain very common in the park's activities, especially with
universities
> Efforts made to introduce multi-use, cooperative spaces and shared amenities designed to
foster collaboration and unity
> Networking events organized to foster open exchange of ideas (e.g: Get connected @ RTP)
> Host several iconic organizations and networks (e,g: IUPAC, the Hamner, the William
Burroughs Welcome Fund, or Sigma Xi) to help recently created companies
> Stable management by The Research Triangle Foundation of North Carolina, a non-profit
organization
Clear vision
Clear incentives
> No funding for potential tenants / specific grants for locating within the boundaries of RTP
> Incentives to be found through state and regional agencies, especially for specific
industries, such as digital media and biotechnology
Liveable city
We also selected 7 leading start-up city hubs across different regions to learn how
each one nurtured its own start-up community
Top 20 start-up ecosystems, 20121)
Talent index2)
24
Silicon Valley
Los Angeles
20
Tel Aviv
Seattle
Vancouver
16
Boston
Sydney
12
Singapore
8
Melbourne
Berlin
Moscow
Chicago
Waterloo
Paris
4
Santiago
Sao Paulo
Bangalore
Support Index3)
0
0
North America
4
Middle East
8
Europe
10
Australia
12
14
South America
16
18
20
22
Asia
1) Bubble size indicates ranking of each city, where Silicon Valley ranks as 1st and Santiago as 20th; 2) Talent index measures the skills of the start-up founders in each
start-up ecosystem, taking into account age, education, startup experience, etc; 3) Support index measures the quality of the startup ecosystem support network
Source: Startup Ecosystem Report 2012 (Startup Genome)
Talent
index
Support
index
Trendsetting
index
Measures how active and how comprehensive the risk capital is in a startup
ecosystem
Measures how talented the founders in a given startup ecosystem are, taking into
account age, education, startup experience, industry domain expertise, ability to
mitigate risk and previous startup success rate
Measures the quality of the startup ecosystems support network, including the
prevalence of mentorship, service providers and types of funding sources
ILLUSTRATIVE EXAMPLE1)
Index scoring
Funding
Index
20
15
10
5
0
Trendsetter
Index
Funding
14
Talent index
Talent
19
Support
index
Description
Notable
start-ups
e-Commerce
Digital media
Crowdsourcing
Online apps
Support
17
Trendsetting
10
Regulatory incentives
Availability of funding
B1.
Overview of selected technologies
Universe of
relevant
technology areas
11 + 9
NKEAs add-ons
Filter
Filter
Filter
159
30
15
technologies
technologies
technologies
Filter
Filter
Current size
Market size, global R&D spend, number of local
and international players
Breadth of application
Number of applicable industries, importance of
industries to Malaysian economy
25%
20%
Technology potential /
readiness
5
technologies
3
25%
Relevant companies
25%
Key enablers
20%
Point of differentiation
25%
Filter
Weightage of criteria
CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT
20%
10%
35%
35%
Other
technologies
ICT
ICT technologies
Information security
Green technology
Biotechnology
Mobile internet
Wearable technologies
Cloud computing
Informatio
n
security
IT
Smart
sensors
Smart
grids
Renewa
ble
energies
Green technology
Cloud
data 1)
BDA
Bioinfo
BioTechnology
Fraud
detecti
on
Networ
k
security
Creative
multimedia
Mobile
internet Mobil
e apps
Creative content
technologies
AR2)
Wearable technologies
Biofuels
B2.
Technology and competition
overview: ICT-related technologies
Homegrown
companies
Description
Subcategories
5
4
Internal
capabilities
in Malaysia
1
5
4
> Growing interest, as seen with recent deal activities (e.g. Q1 Labs by IBM,
SonicWALL by Dell, or nCircle by Tripwire in 2013)
> Healthy growth driven by the increasing complexity & volume of
targeted attacks, and the necessity of companies to address regulatory
issues
Size &
potential
Fit with
Cyberjaya
3
2
Competitive
value
proposition
CAGR: +8.5%
67
2012
2013
86
93
2016
2017
Applicable
sectors
Electronics
&Electrical
Technology
potential &
readiness
Defence &
Security
Business
Services
4
3
2
1
Additional sectors proposed by RB
1) M'sian Common Criteria Evaluation & Certification, 2) Faculty for Information Science & Technology
Source: Gartner
Comms
content &
infra
Source: Gartner
Financial
Services
Global sales revenue for information security market [USD bn], 2012 2016E
62
Excellent
Very good
Good
Fair
Poor
South Korea
South Korea
Taiwan
India
Myanmar
Laos
Thailand
Japan
China
Japan
China
Philippines
Vietnam
Cambodia
Brunei
Malaysia
Singapore
Aspiring technology hub
Indonesia
Extremely high
competition
High competition
Moderate
competition
Low
competition
Homegrown
companies
Description
Subcategories
Internal
capabilities
in Malaysia
5
4
Fit with
Cyberjaya
3
2
1
Video games
Filmed entertainment
CAGR: +3.7%
CAGR: +6.5%
2012
87
89
106
2017
2012
2017
Competitive
value
proposition
Tourism
Comms
content &
infra
3
2
5
Automotive
Electronics
&Electrical
Healthcare
Shipping
Education
Aviation &
Avionics
Defence &
Security
Source: PwC
63
Applicable
sectors
Size &
potential
Technology
potential &
readiness
4
3
2
1
5
Excellent
Very good
Good
Fair
Poor
South Korea
>
IDA1)
South Korea
Taiwan
India
Myanmar
Laos
Thailand
Japan
India
Japan
China
Philippines
Vietnam
Cambodia
Brunei
Malaysia
Singapore
Aspiring technology hub
Indonesia
Extremely high
competition
High competition
Moderate
competition
Low
competition
Homegrown
companies
Description
Subcategories
> Also known as Web 3.0, Mobile Internet refers to access to the Internet
via a cellular telephone service provider
> It involves a combination of mobile computing devices, high-speed
wireless connectivity, and applications
Internal
capabilities
in Malaysia
Size &
potential
2014
2015
2016
2017
Applicable
sectors
3
2
1
5
4
Fit with
Cyberjaya
3
2
Competitive
value
proposition
2018
4
3
2
Technology
potential &
readiness
Financial
service
Comms
content &
infra
1
5
Education
Source: Cisco
Wholesale
& retail
4
3
2
1
Excellent
Very good
Good
Source:McKinsey; Cisco
Fair
Poor
South Korea
South Korea
Japan
China
Taiwan
India
Myanmar
Laos
Thailand
Indonesia
China
Philippines
Vietnam
Cambodia
Brunei
Malaysia
Singapore
Aspiring technology hub
Indonesia
> Cyberjaya can either focus on innovative mobile services, or become the test-bed for
next-generation networks in SEA
Extremely high
competition
High competition
Moderate
competition
Low
competition
Homegrown
companies
Subcategories
Applicable
sectors
Financial
services
Comms
content &
infra
Electronics
&Electrical
Aviation &
Avionics
Fit with
Cyberjaya
5
4
3
2
1
5
4
3
2
1
Competitive
value
proposition
Technology
potential &
readiness
Business
services
> Gartner predicts bulk of new IT spending by 2016 will be for cloud
platforms, with nearly half of large enterprises using cloud by end 2017
> In M'sia, cloud computing may contribute about RM5.0 billion of GNI
and create approx. 11,500 jobs (Strategic ICT Roadmap)
Size &
potential
Internal
capabilities
in Malaysia
5
4
3
2
1
5 Excellent
Singapore
South Korea
Taiwan
India
Myanmar
Laos
Thailand
Japan
China
Japan
China
Philippines
Vietnam
Cambodia
Brunei
Malaysia
Singapore
Aspiring technology hub
Indonesia
Extremely high
competition
High competition
Moderate
competition
Low
competition
Homegrown
companies
> BDA is the analysis of data sets so large and complex that it becomes
difficult to process using on-hand database management tools or
traditional data processing applications
Subcategories
Fit with
Cyberjaya
5
4
3
2
1
Competitive
value
proposition
5
4
3
2
1
4.8
6.8
9.7
12.9
16.9
3.2
2010
2011
2012
2013
2014
2015
Servers
Oil, Gas &
Energy
Applicable
sectors
> IDC predicts that the global market for big data technology and services
will grow to USD 16.9 bn by 2015 (39% CAGR)
> Growth of individual segments of the market varies from 27% for servers
to 61% for storage
Size &
potential
Internal
capabilities
in Malaysia
5
4
3
2
1
Storage
Wholesale
& Retail
Networking
Comms
content &
infra
Software
Aviation &
avionics
Services
Chemicals
Waste mgt
Defence &
Security
Healthcare
Healthcare
Biotechnology
Shipping
Electronics
&Electrical
Business
services
Consumer
products
Automotive
Public
transport
Technology
potential &
readiness
5 Excellent
Thailand
>
IDA1)
South Korea
Taiwan
India
Myanmar
Laos
Thailand
China
India
Japan
China
Philippines
Vietnam
Cambodia
Brunei
Malaysia
Singapore
Aspiring technology hub
Indonesia
High competition
Moderate
competition
Low
competition
B3.
Technology and competition
overview: Other technologies
Description
Subcategories
> Biofuels
> Carbon capture
> Clean coal
Internal
capabilities
in Malaysia
98
91
Solar
158
TOTAL
Fit with
Cyberjaya
3
2
248
Competitive
value
proposition
2023
398
Biotechnology
Shipping
Tourism
Aviation &
avionics
Public
transport
Consumer
products
Automotive
Waste mgt
4
3
2
1
5
Applicable
sectors
5
2013
146
Size &
potential
Technology
potential &
readiness
4
3
2
1
Excellent
Very good
Good
Fair
Poor
Japan
South Korea
Japan
China
India
Myanmar
Laos
Thailand
South Korea
India
Philippines
Vietnam
Cambodia
Brunei
Malaysia
Singapore
Aspiring technology hub
Indonesia
High competition
Moderate
competition
Low
competition
Homegrown
companies
Profile: Biotechnology
Description
Subcategories
Internal
capabilities
in Malaysia
> Biomass
> Tissue culture
> Bioengineering
4
3
2
1
5
4
Fit with
Cyberjaya
> Ernst & Young (EY) estimates that there are 598 listed companies
globally, with market capitalisation of USD477.3 billion as at 2012
> EY also estimates global R&D expenses of USD25.3 billion in 2012
3
2
1
Total Capital Raised in North America and Europe [USD bn], 2002-2012
Size &
potential
40
Competitive
value
proposition
20
0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
4
3
2
Source: EY
Applicable
sectors
Healthcare
Automotiv
e
Consumer
products
Waste mgt
Agriculture
Biotechnology
Technology
potential &
readiness
3
2
1
Additional sectors proposed by RB
Excellent
Very good
Good
Fair
Poor
China
Thailand
Japan
China
Taiwan
India
Myanmar
Singapore
South Korea
Laos
Thailand
Philippines
Vietnam
Cambodia
Brunei
Malaysia
Singapore
Aspiring technology hub
Indonesia
Extremely high
competition
High competition
Moderate
competition
Low
competition
Homegrown
companies
Subcategories
Internal
capabilities
in Malaysia
> E-textiles & intelligent clothing > Digital accessories (e.g. smart
> Health-related devices (e.g.
watches, glasses, headgear)
activity trackers, heart monitors) > Embedded technologies
Fit with
Cyberjaya
3
2
Competitive
value
proposition
20
0
2013
2014
2015
2016
2017
2018
4
3
2
Applicable
sectors
Healthcare
Education
Consumer
products
Comms
content &
infra
Biotechnology
Defence &
Security
1
5
CAGR: +25.3%
2012
2
5
3
1
> Juniper Research identified 2014 as key year for wearable tech in terms
of roll-outs and market traction Predicts 70 m items to be sold by
2017
> ABI Research is even more bullish, expecting more than 485 m wearable
devices shipping by 2018
Size &
potential
Technology
potential &
readiness
4
3
2
1
Additional sectors proposed by RB
5 Excellent
4 Very good
3 Good
2 Fair
1 Poor
Japan
South Korea
Japan
China
India
Myanmar
Laos
Thailand
Taiwan
South Korea
Philippines
Vietnam
Cambodia
Brunei
Malaysia
Singapore
Aspiring technology hub
Indonesia
1) Wristband toy gadget equipped with acceleration sensors and gyros, that detects
childrens arm movements and translates them as sounds
Extremely high
competition
High competition
Moderate
competition
Low
competition
Homegrown companies
Subcategories
> Modernized electrical grid that uses analog or digital ICT to gather and
act on information (e.g. info about behavior of suppliers and
consumers) in an automated way to improve efficiency, reliability and
economics of the production and distribution of electricity
Internal
capabilities
in Malaysia
33
25
2011
72
44
59
34
2012
45
57
2013
2014e
71
2015e
Fit with
Cyberjaya
3
2
100
Asia
81
Competitive
value
proposition
2016e
Defence &
Security
3
2
5
4
3
2
1
Additional sectors proposed by RB
Technology
potential &
readiness
Electronics
&Electrical
Applicable
sectors
5
Europe
+ America
CAGR: +25%
26
19
2010
Global sales revenue for smart grid [USD bn], 2010 2016E
88
> Healthy growth due to improvements in ICT (e.g. smart sensors, intelligent
networks) and global willingness to reduce energy consumption
> Growing interest from VC funds and large MNCs ( e.g. Consert acquired by
Toshiba, Nest by Google, Cisco large investment in AMI 1))
Size &
potential
5 Excellent
4 Very good
3 Good
2 Fair
1 Poor
Countries in the region are embarking on smart grid pilots for nationwide roll-out Cyberview can still serve as a "showcase" for M'sia
Smart grid technologies: Level of regional activity
Singapore
Thailand
South Korea
Taiwan
India
Myanmar
Laos
Thailand
Philippines
Vietnam
Cambodia
China
India
Japan
China
Brunei
Malaysia
Singapore
Aspiring technology hub
Indonesia
Extremely high
competition
High competition
Moderate
competition
Low
competition
C. POSITIONING STRATEGY
AND ACTION PLAN
Cyberview's role
Weaknesses
Driver
Champion
Facilitator
Positioning strategies
CJ as centre for regional collaboration within SEA on cybersecurity,
A. Market
leveraging presence of IMPACT and Cybersecurity HQ
talent pool from universities like MMU that can provide ready,
B. Emphasize
high-skilled labor to information security companies relocating to CJ
financial incentives from govt agencies for information security
C. Stress
companies located in CJ (to be worked out with MDeC, MOSTI, MIDA etc)
Target companies
Opportunities
Threats
1 Cisco
4 FireEye
2 IBM
5 Check Point
3 Symantec
Barracuda
6 Networks
1) Positioning strategy slides for all other shortlisted technologies are included in the Appendix
10
A
Initiating
contact with
companies
B
Establishing
regulatory
framework
C
Fostering
technology
platforms
Q3
2015
Q4
Q1
Q2
2016
Q3
Q4
Q1
Q2
2017
Q3
Q4
Q1
Q2
Q3
Q4
Initiatives
Relevant
agencies to be
consulted
before
approaching
companies
Talk to MIMOS
Talk to IMPACT
> Stocktake to clarify > Discuss with Education Ministry & relevant
activities to leverage
universities to develop suitable programs
1) Positioning strategy slides for all other shortlisted technologies are included in the Appendix
Follow-up with
Round 1 co's
Approach 2nd
priority companies
(Round 2)
Cyberview's role
Opportunities
Weaknesses
Driver
Champion
Facilitator
Positioning strategies
the main players of the industry (e.g. FINAS) in Cyberjaya, market it as
A. Bring
the national hub for creative people where synergies are created
Threats
Target companies
1 Dreamworks
4 Electronic Arts
2 Blizzard
5 Studio Ghibli
3 Disney
(Back-up) Moving
Picture)
10
1) National Film Development Corporation Malaysia, agency and authority entrusted with the responsibility of developing film industry in Malaysia, 2) Film in Malaysia Incentive,
3) Creative Multimedia Cluster
A
Initiating
contact with
companies
B
Establishing
regulatory
framework
C
Fostering
local content
development
Q3
2015
Q4
Q1
Q2
2016
Q3
Q4
Q1
Q2
2017
Q3
Q4
Q1
Q2
Q3
Q4
Initiatives
Relevant
agencies to be
consulted
before
approaching
companies
Talk to MDeC
Follow-up with
Round 1 co's
Approach 2nd
priority companies
(Round 2)
1) National Film Development Corporation Malaysia, agency and authority entrusted with the responsibility of developing film industry in Malaysia
Cyberview's role
Opportunities
1) Infocomm Development Authority
Weaknesses
Driver
Champion
Facilitator
Positioning strategies
CJ as hub for development of mobile software and applications,
A. Market
leveraging existing technology platforms by MIMOS
Threats
Target companies
1 Google
4 Apple
2 Facebook
5 Samsung
3 Twitter
10
A
Initiating
contact with
companies
B
Establishing
regulatory
framework
C
Fostering
technology
platforms
Q3
2015
Q4
Q1
Q2
2016
Q3
Q4
Q1
Q2
2017
Q3
Q4
Q1
Q2
Q3
Q4
Initiatives
Relevant
agencies to be
consulted
before
approaching
companies
Talk to MIMOS
Talk to
universities
Follow-up with
Round 1 co's
Approach 2nd
priority companies
(Round 2)
Cyberview's role
Opportunities
1) Infocomm Development Authority
Weaknesses
Driver
Champion
Facilitator
Positioning strategies
CJ as cloud computing hub, given numerous data centers located in CJ
A. Market
and lower-cost base compared to Singapore
Threats
Target companies
1 Amazon
2 Microsoft
RackSpace
3 Salesforce
10
A
Initiating
contact with
companies
B
Establishing
regulatory
framework
C
Fostering
technology
platforms
Q3
2015
Q4
Q1
Q2
2016
Q3
Q4
Q1
Q2
2017
Q3
Q4
Q1
Q2
Q3
Q4
Initiatives
Relevant
agencies to be
consulted
before
approaching
companies
Approach 2nd
priority companies
(Round 2)
Talk to MIMOS
Follow-up with
Round 1 co's
1) 6 partners identified by MDeC: Microsoft, Maxis, Exabytes, Skali, TM and Emerge; 2) E.g. Incubation and training programmes to encourage cloud software
development by independent software vendors located in Cyberjaya
Opportunities
Cyberview's role
> Specific agencies set up (e.g. MDeC, MIMOS) Cyberview
to engage these agencies & see how they can help to
increase CJ's attractiveness
> Cyberview should work on plans with relevant agencies to
encourage the widespread adoption of BDA, first for co's
in CJ and then on a national scale
Weaknesses
Driver
Champion
Facilitator
Positioning strategies
Threats
A.
Market Cyberjaya as the most suitable hub for BDA in Malaysia given the
prevalence of data centres
B.
C.
Stress financial incentives from govt agencies towards BDA research activities &
technology adoption (to be worked out with MDeC, MOSTI, etc.)
Target companies
1 Oracle
4 EMC
2 Hortonworks
5 Teradata
3 Cloudera
6 -
10
1) Malaysian Administrative Modernization and Management Planning Unit, which announced the creation of a product development and commercialization fund in 2015 to support
innovative and market-driven BDA products and services
A
Initiating
contact with
companies
B
Establishing
regulatory
framework
C
Creating the
technology
ecosystem
Q3
2015
Q4
Q1
Q2
2016
Q3
Q4
Q1
Q2
2017
Q3
Q4
Q1
Q2
Q3
Q4
Initiatives
Relevant
agencies to be
consulted
before
approaching
companies
Follow-up with
Round 1 co's
Contact other
BDA co's in CJ1)
Approach 2nd
priority
companies
(Round 2)
1) This applies to companies present in Cyberjaya, involved in BDA R&D activities but elsewhere, and not part of the 1st or 2nd priority companies (e.g. IBM)
Cyberview's role
Weaknesses
Opportunities
Driver
Champion
Facilitator
Positioning strategies
CJ as a leading hub in SEA in different green niche areas (e.g. waste
A. Market
recycling, energy efficient buildings, and electric transportation)
Threats
the talents and the land availability in CJ, as well as the possibility
B. Highlight
of using the town as a test-bed for new green technologies
financial incentives from govt agencies towards green technology
C. Stress
companies and their adoption (to be worked out with KeTTHA )
Target companies
1 Veolia
4 Siemens
7 Solazyme
2 Honeywell
5 Yingli
8 LanzaTech
3 General Electric
6 ABB
9 KiOR
1) Malaysian Green Technology Policy, created in 2009; 2) Malaysian Green Technology Corporation; 3) Green Technology Financing Scheme, provides soft loans to
companies that supply and utilize green tech in their businesses; 4) Ministry of Energy, Green Technology and Water; 5) Malaysian Photovoltaic Industry Association
10 First Solar
A
Initiating
contact with
companies
B
Establishing
regulatory
framework
C
Fostering
technology
platforms
Q3
2015
Q4
Q1
Q2
2016
Q3
Q4
Q1
Q2
2017
Q3
Q4
Q1
Q2
Q3
Q4
Initiatives
Relevant
agencies to be
consulted
before
approaching
companies
1) This applies to government services agencies, that may be interested in testing green technologies or in collaborating with companies in Cyberjaya, such as the Land
Transport Authority or Tenega Nasional; 2) Malaysian Green Technology Policy; 3) Malaysian Green Technology Corporation
Cyberview's role
Weaknesses
Opportunities
Driver
Champion
Facilitator
Positioning strategies
CJ as a biotech hub, with focus on bioinformatics to leverage on the
A. Market
ICT capabilities of Cyberjaya
Threats
Target companies
1 Celgene
4 United Thera.
7 Regeneron
2 Biogen
5 Life Tech.
8 Alexion
3 Amgen
6 Vertex Pharma.
9 Genzyme
10 Genentech
A
Initiating
contact with
companies
B
Establishing
regulatory
framework
C
Creating the
technology
ecosystem
Q3
2015
Q4
Q1
Q2
2016
Q3
Q4
Q1
Q2
2017
Q3
Q4
Q1
Q2
Q3
Q4
Initiatives
Relevant
agencies to be
consulted
before
approaching
companies
> Initiate talks with MIDA, InvestKL > Sector-specific incentives may
> Meet with BiotechCorp on
require approval from Cabinet
existing BioNexus incentives and > Approval process expected to
potential new incentives to
take ~9-12 months
promote bioinformatics in CJ
Engage BiotechCorp
> Understand existing
biotech platforms
> Both biotech and data analytics > Engage relevant universities to
cos to identify cross-synergies
develop bioinformatics programs
potential
1) This applies to biotech companies located in other parts of Malaysia
Engage biotech
co's in M'sia1)
> Invite them to set
up bioinfo centers
in CJ
Approach 2nd
priority companies
(Round 2)
Cyberview's role
Weaknesses
Opportunities
Driver
Champion
Facilitator
Positioning strategies
CJ as a hub for development of WT, capitalizing on ICT expertise and
A. Market
software development know-how
availability of talent across disciplines of ICT, sensor and wireless
B. Highlight
tech, microelectronics and E&E from various local universities incl. USM,
C.
UTM and UM
Emphasise financial incentives for co's involved in wearable technology
located in CJ (to be worked out with MDeC, MOSTI, MIDA etc)
Target companies
Threats
1 Samsung Elec.
4 Google
7 Jawbone
2 Adidas
5 Nike
8 Sony
3 Garmin
6 Fitbit
9 Eurotech
10 Pebble Tech
A
Initiating
contact with
companies
B
Establishing
regulatory
framework
C
Creating the
technology
ecosystem
Q3
2015
Q4
Q1
Q2
2016
Q3
Q4
Q1
Q2
2017
Q3
Q4
Q1
Q2
Q3
Q4
Initiatives
Relevant
agencies to be
consulted
before
approaching
companies
> Initiate talks with MIDA, InvestKL > Sector-specific incentives may
> Meet with MDeC, MOSTI on
require approval from Cabinet
potential incentives to promote > Approval process expected to
WT in CJ
take ~9-12 months
Engage MIMOS
> Understand existing
platforms for WT1)
Follow-up with
Round 1 co's
1) Including numerous sensor and wireless platforms already developed and owned by MIMOS
Cyberview's role
Weaknesses
Opportunities
Driver
Champion
Facilitator
Positioning strategies
Cyberjaya as the most appropriate hub for smart grids, given the
A. Market
prominent ICT aspect and the green city status of Cyberjaya
Threats
C.
Target companies
1 Itron
4 IBM
7 ABB
2 Echelon
5 S&C
8 Siemens
3 Silver Springs
6 Schneider
9 General Electric
1) Malaysian Green Technology Policy 2) Malaysian Green Technology Corporation 3) Sustainable Energy Development Authority
10
Tendril
Networks
A
Initiating
contact with
companies
B
Establishing
regulatory
framework
C
Fostering
technology
platforms
Q3
2015
Q4
Q1
Q2
2016
Q3
Q4
Q1
Q2
2017
Q3
Q4
Q1
Q2
Q3
Q4
Initiatives
Contact top 10 companies & discussions follow-up
Relevant
agencies to be
consulted
before
approaching
companies
1) This applies to companies present in Cyberjaya, involved in smart grid activities but elsewhere, and not part of the top 10 priority companies (e.g. Mahindra, Huawei)
2) Malaysian Green Technology Corporation 3) Malaysian Green Technology Policy 4) Sustainable Energy Development Authority
D. IMPACT
ICT technologies
1a
Information security
1b
1c
Mobile internet
1d
Cloud computing
1e
Green technology
Biotechnology
Wearable technologies
RM 2.4
billion
2 Establish regulatory framework
Total jobs created 1), 2014-2020
6,600
jobs
Engineering
services
ICT services
Logistics
Shared service
outsourcing
Information
security
Creative
content
Animation
production
Chemicals
Mobile
internet
E-Commerce
Smart grid
Energy efficiency
Wearables
Biotechnology
Business analytics
Cloud
computing
Global
Technology
Hub
Big data
analytics
Green
technology
Healthcare
Agriculture
Electrical and
electronics
Property
development
Data centers
Construction
Pharmaceuticals
Power
E. APPENDIX
E1.
Benchmarking: Technology parks
The Research Triangle Park is the world's largest universityrelated park, mainly focusing on IT and Life Sciences
Overview of Research Triangle Park
Concept
Focus
areas
Liveable
aspects
Talent
> Conference center, high-quality broadband, 5 incubators on-site providing services and advices
> A new regional tram system to be built, and new affordable housing and residential spaces
> Recreation activities not attractive to young professionals (e.g: nightlife, cultural events)
Funding
Network
Concept
Liveable
aspects
Talent
Network
Regulation &
Governance
> Weak public transportation services (traffic jams, high-frequency bus systems only planned for 2017)
> Commercial areas, and several incubation facilities available(e.g: Sophia-Antipolis Business Hub)
Funding
> Sophia Business Angels, specialized in ICT, healthcare, robotics and sustainable development
> Close collaboration with banks and government agencies providing financial grants
> Declining activity from private venture capital funds
Knowledge transfer
> S-A 'Business hub': Co-working spaces & shared innovation platforms (e.g: 'Comm4Innov')
> Campus@SophiaTech: Research and teaching center devoted to networks, bioinformatics
> Network and training sessions organized, especially for start-ups and SMEs
Support systems
> Formal association of stakeholders ("Secure comms solutions" cluster) to facilitate engagement
> Also other associations available to help create links and synergies, and to support recently created
companies
> 2 main associations with separate responsibilities, are responsible for the park's development
"Foundation Sophia-Antipolis" and Symisa (which is made of several public shareholders)
> Slow decision-making process for strategic issues due to multiple stakeholders involved
Clear vision
Clear incentives
> New vision for the park recently published (Sophia 2020)
> Clear vision for the infrastructure improvement, lack of measurable development KPIs
> No policies specific to the park
> New policies fostering research and job creation, through tax deduction
> Park still suffers from lack of investor confidence due to frequent regulatory changes in France
CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT
Concept
> Bio-medical
> Materials
> Energy, Environment
Liveable
aspects
Computer/Telecoms
Source: Cambride Science Park Newsletter, Trinity college, Roland Berger analysis
Talent
Funding
Network
Regulation &
Governance
> Large number of angels funds and venture funds, very active in the area
> Includes the regional office of 3i, the UKs leading venture capital company
> Large number of spin-off companies from the university's research department
> Management priority remains ensuring that academic research is close to industry applications
Knowledge transfer
> Shared facilities available, and networking events and conferences organized on-site
> Existing knowledge transfer program much more focused on exchange between large companies
and university students/research rather than between large companies and SMEs
Support systems
> Creation of 'Cambridge Enterprise' to support the University's entrepreneurs, and make them
benefit from existing networks and industry contacts
Source: Cambride Science Park Newsletter, Trinity college, Roland Berger analysis
Concept
Focus areas
Zone III
Zone I
Zone II
Zone V
Liveable
aspects
Zone IV
Zone I
> International school and several museums (e.g : Buyeo National Examples of major tenants
museum) with regular festivals organized
> More affordable housing, a buzzing city center and
Technology companies
Public research institutes
entertainment areas will be built to improve attractiveness to
younger population
> New roads are also planned, as well as a bridge between the
park and Daejon City to increase its integration and
connectivity
CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT
Talent
Infrastructure (hard and
soft)
Funding
Network
Regulation &
Governance
> Leading university campuses on the Science Park (including KAIST 1))
> 11% of Korean PhD-level researchers specialized in Engineering and Biology located on-site
> Focus on quality of life offered, including recreational activities, and transportation infrastructure
> Incubation facilities and support services offered, but can be improved
> Innopolis Foundation funds available to foster the development and growth of local companies
> Small presence of VC funds or business angels compared to other parks
> Hub-and-spoke system linking research capacity with advanced industries
> Numerous shared research centers created (e.g: KAIST/Hyundai Heavy Industries)
> Strong tradition of transfer knowledge from research institutes to surrounding companies
> Weak technology transfer during the collaboration between MNCs and SMEs
> Cooperation agreements with other tech parks, to foster know-how that benefits park tenants
> Support available from Innopolis Foundation for technology at the commercialization stage
> No clear mentorship program to help SMEs and start-ups
> Developed and managed by Daedeok Innopolis Foundation, under jurisdictional control of Ministry of
Science, ICT and Future Planning
> Highest-level management common between the three other Innpopolis parks
Clear vision
> Strong vision of the center's role (from a research institute park to a global innovation cluster)
Clear incentives
> Tax benefits and less strict regulations (e.g. pertaining to construction) for Innopolis-status
companies
Concept
Vista Xchange
(Business & Lifestyle)
Biopolis
(Biomedical & Life Sciences)
Fusionopolis
(ICT, Science,
Engineering & Media)
Wessex Estate
(Arts & Creative)
Liveable
aspects
1) Agency for Science, Technology and Research 2) Star Performing Arts Centre
Source: EDB Singapore, Ministry of Trade and Industry, Roland Berger analysis
Mediapolis
Biomedical/Pharmaceuticals
Talent
Infrastructure (hard and
soft)
Funding
Network
Regulation &
Governance
Clear vision
Clear incentives
> Proximity to world-class business schools (e.g: INSEAD) and educational institutes (e.g: NUS)
> Full scholarship provided to 1,000 PhD candidates to study overseas and come back to Singapore
> Efforts to create a liveable city: housing options (Wessex Estate), recreational activities (Star
Performing Arts Centre) and numerous facilities (chilcare centers, retail areas), green parks, etc.
> JTC Launchpad : Cutting-edge facilities and incubators to create vibrant start-up communities
> Global VC players (e.g : CVC) and Government research funds on-site, especially in Block 71
> The VC scene is not very active due to low level of tech entrepreneurial activity
> Partnerships and co-development facilitated between universities and private companies (e.g:
AstraZeneca with NUS Medical School on cancer research)
> Shared amenities to promote collaboration between researchers in both private and public sectors
> Public labs work alongside corporate labs to transfer and accelerate the development of technologies
> No support programs for start-ups and SMEs except for access to incubation facilities
> Agreement to make innovation testing possible (e.g: in the Kent Ridge public hospital for Biopolis)
> Developed and managed by JTC, an industrial estate management company under the Ministry of
Trade and Industry
> Make the hub as big as ones in the US by lowering entry barriers for new companies in Asia
> Clearly laid out action plans to achieve this vision
> Considerable tax incentives offered for R&D expenses
> No park-specific tax incentives offered beyond its attractiveness (talent, cutting-edge
infrastructure)
CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT
Source: EDB Singapore, Ministry of Trade and Industry, Roland Berger analysis
Concept
Liveable
aspects
Pharmaceuticals
Chemistry
Talent
Infrastructure (hard and
soft)
Network
> Policies to recruit overseas Chinese students, who largely prefer to live in Shanghai
> Govt and high-tech companies provide strong support to main Zhangjiang incubator
> Facilities, housing and tramways Convenient transportation to the international airport
Funding
> Presence of specialized institutes (e.g: Medicine Institute of the Chinese Academy of Medical
Sciences)
> Some joint programs exist between these research institutions and multinational R&D departments
Knowledge transfer
Support systems
Regulation &
Governance
Clear vision
Clear incentives
> Some SMEs can benefit from programs that outsource research to large MNCs (e.g. AstraZeneca)
> Due to Intellectual Property issue, knowledge transfer remains underdeveloped
> No mentorship program available for smaller companies
> Advisory programs can be provided by Zhangjiang Hi-Tech Park Development special department
> Managed by Zhangjiang Hi-Tech Park Development, under the Municipality's authorities
Responsible for both real estate services and park development decisions
> Be a national model for innovation and a laboratory for new administration schemes
> No clear KPIs set up by the Municipality
> Park-specific policies exist, relating to R&D expenses and equity incentives for employees
> Expeditious customs clearance provided on-site
CYBERJAYA GLOBAL TECHNOLOGY HUB BLUEPRINT
E2.
Benchmarking: Start-up hubs
Tel Aviv ranks 2nd globally, due to its strong entrepreneurial culture,
highly developed funding ecosystem and large supply of talent
Tel Aviv Start-up Ecosystem
Overview
Trendsetter
Index
Index scoring
Funding
Index
20
15
10
5
0
Funding
20
Talent index
Talent
16
Support
index
Description
Notable
start-ups
Support
> Mobile/online
apps
> Consumer
electronics
Trendsetting
MIRABILIS
16
Source: Startup Ecosystem Report 2012 (Startup Genome); Roland Berger analysis
Index scoring
Funding
Index
20
15
10
5
0
Trendsetter
Index
Funding
14
Talent index
Talent
19
Support
index
Description
Notable
start-ups
e-Commerce
Digital media
Crowdsourcing
Online apps
Support
17
Trendsetting
10
Source: Startup Ecosystem Report 2012 (Startup Genome); LA Startup Ecosystem 2013 (Be Great Partners); Roland Berger analysis
London is the leading start-up hub in Europe due to its talent pool,
strong support system and reputation as a global metropolis
London Start-up Ecosystem
Overview
Index scoring
Funding
Index
20
15
10
5
0
Trendsetter
Index
Funding
17
Talent index
Talent
12
Support
index
Description
Notable
start-ups
Online games/apps
Online lender
Home swap club
e-Commerce
Support
20
Trendsetting
Source: Startup Ecosystem Report 2012 (Startup Genome); Roland Berger analysis
Trendsetter
Index
Index scoring
Funding
Index
20
15
10
5
0
Funding
7
Talent index
Talent
15
Support
index
Description
Notable
start-ups
> e-Commerce
> Software
company
> Online apps
Support
9
Trendsetting
20
Source: The start-up economy by PwC, 2013; Australia Small Business, 2012; Startup Ecosystem Report 2012 (Startup Genome); Roland Berger analysis
Index scoring
Funding
Index
20
15
10
5
0
Trendsetter
Index
Funding
11
Talent index
Talent
2
Support
index
Description
Notable
start-ups
>
>
>
>
e-Commerce
Aggregator
Social network
Online education
Support
10
Trendsetting
Source: Startup Ecosystem Report 2012 (Startup Genome), Roland Berger analysis
Trendsetter
Index
Index scoring
Funding
Index
20
15
10
5
0
Funding
13
Talent index
Talent
13
Support
index
Description
Notable
start-ups
Support
5
Trendsetting
2
1) National Research Foundation's Technology Incubation Scheme; 2) Startup Enterprise Development Scheme by
SPRING, a Government agency set up to promote development of local SMEs
Source: Startup Ecosystem Report 2012 (Startup Genome), Roland Berger analysis
Trendsetter
Index
Index scoring
Funding
Index
20
15
10
5
0
Funding
3
Talent index
Talent
3
Support
index
Description
Notable
start-ups
Support
> e-Commerce
> Software co.
> Digital agency
Trendsetting
(acquired by Facebook)
Source: Startup Ecosystem Report 2012 (Startup Genome), Roland Berger analysis
Los Angeles - #3
Funding
Index
Trendsetter
Index
20
15
10
5
0
Talent
index
Trendsetter
Index
Support
index
Funding
Index
Talent
index
Funding
Index
Talent
index
Trendsetter
Index
Support
index
Source: Startup Ecosystem Report 2012 (Startup Genome); Roland Berger analysis
Support
index
Singapore - #17
Funding
Index
20
15
10
5
0
20
15
10
5
0
Support
index
20
15
10
5
0
Trendsetter
Index
Support
index
Sydney - #12
Trendsetter
Index
London - #7
Funding
Index
20
15
10
5
0
Bangalore - #19
Funding
Index
Talent
index
Trendsetter
Index
20
15
10
5
0
Funding
Index
Talent
index
Support
index
Trendsetter
Index
20
15
10
5
0
Support
index
Talent
index
Thank You
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