Pop-quiz answers (to questions sent to engage listeners)
1. [d] The typical digital marketer uses thirteen tactics, particularly the social media (87%) and videos (73%).
2. [d] Among purchasing officers, 89% begin their buying research on line, with 86% relying on social media during the process.
3. [d] Tijuana ranks 27th among Latin American cities for doing business, including innovation, behind five other Mexican cities.
4. [d] Spending in the U.S. and Canada for digital advertising is expected to surpass that for television by 2019.
5. [d] Most Americans and Canadians spend more time on the Smart-phones or tablets than on personal computers.
Principal Activities of the ‘Fab-5’1. Angel Ventures México is establishing a technology ecosystem
through investments and aggressive networking on behalf of
start-ups.
2. HUB STN is seeking to be a global network node of similar
spaces.
3. MIND-Hub has a four month up-or-out investment time horizon.
4. BIT Center has a view into the medium term (up to five years).
5. Endeavor-Baja California is long-term in its perspective.
Possible Ecosystem in Tijuana
Endeavor: Up-up-
and-away!
BIT: entreprise maturation
MIND-Hub: up-and-out incubator
HUB STN: idea
generation
N
Strategy framework of the U.S. Army in Iraq:
End State = where victor wants things to be when he wins
Strategy = the general direction of how to get there
Tactics = a road-map of implementationShape (current state) Clear (enemies out) Hold (hearts
and minds) Build (consolidate the gains through clinics, etc.)
Activities = specifically assigned granular tasks
Strategy Framework applied to Baja California:
End State = Tijuana as “Tecnojuana”
Strategy = 1. new sources of investments and talent
2. higher quality, higher volume traffic
Tactics = networks in place into targeted areas worldwide
digital platform self-sufficient advocacy changes
Activities = to be determined
End State = “Tecnojuana” as a tech axis
Advantages of Tijuana
1. doorway to the U.S. from the Pacific Rim
2. deep pool of educated talent in México and Tijuana
3. great working partnership with San Diego
(¡Vamos Chargers!)
4. large cluster of maquiladoras (assembly plants)
5. improving infrastructure with recently announced
upgrade of port facilities
Strategy Framework applied to Baja California:
Strategy = 1. diversified innovation resources
2. better web-site traffic, more engaged
Constraints to overcome:
1. local government gone AWOL
2. too little spent in México on RD&I
3. indifference in the U.S. (except for San Diego)
4. problems of U.S. domination of the T.P.P.
5. depending almost solely on government grants
Strategy Framework applied to Baja California:
Tactics = networks beyond the Americas
Preliminary foundation of such a ‘tactical’ network
1. shape communications platform in the short-term
2. clear remove bureaucratic obstacles in the medium-term
3. hold incentives to draw international investors and to facilitate
application of info-tech to the maquiladoras in the long-term
4. build free trade agreements with the Pacific Rim (i.e., the T.P.P.
without the U.S. or Japan) and the European Union concurrently
Strategy Framework applied to Baja California:
Activities = to be determined and to include, but not be limited to, the following:
1. leverage short and longer term domestic funding sources;
2. create a digital marketing platform with highly targeted
solicitation campaigns overseas;
3. delegations to the U.A.E., Scandinavia, Singapore, etc.
4. keep the U.S. and Japan out of the T.P.P.; as well as,
5. maintain strong ties with San Diego
Strategy Framework applied to Baja California:
Product MixWeb site
(optimization);Digital branding
(campaigns); and,communications
(intelligence)
affiliated consultant
WSI World WSI Partners: Google; HootSuite; Microsoft; HubSpot, Adobe et al.
WSI Global Relationships:BMW, DHL, Disney
Key Relationships in México: Playboy, Coneval, Hampton Inn-México, Auditoría Superior de la Federación, PricewaterhouseCoopersCUSTOMER
N.G.O.
The Board has a representative from
each institution General Partners:[1] BIT Centre [2] Endeavor-B.C. [3] HUB STN[4] MIND Hub
Managing Partner¿INADEM?
Managing Partner¿Angel Ventures MX?
Capital-raising vehicle
$$$ MXN €€€
¿Maquiladora?
Identify and attract entrepreneurs
Diversify funding sources
Valuing exits for licensing, take-out investments, spin-outs, etc.
N.G.O.
Digital
Platform
CONCLUSIONS1. The N.G.O. (public-private non-profit?) sponsors the web-site to
mobilize inert intellectual capital by advocating for ‘Tecnojuana’.
2. The digital platform establishes the name in the market of the four pillars of innovation, together with other key stake-holders, as the foundation for ‘Tecnojuana’.
3. The site itself primarily seeks to attract high-impact start-ups to the growing Tijuana ecosystem in an open-ended R.f.P.
4. The site also facilitates financial analysts to ‘discover’ Tijuana as they research investment opportunities in emerging markets.
5. The targeted campaigns work to attract seed investors from other technology hubs.
Partial Reference List (about a third of the sources)1. http://www.census.gov/compendia/statab/cats/income_expenditures_poverty_wealth/gross_domestic_product_gdp.html
2. http://steveblank.com/2014/09/09/how-to-think-like-an-entrepreneur-the-inventure-cycle/
3. http://www.statista.com/statistics/270970/number-of-smartphone-users-mexico/
4. http://mcdigitaltj.blogspot.com/2014/09/tecnojuana-150914-viva-mexico-carta.html
5. http://www.cdt.org.mx/Portals/2/documentos/SIDUE%20PROYECTOS%20ESTRATEGICOS.pdf
6. http://www.washingtonpost.com/blogs/innovations/wp/2014/08/05/democratization-of-funding-part-ii-a-closer-look-at-a-few-players-shaping-the-new-crowdfunding-ecosystem/
7. http://stats.oecd.org/Index.aspx?DataSetCode=BERD_INDUSTRY
8. http://barnraisersllc.com/2014/07/surprising-facts-social-selling/
9. http://www.tijuana.gob.mx/dependencias/tesoreria/PDF/2013/ADSCRIPCION.pdf
10. http://data.worldbank.org/indicator/GB.XPD.RSDV.GD.ZS/countries
11. http://rankings.americaeconomia.com/mejores-ciudades-para-hacer-negocios-2014/ranking/
12. http://blogs.wsj.com/cmo/2014/03/13/digital-will-surpass-tv-in-ad-spending-by-2018/
13. https://www.cia.gov/library/publications/the-world-factbook/geos/mx.html
14. http://www.toprankblog.com/2014/05/b2b-content-marketing-statistics-2014/
15. http://www.strategy-business.com/article/12103?rssid=all_updates&gko=ee74a&utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+StrategyBusiness-
AllUpdates+%28strategy%2Bbusiness+-+All+Updates%29
16. http://www.simplypsychology.org/maslow.html
17. http://www.descubretijuana.com/es/content/desea-invertir-en-tijuana
18. http://www.sinembargo.mx/27-11-2013/827786
19. http://www.nsf.gov/statistics/nsf99335/measures.htm
20. http://ensenada.net/noticias/nota.php?id=32001
21. http://www.ons.gov.uk/ons/rel/rdit1/gross-domestic-expenditure-on-research-and-development/2012/stb-gerd-2012.html#tab-International-Comparisons-of-GERD-as-a-
Percentage-of-GDP--R-D-Intensity-
22. http://services.google.com/fh/files/misc/omp-2013-mx-en.pdf
23. http://america.aljazeera.com/articles/2014/8/1/tech-companies-thrivinginsandiegotijuanaborderzone.html
24. http://venturebeat.com/2014/10/04/why-china-will-leapfrog-the-world-in-internet-of-things
25. http://eleconomista.com.mx/tecnociencia/2014/01/29/internet-retoma-crecimiento-mexico