1. National sponsor logos can be added here
Global Entrepreneurship Monitor Presentation Template for GEM National Teams
To teams: this presentation can be used as a guide for presentations to sponsors and other interested organizations and groups
The template can be modified for the purposes of the team and the particular presentation purpose
This presentation targets a more general audience, but can also be adapted for more specific audiences (academic, policy)
The footer should include the GEM logo, with the addition of national-level sponsors
Think about different ways to display information so you don’t overuse tables and graphs—or text
The less detail on a slide the better; your audience may not be familiar with GEM and only has a minute to grasp the message on the slide while listening to you.
You can design your own graphics for this title slide—this is based on the cover of the global report.
All the figures and accompanying excel sheets are available on the GEM website.
National sponsor logos can be added here

2. GEM Global Report: 2011 About GEM
Phases and profile of entrepreneurship
Entrepreneurial employee activity
Institutional context for entrepreneurship
To teams: this is an “agenda” slide that sets the audience expectations about what will be presented. You can also tie these areas to key conclusions for each.

3. About GEM Co-founded by Babson College and London Business School
First survey conducted in 1999
2011 survey represents GEM’s 13 year
Global Sponsors
Babson College, USA
Universidad del Desarrollo, Chile
Universiti Tun Abdul Razak, Malaysia
Measures individual participation in multiple phases of entrepreneurship
Also exhibits the profile of entrepreneurs
Assess entrepreneurship globally; across multiple economic development levels and geographic regions
To teams: can add when your economy entered GEM and other background information on GEM you consider important

4. GEM 2011: 54 Economies
More than 80 economies have participated since 1999

5. The GEM Model From other available sources
Basic requirements
Institutions
Infrastructure
Macroeconomic stability
Health and primary education
Established Firms
From other available sources
Employee Entrepreneurial Activity
National Economic Growth
(Jobs and
Technical
Innovation)
Efficiency enhancers
Higher education & training
Goods market efficiency
Labor market efficiency
Financial market sophistication
Technological readiness
Market size
From GEM 2011 Adult
Population Surveys (APS)
Social, Cultural,
Political Context
Entrepreneurship
Attitudes:
Perceived opportunities
Perceived capacity
Innovation and entrepreneurship
Entrepreneurial finance
Government policy
Government entrepreneurship programs
Entrepreneurship education
R&D transfer
Internal market openness
Physical infrastructure for entrepreneurship
Commercial, legal infrastructure for entrepreneurship
Cultural and social norms
Activity:
Opportunity-driven, Early-stage
Persistence
Exits
To teams: it’s good to have this figure presented in sequence, so that different aspects can be explained as different components of the figure appears. You may want to move this to an earlier point in the presentation. Where it appears here, it’s used to introduce the EFCs—in this way, it shows the phases of profile of entrepreneurship, and then reports on the factors that can influence this activity.
You may also want to add a slide providing more detail about all/some of the EFCs. Particularly if this is a policy audience, they may be more interested in what factors are enhancing or constraining entrepreneurship in their economies.
Aspirations:
Growth
Innovation
Social value creation
From GEM Adult Population
Surveys (APS)
From GEM National Expert
Surveys (NES)

6. Phases and Profile of Entrepreneurship
To GEM teams: this figure shows the phases, as has been displayed in the past. The added emphasis on profile is intended to get the message across that the contribution of entrepreneurship to a society does not just happen through numbers of entrepreneurs; it is important to consider their particular nature. These three key areas that are often of interest to policy makers and researchers. You can point out that this figure exhibits the key indicators in GEM.

7. National Entrepreneurship Profile
AGE
GENDER
% MALE
% FEMALE
EDUCATION
SECTOR:
TYPE OF ACTIVITY
MOTIVATIONS
%OPP
% NEC
OTHER SOCIO-DEMOGRAPHICS
INNOVATION
TECHNOLOGY
JOB CREATION
To teams: this is a map of the key GEM measures that may be used to show the entire picture of entrepreneurship in one slide for your economy.

8. Attitudes Could highlight here some select key indicators on attitudes
See opportunities
Have capabilities
Fear of failure
Societal impressions
Good career choice
Media attention
Status
Show distinctness of your economy compared to others in development group/region/globally
If in GEM multiple years, show changes over time
To teams: see notes on this slide. You can exhibit some of the most interesting results graphically to highlight key characteristics in your economy—can be shown relative to other economies or a longitudinal analysis.

9. Total Entrepreneurial Activity: GEM 2011
To teams: you can also add slides on established entrepreneurs if this might be relevant, and also discontinuation (numbers of exits and reasons). As always, keep it simple and highlight the most important information, depending on the length of the presentation and the audience. It’s better for your audience to walk away with a few compelling messages than be overloaded with a complex array of information.
You can highlight your own economy on slides with a lot of data.

10. Profile of Entrepreneurship
To teams: this is a marker to show the transition from covering phases to discussing profile characteristics.

11. Inclusiveness: Women’s Participation in Entrepreneurship
To teams: this slide may be a little crowded, so either fewer economies could be displayed, or it could be represented differently.

12. Inclusiveness: Women’s Participation in Entrepreneurship
To teams: an example of graphically displaying information .
In just 8 of the 54 economies surveyed, the rates of female early-stage entrepreneurship are comparable to those of their male equivalents. These eight—Panama, Venezuela, Jamaica, Guatemala, Brazil, Thailand, Switzerland and Singapore—come from various global regions (LA/C, Asia, Europe) and represent every phase of economic development.

13. Inclusiveness: Age range of entrepreneurs
25–34 years
25–34 years
To teams: you could compare your own economy’s age range here with those in your development group.
25–34 years

14. Industry
To teams: you could add the industry distribution across sectors for your own economy.

15. Industry
To teams: another way of graphically displaying information, to bring out major points and maintain audience interest. Something like this could even replace the previous slide—in other words, you don’t always need to show a graph. The audience can go to the report for detail and more graphs and tables.

16. Impact: Growth
In 2011, an estimated 388 million entrepreneurship were starting and running new businesses in 54 economies
In the next five years:
141 million expect to create at least 5 new jobs
65 million expect to create at least 20 new jobs
Factor-driven: few entrepreneurs with high growth expectations
China, Chile, Australia, Taiwan and U.S. among those with both high TEA and high growth expectations
To teams: here is an example of pulling out main points in text form—but it’s better to set the animation so that bullet points come out one at a time. This information can, of course, be displayed many different ways, and it’s good to have only a few text-heavy slides.
These estimates (in the first two main bullet points) are just that—estimates. They are intended to draw attention to the magnitude and impact of entrepreneurship. The media and policy makers love this stuff, but academics might complain. If used, emphasize that these are estimates based on the percentages of entrepreneurs revealed in representative random surveys of the adult population. For growth, recognize that these are projections and that many of these businesses won’t survive to five years, given the high rate of failure inherent in entrepreneurship. So they represent the beliefs of entrepreneurs about the potential of their business rather than actual growth.

17. Impact: Internationalization (2009-2011) At least 25% foreign customers
To teams: many economies may be interested in a comparison of their economy with others on internationalization. You can also add a slide about levels of innovation. A reminder that all these figures are available on the GEM website and you can manipulate the excel files to change the type of graph as well as which economies that are displayed.

18. Special Topic: Entrepreneurial Employee Activity
Employees that develop or launch new goods or services or set up new business units
Rare: only about 3% of the adult population
Most prevalent in innovation-driven economies
Denmark, Belgium and Sweden: high EEA, low TEA
U.S., Australia, Netherlands have high EEA and TEA
Entrepreneurial employees have:
Higher opportunity and capabilities perceptions than nonentrepreneurs
Higher growth and innovation expectations than TEA entrepreneurs
To teams: this may be more (or less) interesting for certain economies than others, and for different reasons (for example, where there is low TEA, but high EEA). One good use of the special topic emphasis is in presenting something different if the audience has seen GEM before. In addition, some audiences may be very interested in this more complete picture of entrepreneurship, while it may confuse or be less interesting to others.

19. The GEM Model
Basic requirements
Institutions
Infrastructure
Macroeconomic stability
Health and primary education
Established Firms
Employee Entrepreneurial Activity
National Economic Growth
(Jobs and
Technical
Innovation)
Efficiency enhancers
Higher education & training
Goods market efficiency
Labor market efficiency
Financial market sophistication
Technological readiness
Market size
Social, Cultural,
Political Context
Entrepreneurship
Attitudes:
Perceived opportunities
Perceived capacity
Innovation and entrepreneurship
Entrepreneurial finance
Government policy
Government entrepreneurship programs
Entrepreneurship education
R&D transfer
Internal market openness
Physical infrastructure for entrepreneurship
Commercial, legal infrastructure for entrepreneurship
Cultural and social norms
Activity:
Opportunity-driven, Early-stage
Persistence
Exits
To teams: it’s good to have this figure presented in sequence, so that different aspects can be explained as different components of the figure appears. You may want to move this to an earlier point in the presentation. Where it appears here, it’s used to introduce the EFCs—in this way, it shows the phases of profile of entrepreneurship, and then reports on the factors that can influence this activity.
You may also want to add a slide providing more detail about all/some of the EFCs. Particularly if this is a policy audience, they may be more interested in what factors are enhancing or constraining entrepreneurship in their economies.
Aspirations:
Growth
Innovation
Social value creation
From GEM National Expert
Surveys (NES)

20. The NES and the EFCs
To teams: you could compare your economy with the average for your development group or region.

21. Example of specific EFC: Education
To teams: this is an example based on Chile. It breaks down one of the EFCs to show areas that are negative, and those that are positive. To explain further, the top question shows that 7% of the experts rated this as either a 4 or 5 on the Likert scale, and 93% rate it as 3 or less.
This type of illustration may be particularly valuable to certain audiences (like educators or policymakers). You can highlight different EFCs that might be particularly important (or that show very high or low ratings) in your economy.

22. Conclusions and Implications
Address the particular needs of people at different stages
Encourage inclusiveness
Balance industry focus
Recognize the importance of the impact of entrepreneurs
Value entrepreneurship of all kinds
To teams: the conclusions should address the implications of key points in your presentation, but also take into account the interests and orientation of your audience. The points can be more specific to particular findings or your economy, but avoid putting a lot of complex text on the slide—say it and explain clearly.

23. To teams: you can add a closing slide that leaves them inspired: with a quote, picture, or so forth.

24. Our Thanks to… 54 GEM 2011 National Teams Global Sponsors
Babson College
Universidad del Desarrollo
Universiti Tun Abdul Razak
The GERA Board
Michael Hay, Chair
José Ernesto Amorós, Erkko Autio, Silvia Carbonell, Donna Kelley, Slavica Singer, and Roland Xavier
Executive Director: Mike Herrington
The GEM Coordination Team
Chris Aylett, Niels Bosma, Alicia Coduras, Marcia Cole, Yana Litovsky and Jeff Seaman
To teams: you can replace this text with who you want to thank (sponsors, supporters, etc.), but remember to thank them!

25. Global Entrepreneurship Monitor 2011 Global Report Thank You