“Quicklook” Assessment of Greater Adelaide's Assets & Challenges ...

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• The incubators and accelerators do not have an integrated and coordinated strategy to leverage talent, knowledge, and know-how. It is not known where the good new business plans or deals are coming from. • Success stories are not being effectively communicated and celebrated which contributes to the defeatist attitudes that are widespread. Government lacks credibility in this area; most Australians hear the same success stories over and over again, so they refer to these stories as “hype.” • Tall poppy syndrome is a huge momentum killer. • The private angel network does not seem to be in touch with the opportunities that are being created, and they do not seem to be willing to invest in start-up or early stage opportunities. • The majority of the Venture Capital community is not located physically in S.A. making them a little less accessible. • It is not clear how S.A. stacks up to other regions. • Adelaide lacks a cohesive internal and external marketing mechanism. • Education system does not promote entrepreneurial activities. • Other Australian states have more Headquarters offices which naturally attracts more people and investment. Possible Solutions Realignment of Incubators and Accelerators • Take the incubators and accelerators and give each one specific industry focuses, or foci, such as Ag Science, Bio Med, Software, Internet, Wireless, etc. Then within each incubator, establish the linkages to the R&D areas at Universities and Industry. This will reduce redundancy and will help to establish strong core competency centers. This should help to attract more qualified investors. • Incubators and accelerators need to establish specific screening criteria for their industry set and use them. • The incubators need to regularly interface together to ensure they are leveraging each other’s resources, such as talent and know-how. Education of Private Angels • Local angels need to be made aware of the strengths of the local entrepreneurial environment. • A private enterprise champion or champions needs to be identified to assist in the education and engagement of the angel network. Proactively seeking local angels and inviting them to a forum that is NOT another government session would help to get this process started. It is very important that this new effort does not come off looking like just another government program. If you are going to energize your potential angels, you need to get the successful private sector enterprise executives involved. • Get your Packards and your Murdochs to put together an SA Investment group. This may be a way to get several angels to team together on opportunities. Proactive PR/Marketing Campaign Developed in 2 stages Stage 1- Internal with S.A. • Utilize high visibility sports personalities who will identify and proactively celebrate local business success stories. • Focus on Adelaide’s history of being aggressive pioneers and remind them to be selectively proud. • Leverage the South Australian Innovation fund COMMERCIAL IN CONFIDENCE 98
Stage 2- External to rest of Australia • First must do research to understand how S.A. stacks up. • Promote strengths such as expertise in industry segments of Ag Science, Bio Med., SW Engineering, etc, • Promote knowledge and experience in Exporting. • Promote quality of life. • Promote cost advantages, if they do in fact exist. Proactively Generate Quality Ideas • Establish a business plan competition amongst the 3 South Australia Universities that is run by the incubator/accelerator groups. This will help to enhance the business plan screening capabilities of the incubators, provide visibility to S.A., and attract the interest of investors. Areas requiring further study: • Aging Population – prevalent globally, but what are the older Adelaide residents investing in now? How do we get them interested in investing in the future? (serving on committees, mentoring young entrepreneurs?) What’s happening to their money when they die? (i.e. bequests, etc.) • “Directions” – what can the show “Directions” do to promote area industry? Would specific industries be willing to sponsor episodes of “Directions?” COMMERCIAL IN CONFIDENCE 99
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“Quicklook” Assessment of Great
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Table of Contents Adelaide Knowledg
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Interview Notes:...................
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Introduction and Overview Adelaide
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US Participants David V. Gibson, Ph
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and top-tier support for 500+ offic
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Eric Sloan Electrical Engineer, Mob
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Investor Communications Web Team Su
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B. Acc MICHAEL BRIDGE Proprietor, M
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SECTOR COORDINATING CONTACT EMAIL A
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Entrepreneurial Infrastructure - Sm
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The Interviews SARDI - SA RESEARCH
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• An international reputation for
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opportunities. South Australian res
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• Aquaculture is the fastest grow
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The discussion issues were intense
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SARDI Aquaculture Program Leader So
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AUSTRALIAN SUBMARINE CORPORATION (A
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MANUFACTURING Manufacturing Intervi
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• Getting small and medium size b
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BRANDING ADELAIDE July 12 , 2001 Da
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Tall Poppy Syndrome Ways in which t
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CIVIC LUNCHEON By Barbara Fossum, D
Page 47 and 48: NOTES FROM MEETING Margaret Caust,
Page 49 and 50: Roseanne - Still need disciplines t
Page 51 and 52: where appropriate and suggestions f
Page 53 and 54: • World IT Congress (in Feb. 2002
Page 55 and 56: 9. Because people are moving back i
Page 57 and 58: DSTO SWOT Strengths o Many availabl
Page 59 and 60: DEFENSE TEAMING CENTER Interview Te
Page 61 and 62: • They are working with the local
Page 63 and 64: • Big negative: people move to Ad
Page 65 and 66: way to give the government more dim
Page 67 and 68: “Enterprise Education is directed
Page 69 and 70: edge professional development known
Page 71 and 72: Interview Team -Pete Polonsky -Dave
Page 73 and 74: THE SOUTH AUSTRALIAN FOOD INDUSTRY
Page 75 and 76: Interview Team • Eddie Trevino, T
Page 77 and 78: • Infogram is a games publisher f
Page 79 and 80: HEALTH TEAMING Interview Team • C
Page 81 and 82: • Found that there is an (embryon
Page 83 and 84: • Jurgen is putting a working gro
Page 85 and 86: chamber of commerce set up BV2010.
Page 87 and 88: • Collaboration: 6 CRCs: viticult
Page 89 and 90: Interview Team Kevin Hudson Adrienn
Page 91 and 92: John Chapman did the presentation.
Page 93 and 94: “Because we are good we can be in
Page 95 and 96: Issues Opportunities that is done o
Page 97: INNOVATION, SCIENCE, AND TECHNOLOGY
Page 101 and 102: clusters in the Adelaide area shoul
Page 103 and 104: MINERALS INDUSTRY, INCLUDING OIL AN
Page 105 and 106: often than not, from international
Page 107 and 108: Entrepreneurial Infrastructure •
Page 109 and 110: o “There is some hope but don’t
Page 111 and 112: Prescott’s Automotive Services Pt
Page 113 and 114: THEBARTON PRECINCT & CHARLES STURT
Page 115 and 116: Stephen Watt is an “innovation an
Page 117 and 118: TRANSPORTATION STUDY PORTS CORP AND
Page 119 and 120: Proposals to develop national wareh
Page 121 and 122: UK when compared to Asia. Additiona
Page 123 and 124: VENTURE CAPITAL, ANGELS AND OTHER E
Page 125 and 126: Vic. 204 31.3 598 24.1 Qld. 43 6.6
Page 127 and 128: • Transfer the cooperative model
Page 129: iv http://www.portscorp.com.au/ v h
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“Quicklook” Assessment of Greater Adelaide's Assets & Challenges ...

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