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GEM 2013 ANNUAL MEETING GERA Board Report Silvia Carbonell Michael Hay

GEM 2013 ANNUAL MEETING GERA Board Report Silvia Carbonell Michael Hay. ORIGIN OF GEM. ORIGIN OF GEM. GROWTH OF GEM Started in 1999 with 10 countries Data collected in nearly 100 economies over 14 years 81 National Teams currently in the consortium. GEM IN 1999. ORIGIN OF GERA

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GEM 2013 ANNUAL MEETING GERA Board Report Silvia Carbonell Michael Hay

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  1. GEM 2013 ANNUAL MEETING GERA Board Report Silvia Carbonell Michael Hay

  2. ORIGIN OF GEM

  3. ORIGIN OF GEM

  4. GROWTH OF GEM • Started in 1999 with 10 countries • Data collected in nearly 100 economies over 14 years • 81 National Teams currently in the consortium

  5. GEM IN 1999

  6. ORIGIN OF GERA • Originally run by Babson and London Business School • Notion of a ‘consortium of National Teams’ developed in 2004 • The Global Entrepreneurship Research Association (GERA) established in February 2005 • GERA Board composed of a National Team representative for each Founding / Sponsoring Institution representative

  7. 2012 GERA BOARD MEMBERS Founding / Sponsoring Institution Representatives Professor Michael Hay London Business School Professor Donna Kelley Babson College Professor José Ernesto Amorós Universidad del Desarrollo Dr Siri Roland Xavier Universiti Tun Abdul Razak

  8. 2012 GERA BOARD MEMBERS Association of GEM National Teams (AGNT) Representatives Professor Erkko Autio GEM UK Professor Silvia Torres Carbonell GEM Argentina Professor Slavica Singer GEM Croatia Professor Leonardo Veiga GEM Uruguay

  9. GERA 2012 - SUMMARY Income: £786,996 Expenditure: £602,675 2012 SURPLUS: £184,321

  10. GERA 2012 - INCOME

  11. GERA 2012 - EXPENDITURE

  12. STAFF COSTS RELATIVE TO NATIONAL TEAM INCOME

  13. COORDINATION FEE GEM 2013 Coordination Fee: Frozen at GBP 7500 for 8th Consecutive Year – Despite Inflation

  14. GERA 2013 - BUDGET Projected Income: £786,000 Projected Expenditure: £619,762 FORECAST 2013 SURPLUS: £166,328

  15. GERA 2013 – BUDGET

  16. GERA 2013 – BUDGET

  17. GEM AT 15 YEARS: STRATEGIC CHALLENGES • METHODOLOGICAL: improving the efficiency and accuracy of core GEM operations; reducing cost • GEOGRAPHICAL: continuing pursuit of global coverage; filling in the ‘gaps’ • IMPACT: increasing GEM’s impact on policy, research and education • INNOVATION

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