PRM 565.

7 ENTREPRENEURSHIP AND COOPERATIVES

UNDERSTANDING THE ECOSYSTEMS

OF CHINESE AND AMERICAN
ENTREPRENEURSHIP EDUCATION
PRM 565.7 ENTREPRENEURSHIP AND COOPERATIVES

Entrepreneurship Education
1 Skills Development 2 Real-world Application 3 Dynamic Learning
Teaching fundamental Integrating practical Emphasizing adaptability
entrepreneurial skills experiences to and resilience in solving
such as innovation encourage business challenges.
and risk-taking. entrepreneurial thinking.
PRM 565.7 ENTREPRENEURSHIP AND COOPERATIVES

Evolution of Entrepreneurship Education

1980 2001 2002 2005 2015

Entrepreneurship
The China Ministry Know About “Mass
education is a new United States
of Education Business (KAB) Entrepreneurship
concept of offered
started pilot project initiated by and Innovation”
education created entrepreneurship
programs for the International campaign, was
and applied in education
entrepreneurship Labor Organization launched.
Western Countries
education (ILO) in the 1990s.
PRM 565.7 ENTREPRENEURSHIP AND COOPERATIVES

The Ecosystem of Chinese Entrepreneurship Education

Government S upport S tartup Incubators

The Chinese government China has a growing number of
provides funding and support for startup incubators that offer
entrepreneurship education resources and mentorship to
programs and initiatives. aspiring entrepreneurs.

University Programs Industry Partnerships

Many Chinese universities offer Collaborations between
specialized courses and degrees educational institutions and
in entrepreneurship and industries provide real-world
innovation. experience for students.
PRM 565.7 ENTREPRENEURSHIP AND COOPERATIVES

Key Players in the Chinese

Entrepreneurship Education Ecosystem

• Universities and Business Schools: Renowned institutions

offering specialized programs and courses.

• Government Initiatives: Support and funding from

governmental bodies promoting entrepreneurship education.

• Industry Leaders and Mentors: Experienced entrepreneurs

contributing to mentorship and networking opportunities.
PRM 565.7 ENTREPRENEURSHIP AND COOPERATIVES
PRM 565.7 ENTREPRENEURSHIP AND COOPERATIVES

END OF PRESENTATION
 Understanding the
Ecosystems of American
Entrepreneurship Education

Presented By:

Paola T. Samson
Masters in Public Resource Management
Entrepreneurship Education
• is a long-term strategic plan that helps an
university to become famous and to have a
competitive advantage in the world

• Entrepreneurship education has been formally

recognized in universities since the 1940 by
the United States
Entrepreneurship Education
• In 1947, over 1,600 American colleges and
universities offer courses and degrees in
entrepreneurship education.

• In 1994, 120,000 American students were taking

entrepreneurship courses.

• Moreover, the interest in entrepreneurship

education at many label is increasing within
universities.
American Entrepreneurship Education
• Refers to the educational initiatives,
programs, and resources aimed at fostering
entrepreneurial skills, knowledge, and mindset
among individuals in the United States. This
form of education spans various levels, from
primary and secondary schools to universities
and vocational institutions, as well as online
platform.
Key aspects of American Entrepreneurship
Education
 Curriculum Integration
 Experiential Learning
 Access to Resources
 Mentorship and Networking
 Cross-disciplinary Approach
 Focus on Innovation and Impact
 Online Education
 Ecosystems of Entrepreneurship
Education
• Encompasses a diverse and interconnected
network of stakeholders, resources, and
initiatives that collectively support the
development of entrepreneurial knowledge,
skills, and ventures.

• It is also the key to assessing the outcomes of

entrepreneurial business and activities.
Triple Helix Model
 The Triple Helix theory is a model of innovation
and economic development proposed by
Henry Etzkowitz and Loet Leydesdorff in the
1990s. It describes the dynamic interaction
between three key actors in the innovation
process: academia, industry, and government.
The theory suggests that innovation and
economic growth are driven by the
collaborative and intertwined relationships
among these three spheres.
 American entrepreneurship education has several
significant impacts on individuals, communities, and
the economy:
 Empowering Individuals
 Fostering Innovation and Creativity
 Creating Jobs and Economic Growth
 Supporting Local Communities
 Driving Social Impact
 Promoting Diversity and Inclusion
 Spurring Technological Advancement
 Entrepreneurial education is not limited to the
classroom. It is a lifelong journey of learning,
adapting, and embracing the entrepreneurial mindset."
- Gary Vaynerchuk

Thank you for listening.

REGIONAL INCLUSIVE INNOVATION
CENTERS:

Building Connected Creative Communities

 Regional Inclusive Innovation Centers
(RIICs)

Presentation Title 2
  Strong Government-Academe-
Industry Linkages
 Promotion and strengthening of the ecosystem environment through the alignment and continuity of
existing innovation- and entrepreneurship-related government policies, programs, and support
infrastructure (e.g., SSFs, FabLabs, Food Innovation Centers, Technology Business Incubators, Negosyo
Centers, Tech4Ed centers, incubators/accelerators)
 Development of a government portal or database that includes information on research being done by
universities, research and development institutions, and industry; inventory of laboratories, equipment,
machinery, and other resources available in the region; prices and specifications of innovation-related
products, equipment, and consultancy
 On the part of government research institutions, the Department of Agriculture (DA)- Bureau of
Agricultural Research and the Department of Science and Technology (DOST)-Philippine Council for
Agriculture, Aquatic and Natural Resources Research and Development (PCAARRD) to establish and
maintain websites and webpages for public information about tested technologies ready for
commercialization
 Production of a directory of local MSMEs, start-ups, and industries, as well as a directory of industry
experts; setting-up informal opportunities for industry representatives and academic researchers to meet,
interact, and collaborate; and

Presentation Title 3
  Human Capital Development Towards
Innovation and Entrepreneurship
 DepEd’s review of the K-12 curriculum to be used as an opportunity to integrate innovation and
entrepreneurship in basic education;
 Interest in Science, Technology, Engineering, Agro-Fisheries, and Mathematics (STEAM) disciplines and
careers should be promoted across all levels;
 TESDA to support local MSMEs, startups, and industries of specific regions through dynamic and
customized techvoc programs that can produce the human capital needed in these local enterprises;
 TESDA to offer or accredit private providers that offer re-skilling and upskilling courses (e.g., coding, data
analytics, leadership, entrepreneurship, business communication, etc.) to produce knowledge
workers/professionals in the new knowledge economy;
 CHED to support initiatives by universities, public or private, to promote innovation and
entrepreneurship/technopreneurship as part of university coursework or overall university mission or
thrust (e.g., UP, DLSU, ADMU, MSU-IIT, USC, and USTP);
 Establish SUCs/HEIs as centers for excellence in innovation and entrepreneurship;
 Establish university programs that encourage cross-pollination of courses to engage faculty and students
in the collaborative and multi-perspective nature of innovation and entrepreneurship.

Presentation Title 4
  Enabling Policy Environment to Accelerate
Innovation & Entrepreneurship
 Strengthen the implementation of the Technology Transfer Act
 Capacitate SUCs/HEIs to establish pathways for university publications and patents to be translated into
industry solutions or to pass on university researches to industry for adoption;
 TESDA to support local MSMEs, startups, and industries of specific regions through dynamic and
customized techvoc programs that can produce the human capital needed in these local enterprises;
 Strengthen IP system to facilitate the commercialization process, including the use of services offered by
the Intellectual Property Satellite Offices (IPSOs), Innovation and Technology Support Offices (ITSOs),
and the IP Depot;
 Simplify and reduce the cost of IP filing; provide support and assistance to facilitate the process of IP
filing and management;
 Provide incentives to MSMEs that innovate and undertake R&D initiatives;
 Support the passage of the proposed Innovation Act and Innovative Startups bill, which will be significant
milestones in the country’s efforts to boost innovation and entrepreneurship; and
 Ease regulatory policies and administrative burden in starting up businesses to facilitate the introduction
of ideas into market

Presentation Title 5
  Entrepreneurship Culture and Support
Programs for MSMEs
 Strengthen and expand one-stop-shops for MSMEs, which provide services such as certification,
licensing, capability training, production, and marketing of products/ services; services can be expanded
to provide business mentorship, particularly for startups, as well as creative and design services that aid
in transforming ideas/ prototypes into commercially viable products and services;
 Establish regional startup offices or hubs that can serve as a platform for MSMEs to connect and
network with industry experts as well as function as business incubators for stakeholders in the regions;
 Foster greater cooperation among actors in the MSME support network (i.e., incubators, accelerators,
small business development centers, export assistance centers) by deepening and strengthening their
involvement and engagement with stakeholders, including industry experts;
 Build and/or strengthen MSME partnerships with academe and larger players in industry for mentorship
programs for innovation and technology-related training programs and activities; and
 Strengthen the StartUp Ecosystem Development Program (SEDP) and provide support programs and
other forms of assistance to startups and other members of the community.

Presentation Title 6
  Funding and Financing for Innovation
and Entrepreneurshi
 Increase government expenditure on R&D (GERD) towards reaching the UNESCO benchmark of 1% of
GDP;
 Strengthen programs that provide financing for commercially-viable projects to bridge the gap between
commercialization and R&D;
 Create an investment environment that encourages more private sector participation in financing
enterprises, including angel investors, venture capital, and crowd fund-sourcing;
 Review and rationalize requirements and guidelines for availing of government funds for R&D in order to
ease and broaden access by startups, MSMEs, and researchers; and
 Provide to startups and MSMEs information and mentoring on finding sources of financing, qualifying for
these, and sustaining capital flow.

Presentation Title 7
  Growth and Development of Industry
Clusters
 Establish, together with local SUCs and HEIs, knowledge centers for innovation and entrepreneurship,
market research and insights in the region;
 Serve as open innovation platforms and hubs for technical collaboration/cooperation between industry
and academe (foreign & local) for market-driven research;
 Host shared service facilities for rapid prototyping and demonstration, testing equipment, and reliable ICT
networks and communication platforms;
 Improve supply chain, value adding, and agro-processing, as well as systems for food and agricultural
research, access to technologies, financing, regulation, and certification particularly for high-value crops
such as rubber, mangoes, coffee, cacao, coconut;
 Promote the Philippines as an agribusiness regional hub and increase its participation in the global value
chain as a supplier of semi-processed or finished farm products; and
 Provide a directory of regional products and services and serve as venues for startups and MSMEs to
connect and network with industry experts to enhance their entrepreneurial know-how and enable them
to be Industry 4.0-ready.

Presentation Title 8
THANK YOU!
 Mang Inasal, the
Philippines' Grill Expert,
is known to customers as
the brand that delightfully
serves Ihaw-Sarap food
and Unli-Saya experience
since 2003.

Presentation Title 10
• From a Hiligaynon word for Mr. Barbecue, Mang Inasal was established on
December 12, 2003 in Iloilo City by Edgar “Injap” Sia II. Apart from the
delicious, craveable taste of its Chicken Inasal that has won the hearts of
Filipinos, Mang Inasal was also the first to offer unlimited rice.
• Over the years, the brand has garnered numerous awards as a fast-growing
local food company, an outstanding quick service restaurant (QSR), and an
excellent Filipino franchise.
• All these efforts enabled Mang Inasal to land the top 4th spot among
QSRs in the country and as the number one inasal destination in Manila,
according to Southeast Asia’s leading travel inspiration platform,
TripZilla.
• Mang Inasal has maintained a strong portfolio that includes the best-
tasting 2-in-1 sa Laki, Tagos ang Ihaw-Sarap Chicken Inasal, Pork
Barbecue, Extra Creamy Halo-Halo, and Palabok, continuously
delighting its growing customer base whether via dine-in, takeout, or
delivery. 11
12
• As part of continuously providing Unli-Saya to its customers, Mang Inasal’s
presence on social media has been intensified. In 2022, Mang Inasal
Nation, the first restaurant-managed social community, was launched. With
over 150,000 members, the exclusive Facebook Group has brought the
brand and customers together in one platform.
• Today, Mang Inasal continues its winning tradition of excellence to provide
its customers the best Ihaw-Sarap food and Unli-Saya experience wherever
and however they want to enjoy it.

13
• What is known as Gaisano Capital today has been an achievement started early on
as an offshoot of the original Gaisano Bros., a retail company owned by the five
Gaisano brothers where Henry Gaisano Sr was one of them. The retail store is
more familiarly known nowadays as the old White Gold Store which started way
back after the end of the Second World War.

14
• Edmund Gaisano, or better known as Eddie or ESG, at an early age
started his own construction business to raise his own family without
relying from the clan. One of those projects was to build a building to be
leased by the elder Gaisano Brothers as a supermarket. However, when
that venture failed, he took it upon his own to build his own supermarket
using the recently built building. From that modest beginning came their
first branch located at the corner of Leon Kilat and Colon streets which
still stands up to this day, the Gaisano Capital South branch.

• From those humble beginnings came the aggressive expansions which

as of 2010 have already reached to 15 branches all over the Visayas
and Mindanao areas with more branches in the coming years. Eddie’s
experience as a travelling salesman during his younger years came in
handy in seeking better territories in the Southern Philippines with only his gut
feel to guide him in his investment and expansion decisions.
15
• Years of hard work and perseverance has been the major key factors
in the company’s exponential growth. On more than one occasion,
even the city mayors have invited the Gaisano Store into their locality
because P1,000.00 could already buy a lot more at Gaisano’s,
whether it be a complete set of wardrobe from head to foot or a
week’s worth of groceries. That tradition still continues on today.

• The current managing owners, third generation Gaisanos, have

continued on the legacy started by their grandfather and
subsequently passed on to their father, Mr. Edmund Gaisano Sr., by
bringing quality service and products to their customers at very
reasonable prices without sacrificing efficiency, thus really bringing
into reality its catchphrase: BUY MORE, SPEND LESS.

16
• The company still boasts of its roster of loyal employees who have
been with the company since their father’s time. The children have
sustained their father’s philanthropic deeds by attending to their
people’s basic needs. The company not only expands its business for
the sake of profit, but also keeps in its heart the ability to give the
Filipino people a means of livelihood. Truly, Gaisano Capital’s presence
can be felt in the community. Through its community outreach
programs or by their generous donations through the HENRY
FRANCESCA VALERIA GAISANO FOUNDATION whether it is the
donation of a school’s new building for the children or a tree planting
event to help save mother earth, the company has helped ensure the
future of this nation. This proves its commitment in building a holistic
community within it locale.
• Built on such foundations of diligence and philanthropy, it is no wonder
the Gaisano Capital chain of stores has been one of the frontrunners in
the industry for decades.
17
The Philippine Inclusive
Filipinnovation and
Development Roadmap
Introduction
The Philippine economy has been growing at an average rate of 6.4 percent from 2010
to 2017. Although it slowed down during the first half of 2018, the economic outlook
has remained positive given the country’s strong macroeconomic fundamentals.
Manufacturing has continued to be one of the important growth drivers, posting an
average growth of 7.6 percent during the 2010-2017 period, while services grew by 6.7
percent on the average. The manufacturing resurgence that the country is experiencing
has been attributed to its growing domestic market, growing middle class, low and
stable wages, and abundant, young, and highly trainable, English-speaking work force
as well as rising costs in China.
Introduction
In order to sustain a high level and inclusive growth, the government is
implementing a growth model where a modern industrial sector plays a
key role in generating investment and employment. Innovation is at the
heart of the new industrial policy known as Inclusive Innovation
Industrial Strategy (or i3S).
Its goal is to grow and develop globally competitive and innovative
industries with strong forward and backward linkages.
 Introduction
i3s focuses on three major areas namely:

a) creation of an innovation and entrepreneurship ecosystem

b) removal of obstacles to growth to build industry clusters

c) strengthening domestic supply and value chains to deepen

our participation in global
and regional value chains and networks.
The implementation of the strategy relies on strong government-academe-education-industry collaboration,
with the government acting as main coordinator and facilitator in addressing the most binding constraints
that prevent industries from growing.
Introduction
The industry priorities of the i3S cover automotive; aerospace parts and
maintenance, repair and overhaul of aircrafts; agribusiness and tourism;
chemicals; construction, transport, and logistics; creative, furniture, and
garments; electrical and electronics; innovation and research and
development (R&D) activities; climate change and parts and components
supply development (inclusive businesses); iron and steel, tool and die; IT-
business process management and e-commerce; and shipbuilding and
ship repair.
Introduction
These industries have been selected based on a discovery process that
assessed the industries’ strengths, weaknesses, and growth opportunities
as well as their contribution to objectives that are crucial for economic
transformation such as:
a) technology upgrading; d) addressing regional imbalance
b) promoting innovation; e) generating more and better jobs
c) closing the infrastructure gap f) sustainability;
g) creating spill-over and multiplier effects
h) strengthening supply and value chain linkages.
An Assessment of the Innovation and The innovation
strategy and policy
Entrepreneurship Ecosystem recommendations
are crucial
Innovation refers to the implementation of new or significantly towards making
improved products, services, or processes, as well as the our industries
more innovative
introduction of a new marketing or organizational method in and globally
business practices, workplace organization or external relations in competitive,
response to problems, challenges, or opportunities arising in the providing solutions
to societal and
social and economic environment (OECD 2007). industry issues
and challenges,
Such innovation is the result of new combinations of supporting
existing knowledge, capabilities, and resources and economic
transformation,
is regarded as inclusive because it can lead to and leapfrogging
economic transformation both in the developed and to industrialization.
underdeveloped areas of the country

An Assessment of the Innovation and
Entrepreneurship Ecosystem
Figure 1 presents a framework
developed by RTI International (RTI)
on the innovation and
entrepreneurship ecosystem and
the inherent linkages between the
stakeholders. It builds on the
following interrelated blocks:
human capital, research and
knowledge creation, knowledge
transfer, intellectual property (IP),
and an infrastructure of
collaboration. The health and
development of the ecosystem
requires the connections
between the knowledge economy
(driven by research) and the
commercial economy (driven by the
marketplace) and it is in this
intersection that the Philippines,
like most countries, is facing
difficult challenges (RTI, 2017).
An Assessment of the Innovation and
Entrepreneurship Ecosystem
Currently, the Philippines has a low
level of innovation, ranking 73rd of
126 countries
in the 2018 Global Innovation Index,
behind Malaysia, Thailand, and
Vietnam.
Compared to its neighbors, the
country’s ranking has not changed
significantly in the
last three years.

The 2018 GII indicated that the areas where

the Philippines has been consistently weak
are in: a) ease of doing business; b)
government operating expenditures in
education;
c) government expenditure per pupil (%
GDP/capita); d) pupil-teacher ratio; e) gross
expenditure on research and development
(GERD, % of GDP); and f) ease of
protecting
minority investors.
An Assessment of the Innovation and
Entrepreneurship Ecosystem
In the last four years, R&D
in the national budget has
not reached 0.1% of GDP.
The recommendation of
the United Nations
Educational Scientific and
Cultural Organization
(UNESCO) is to allocate at
least 1 percent of GDP for
R&D support.
An Assessment of the Innovation and Comparative data on R&D
Entrepreneurship Ecosystem
expenditure shows that the
Philippines is investing far less
than other countries on
activities that drive innovation.
Front runners of innovation
like Korea, Japan, Israel, China,
and Singapore allot a
considerable part of their
budget on
R&D, while neighbors Thailand
and Vietnam also invest much
in R&D.
An Assessment of the Innovation and
Entrepreneurship Ecosystem
The Philippines also lacks the
manpower needed to support
innovation and
commercialization activities.
Along with Vietnam, it exhibits
low availability of
scientists and engineers, in
comparison with countries like
Indonesia, Malaysia, Japan,
Israel, and Singapore.
An Assessment of the Innovation and Correspondingly, data from
UNESCO show that total R&D
Entrepreneurship Ecosystem
personnel in the Philippines
is very miniscule in
comparison with innovation
leader countries like Korea,
Singapore,
and Japan. This goes to show
that base support for
innovation and
commercialization
remains comparatively weak in
the Philippines.

An Assessment of the Innovation and not fare well in terms of
Entrepreneurship Ecosystem
Likewise, the Philippines does
research productivity.
The country’s ratio of scientific
and technical publications
relative to GDP is around 1.6,
while Thailand and Vietnam
produce more than three times
of this value (6.5 and 5.6,
respectively). The research
productivity of Israel, Korea,
and Singapore is notably high.
It also appears that Malaysia
(12.3) is catching up with China
(14.1) and Japan (15.1).

An Assessment of the Innovation and even when compared with
Entrepreneurship Ecosystem
Patent applications are also low,
other Asian countries like
Malaysia or Thailand. The
indicators imply that policies
and incentives for research
productivity must be improved
to promote a balance between
the incentives for basic and
applied research. To achieve
this, a shift towards more
academe-industry
collaboration and
commercialization of research is
necessary.
An Assessment of the Innovation and
Entrepreneurship Ecosystem
The collaboration between
academe and industry in the
country remains weak. Over
the years, the country’s score
and ranking on the university-
industry collaboration in
R&D indicator of the Global
Competitiveness Index has not
improved as much as
desired.
THANK YOU
Way Forward:
Roadmap
Implementation

Adrowell Basas Gabucan

In June 2017,
DTI and DOST
signed a
Memorandum
of
Understanding
(MOU)
This has been expanded to include the following:

DepEd DA

NEDA DICT
CHED
One of the objectives
of the expanded
MOU
to revive
and reconstitute the
Filipinnovation
Council, to be
composed of
concerned national
government agencies
and representatives
from industry and
education/academia
 DTI, BOI, IPOPHL NEDA
market studies, linking industries innovation and
with academe and other entrepreneurship policy
government agencies; ease of In coordination with the Council, will be monitoring and
doing business; IP strategy evaluation
Responsible
for aspects of the ecosystem

DOST, DA, CHED DICT

basic and applied physical innovation
research grants, R&D, infrastructure; support for
commercialization startups
support

DepEd, TESDA, CHED

human capital
development and
curriculum reforms
 The ultimate goal of the Inclusive
Filipinnovation and Entrepreneurship
Roadmap:
activate innovation and
entrepreneurship as the main levers to
reduce, if not completely eliminate,
poverty in the country.
 TESDA & DOLE DILG DOF
will take lead in will be concerned with fiscal
are targeted to be included
regional/local stakeholder support for innovation, R&D,
and involved in human
engagement technology transfer,
resource
commercialization, and
development,
MSMEs. composed of
hydrogen and also helium
Together, the member-agencies of the Council will coordinate

innovation and
programs/project
entrepreneurship-related strategies
s
policies

01 02 03
 The roadmap implementation would be spearheaded by the
Regional Research Development and Innovation
Committee under the Regional Development Council
(RDCs)
The needs assessment studies project for the establishment of
RIICs has commenced

01

Cebu
02

Cagayan de
Oro
03
Legaspi
04

Davao
The project, which is a
collaboration
between DTI and the
USAID-STRIDE
aims to examine the existing
ecosystem, identify the gaps, and
recommend measures to link the
different players towards creating
more inclusive innovation and
entrepreneurship ecosystem in
these pilot cities
Thank you!