Green Building Industry Cluster Study
Initiative Launch Meeting
October 2015
Frank Knott – frank@vitaleconomy.com
Jim Haguewood – jim@onegroupconsulting.com
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© 2015 ViTAL Economy, Inc.
Meeting Agenda
Section #1 – 60 minutes
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Orientation to Regional Industry Clusters
Industry Cluster Guidebook
Roles & Responsibilities
Project Schedule
Milestone #1 Plan of Action and Objectives
Reconfirm Industry Cluster Goals
Opportunity Value
Section #2 – 60 minutes
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VE Research Process & Initial Hypotheses
Leadership Team Recruitment
Review current initiative research, potential short term wins?
Clarification of green building cluster focus
Brand identity, name the cluster and communication plan
Next steps, actions and assignments
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© 2015 ViTAL Economy, Inc.
What is an Industry Cluster in a Regional Economy?
• The foundation of a regional economy is a group of clusters, not a
collection of unrelated firms. The firms in a cluster have common
competitive strengths and needs
• Successful industry clusters are not passive forces in the economy, but
consist of active agents who organize resources and actively refine the
business environment to be highly efficient and effective in their pursuits
• Clusters are the key organizational unit for understanding and improving
the performance of regional economies
• Cluster teams are catalysts….
• To provide the vision and leadership
• To assess and prioritize opportunities
• To link resources, internal and external
• To transform regional economies
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© 2015 ViTAL Economy, Inc.
Framework: Industry Cluster Team Guiding Principles
The Vital Economy Industry Cluster approach achieves
measurable results through the recognition and adoption
of key principles that insure measurable success
1. Industry cluster leadership and participation are key to generating
outcomes
2. Work plan discipline insures completion all elements of each phase,
is key to achieving success
3. Trust and respect is required between companies and individuals
4. Collaboration is recognized as a key to achieving regional goals
5. Uncovered opportunities will immediately have action teams
assigned with leadership that accepts ownership of the opportunity.
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© 2015 ViTAL Economy, Inc.
Guidebook – Project Management Resource
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© 2015 ViTAL Economy, Inc.
Roles, Responsibilities and Benefits of a Regional Industry Engaged Framework
Benefits
Role & Responsibilities
Leadership Team
1. Visionary leadership
2. Strategic design, direction & progress assessment
3. Secure and deploy resources as required
4. Review and adopt regional and industry goals
5. Create and lead action teams
6. Co-chairs of industry cluster teams
Industry Cluster Teams
1. Critical regional industry knowledge and intel
2. Establish industry specific goals linked to regional goals
3. Recruit key industry cluster leaders
4. Participate and be knowledge experts on action teams
5. Provide recommendations to the leadership team
CED Professionals
• Personal, professional growth, capacity in
regional economic development
• Expansion of industry leadership
• Strategic thinking, cross cluster possibilities
• Quick impact on the regional economy
• Personal, professional growth, capacity in
regional economic development
• Expansion of leadership capacity
• Strategic thinking and cross cluster analysis
1. Provide expert guidance and analysis,
2. Coordination and facilitation of action teams
3. Federal/State liaison,
4. Information & research resource
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© 2015 ViTAL Economy, Inc.
• First in line for industry research and
business analysis
• Chance to be first mover on business
opportunities
• Ability to lead and direct topics and priorities
that directly benefit your business
Green Building Industry Cluster Milestone Schedule
Milestone #1 Event
Oct
Nov
Dec
Formation
• Project Team training
Milestone #2 Event
Jan
Feb
Mar
April
Milestone #3 Event
May
Asset Mapping &
Research
June
July
Targeted
Opportunity
• Establish core leadership
team
• Complete regional industry
cluster asset mapping
• Define the industry cluster
• Develop (6) hypotheses
• Recruit key participants
• Conduct up to 24 interviews
• Define industry cluster
vision and goals
• Identify (4) niche markets
• Benchmark regional green
building industry cluster
• Determine economic value of
the green building cluster
• Identify policy/political trends
• Establish the industry
cluster name and brand
identity
• Identify relevant community
initiatives
• Define the green building
value chain
• Identify and quantify the
workforce needs
• Complete cluster gap
assessment
• Support up to (4) action
teams
• Test and adjust hypotheses
• Identify 9-12 business case
opportunities, (4) niche
markets
• Determine regional
competitiveness
• Define finance, appraisal,
insurance ecosystem for
green building market
• Define focus of Green Building
Center of Excellence
• Support up to (4) action teams
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© 2015 ViTAL Economy, Inc.
Milestone #4 Event
Aug
Sept
Oct
Nov
Report &
Institutionalize
• Set long term performance
metrics system for the industry
cluster
• Connect cluster goals to CEDS
goals
• Prepare and adopt a long-term
sustainability plan for the
cluster
• Develop a Phase 2
implementation plan for the
industry cluster
• Make recommendations for a
Green Building Center of
Excellence
• Role of existing assets,
programs (EDC Zone, etc.)
and companies
• Measurement and progress
assessment framework
• Pursue business and industry
cluster action plans
Milestone # 1 Objectives
1. Solidify a green building/services industry cluster leadership team
2. Determine what constitutes the industry cluster? Geographic boundary
3. Craft the industry cluster vision and confirm goals in relation to CEDS
4. Establish the industry cluster name and brand identity
5. Identify and recruit all segments of the industry cluster
6. Identify relevant community initiatives and determine strategic opportunity
7. Characterize the members value for participation
8. Complete basic market trend analysis and regional industry benchmark
9. Clarify cluster team and research team roles in responsibilities
10.Hold a Milestone #1 Workshop
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© 2015 ViTAL Economy, Inc.
Defining an Opportunity Value
Opportunity value is defined as the quantifiable sum realized through the execution
of an industry supply/demand strategy leveraging regional assets. Strategies that
leverage existing regional assets can achieve the creation or retention of wealth.
The fundamental principle of asset based CED is to leverage existing assets in a
region capturing new economic value.
The creation or retention of wealth through industry supply/demand strategies will
create jobs and businesses in a regional economy.
The supply/demand industry cluster strategies that will be developed need to be
based upon fundamental business principles and cases. It is recognized that
additional feasibility analysis may be required to fully define the opportunity.
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© 2015 ViTAL Economy, Inc.
Opportunity Value Example
Goal
Develop 200MW of
wind energy
Utilize 45,000 tons of
locally sourced
biomass for residential
and commercial
heating
Jobs
Value
GDP Impact
Construction
224 Jobs @ $35,900
Project Value
134 turbines @1500KW
Operation:
12 Jobs @ $42,400
Produced Energy value
200MW x 30% = 60MW
60MW @ .10KW
$52.5M
Employment earnings
$554K
Fuel Value
$11.2M
Fuel sourcing & production:
90 jobs @ $35,000
Construction & installation
40 jobs @ $35,000
$389M
Fuel sourcing & production earnings
$3.1M
Consumer wealth retention
$6.9M
Installation earnings
$1.4M
Construction
224 direct jobs
168 indirect jobs
$21M
Operation
12 direct jobs
17 indirect jobs
$2.2M
Fuel sourcing & production
Earnings
$8.4M
90 direct jobs
67 indirect jobs
Construction
40 direct jobs
30 direct jobs
$3.7M
Consumer wealth retention $6.9M
Capture and retain
50MW of locally
generated power
250 jobs @ $45,000
Realize 50 jobs at
$42,000+ linked to
renewable energy R&D
50 jobs @ $42,000+
Total
666 jobs
Energy value
$12.2M
Employment earnings
$11.2M
Employment earnings
$2.1M+
Project investment value
Energy/fuel value
Earnings and wealth retention
Economic impact estimates developed using the Northern New England Economic Scenario Model
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© 2015 ViTAL Economy, Inc.
$389M
$75.9M
$25.2M
Energy generation
250 direct jobs
346 indirect jobs
$46.5M
Local R&D
50 direct jobs
37 indirect jobs
$5.9M
$94.6M
VE & SeVEDS Green Bldg Industry Cluster Draft Value Chain Ecosystem
Roofing – Panels – Wall coverings – Home kits
Beams – Window Frames – Treated Wood
Construction
& Service
Providers
 Solar
Human Resources
 District
Heating
Systems
 Waste Heat
 Co-Gen
Building
Products
Vermont
Brand!
Energy
Systems
 Biomass
Green
Building
Industry
Natural Resources
 Energy
Management
Systems
Research &
Design
Brattleboro
Foreign
Trade
Zone
Workforce
Develop
Center of
Knowledge
Education
Market
Research
Industry
Networks &
Infrastructure
Green Building Products Market
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© 2015 ViTAL Economy, Inc.
Section #2 – 60 minutes
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© 2015 ViTAL Economy, Inc.
Iterative “hypothesis-based” Approach
Data Collection and Analytical Approach
STEP 1: Identify
Issues
Benefits of Approach
• Identify 3-5 issues
which address
questions
• Issues should fully
address all we need to
understand
Step 4: Collect Data/
Complete Analysis/
Iterate Process
• Collect required data
and complete analysis
to answer key
questions
• Reformulate issues
based on findings
Step 2: Formulate
Hypotheses
Consultant
Support
• Create hypotheses that
answer each issue
• Hypotheses should
completely address
each issue
Step 3: Formulate
Key Questions
• Key Questions drive
primary
research/data
collection & analysis
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© 2015 ViTAL Economy, Inc.

There is more data
available than time or
money to collect it

Delineates and limits
the scope of issues
and data that needs to
be collected

Identifies what data
and analysis is
essential as opposed
to what is merely
interesting
VE Research Process-Seven Steps
Issues of Challenge & Opportunity -> Data -> Information -> Knowledge -> Opportunity->Action
Step 1 – Characterize the primary issues of “challenge/opportunity” to be addressed?
Step 2 - Agree on hypotheses to be tested…no more than four, as well as research purpose.
Step 3 – “Data -> Information”- Conduct and document research..test against each hypotheses
Step 4 – “Knowledge” - Integrate and communicate findings,
Describe the business opportunity and challenges
List resource gaps
Step 5 - Identify and agree on next hypothesis to refine the opportunity, if required
Step 6 – “Opportunity”- Provide a summary business case from the research to direct action
Step 7 – “Action” – Recommend implementation plan with leadership and resources require
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© 2015 ViTAL Economy, Inc.
Example: Hypothesis Testing
Renewable Energy Industry Cluster Hypothesis Testing
Premise: Energy costs to Aroostook residents and business sector is an extraordinary burden that places
the region at a disadvantage relative to New England.
Proposition: The Renewable Energy Cluster can address this burden with locally available resources
while creating and retaining jobs, inducing wealth creation/retention in the region, and contributing to
the realization of the Mobilize Maine vision and goals for Aroostook County.
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© 2015 ViTAL Economy, Inc.
Three Initial Hypotheses
Regional Issues
Regional Opportunities
1. Closure of VY – 600 high wage jobs
1. Concentration of nationally linked individuals and
entities in the green building and services sector
2. Low percentage of earned income
3. Low wages parity within the laborshed
4. Overall population decline
2. Vermont has a strong culture, reputation and brand
in sustainable living and products
1. Establishing a National Green Building Systems Knowledge Center of Excellence for the
sustainable and resilient built environment that attracts talent, businesses, investment
and visitors.
2. The region can achieve increased exports, higher wages and new employment by
focusing on green building and energy research, product development and manufacturing
with a systems rather than a component focus.
3. The green building markets have a barrier in finance, assessment and appraisal services.
The GB cluster can develop creative finance solutions designed to accelerate adoption of
green building products and services across the US, creating high wage financial
services jobs in the region.
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© 2015 ViTAL Economy, Inc.
Green Building Industry Cluster Goals by 2018
CEDS 2018 Goals
Green Building Industry
Cluster Goals
Goal #1: Reverse Population Decline
• Increase population to 46,266
• Increase proportion of 25-44 year olds to 25% of population
• Double the percentage of foreign born resident to 7% of population
Goal #2: Increase the Number of Well Paying Jobs
• 1,054 jobs @ $46,340
• 702 jobs @ $42,130
• Increase wages of 4,650 by $5,000 per year
• Increase median income for associates/some college to $32,328
• Increase median income for bachelors degrees to $40,597
Goal #3: Improving Workforce Quality
• Increase associate degrees/some college and technical certificates
among 18-24 year olds
• 300 high paying jobs in 5 years,
• 180 > $46,340
• 120 > $42,130
• # of Associates and technical
degrees of 18-24 year old workers
• New regional GDP, TBD once new
business opportunities are identified
• $ of new export value
• # of talent workers attracted
• # of visitors attracted
• Increase wages of 790 by
$5,000/year
• 4 niche markets
Goal #4: Raising Household Income Relative to Surrounding Areas
• $174M in new wages
• $470M in new GDP
• Improve the ration of new earned income to total income to .65
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© 2015 ViTAL Economy, Inc.
• 9-12 new business opportunities
• 4 green building action teams
• Connection to 3 community
economic development initiatives
Who are “the right people to get on the bus”?
Executive Leader
Level 5
Builds enduring greatness through a paradoxical
blend of personal humility and professional will
Level 4
Catalyzes commitment to add vigorous pursuit of a
clear and compelling vision, stimulating higher
performance standards
Build the Best Team:
Region Economies Need
Level 5 Leaders
Effective Leader
Level 5 Leader Characteristics:
• Personal humility
Competent Manager
Level 3
Organizes people and resources toward the
effective and efficient pursuit of the predetermined
objectives
• Professional will
• Ambitious for prosperity
• Results driven
Contributing Team Member
Level 2
Contributes individual capabilities to the
achievement of a group objectives and works
effectively with others in a group setting
Level 1
Makes productive contributions through talent,
knowledge and good work habits
• Workmanlike diligence
• Responsible for themselves & others
Highly Capable Individual
Source: “Good to Great”, Jim Collins
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© 2015 ViTAL Economy, Inc.
Level 5 leaders exist in every region; Hint:
look for results where individuals do not step
forward to take credit
What is the Strategic Role of SeVEDS Leadership?
Take charge of your regional economy moving it in a new direction
through the use of Asset Based principles
1. Create sufficient regional commitment to create “critical mass” of
participation and resources
2. SeVEDS is the “key” regional economic development strategy
3. Secure and celebrate true collaboration and resource sharing behavior
4. Achieve alignment of public, private and non-profit sectors to a common
strategic economic direction
5. Recognize and pursue the characteristics of a Knowledge Based Economy
6. Create a “culture of innovation and entrepreneurship”
7. Adopt a measurable economic vision of the future and analyze progress
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© 2015 ViTAL Economy, Inc.
What is the Tactical Role of Cluster Team Leadership?
1. Be “Champions of the Green Building Industry Cluster”
• Promote and communicate the initiative vision, work plan and activities
2. Lead key participant recruitment
• Actively evaluate participation levels and make personal invitations to
key leaders that will bring value
3. Provide guidance and direction
• Oversee industry cluster activities at the regional level.
• Make key decisions regarding resources and strategic direction
4. Participate (and chair) mapping or action teams
• Contribute input and analysis to asset mapping
• Lead action teams pursuing new economic opportunities
5. Provide important intel and analysis of information and data
• Provide proactive insight and expertise to the regional activities
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© 2015 ViTAL Economy, Inc.
BG Industry Cluster Leadership Targets
1. Andrew Dey (Bensonwood)
2. Vern Grubinger (UVM extension professor)
3. Bill Murray (Berkley & Veller Greenwood Country Realtors)
4. Dan Yates (Brattleboro Savings and Loan) (Jodi to arrange
appointment for Thursday)
5. Dr. Cary Gaunt (director of campus sustainability at Keene State
College) (Jodi to contact)
6. Nadav Malin
Who should Chair this cluster team?
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© 2015 ViTAL Economy, Inc.
Brand Identity and Communication Plan
Internal
(Participants)
External
Identity?
(Industry, Region, Global)
1. Who is going to have primary responsibility?
Local
(Community)
2. Are there thoughts or previous discussions about a name
and brand identity?
3. Is there anyone that should be on the industry cluster team?
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© 2015 ViTAL Economy, Inc.
Milestone #1 Actions and Assignments
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© 2015 ViTAL Economy, Inc.
Backup Slides
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© 2015 ViTAL Economy, Inc.
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© 2015 ViTAL Economy, Inc.
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© 2015 ViTAL Economy, Inc.
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© 2015 ViTAL Economy, Inc.
Recognizing Leadership Styles and Traits
• Vision Leaders grasp and communicate the value of a shared economic vision to a broad base of community and
cluster forces
• Innovation Leaders advocate a climate of continuous innovation for each cluster and the overall initiative, as well
as the development of entrepreneurial opportunities
• Influence Leaders command the respect of diverse interest groups and whose very presence brings others to the
table to insure cluster and initiative success
• Resource Providers value the vision and provide access to resources that enable the vision to succeed at the
initiative and/or cluster level
• Research Leaders understand the value of knowledge gathering and knowledge development for the purpose of
crafting the basis for out of the box solutions
• Cornerstone Leaders are regulatory, government, business, political and community coalition champions critical
to broad adoption of the cluster and initiative strategies
• Collaborative Leaders understand the economic leverage value of shared resources and shared ideas, and
communicate the positive value of such behavior to others
• Education Leaders control access to education and training resources and understand the importance of a life
long learning resource in support of the initiative
• Economic Leaders understand the importance of changed spending behavior in unleashing traditional spending to
transforming an economy
• Connectivity Leaders control access to public and private connectivity resources and champion their linkage to
enable the collaborative development of the local economy
• Project Management Leaders are focused on establishing goals and objectives and assuring that cluster-based
project initiatives are managed to a successful conclusion and evaluated in terms of intended outcomes
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© 2015 ViTAL Economy, Inc.
Leadership Development & Support is the Key to Success
PEOPLE: The most important SeVEDS assets are the volunteers that commit
their time, talent and treasure to achieve the initiative goals.
 Selection: Choice of leaders should be based upon active participation in implementing a Mobilize
Maine strategy. Board, cluster team and action team leadership should include a mix of styles,
connections and influence.
 Training: Mobilize Maine should benefit leaders by providing education and self-improvement
activities yearly. This provides value for participation and improves leadership effectiveness and
strategy outcomes.
 Support: Mobilize Maine must recognize that leadership is a volunteer effort that requires staff
support to achieve greater performance. Regional ED professionals must consistently engage and
fill gaps in leadership activities
 Motivation: Volunteer leaders efforts are fueled by recognition of impact and accomplishment.
Regularly Mobilize Maine must highlight progress towards goals and celebrate short term wins.
 Focus: ED professionals must consistently reinforce the strategic direction, point in the process and
tasks at hand. Clearly defined objectives help to maintain focused effort and result in
accomplishment.
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© 2015 ViTAL Economy, Inc.
Disciplined Steps in Building a New Leadership Team
1. Define the regional CED initiative and the role of the leadership team
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What makes this initiative different and why there is a better chance of measureable success?
What is expected of a leadership position?
2. Create a regional leader inventory: Who are the “Right People”?
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Who are the TRUE regional leaders? Respected leaders which people follow and value
Who are the private sector leaders whom are expressly invested and committed to prosperity?
3. Design a best practice leadership team and alternates
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Prepare an optimal team with gender, economic and representative diversity
Over supply the leadership team as adjustments are inevitable
4. Recruit the leaders with a face-to-face invitation
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Conduct personal briefings with leadership prospects outlining their role and expectations
Make the ask, “one year commitment” including a personal and initiative value assessment
5. Convene the group, select chairmanship and conduct training
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Assemble the leadership team & reinforce the initiative. What outcomes would they like to see?
Selection of chairman or co-chairman to provide project advice and meeting guidance
6. Launch the regional initiative with consistent and meaningful meeting schedule
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Commence the regional initiative utilizing the leadership team as initiative spokesman
Employ best practice meeting management methods, using time and talent wisely
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© 2015 ViTAL Economy, Inc.
Analysis Format of an Existing Leadership Team
• Name
• Geographic area, North, South, Central, East, West - Urban or Rural
• Age: 15-25, 26-35, 36-45, 46-55, 56-65, 66-75, Over 75
• Gender and Race
• Community Sector: Public, Private, Non-profit, Retired, Tribal, Student, Other
• Industry Sector: Natural Resources/Agriculture, Healthcare, Tourism, Information Tech,
Professional Scientific, Manufacturing. Construction, Education, FIRE, Government,
Transportation, Energy, Wholesale/Retail, Other
• Leadership Style: (Check all that Apply), Vision, Innovation, Influence, Resource, Project
Management, Research, Education, Economic, Connectivity, Collaboration, Cornerstone
• Learning Style: (1=not helpful, 5=very helpful) Visual, Auditory, Explanatory, Interactive
• Commitment Level: Chairmanship, action team leader, action team member, leadership
meeting attendance
• What unique talents do you bring to the leadership team?
• What unique resources do you bring to the leadership team?
• Has your leadership position provided professional and personal value?
• Has your leadership position produced the results you expected?
• Questions & Comments
This leadership analysis outline can be used as an individual questionnaire or in a facilitated group
discussion. In analysis of existing leadership groups we urge organizations to provide context, set
objectives and offer best practice design concepts in advance. Analysis results can be aggregated and
compared to preliminary design objectives concluding with group decisions.
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© 2015 ViTAL Economy, Inc.
Research Meeting Slides
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© 2015 ViTAL Economy, Inc.
Meeting Agenda
I.
Market Description, Segmentation, Trends and Analysis
II.
VE Research Process and Hypotheses
III. Timeline for research for December
IV. Actions and Assignments
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© 2015 ViTAL Economy, Inc.
ViTAL Economy Industry Cluster Definition
An Industry Cluster should establish core value linkages both within and across industry sectors. These
linkages creatively leverage the indigenous strengths of a region. Clusters are assessed and prioritized
in a collaborative process which insures that the critical challenges and opportunities of a region are
continually addressed.
Government
Regulator
Suppliers
R&D
Education &
Training
Industry Drivers
Support
Industries
Source: Purdue Center for Regional Development
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© 2015 ViTAL Economy, Inc.
Customers
Specialized
Infrastructure
Iterative “hypothesis-based” Approach
Data Collection and Analytical Approach
STEP 1: Identify
Issues
Benefits of Approach
• Identify 3-5 issues
which address
questions
• Issues should fully
address all we need to
understand
Step 4: Collect Data/
Complete Analysis/
Iterate Process
• Collect required data
and complete analysis
to answer key
questions
• Reformulate issues
based on findings
Step 2: Formulate
Hypotheses
Consultant
Support
• Create hypotheses that
answer each issue
• Hypotheses should
completely address
each issue
Step 3: Formulate
Key Questions
• Key Questions drive
primary
research/data
collection & analysis
— 35 —
© 2015 ViTAL Economy, Inc.

There is more data
available than time or
money to collect it

Delineates and limits
the scope of issues
and data that needs to
be collected

Identifies what data
and analysis is
essential as opposed
to what is merely
interesting
VE Research Process-Seven Steps
Issues of Challenge & Opportunity -> Data -> Information -> Knowledge -> Opportunity->Action
Step 1 – Characterize the primary issues of “challenge/opportunity” to be addressed?
Step 2 - Agree on hypotheses to be tested…no more than four, as well as research purpose.
Step 3 – “Data -> Information”- Conduct and document research..test against each hypotheses
Step 4 – “Knowledge” - Integrate and communicate findings,
Describe the business opportunity and challenges
List resource gaps
Step 5 - Identify and agree on next hypothesis to refine the opportunity, if required
Step 6 – “Opportunity”- Provide a summary business case from the research to direct action
Step 7 – “Action” – Recommend implementation plan with leadership and resources require
— 36 —
© 2015 ViTAL Economy, Inc.
Example: Hypothesis Testing
Renewable Energy Industry Cluster Hypothesis Testing
Premise: Energy costs to Aroostook residents and business sector is an extraordinary burden that places
the region at a disadvantage relative to New England.
Proposition: The Renewable Energy Cluster can address this burden with locally available resources
while creating and retaining jobs, inducing wealth creation/retention in the region, and contributing to
the realization of the Mobilize Maine vision and goals for Aroostook County.
— 37 —
© 2015 ViTAL Economy, Inc.
Three Initial Hypotheses
Regional Issues
Regional Opportunities
1. Closure of VY – 600 high wage jobs
1. Concentration of nationally linked individuals and
entities in the green building and services sector
2. Low percentage of earned income
3. Low wages parity within the laborshed
4. Overall population decline
2. Vermont has a strong culture, reputation and brand
in sustainable living and products
1. Establishing a National Green Building Systems Knowledge Center of Excellence for the
sustainable and resilient built environment that attracts talent, businesses, investment
and visitors.
2. The region can achieve increased exports, higher wages and new employment by
focusing on green building product research, development and manufacturing with a
systems rather than a component focus.
3. The green building markets have a barrier in finance, assessment and appraisal services.
The GB cluster can develop creative finance solutions designed to accelerate adoption of
green building products and services across the US, creating high wage financial
services jobs in the region..
— 38 —
© 2015 ViTAL Economy, Inc.
Timeline and Task for December Meeting
• Market description, segmentation, trends and analysis
• Regional economic benchmark
• Preliminary testing of initial hypotheses
• Presentation design and presenter
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© 2015 ViTAL Economy, Inc.
Research Actions and Assignments
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© 2015 ViTAL Economy, Inc.