Digital Platform and Road-map from

Tijuana to Tecnojuana

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

“The (web-)search is a complicated and evolving

art and science, so rather than focussing on

specific algorithmic tweaks, we encourage you to

focus on delivering the best possible experience

for users.”

--Amit Singhal (GOOGLE), 2011

¡GRACIAS!

¿PREGUNTAS?