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St. Gallen Symposium 2010 Entrepreneurs – Agents of Change Programme 40 th St. Gallen Symposium University of St. Gallen, Switzerland 6–7 May 2010 40

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Page 1: St Gallen Symposium 2010

St. Gallen Symposium 2010

Entrepreneurs –Agents of Change

Programme40th St. Gallen Symposium

University of St. Gallen, Switzerland

6–7 May 2010

40

Page 2: St Gallen Symposium 2010

40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

1 2

On the occasion of its 40th anniversary, the St. Gallen Symposium addresses a topic of particular impor-tance: “Entrepreneurs – Agents of Change”, a sub-ject that has consistently pervaded the history of the International Students’ Committee (ISC). Entre-preneurial cogitation is the fundamental principle which defi nes our student initiative, an initiative which has been in existence now for 40 years.

The fi rst part of this brochure offers you a the-matic insight into the subject addressed at the 40th St. Gallen Symposium, an issue subdivided into four main topics. Differentiated comments and statements from speakers at the anniversary sym-posium offer a broad thematic glimpse of the topics addressed and provide a foretaste of the dialogue and contentious content of the symposium. The second half of this brochure contains a detailed pro-gramme which, through its revised structure, prima-rily refl ects the ideas underlying this dialogue as the central element.

We would, at this point, like to express our heart-felt thanks to our numerous patrons and partners both at home and abroad. The 40-year-old success story of the St. Gallen Symposium would never have been possible without their faithful intellectual and material support and commitment.

On behalf of the 40th International Students’ Committee (ISC), we would like to wish you a fas-cinating and exciting read, and we look forward to welcoming you to St. Gallen in May.

Nicole FässlerMaximilian JellinekCan Schnigula

Head of the Organising Committee 2009/10

Editorial3

17

29

Content

Entrepreneurs – Agents of Change

Cluster A: How I did it – the background story

Cluster B: The push from below

Cluster D: Entrepreneurial environment

Topic Leaders

Cluster C: Fields of opportunities

Leaders of Tomorrow

Programme 6–7 May 2010

Programme

Background Sessions

Thursday, 6 May 2010

Circle of Benefactors

Friday, 7 May 2010

General Information

International Students’ Committee (ISC)

St. Gallen Foundation for International Studies

Donators

Media ChannelFor further information please refer to our website www.stgallen-symposium.org and its Media Channel.

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40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

3 Entrepreneurs – Agents of Change

Entrepreneurs – Agents of ChangeEntrepreneurs play a key role in all economies around the world – as innovators, asleaders and as the embodiment of a society’s values and ambitions. It therefore comes as no surprise that, in times of crisis, major hopes are pinned on them to guide the economy out of troubled waters. The rights or wrongs of this are open to debate. In advance of the St. Gallen Symposium, let us have a look at the gen-eral outline of this year’s topic and get warmed up for the “3 Days in May”.

Entrepreneurs – Agents of Change 4

For the 40th anniversary, the St. Gallen Symposium will take up a theme that in many respects has point-ed the way throughout its history. “Entrepreneurs –Agents of Change” is not just a theme that has beenspecially chosen for the year 2010. Entrepreneur-ship has been at the heart of the St. GallenSymposium from the outset: as an enterprising ini-tiative run by the students and backed by a networkof entrepreneurial fi gures from the business, aca-demic and political spheres, the St. Gallen Sympo-sium is concerned with the basic issues of today’s economic and social order.

In this context, the entrepreneur has a special role to play. A drive to innovate and a permanent search for new opportunities and markets makes the entrepreneur one of the most dynamic ele-ments within a social system. In an era marked by insecurity and anxiety, the entrepreneur’s drive,

innovation and the strength to make changes are rare qualities indeed. Can entrepreneurial thinking and action therefore put forward ideas that will alleviate the economic and social distortions of re-cent years? There is a lot to be said for this, since an ability to adapt to new economic circumstances and living conditions is a distinguishing feature at the heart of all entrepreneurial dealings.

Frequently, entrepreneurs are strong personali-ties with unconventional life histories who have an infallible feel for radical change. Also, a generation of entrepreneurs is beginning to emerge who is es-pecially open to fresh ideas and new solutions, and who is also on the look out for opportunities be-yond the more obvious fi elds of economic activity. And fi nally, entrepreneurial thinking, while shak-ing existing political and social structures, is in turn being challenged by that same political and social system to adapt and change.

Speaking of “the entrepreneur” is always tricky, as there is no clear-cut defi nition. One wayof approaching this problem is to ask entrepre-neurs themselves what they think entrepreneur-ship is all about. Let us hear fi rst from the serialentrepreneur Morten Lund (DK) who covers this year’s topic in a most comprehensive way. He is young, he is famous for having co-founded the VoIP service Skype, he learnt the ups and downs of entrepreneurship the hard way and he is realistic about the outcome of entrepreneurial endeavours – even those of the St. Gallen Symposium.

Morten Lund, there are a lot of investment oppor-tunities out there right now. You, as an entrepre-neur, must enjoy yourself a lot.I am bankrupt at the moment, so I cannot do a lot, but then, on the other hand, I can help other peo-ple start mind-blowing businesses. In a downturn like this, most entrepreneurs move in the opposite direction to the cycle. When everything collapsed two years ago, a lot of people tried to invest in start-ups they did not know anything about.

How this?The clever guys, they cashed in two and a half years ago and they are now buying up like crazy from all the bankrupt guys like me. For real start-ups, like what I have been doing in technology, this time is, of course, amazing. The reason is that this tech-nology is now mature. Both from the consumer side, as people are using computers all the time and they buy a lot online, and from the technol-ogy side, where it has become so easy to develop a website or a web service or to rent servers. For instance, you have the world’s biggest infrastruc-

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40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

5 Entrepreneurs – Agents of Change

line. I am facilitating a catapult. The best you can do now is to launch start-ups with good people, but you do have to have simply amazing, crazy, smart, good, cool, nice people, because these kinds of people can challenge SAP in one of their niches. But they have to be amazingly smart, hard work-ing, into their stuff and vibrant. And they have to complement each other perfectly. Then, with add-ed luck, it is possible.

What are the ingredients of entrepreneurial suc-cess?Entrepreneurs are executing a vision and turning it into reality. You need a lot of skills in that pro-cess – accounting skills, sales skills, people skills, science skills, presentation skills and so on. The entrepreneur closes his eyes and lowers his hands, then uses all he has himself and reaches out to the world for the best of the competences to make it happen. He has to be smart and trustworthy and socially strong enough to make his thing take off. How many times have you drawn your small ideas

on a piece of paper for your friend but they never became reality. It is the entrepreneur who has the capital to get the idea off the piece of paper and into sales.

It is about skills, but it is also about luck, is it not?In my world everybody knows that you have to work superhard. But then remember, there are global opportunities with technologies and the in-ternet, but there is also global competition. There will be another two hundred start-ups, some in the same market as you, so you also have to be lucky

ture at Amazon which you can just tap into with no set-up fee. So those two components, the e-side and the consumer side, work now and the devel-opers and infrastructure are amazing, and then combine this with the fact that you can actually

get developers because they have been fi red and are much more realistic salary price-wise – that is all together probably the biggest opportunity in technology history.

What is your part in this game?Imagine how we would have gone to the cattle market a hundred years ago and seen that perfect cow that gives milk, delivers some good babies and lots of meat you can eat. These are all the processes in the game in which I have been for over 15 years, creating companies, and through trial and error, fi nding those perfect cows that actually deliver. And now, the technology and the people who want to buy and use it have combined in a way that suits someone like me perfectly. And that is, of course, a dream.

Is it the right time for entrepreneurs? Are they agents of change?An agent of change for me is more somebody who is standing outside and wants to label people like me. But it is impossible to put a label on me. I am not a consultant, I am not an investor, I am not even an entrepreneur, I am many things in one.

So what are you?I am mostly a guy facilitating a trampoline. I am the guy who dares to jump the crazy jumps on the trampoline and that people try out like a trampo-

6Entrepreneurs – Agents of Change

to break through or to fi nd the right people or to chose the right strategy or to fi nd the fi rst client and adapt all of those things as you go along. You always have to acknowledge luck as part of your entrepreneurial success.

And sometime you fail.That is why I am apparently so interesting. A lot of people tried what I tried, they have been catego-rised either as geniuses or losers. If you are one of those people in history who actually dares to talk about the fact that you failed, it seems very strange. Ooh! If you are honest and talk about fail-ure, that seems to be very new. Do we need more of a failure culture?Maybe we do have to be more realistic. So when we have an entrepreneur symposium at St. Gallen, we could also have a failure symposium because fail-ure is much, much more likely than success if you

are an entrepreneur. But you do not want to talk about it. I mean, eight out of ten seminars fail. It is very important for you to have the courage to say “I will”, “I can”, “I dare to do this”, but also “I can and dare and see that I can fail”. Then you become really strong.

But is the entrepreneur as an individual not mas-sively overrated?Again, you want to put a label on it, you want to categorise people. There are very few one-man brands in the world. Michael Jackson did it. Every-body would acknowledge that he needed the band to create the music. In entrepreneurship, as well, you have the initial guy who starts something or who fi nds the team. But entrepreneurship is much more about team work and group effort. There is a saying that true entrepreneurs are long-term oriented. But your entrepreneurial career does not refl ect that in any way.I would love to have a long-lasting business that I could keep forever. I would love to have this green tech company that purifi es water of which I would be the proud owner forever. I think we all would love that. But with entrepreneurship you really have to remember that the entrepreneur can take the idea off a table and turn it into some kind of sales or product. The big corporations will then be so happy

to buy this when it works, because they know how to make a critical thing huge. That is why they have a big corporation. They do not believe they can be innovative at the same level, so they want to buy as soon as an entrepreneur has started. And they are much better at the managing game when you get to a certain level. So I get in quick, get out quick, it is true. Because it pretty often happens that you cannot say no if somebody wants to buy your stuff. The entrepreneurs in charge can get a lot of money, and most of the entrepreneurs, me especially, will take this money and do more of what they did be-fore, meaning turning ideas into reality.

In your opinion, what is the best political and so-cial context for entrepreneurship?Put crudely, the best model for entrepreneurship in history is the model of American society, because it has created the Gates, the Carnegies and most of the biggest companies we know in a very short time. The Americans can beat anyone and every start-upbecause they always have the best start-ups and the most successful. Talking about the best social model or political climate for entrepreneurship, I think we have been pretty lucky in the Scandinavian

countries, but I doubt whether it is sustainable. You have to be hungry to be a successful entrepreneur. You have to want to prove to the world, especially coming from small countries like Switzerland, that you can do it. The Nordic model makes people too demanding, they are not hungry any more. That is unfortunate, because I love to live here. Denmark is facing some real shit now. It will be very diffi cult to keep up all these crazy standards of social living.

Are entrepreneurs role models?Yes, because we think that entrepreneurship is something we want to do. But we forget that be-ing an entrepreneur can mean failure. Successful entrepreneurs are role models, but seven out of ten entrepreneurs are not role models because they fail.

Interview: Johannes Berchtold

Thursday, 6 May 2010Work Session: «Building is the real fun»

Friday, 7 May 2010Keynote Address: «Entrepreneurship – there is nothing to be afraid of»

Morten Lund (DK) is an entrepreneur and seed investor and has co-founded more than 50 high-tech start-ups. In 2003, he invested in the communication software Skype which has over 500 million users today. He is a special member of Clinton’s Global Initia-tive and a professor at Reykjavik University.

«It is the entrepreneur who has the

capital to get the idea off the piece

of paper and into sales.»

«There will be another two hundred

start-ups, some in the same market

as you, so you also have to be lucky

to break through.»

«Put crudely, the best model for

entrepreneurship in history is the

model of American society.»

«I get in quick, get out quick, it is true.

Because it pretty often happens that

you cannot say no if somebody wants

to buy your stuff.»

Page 5: St Gallen Symposium 2010

40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

7 Cluster A: How I did it – the background story

A

Cluster A: How I did it – the background storyIntroduction: In the life of all entrepreneurs, exceptional stories are common-place, centered on their careers or the development of their entrepreneurial activities. Our imaginations are fi red by examples of ground-breaking entrepre-neurial ideas and successful company start-ups. But such stories are also inter-woven with many failures, and conjure up an image of the entrepreneur as a modern-day adventurer. Whatever the case, the most fascinating aspect is that individual human beings can exert a permanent infl uence on business and soci-ety. Cluster A follows in their footsteps with a typical portrayal of these entrepre-neurs and their stories.

How did you come to entrepreneurship? What inspired you or what led you to take the risk of founding your own company?I think it is based on several different reasons. First ofall, it is partly in my genes, I guess, because I comefrom a family of entrepreneurs. My grandfather on my father’s side, my father and my mother, they all ran their own businesses. I guess I grew up with that as a very natural thing. Secondly, I never had any pressure from my family concerning what I should do or become or to follow a certain path. It was always kind of left open, and I had the feeling I was allowed to do whatever I wanted. Given all of this, I guess it sounds very natural to start my own business. That said, I also have this great interest in cars, so why not combine the two. So I did.

Being an entrepreneur always entails a lot of ups and downs. It takes a lot of work and energy to build up your own business. Do you have a special way to manage your ups and downs along your way?Yes, I guess, but I think what you are describing is more life and not only entrepreneurship. It is some-times also an up being an employee, and a company can also go up and down from that perspective. So I see it more as a way of life, and it is the only way of life that I know. So, whether it is an up or not, I do not separate it from the rest of my being or my time. And secondly, I have a really rock solid belief that if you really want something and believe in it

and work hard for it, you will get it. But you really have to believe and you really have to work hard. If you do that, it is doable. And, therefore, if it really looks dark temporarily, it is just temporary, so you can look beyond.

What do you think makes you special as a young entrepreneur? Do you think there is something that is very special about you in contrast to other entrepreneurs?That is a very tough question, because there is a lot of entrepreneurs out there and a lot of differ-ent types of entrepreneurs. But I guess there is one very simple motto in life that I always had – maybe I do not think about it every day anymore, but I re-ally thought about it a lot when I got started – and that is: “Life is very short, so if it is tough or easy or whatever it is, when you are gone that does not really matter. What you do here and now, that does matter. And if you can do what you really want to do, it is worth something.” Whether that is unique or not, I have no idea, but that was kind of my mottoall along, it does not matter if it is hard or easy, if you really want it, you will just do it.

For the complete interview by Livia Höhener, please refer to www.stgallen-symposium.org.

Interview with Christian von Koenigsegg

Cluster A: How I did it – the background story 8

A

“Entrepreneurs are responsible for the great majority of jobs today. They have shaped the world around us through vision, dedication, and hard work. They have reinvented our daily life, our habits and our perception of what is possible. Following the conviction that anybody can succeed at any set goal, entrepre-neurs have changed our world time and again. […] The world entrepreneurs en-vision today is the world we will live in tomorrow.”

Student VoiceVeit Oliver Kment (DE), HEC Paris, France

Friday, 7 May 2010Work Session: «How entrepreneurs can help to break the scourge of poverty in Africa»

Born in 1959, my academic dream was shattered in 1980, in my second year of a bachelor of admin-istration Degree at the university of the North in South Africa when the university was shut down due to political unrest. When the university was opened two months later, I decided not to go back. I had plans to go outside the country to receive military training to help fi ght for South Africa’s free-dom. This was during the period when the youth of South Africa in particular were agitating and challenging the racist political system of apartheid

which discriminated against the majority black popu-lation on the basis of their colour. Whilst waiting to be called for military training, I found myself a clerical job at a supermarket distribution business in Pretoria where I worked for seven months. I worked a further 23 months as a dispatch clerk in a furniture manufac-turing company, my longest and last salaried job.

I saved enough money during this period and bought myself a car, and resigned from my salaried job. For a period of about two years I sold different products ranging from insurance, fi re detection sys-

tems to linen, crockery, dinner services on commis-sion basis from the boot of my car. My fi rst break

came in late 1983 during a period when I sold hair products for a company in Johannesburg, on a com-mission basis. After this exposure, I decided to start my own hair care manufacturing business.

So in February 1985, the fi rst bottle of the now highly branded Black Like Me hair products hit the South African market. The business was started with three partners and my wife Connie, with a loan of USD 4,000.– in a 200 square me-ter unit in Ga-Rankuwa in the then homeland of Bophuthatswana, one of the areas blacks were al-lowed to operate business ventures. Today, I have business interests in about 20 companies including mining, construction, exhibition and events, real es-tate, fuel distribution and logistics, power generation and the manufacture of bullet-proof materials.

Herman MashabaMy way as an entrepreneur

Herman Mashaba (ZA) is Founder of Black Like Me, a company specialised in beauty products. Due to po-litical unrests in South Africa he was forced to leave university and then started his own hair care manufac-turing business. He currently serves as Executive Chairman of Lephatsi Investments (Pty) Ltd.

Christian von Koenigsegg (SE)is Founder and Chief Executive Offi cer of Koenigsegg Automo-tive AB, well known for producing the fastest and most power-ful motor vehicles licensed for normal road traffi c. He shook up the entire industry when he indicated his interest in buying the ailing GM subsidiary Saab in 2009.

Thursday, 6 May 2010Panel: «The entrepre-neur: visionary, inno-vator, superman?»

Work Session: «How to create multiple interacting complex technical solutions with an engineering team of 10 people»

«The university was shut down due to

political unrest.»

«Today, I have business interests in

about 20 companies.»

Source: Credit Suisse/ISC/HSG

See the full report on www.stgallen-symposium.org/barometer.

80%83%91%

St. Gallen Leaders of Tomorrow

Global Perspectives Barometer 2010

Among the St. Gallen Leaders of Tomorrow, 80% believe that lowering greenhouse gas emissions should be a top priority for government policy, 83% are not cutting down on car travel, 91% are not cutting down travelling by air.

Page 6: St Gallen Symposium 2010

40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

9 Cluster B: The push from below

B

Cluster B: The push from below 10

B

Cluster B: The push from belowIntroduction: Often unobserved by the general public, the new generation of entrepreneurs is set to place its mark on our era. This generation – although far from homogenous – has certain experiences in common, and also a shared iden-tity. After all, it has a pragmatic take not only on technological progress but also the dramatic economic developments of the last decade. This generation of en-trepreneurs is both impartial and quick to identify opportunities where others see only crisis and decline. Under Cluster B, prominent exponents of this genera-tion will show how they value – and also promote – this “push from below”.

You have been an entrepreneur from a very early age, what is your definition of an entrepreneur?An entrepreneur is someone who accepts risks and, at the same time, is able to exhibit leadership spirit. Entrepreneurship is all about an adventure where you are sure to face setbacks. And an entre-preneur is somebody who knows how to overcome setbacks and sees any hurdles encountered as an opportunity for his business.

In your opinion, what does it take to be an entre-preneur? One of the main qualities of an entrepreneur is just authentic leadership. You also need a strong vision for your own enterprise. An entrepreneur is not somebody who is looking for short-term suc-cess, but rather someone who is able to pursue a long-term vision for himself and his stakeholders. I think one of my major motivations to become an

entrepreneur was the fact that I was able to offer employment opportunities to others. Especially coming from India where you see that unemploy-ment is one of the major setbacks to our economy.

When was the first time that you actually realised that you were an entrepreneur? You know, when I actually started, the funny thing was that I was not aware that I was actually an en-trepreneur and I had not even heard of the word entrepreneur. At one point I felt that, if you are alone, people will not take you very seriously, but

if you are a member of a team, people will actu-ally accept you. So I thought that if I formed a small team and started my own organisation, we could formalise the setup. I think it was at the age of 15 that I realised that I was into entrepreneurship and I felt that I had already started my entrepreneurial career.

It is actually not important what you are called, the important thing is what you do.Exactly. It certainly matters what you do and, in fact, how you do it, especially when you are a first-time entrepreneur and your family is not involved in business. And you have no guiding light there, so you have nobody to act as a pilot or mentor you, and this is when you start learning on your own.

Interview with Suhas Gopinath

The first thing I learned as an entrepreneur was that if I or my company suffer any setback, I always have to look at it as an opportunity. I am always evaluating the opportunities around me.

So how do you deal with setbacks? When I started at a very early age, I faced a lot of setbacks, especially because I was underage. In my case, therefore, it was actually very hard for people to take me really seriously. I do not think we should underestimate anyone because of their economic status or age. I used to offer my services free of charge, and this enabled me to showcase my skills. Aside from this, I did have some other setbacks at a later stage. I was not allowed to sign agreements or papers.

Where do you see the most important challenges facing the next generation of entrepreneurs? I think it is essential for the next generation of en-trepreneurs to be more innovative, because I can see a deterioration in the level of innovation. I see many entrepreneurs who are not innovative but actually replicating ideas that already exist. I there-fore think the biggest challenge for us will certainly be innovation. The second one is for us to set up ethical and value-based enterprises, because you really do not want a repeat of this economic reces-sion which originated in 2008 and 2009.

Do you think, that anyone can be an entrepreneur?I think that anyone could be an entrepreneur. Obvi-ously, you need to feel a passion for independence. If you do not feel any passion and you look up to Bill Gates and say: “so if he can be an entrepreneur, I can be an entrepreneur”, you are, of course, right in one way, but if you do not feel passion within yourself and you do not have your own focus, I do not think you can be a successful entrepreneur. I am convinced that anyone can be an entrepreneur, because when I start-ed off in India at the age of 13, all my family members were against the fact that I wanted to opt to be an entrepreneur. Everyone was apprehensive because of the fact that I did not have work experience or had not been to university and did not complete an MBA. They were very sceptical about my success. They felt that, should he fail, he will not even have a job, and he will not be able to manage his company because he does not have the experience. So I think that you need the right mindset to be an entrepreneur. You do not need a very strong academic or financial back-ground or work experience. If you believe in your own ideas and visions you will be able to acquire these skills on your own.

For the complete interview by Lasse Stünitz, please refer to www.stgallen-symposium.org.

“Being an entrepreneur comes down to responsibility in many forms. Ranging from personal, social, environmental and political, all must be taken into account during the creation phase of the product, business, or intellectual property. […] Responsible execution of entrepreneurial ideas will not only yield a more profi t-able and socially responsible product; but it will ensure that the entrepreneur will be remembered as a positive agent of change.”

Student VoiceSteven Meyers (US), Masdar Insti-tute of Science and Technology, Abu Dhabi, United Arab Emirates

technologyenergy

St. Gallen Leaders of Tomorrow

Global Perspectives Barometer 2010

The St. Gallen Leaders of Tomorrow

consider technology and communication to be one

of the most promising sectors, second only to energy.

Suhas Gopinath (IN)is Chief Executive Of-fi cer and President of Globals Inc., a multina-tional company provid-ing IT solutions. He was denominated as the world’s youngest CEO by leading medias across the globe. He received his Diploma on global leadership from the Harvard Kennedy School.

Friday, 7 May 2010Work Session: «Leader-ship with passion» «Entrepreneurship is not only

about owning a company.»

«Even if they want

to be an employer

or an entrepreneur,

they need to have

an entrepreneurial

spirit at the end of

the day.»

Suhas Gopinath, Globals Inc.

«You cannot learn entrepreneurship

itself.»

See the full report on www.stgallen-symposium.org/barometer.

Source: Credit Suisse/ISC/HSG

Page 7: St Gallen Symposium 2010

40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

11 Cluster C: Fields of opportunities

C

Cluster C: Fields of opportunities

Founded in 1300 in Bologna and Paris as a haven for roving students and professors, the university is, after the Vatican, probably the oldest organisa-tion of any kind in existence. The search for an en-terprise or even enterprises within it would appear to be a contradiction in itself. An opinion which is justifi ed and, at the same time, completely inap-propriate!

1. Creative destruction: Entrepreneurship destroys tradition and replaces the old with the new. The university destroys stagnant approaches to think-ing, undermining them through the introduction of new methods of thought. Inwardly, however, it remains true to its tradition and changes very lit-tle. Although in its essence profoundly non-entre-preneurial, it still creates the conditions that breed successful entrepreneurship.

2. Effective egoism: Professors are just as egoisti-cal as entrepreneurs. When it comes to the trade-off between money and autonomy, professors tend to choose their independence, while the entrepre-neur is instinctively drawn towards pecuniary re-wards. Money enables one to create a new reality and generate even more money. Autonomy stimu-lates further thought which, in turn, gives birth to even more autonomy.

3. Ineffective egoism: Entrepreneurial egoism ge-nerates new facts but no new insights. Professo-

rial egoism creates new insights but no new facts. Entrepreneurs and professors complement each other perfectly in their respective ineffectiveness.

4. Decisions: The question underlying the cen-tral entrepreneurial decision is what to create. The central decision which the university must reach is what to think about. The entrepreneur reaches this decision for others, and nobody can interfere with his determination in this respect. The professor reaches this decision for himself, and nobody can interfere with his determination in this respect. A university therefore represents a fl at hierarchy in every case, and a command structure can never be a university.

5. Organisation culture: With its outwardly-orien-tated and inwardly-defi ning autonomy, the univer-sity represents a clan organisation par excellence. The grassroots decide whether they should follow the leadership or not. Good and bad universities differ in the culture in which this takes place or not. Good universities have a culture that enables leadership, bad universities do not.

For the complete article, please refer towww.stgallen-symposium.org.

Introduction: When it comes to entrepreneurial activity, there is no limit to the possibilities. The way that new ideas manage to win through in remote business fi elds, and also in markets that appear saturated, never fails to surprise. Such developments are often preceded by fundamental technological or regulatory changes. Cluster C will also give a voice to those who stand for a style of entre-preneurial thinking – for example within large corporations or state-run bodies – that is far removed from the classical context of founder-run and family-owned companies.

Ernst MohrEntrepreneurial University

Cluster C: Fields of opportunities 12

C

“The world needs failures as they help us to reconsider our approaches and behav-iour. A failure is merely an opportunity to start over again, yet with the next time more wisely. […] The challenge is to make entrepreneurial thinking systematic across the business community. Large companies now have to make a decisive transition to a stance where entrepreneurial spirit forms an integral part of their business environment.”

Student VoiceAlexander Yukhno (RU), Moscow State University of International Rela-tions, Russia

Beatrice Trussardi (IT)is Chairman and Chief Executive Offi cer of Trussardi Group, the prestigious Italian fashion brand. She established initia-tives which represent excellence of prod-ucts Made in Italy in fashion, art, food and design. She holds a degree in business ad-ministration from New York University.

From an entrepreneurial point of view, which are the key factors that differentiate the fashion busi-ness from other industries?An entrepreneur often requires a similar approach and analogous qualities for any industry: especial-ly a clear understanding of the global world today and a perspective on where we are going. We need to understand what the market requires and re-spond to it with a very fl exible and yet a very sharp structure for the company. A good entrepreneur needs to be very connected with what is happen-ing outside, all the time: this is a key factor for the fashion business which is strongly connected to the rhythms of today’s world.

You have been awarded for your entrepreneurial achievements many times. In your own words, what is an entrepreneur?Although it might sound popular, I think one of the strongest abilities it takes is multitasking: you have to be travelling and yet be present in your hometown, be able to envision the future still de-veloping the present. Your company needs to be multitasking too, moving away from the core busi-ness to enrich the image and the identity of your industry. Moreover you really need vision and pas-sion: passion is one of the strongest drivers for a company today.

Trussardi is a traditional family business with al-most 100 years of history. Would Trussardi look dif-ferently today if it had been in public hands?The tradition of a family, its stories, its passion per-meate any of its activities. I know the world moves in different directions and it is very rare today to fi nd family owned businesses. I do not blame who takes different routes and makes diverse choices than ours but we are really part of our company, it is in our DNA, it is so part of our family. We like it

very much, we enjoy it, we think about it, we dream about it we project us in the future. When fashion companies become public or part of large groups they risk to respond to the market with a cold and detached approach. The brand risks to die. Instead, with our energy and passion we are able to inno-vate constantly our identity keeping the legacy of a century-long tradition.

For the complete interview by Johannes Berchtold,please refer to www.stgallen-symposium.org.

Interview with Beatrice Trussardi

Ernst Mohr (DE) has been President of the University of St. Gallen since 2005. He is a professor in economics with special focus on the relation-ship between economy and ecology. He re-ceived a Ph.D. from the London School of Economics in 1985 and habilitated from the University of Konstanz in 1991.

Friday, 7 May 2010Work Session: «Re-shaping the “Made in Italy” through innova-tive talents»

Source: Credit Suisse/ISC/HSG

See the full report on www.stgallen-symposium.org/barometer.

36%

29%

St. Gallen Leaders of Tomorrow

Global Perspectives Barometer 2010

Among the St. Gallen Leaders of Tomorrow,

36% answered that the fi nancial sector faced the

biggest challenge.

29% of those asked also plan to work in the fi nancial sector.

«You have to be travelling and yet be

present in your hometown, be able to

envision the future still developing the

present.»

Page 8: St Gallen Symposium 2010

40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

D

13 Cluster D: Entrepreneurial environment

Cluster D: Entrepreneurial environment

People are the company, they drive everything: products, brands, innovation, and also how the company links up with society at large, what we call “Creating Shared Value”. They are our most im-portant competitive advantage.

Our roadmap gives us strategic direction and alignment, which is so necessary in a complex and decentralised entrepreneurial structure like ours. We do not want to organise and control only top-down. We believe that if you have a clear purpose, clear direction, and the right people in place – then you can mobilise the full potential of the people by delegating and empowering them. We want the decision-making to be as close as possible to the reality of the markets we are working in. This

creates an environment where people feel that they have an interesting job, that what they do is aligned with the company’s objectives.

To secure our future success we are constantly intensifying competitiveness in this organisation. We accelerate speed of action, proactively and reactively. We want our people to feel a sense of entrepreneurship, that they own – and are the

self-starters of – their environment. We want to further increase intensity in our organisation; we want to encourage people who, when they see an even small decrease in market share, want to fi ght to take it back.

For this, it is also very important to link the per-formance of people with reward and recognition more directly. We have taken very important steps

in this direction. But we have to walk the fi ne line of not having people motivated only by rewards. We want to maintain our basic philosophy – that people are here for the long run, that they are here because they identify with the values, mission and vision of this company.

Nestlé is a successful company; it will remain competitive and successful if we continue with our ability to fully mobilise the potential of our people, motivating them to act in a forward-looking entre-preneurial spirit along the lines of the strategic direc-tion as provided by the Group’s Executive Board.

Introduction: Each entrepreneurial activity takes place under conditions set by society and the political system. The world of politics and the world of the en-trepreneur are not separate entities; depending on the prevailing economic and political circumstances, to a greater or lesser degree they merge. The political reactions to the economic crisis show how precarious this relationship can be. That being said, entrepreneurs must always be critical about the desire of politics for authoritative controls. Cluster D will take a critical look at the economic and sociopolitical impact of political concepts designed to handle crises.

Paul BulckeAlignment and motivation in an entrepreneurial environment

Cluster D: Entrepreneurial environment 14

D

Wolfgang Grupp (DE) is Managing Director of TRIGEMA GmbH & Co. KG, Germany’s largest manufacturer of sports and leisure clothing. A strong supporter of products Made in Germany, he plainly advocates German labour force. He graduated from the University of Cologne with a degree in busi-ness administration.

A social market economy means inclusion of our fellow citizens in the work process, or – to put it in other terms – caring creates jobs! Responsibility and the performance of entrepreneurs are the sole prerequisites necessary to ensure a functioning sec-tor in a social market economy and, consequently,also the guarantors of secure jobs or a positive business location.

It is therefore the duty of entrepreneurs to ex-ploit favourable foreign production locations in a

manner that, rather than reducing jobs at home, contributes to the strengthening of these jobs do-mestically. Standard products or mass-produced products cannot be manufactured in the long-term in a high-wage country and should be discontinued or relocated in good time. However, technological-ly-superior products should not be relocated and must be manufactured in our high-tech country to prevent the irretrievable loss of our know-how!

A country that relies 86% on export cannot sus-tain itself for the future without factories and work-ers! The strength of a company therefore does not lie in that which it has others produce for it, but ex-clusively in that which it can produce itself! Entre-preneurs therefore must continuously recognise and keep pace with the changing times! Globalisa-tion does not mean the reduction of jobs domesti-cally and creation of others abroad. Globalisation represents a major opportunity for the exploita-tion of mutual strengths.

We need to manufacture appropriately supe-rior products with our know-how, while low-wage countries should manufacture mass-produced prod-ucts (i.e. less expensive products) with their know-how. This division of labour or exploitation of mutual strengths is what I call globalisation! Growth in a high-wage country does not mean increasing volumes, but rather product growth(i.e. products must be of greater superiority and value), and this requires suitably-trained and, natu-rally, higher-paid employees!

Consistent adaptation to this change is our re-sponsibility as entrepreneurs!

Wolfgang Grupp«Globalisation does not mean the reduction of jobs»

Friday, 7 May 2010Keynote Address: «Entrepreneurial change in continuity»

Work Session: «Values and value: the CSV concept»

Paul Bulcke (BE) is Chief Executive Offi cer of Nestlé S.A., a multinational nutrition, health and wellness company with over 280’000 employees worldwide. Holding various posi-tions with Nestlé S.A. for over 30 years, he received a postgradu-ate degree in commer-cial engineering from the Vlerick Manage-ment School.

Friday, 7 May 2010Work Session: «Verant-wortung und Leistung der Unternehmer sind Voraussetzung für sichere Arbeitsplätze»

“Ecology is an issue that concerned me since I was a little child. The government of my country does not have adequate measures to promote a safe environment. In fact, recycling is an activity unknown to most people. […] I believe that in our world that is plagued by major environmental issues, every entrepreneur should strive to be an agent of change. An entrepreneur can do this by recognizing the problems around him and seizing opportunities to solve them.”

Student VoiceCarlos Jara De Marco (PY/US), Fordham Univer-sity, United States

«We want our people to feel a sense of

entrepreneurship, that they own – and

are the self-starters of – their environ-

ment.»

«It is also very important to link

the performance of people with

reward and recognition more

directly.»

«A country that relies 86% on export

cannot sustain itself for the future

without factories and workers.»

Source: Credit Suisse/ISC/HSG

See the full report on www.stgallen-symposium.org/barometer.

often

St. Gallen Leaders of Tomorrow

Global Perspectives Barometer 2010

Among the St. Gallen Leaders of Tomorrow, two-thirds believe that states often fail on decisive issues.

No answerRarelyOften

Page 9: St Gallen Symposium 2010

40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

15 Topic Leaders

Topic Leaders act as ambassadors of the St. Gallen Symposium and through their presence and role pro-mote dialogue between the generations. In doing so, they bring together the Leaders of Today and the Leaders of Tomorrow. Whether as session hosts, as someone to ask thought-provoking questions or as interesting discussion partners in the informal setting of social events, the role of the Topic Leaders is to build bridges between the various participant groups throughout the event. Every year, the St. Gallen Symposium invites around 20–30 renowned experts to perform this role. This year, the following Topic Leaders will join the anniversary symposium:

Topic Leaders

Prof. Dr. Dr. Ann-Kristin Achleitner (DE), Scientifi c Director, Center for Entrepreneurial and Financial Studies (CEFS), Technische Universität München

Dr. Steven Althaus (DE), Head Global Brand Management, Allianz SECansen Basaran Symes (TR), Territory Senior Partner, PricewaterhouseCoopers Istanbul Offi ceDr. Thomas Borer (CH), Dr. Thomas Borer-Fielding ConsultingDr. David Niklaus Bresch (CH), Head Sustainability and Emerging Risk Management, Swiss ReIpeknur Cem Taha (TR), Presenter, “Global Leaders”, NTV NetworksProf. Dr. Stephan Chambers (GB), Chairman, Skoll Centre for Social Entrepreneurship, University of OxfordHeinrich Christen (CH), Partner, EMEIA Medical Devices Leader, Ernst & Young Ltd.Victor Chu (CN/GB), Chairman, First Eastern Investment GroupDr. h.c. Peter Day (GB), Business Correspondent, BBC NewsPeter Englisch (DE), Partner, Ernst & Young AGRegula Fecker (CH), Partnerin, Rod Kommunikation AGLeonhard H. Fischer (DE), Chief Executive Offi cer, RHJ International SAProf. Dr. Christoph Frei (CH), Academic Co-Director International Affairs, University of St. GallenMisha Glenny (GB), AuthorProf. Dr. Jürgen Häusler (DE), Chief Executive Offi cer, Interbrand Zintzmeyer & Lux AGYoshinori Imai (JP), Vice President, NHK Japan Broadcasting CorporationProf. Yoko Ishikura (JP), Professor for International Business Strategy, Hitotsubashi UniversityDr. Urs Landolf (CH), Partner, Tax & Legal Services, PricewaterhouseCoopers Ltd.Moky Makura (NG), Managing Director, MME MediaDr. Marius Ronge (DE), Founding Principal, Alpha 6 ManagementDr. Joseph A. Stanislaw (US), Founder & Chief Executive Offi cer, The JAStanislaw Group, LLCRintaro Tamaki (JP), Vice Minister of Finance for International Affairs of JapanDr. Hiroshi Tomono (JP), Representative Director & President, Sumitomo Metal Industries, Ltd.Dr. Bert W. M. Twaalfhoven (NL), Honorary President, European Forum for Entrepreneurship ResearchPhiroz Vandrevala (IN), Executive Director & Head Global Corporate Affairs, Tata Consultancy Services Ltd.Dr. Klaus W. Wellershoff (DE), Chief Executive Offi cer, Wellershoff & Partners Ltd.

16Leaders of Tomorrow

Leaders of TomorrowThe St. Gallen Symposium is the leading platform for intergenerational dialogue. It is the Leaders of Tomorrow who make the St. Gallen Symposium a truly unique occasion. Emerging, inspiring and ready to embrace the world from their own point of view, the Leaders of Tomorrow come from various backgrounds. Students are required to show their profi ciency through the largest competition of its kind, the St. Gallen Wings of Excellence Award, and the 100 most outstanding authors are invited to St. Gallen. Yet another 100 Leaders of Tomorrow are selected from a rich source of young researchers and entrepreneurs who have already proven their skills. They show a strong affi nity to the topic of the St. Gallen Symposium. Here are two portraits of Leaders of Tomorrow:

Swaminathan Sekar (IN), Ph.D. student at the Massachusetts Institute of Technology (MIT)

Swaminathan Sekar, born in 1984, is currently enrolled at the Massachusetts Institute of Technology (MIT), United States. He fi nished his four years Bachelor programme at the Nanyang Technological Univer-sity in Singapore. Commanding profound technological background knowledge, he qualifi ed through the St. Gallen Wings of Excellence Award by demonstrating how entrepreneurial spirit can create social value. Together with his team at the MIT, he focuses on the need for literacy, health and economic awareness of frac-tured societies across India. In hiscontribution, he addresses the basic need for literacy using the most adopt-ed technology, a mobile phone, to em-power communities to learn how to read and write. Celedu (Cellular + Education), a practical ground level initiative, has already touched several thousand women in rural India and will touch millions more.

Swaminathan Sekar

Therese Albrechtson (SE), Founder and Managing Director of Albrechtson Holding AB

Therese Albrechtson, born in 1985, is a young entrepreneur from Sweden who has already made her fi rst successful entrepreneurial experiences. She is the founder and owner of Albrechtson Holding AB, Greyzone AB, Iboards AB, and Bodyguard Säkerhetsprodukter AB, which she sold in 2008. Her original

plan was to study at the Business University in Stockholm. After being accepted, she changed her mind and decided to head in a different direction, the world of entrepreneurship. Although be-ing very successful, she never stopped her studies and is currently taking several courses in leadership and economical theory at IHM Business School. Besides her education, she enjoys to exchange her experience with others, giving courses in enterprising and entre-

preneurship. Furthermore, she writes articles, chronicles, debates and blogs for newspapers, magazines and company sites. Her dedication for entrepreneurship does not just end there since she is also very active in the organisation for young entrepreneurs in Sweden and supports several voluntary projects initiated by the Swedish government.

Therese Albrechtson

«I do not know

anywhere else like

this in the world

and that is why I

come over and over

again, year after

year.»

Dr. h.c. Peter Day, BBC NewsTopic Leader

«I had a vision – to change the world using tech-

nology, one village at a time. I would like to share

this vision, its relevance and need in today’s world

with peer leaders at the St. Gallen Symposium.»

«It will be exciting to

meet similar people as

myself from different

countries and markets.»

Page 10: St Gallen Symposium 2010

40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

ProgrammeProgramme 1817

Plenary Sessions

On both days of the symposium, Plenary Sessions will be held in which prominent speakers will intro-duce the major topics, discuss controversial issues and provide impetus for the upcoming sessions. A distinction is made between the Keynote Address, the Keynote Panel and the One-on-One. The sessions will be moderated by a chairman to ensure the parti-cipants are constantly involved in the discussion.

Keynote AddressIn Keynote Addresses, distinguished speakers will explain their ideas and consider the questions cur-rently at issue in front of the large audience. A constructive exchange of views will be fostered from the assembly, which has the opportunity to take part in the discussion being moderated by the chairman.

Keynote PanelUnder the guidance of an experienced moderator, a group of three to fi ve speakers will engage in a lively debate on a specifi c topic. The participants on the panel will articulate their positions and thoughts from different angles and enlarge upon the topic in a differentiated way. The panel will be opened up after-wards to all participants in the audience.

One-on-OneWith the One-on-One, a new session format will be introduced in the programme of the 40th St. Gallen Symposium. This investigative question and answer session between a high-profi le speaker and an ex-perienced interviewer distinctively differs from the other Plenary Sessions. In a One-on-One, the speaker will be challenged on specifi c topics and critically questioned on his positions.

Work Sessions

The Work Sessions are the core element of the St. Gallen Symposium. They complement and ex-pand on the Plenary Sessions and allow partici-pants to directly exchange their opinions and expe-riences. In groups of 25–30 participants, the Work Sessions provide the opportunity to take part in in-tense debates with the aim of developing concrete proposals for solutions.

Background Sessions

The Background Sessions aim to convey back-ground information on issues not directly related to the annual topic of the St. Gallen Symposium. They address both current affairs and questions from ongoing debates in the fi elds of business and economics. The Background Sessions give partici-pants the opportunity to acquire knowledge in a compact form.

Programme

WorkSessions

Lunch

BackgroundSessions

Plenary Session

International Buffet &

Anniversary Party

Plenary Session

Winner PanelSt. Gallen Wings of Excellence Award

Plenary Session

Lunch

Plenary Session

WorkSessions

BackgroundSessions

Plenary Session

Dinner Nights&

Open House Night

Dinner for the Circle of Benefactors

Thursday, 6 May 2010 Friday, 7 May 2010Wednesday, 5 May 2010

Mor

nin

gA

fter

noo

nEv

enin

g

Plenary Sessions Plenary Sessions

Plenary Sessions

Plenary Sessions

Plenary Sessions

Panel with the AwardeesSt. Gallen Wings of Excellence Award

WorkSessions

BackgroundSessions

WorkSessions

BackgroundSessions

Dinner for the Circle of Benefactors

Background Session

Background Session

Background Session

Page 11: St Gallen Symposium 2010

40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

Thursday, 6 May 2010Thursday, 6 May 2010 2019

08.00–08.05Chairman’s Statement

Chairman: Lord Griffi ths of Fforestfach (GB), Vice Chairman, Goldman Sachs International

Getting the debate started08.15–08.30Impulse Address

Angad Paul (GB), Chief Executive Offi cer, Caparo Group Ltd

The entrepreneur: visionary, innovator, superman?

08.30–09.30Panel

M. Shafi k Gabr (EG), Chairman & Managing Director, ARTOC Group for Investment & Development; Christian von Koenigsegg (SE), Founder & Chief Executive Offi cer, Koenigsegg Automotive AB; Hiroshi Mikitani (JP), Chairman & Chief Executive Offi cer, Rakuten Inc.

10.30–12.00Panel

BBC Global Debate Dr. h.c. Peter Day (GB), Gautam Thapar (IN), Prof. Kishore Mahbu-bani (SG), Alex Singleton (GB), Faisel Rahman (GB)

18.00–19.20 Impulse Addresses

& Panel

Sanjiv Goenka (IN), Vice-Chairman, RPG Enterprises; Dr. Jürgen Hambrecht (DE), Chairman of the Board of Executive Directors, BASF SE; Dr. Andreas Jacobs (DE), Chairman of the Board, Barry Callebaut AG; Robert Peugeot (FR), Chairman & Chief Executive Offi cer, Société Foncière, Financière et de Participations FFP

The offi cial programme will be followed by Dinner Nights and the Open House Night in the City of St. Gallen.

Whether a family business or listed company: the pride and prejudice of entrepreneurship

BREAK

LUNCH followed by WORK and BACKGROUND SESSIONS

At fi rst sight, there can be little doubt of what an entrepreneur is. He takes risks, turns visions into reality and has a keen instinct for detecting opportunities. Besides this, huge hopes are pinned on him in times of crisis. But the term “entrepreneur” generally defi es a clear-cut defi nition. What does it actually mean to be an entrepreneur? What should we expect from them? Ultimately, it is what they do that matters, and not what they are called.

For the very fi rst time, BBC World Service will be recording a session at the St. Gallen Symposium to be broadcast on 15 May 2010. An intimate observer of St. Gallen for many years, Dr. h.c. Peter Day will be asking his panel and the mixed crowd of experienced business leaders and ambitious students: What should I do with the rest of my life? It is a debate that touches the key concerns of the St. Gallen Symposium.

There is a strange but commonly-held belief that real entrepreneurship can only be found in privately or family-owned businesses. Equally, the capability of publicly-owned companies to pursue long-term strategies is often denied. As dubious as these claims are, they should be examined more thoroughly. On the panel, much-loved prejudices about the range of entrepreneurial activities will come under scrutiny.

08.05–08.15Welcome Address

Dr. Josef Ackermann (CH), Chairman of the Management Board,Deutsche Bank AG

Thursday, 6 May 2010 Plenary SessionsMorning & EveningMorning & Evening

For the 12th time, Lord Griffi ths of Fforestfach will lead through the programme of the St. Gallen Symposium’s opening day.

Dr. Josef Ackermann, Chairman of the Board of Trustees of the St. Gallen Foundation for International Studies, welcomes the audience to the anniversary symposium.

Angad Paul will introduce into the topic and show just how broad and contradictory perceptions on entrepreneurship can actually be. His comments will launch the debate and prompt questions that will be taken up again throughout the symposium.

Choose your future

19.20–19.30 Chairman: Lord Griffi ths of Fforestfach (GB) Chairman Lord Griffi ths of Fforestfach will be summing up the day’s fi ndings and insights.Chairman’s wrap-up

Page 12: St Gallen Symposium 2010

40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

Thursday, 6 May 2010 Thursday, 6 May 2010 2221

Thursday, 6 May 2010 Work Sessions Part 1

Hiroshi Mikitani (JP), Chairman & Chief Executive Offi cer, Rakuten Inc. Growth and strategy of a Japanese internet giant

Samih Sawiris (EG), Chairman & Chief Executive Offi cer, Orascom Development Holding AGHow I am doing it my way

Amir Kassaei (AT), Chief Creative Offi cer, Doyle Dane Bernbach Group GmbH“It isn’t the mountains ahead to climb that wear you out; it’s the pebble in your shoe!”

Morten Lund (DK), EntrepreneurBuilding is the real fun

M. Shafi k Gabr (EG), Chairman & Managing Director, ARTOC Group for Investment & Development Successful social entrepreneurship – comes from successful entrepreneurs

Gautam Thapar (IN), Chairman & Chief Executive Offi cer, Avantha GroupIndian entrepreneurship – illusion or reality

William H. Saito (JP/US), Advisor for Start-ups, Innovation Center for Start-ups (INCS), National Institute of Advanced Industrial Science and Technology (AIST)Economic and political crises: the perfect storm for innovation to thrive

Jean-Daniel Gerber (CH), State Secretary & Director, State Secretariat for Economic Affairs of Switzerland (SECO)Migration – a precondition for entrepreneurial success

A

B

C

D

16.00–17.3016.00–17.3014.00–15.3014.00–15.30

Work Sessions Part 2

A

B

C

D

Ron Stamp (CA), President, Iceberg Canada CorporationThe dawn of a new ice age

Dinesh Dhamija (GB), Founder & Chairman, Copper Beech GroupCreating wealth through entrepreneurship

Joachim Schoss (DE), Founder & Foundation Board President, MyHandicap.comCharity is good, impact is better

Christian von Koenigsegg (SE), Founder & Chief Executive Offi cer, Koenigsegg Automotive ABHow to create multiple interacting complex technical solutions with an engineering team of 10 people

Simon de Pury (CH), Chairman, Phillips de Pury & CompanyTranslating works of art into value

Ümit Boyner (TR), President of the Board of Directors, Turkish Industrialists’ and Businessmen’s Association (TÜSIAD)Turkey: economic and political transformation

Prof. Dr. Urs Fueglistaller (CH), Managing Director of the Swiss Research Institute of Small Business and Entrepreneurship (KMU-HSG), University of St. GallenUnternehmerische Mitarbeiter als „agents of change”

Victor Zhikai GAO (CN), Executive Director, Chnia National Association of International Studies; Dr. Ebe-nezer Mireku (GH), Managing Director, Peatrak Ltd.China and Africa – a mutual partnership or neo-colonialism?

Page 13: St Gallen Symposium 2010

40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

Friday, 7 May 2010Friday, 7 May 2010 2423

Friday, 7 May 2010 Plenary Sessions

08.00–08.10Chairman’s Statement

Chairman: Mark C. Medish (DK/US), Visiting Scholar, Senior Adviser, Carnegie Endowment for International Peace

Entrepreneurial change in continuity

08.10–08.40Keynote Address

Paul Bulcke (BE), Chief Executive Offi cer, Nestlé S.A.

The state is not enough08.40–09.40Panel

Doris Leuthard (CH), President of the Swiss Confederation; Christine Lagarde (FR), Minister for the Economy, Industry and Employment of France; Sheikha Lubna bint Khalid Al Qasimi (AE), Minister of Foreign Trade of the United Arab Emirates

WORK and BACKGROUND SESSIONS followed by LUNCH

The era in which enterprise held sway is clearly over. The state has put itself back in the driving seat after businesses around the world have dramatically exposed their weaknesses. Many query this resurgence after a long period of extensive liberalisation and suspect the dawn of a new era of big government. This prompts the question of whether the state is fi t to take on responsibilities which only entrepreneurs are usually able to assume.

MorningMorning

Change at Nestlé is result-oriented and meant to generate a long-term success story. This is based on continuous and intensive work to maintain focus, adapting action according to new realities, re-enforce strengths and work on weaknesses before they become a problem. The Keynote Address will show how this is done.

© 2010 – Swiss Air Force

Taking over from Lord Griffi ths of Fforestfach, Mark Medish will be chairing the Friday programme of the 40th St. Gallen Symposium.

Distinctly marking a unique and unforgettable part of the anniversary symposium, the International Students’ Committee (ISC) has the honour of wel-coming the Patrouille Suisse, the famous aerobatic team of the Swiss Air Force, to entertain both the participants of the St. Gallen Symposium as well as all residents in the entire area for the performance of two exceptional show acts on each day of the symposium.

To the world, the red fl ag with the white cross has always been a symbol of neutrality, reliabil-ity, professionalism, precision and commitment. It is these values that the Patrouille Suisse and its red-white Tiger jets symbolise in the sky over Swit-zerland and Europe. Enjoyable for everyone in or around St. Gallen, the Patrouille Suisse will engage in the symposium’s programme by fl ying on both Thursday, 6 May 2010, and Friday, 7 May 2010, from each 1:40–2:05 p.m.

Patrouille Suisse at the Patrouille Suisse at the 4040thth St. St. Gallen SymposiumGallen Symposium

Page 14: St Gallen Symposium 2010

40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

Friday, 7 May 2010Friday, 7 May 2010 2625

The next tsunami: Asian entrepreneurship

14.55–15.25Keynote Address

Prof. Kishore Mahbubani (SG), Dean & Professor in the Practice of Public Policy, Lee Kuan Yew School of Public Policy, National Univer-sity of Singapore

15.25–16.35Award Ceremony

& Panel

Panel with the Awardees of the St. Gallen Wings of Excellence Award; Chairman: Prof. Dr. Georg F. von Krogh (NO), Professor of Strategic Management and Innovation, ETH Zurich

17.45–19.15Panel

Impulse Address: Prof. Lord Giddens (GB), Professor Emeritus at the London School of Economics and Political Science

Panel: Prof. Lord Giddens (GB); Mati Kochavi (IL), Chairman, AGT International; Dr. Notker Wolf (DE), Abbot Primate of the Order of Saint Benedict; Jason George (US), Leader of Tomorrow

What’s in store for the next decade?

19.55–20:00Closing Statement

Member of the 40th International Students’ Committee (ISC)

BREAK

The offi cial programme will be followed by the International Buffet and the Anniversary Party.

Friday, 7 May 2010Plenary Sessions

The three winners of the St. Gallen Wings of Excellence Award 2010 will take centre stage and present their ideas on this year’s topic. A traditional highlight of the St. Gallen Symposium, the award panel turns the spotlight on the Leaders of Tomorrow and provides them with an exclusive forum for their debate.

The spectacular performance of Asian economies, the explosion of Asia’s middle class and higher education in Asia and the conse-quent cultural renaissance will combine to produce a global tsunami of Asian entrepreneurs. Even in California, the hotbed of entre-preneurship, Indians and Chinese have played a key role. And many more Californians will be created by the new waves of Asian en-trepreneurs.

Charting the course for the next decade means reaching agreement on the issues that matter. That is where problems usually start. Will it be climate change and security, the two blockbusters of the last decade? Or should we brace ourselves for a greater role to be played by the state? Besides, a debate on shared values is being raised by different areas of society. And the next generation has its own agenda too. The panel will be opened by Prof. Lord Giddens with an Impulse Address under the heading “Chaos often breeds life, when order breeds habit”.

17.15–17.45Keynote Address

Morten Lund (DK), Entrepreneur

14.15–14.55One-on-One

Peter R. Voser (CH), Chief Executive Offi cer, Royal Dutch Shell plc. Joseph Stanislaw, Founder & Chief Executive Offi cer of The JAStanislaw Group LLC, takes on the Swiss national and CEO of Shell, Peter Voser, in this newly-created “One-on-One” debate. The investigative interview will address the question of the degree to which a lar-ge corporation can live up to the claim of pursuing entrepreneurial ideas. Let us hear whether the CEO of one of the world’s biggest companies believes that corporate entrepreneurship has become a reality, or whether it is a mere pie in the sky.

Afternoon & EveningAfternoon & Evening

Entrepreneur and seed investor Morten Lund, best known for having co-invested in the VoIP service Skype, will take the audience on a journey through the rollercoaster life of an entrepreneur.

19.15–19.55Keynote Address

Prof. Niall Ferguson (GB), Laurence A. Tisch Professor of History, Harvard University

Max Schmidheiny Lecture:Entrepreneurial freedom in the new global fi nancial system

The Max Schmidheiny Lecture is under the patronage of the Max Schmidheiny Foundation, created in 1978 by the Swiss entrepreneur Dr. h. c. Max Schmidheiny (1908-1991), one of the fi rst and staunchest benefactors of the St. Gallen Symposium. The Max Schmidheiny Foundation promotes endeavours towards the preservation and further development of a free economic and social order.

Entrepreneurship – there is nothing to be afraid of

Page 15: St Gallen Symposium 2010

40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

Friday, 7 May 2010 / Background SessionsFriday, 7 May 2010 2827

Friday, 7 May 2010Work Sessions

Judy Leissner (CN), Chief Executive Offi cer, Grace VineyardThe Chinese wine story – bringing traditional industry into a new market

Bülent Çelebi (US), Chairman & Chief Executive Offi cer, AirTiesTo differentiate is half way through success

Suhas Gopinath (IN), Chief Executive Offi cer & President, Globals Inc. Leadership with passion

Hendy Setiono (ID), Founder & Chief Executive Offi cer, PT. Baba Rafi Indonesia; Leslie Silverglide (US), Co-Founder & Chief Sustainability Offi cer, Mixt Greens, Inc.From zero to hero: how to build a business from scratch

Herman Mashaba (ZA), Executive Chairman, Lephatsi Investments (Pty) Ltd.How entrepreneurs can help to break the scourge of poverty in Africa

Jorge Paulo Lemann (BR/CH), Member of the Board of Directors, Anheuser-Busch InBev , Leuven Being a life-long entrepreneur: a story of success and failure

Beatrice Trussardi (IT), President & Chief Executive Offi cer, Trussardi S.p.A.Reshaping the “Made in Italy” through innovative talents

A

B

14.00–15.30Current Affairs

Lord Griffi ths of Fforestfach (GB), Vice Chairman, Goldman Sachs International; Kaspar Villiger (CH), Chairman, UBS AGParadise lost – new ethics in global banking

16.00–17.30Current Theories

Public Session

Dominic Barton (CA), Managing Director, McKinsey & CompanyWhat comes across my desk

10.15–11.45Current Theories

Olaf Storbeck (DE), International Economics Correspondent, Handelsblatt GmbHHandelsblatt session on current economic theories

Thursday, 6 May 2010

Friday, 7 May 2010

Background Sessions

Wolfgang Grupp (DE), Owner & Chief Executive Offi cer, TRIGEMA GmbH & Co. KGVerantwortung und Leistung der Unternehmer sind Voraussetzung für sichere Arbeitsplätze

Doris Leuthard (CH), President of the Swiss ConfederationHow can the state and the private sector work together towards ensuring a prosperous future?

John Kornblum (US), Former United States Ambassador to Germany Why is America perceived to be entrepreneurial?

DPaul Bulcke (BE), Chief Executive Offi cer, Nestlé S.A.Values and value: the CSV concept

10.15–11.4510.15–11.45

C

Felix Haas (DE), Founder & Chief Executive Offi cer, amiando AGWie Jungunternehmer dank moderner Technologie den Durchbruch schaffen

Page 16: St Gallen Symposium 2010

40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

St. Gallen Foundation for International StudiesInternational Students’ Committee (ISC) 3029

International Students’ Committee (ISC)

St. Gallen Foundation for International Studies

The International Students’ Committee (ISC) is an independent student initiative at the University of St. Gallen. Every year, a team of about 25 students brings enthusiasm and exceptional personal com-mitment to the challenging mission of organising a successful St. Gallen Symposium. As well as design-ing and planning the symposium, the student team is especially involved with the development of the conceptual framework and content of the “3 Days in May”. It decides on the key themes and fosters con-tacts with the Circle of Benefactors, selected speakers and key fi gures in business, science, politics and society as a whole. It also maintains links with media representatives and leading universities around the world.

Members of the 40th ISC-Team

Garry Spanz (DE)Christoph Stübi (CH/SE)Lasse Stünitz (DE)Philippe Teissonnière (FR/IT)Sarah Vettiger (CH)Richard Westerkamp (DE/NL)Tobias Wolf (CH/DE)

Simon Kreuz (DE)Adrian Lüthge (DE)Laurenz Meckl (DE)Yves Reust (CH)Christian Rundquist (CH)Samuel Scheer (AT/CH)Sebastian Schmidt (DE)Martin Schmitz-Dräger (CH/DE)Andreas Schulze (DE)

Richard Allemann (CH)Felix Baumann (DE)Dominik Biedermann (CH/DE)Max Diez (DE)Claudio Furter (CH)Peter Gerckens (DE)Livia Höhener (CH/US)Clemens Holzer (AT/FR)Sebastian Kress (DE)

Head of the Organising Committee

Nicole Fässler (CH)Maximilian Jellinek (DE)Can Schnigula (DE)

The activities of the student Organising Committee, the composition of which changes every year, are guided by the St. Gallen Foundation for International Studies. This combination of student responsibility and professional guidance is vital to the long-term success of the St. Gallen Symposium. The foundation assists the ISC-Team in its task of developing the conceptual framework and content, and also plays its part in the strategic development of the symposium. Moreover, the Board of Trustees supervises the de-ployment and effi cient use of available resources. Besides its commitment to the St. Gallen Symposium, the foundation devotes its attention to other international projects at the interface between business and society.

Board of Trustees

ChairmanDr. Josef Ackermann (CH)Deutsche Bank AGFrankfurt (Main)

Alexander Biner (CH/US)MS Management Service AGSt. Gallen

Prof. Dr. Peter Gomez (CH)Executive School of Management,Technology and LawUniversity of St. GallenSt. Gallen

Bénédict G.F. Hentsch (CH)Banque Bénédict Hentsch & Cie SAGeneva

Karin Keller-Sutter (CH)State Counselor Canton of St. GallenSt. Gallen

Walter Kielholz (CH)Swiss ReZurich

Foundation Team

Chief Executive Offi cerPhilip Erzinger (CH/DE)

Senior Vice PresidentJutta Schläpfer-Elsässer(CH/DE)

Vice PresidentDr. Johannes Berchtold (CH)

Executive AssistantCarmen Püntener (CH)

Leaders of TomorrowRolf Bachmann (CH)

AssistantTanja Knup (CH)

SecretariatStephanie Rettenmund (CH)

IT Strategy Arjun Muralidharan (CH/IN)

Special Advisors

SingaporeAlexander C. Melchers (CH/DE/SG)C. Melchers GmbH & Co.

JapanYuji Suzuki (JP)Credit Suisse Group

ChinaDr. Jianzhong Yao (CH/CN)Swiss Re

Dr. Nicola Leibinger-Kammüller (DE)TRUMPF GmbH + Co. KGDitzingen

Manfred L. Mautner Markhof (AT)Malun GmbHVienna

Prof. Dr. Ernst Mohr (DE)President of theUniversity of St. GallenSt. Gallen

Peter M. Schmidhuber (DE)Former member of the European CommissionMunich

Dr. Ralph Schmitz-Dräger (DE)Arcron AGZurich

Dr. Gerhard Schwarz (CH)Neue Zürcher ZeitungZurich

Page 17: St Gallen Symposium 2010

40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

Circle of BenefactorsCircle of Benefactors 3231

Circle of Benefactors

Main Partners

The ISC is thankful to be able to count on the support of its Circle of Benefactors comprising some 350 major companies around the world. The circle is of crucial importance to the fi nancing of the St. Gallen Symposium and ensures the continuity of the initiative. Its members enter into a long-term partnership with the ISC based on a shared commitment to the basic idea of intergenerational, intercultu-ral and interdisciplinary dialogue. The ISC is also grateful to the many leaders of member companies who, with their expertise and experience, make a signifi cant personal contribution to the development of the St. Gallen Symposium. Their regular participation in the symposium plays a decisive role in creating a dynamic and challenging discussion on the campus of the University of St. Gallen.

is the offi cial technology consultant of the St. Gallen Symposium

is an offi cial information technology partner of the St. Gallen Symposium

is an offi cial information technology partner of the St. Gallen Symposium

is an offi cial partner of the St. Gallen Wings of Excellence Award

is the offi cial ambience partner of the St. Gallen Symposium

is an offi cial partner of the St. Gallen Wings of Excellence Award

is the offi cial fi nancial services supplier of the St. Gallen Symposium

is the offi cial telecommunica-tion services provider of the St. Gallen Symposium

is an offi cial transport services partner of the St. Gallen Symposium

is the offi cial document services provider of the St. Gallen Symposium

BenefactorsBree Collection

GmbH & Co. KGBritish American Tobacco Switzerland SABSI S.A.BT&T GroupBucher Industries AGBühler AGBystronic Laser AG

CablecomCamera di Commercio Ct. TicinoCapgemini Schweiz AGCargill International S.A.Cargolux Airlines

International SACarlson Wagonlit TravelCasinos Austria

AktiengesellschaftCentrum Bank AGCevian Capital AGCicor TechnologiesCilag AGCITIC Pacifi c Ltd.Clariant

International AGClariden LeuCLS Communication AGCofra Holding AGCommerzbank AGCorporate Express NVCrédit Agricole

(Suisse) SACredit Suisse GroupCrypto AGCSL Behring AGCWS-boco Suisse SA

D. Swarovski & Co.Danzer AGDätwyler Holding AGDeloitte AGDeutsche Bank AGDEUTZ AG

Bain & Company Germany Inc.

Baker & McKenzie RechtsanwälteBank am

Bellevue AGBank Morgan

Stanley AGBank of China

(Suisse) SABanque de

Luxembourg SABarclays CapitalBarry Callebaut AGBasellandschaftliche KantonalbankBD Associates - Partners to LeadersBDO AGBelimo Holding AGBerkshire Partners LLCBerner AGBilfi nger Berger AGBirkigt International Consulting & Media GmbHBischoff Textil AGBlasto AGbmp AktiengesellschaftBMW (Schweiz) AGBNP Paribas (Suisse) SABoehringer Ingelheim GmbHBooz & Company Robert Bosch AG,

SwitzerlandRobert Bosch GmbHThe Boston Consulting Group AG (Switzer- land)Boyden Global

Executive SearchBP (Switzerland)BrainNet Supply Ma- nagement Group AGBrainsToVentures AG

3M (Schweiz) AG

A.T. Kearney (International) AG

ABACUS Research AGABB Ltd.Abbott AGAbegg Holding AGAbraxas Informatik AGAccenture AGACCESS Co., Ltd.Actieninvest AGAcutronic Schweiz AGAdecco S.A.AFG Arbonia-Forster- Holding AGAir India SchweizALBA AGAlbers & Co.Alcan Packaging

Kreuzlingen AGALFA Treuhand und Revisions AGAll Nippon

Airways Co., Ltd.Allgemeine Baugesell- schaft - A. Porr AGAllgemeines Treuunter- nehmenAllianz SuisseAltium Capital AGAmerican Airlines SchweizAmgen (Europe) GmbHAquila Investment AGArab Bank (Switzerland) Ltd.Arcron AGARRI AGAsamer Holding AGAvaloq Evolution AGAvireal AGAWD Allgemeiner

Wirtschaftsdienst AGAxel Springer AGAxpo Holding AG

Dipartimento delle fi nanze e dell‘economia del Cantone TicinoDräger Safety

Schweiz AGDZ PRIVATBANK (Schweiz) AG

Egon Zehnder International

Dr. Pierre Edelmannelea Foundation for Ethics in Globali- zationEnergie Wasser BernEricsson AGErnst & Young AGEWE Aktiengesellschaft

F. Hoffmann-La Roche AGFalke KGaAFEI Capital Partners Inc.FERAG Holding AGFESTO AG & Co. KGFinter Bank Zürich AGFirmenich SAFirst Eastern

Investment GroupFLM Holding AGFlughafen München GmbHFlughafen Zürich AGForma Futura Invest AGFranke Holding AGFritz Carl Willhelm Stiftung

Gallus Holding AGChristophe R. GautierGeberit

International AGGebrüder Weiss GmbHGenerali (Schweiz) Holding AG

Page 18: St Gallen Symposium 2010

40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

Circle of Benefactors Circle of Benefactors 3433

Max Schmidheiny FoundationMcKinsey & CompanyMerck Serono

International SAMercuria Energy

Trading S.A.Merifi n CapitalMerrill Lynch Capital Markets AGMETALL ZUG AGMicrosoft Schweiz GmbHMikron Technology GroupModel Holding AGDr. Christoph M. MüllerMüller-Möhl Group

Namics AGNEOPERL

International AGNestlé S.A.Neutrik AGNicco Corporation Ltd.Niederer Kraft & FreyNobel Biocare

Holding AGThe Noble GroupNovo Nordisk A/S

Octapharma AGOeMAG Abwicklungs-

stelle für Ökostrom AGOmya Management AGOracle Software (Schweiz) GmbHOrange Communica- tions SAOrell Füssli Holding AGOrell Füssli Wirtschafts- informationen AGOrifarm Group A/SOspelt GruppeOtto (GmbH & Co KG)Otto Beisheim

Holding GmbH

P. Keppler Verlag GmbH & Co. KG

Pavatex SAPhilips AGPhoenix Mecano AGPictet & Cie Plansee Holding AG

Associates AGJPMorganJT International S.A.Juergens Management Consultants GmbHBank Julius BärJura Elektroapparate AGJuvena

(International) AG

Kaba Holding AGKaiser Ritter PartnerKarl Storz

GmbH & Co. KGKarl-Heinz KippKPL International LimitedKPMG Schweiz

L‘Oréal Suisse SALa Roche & Co

BanquiersLandesbank Baden- WürttembergLB (Swiss)

Privatbank AGLEGIC

Identsystems AGLenz & StaehelinLenzing Aktiengesell- schaftLiechtensteinische Landesbank AGLienhard Offi ce GroupLindt & Sprüngli (Schweiz) AGLinz Textil Holding AGLombard Odier Darier Hentsch & CieLonza Group AGLSG Lufthansa Service Holding AGLyreco AG

Maerki, Baumann & Co. AGMalik Management

Zentrum St. Gallen AGMalun GmbHMan Investments AGMangrove Capital PartnersManor AGMartel AG St. GallenOki Matsumoto

Georg Fischer AGGivaudan SAGlatz AGGlaxoSmithKline

GmbH & Co. KGGlencore

International AGGlen Fahrn GmbHGoldman Sachs

InternationalGrass Valley Germany GmbHGraubündner

KantonalbankGroz-Beckert KGGuldborg

InternationalGurit Services AGProf. Toyoo Gyohten

Habib Bank AG Zurich

Hans HuberHansa AGHanseMerkur

VersicherungsgruppeHathon Holding ASHBM PartnersHelbling Holding AGHelvetiaHermann Pfanner Getränke GmbHHewlett-Packard (Schweiz) GmbHHIAG AGHILTI AGHolcim Ltd.Homburger AGHorizon21 AGHSBC Private Bank (Suisse) SAHuber + Suhner AG

IBM (Schweiz) AGIDENTA Ausweis- systeme GmbHImplenia AGIngCH Engineers Shape our FutureInvestkredit Bank AGIvoclar Vivadent AG

Jansen AGJebsen & Co. Ltd.Dr. Bjørn Johansson

Premchand GroupPricewaterhouse-

Coopers AGProCorp ASAPSP Swiss Property AGPubliGroupe S.A.

Radisson SAS Hotel St. GallenRaiffeisen GruppeRamseier Suisse AGRappold & Partner RechtsanwälteRAUCH Fruchtsäfte GmbH & CoRBS Coutts Bank AGRek & Thomas

Medien AGRichter + FrenzelRicola AGRieter Management AGRivella AGRobust Industries AGRoland Berger Strategy ConsultantsRolex SARotronic AGRoyal Dutch Shell plcRUAG Holding Ltd.

SAP (Schweiz) AGDaniel J. SauterDr. Alfred R.

SchefenackerSchenker Storen AGDr. h. c. Thomas SchmidheinySchneeberger

Holding AGSchober Holding AGMonika und Wolfgang SchürerDie Schweizerische PostSCOR Switzerland AGSecuritas AGSefar Holding AGSennheiser Electronic GmbH & Co. KGSES S.A.SFS Holding AGSHIKAR Group Switzer- land AGShiyin GmbHSiegfried AGDr. Gralf Sieghold

Veolia Umweltservice Schweiz AGVerlagsgruppe Georg von Holtzbrinck GmbH & Co. KGVersatel AGVerwaltungs- und Privat-Bank AGVetropack Holding AGVICTORY Industrie-

beteiligung GmbHVISCHER AGVMIX Media, Inc.Von Roll

Management AGVontobel Holding AG

walter services Swiss AG

Wegelin & Co. Privat- bankiersWeisse Arena GruppeWENGER PLATTNER RechtsanwälteWetzel Holding AGWicor Holding AGWilly Bogner GmbH & Co. KGaAWolf Profi lierwerk AGWürth International AG

Xerox AGXL Insurance Switzer- land LtdXstrata plc

Ypsomed AG

Zehnder Group AGZumtobel AGZürcher KantonalbankZurich SchweizZurmont Madison Management AG

SIGG Switzerland AGSika AGSitecore InternationalSonova Holding AGSony Overseas SASt. Galler

KantonalbankSt. Galler Tagblatt AGStadt St. GallenStämpfl i Verlag AGStarragHeckert

Holding AGStichting IKEA

FoundationGertrud Stoll-FeinStrategy in Motion GmbHStudio HamburgSulzer LtdYuji SuzukiSwiss Life HoldingSwiss Prime Site AGSwiss ReSwisscard AECS AGSwisscom IT

Services AGswisspartners Invest- ment Network AGSYMA-SYSTEM AG Symantec Ltd.Syngenta

International AG

Tamedia AGTecan Group Ltd.Theodor & Bernhard Dreifuss StiftungThurgauer Kantonal- bankTriumph International Spiesshofer & Braun KGTryg Vesta Group A/S

UBS AGUMDASCH AGUnderberg AGUnilever Schweiz GmbHUnion Bancaire PrivéeUSM U. Schärer

Söhne AG

Vacheron Constantin SA

Valcambi SA

Page 19: St Gallen Symposium 2010

40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

DonatorsDonators 3635

DonatorsScandic Helsinki Grand MarinaScandic RubinenSeaside Hotels

GmbH & Co.KGSteigenberger Hotel HamburgStuttgart Marriott Hotel Sindelfi ngenSwissôtel Beijing Hong Kong Macau CentreSwissôtel BerlinSwissôtel Singapore The StamfordTata Consultancy

Services Ltd.The Dolder GrandThe Mandala HotelThe Peninsula Palace BeijingThe Peninsula TokyoThe Penz HotelThe Ritz-Carlton OsakaThe Wesley HotelThe Westin TokyoWidder Hotel Zürich

DrinksAlmdudler-Limonade

A. & S. Klein GmbH & Co KG

Appenzeller Alpenbitter AG

Bionade GmbHBitburger Braugruppe GmbHBrauerei

Rosengarten AGBrauerei Schützengar- ten AGCoca-Cola AGDistillerie Etter Söhne AGDistillerie Studer & Co AGDiwisa Distillerie

Willisau SAEmmi Gruppe

Hotel InterContinental GenèveHotel InterContinental WarszawaHotel InterContinental WienHotel Kong Arthur A/SHotel LandgrafHotel Le Palais PragueHotel les NationsHotel Novotel Katowice CentrumHotel Novotel

München CityHotel Pullman Dort - mundHotel RottHotel Schweizerhof ZürichHotel Seiyo GinzaHotel Splendide RoyalHotel Vier Jahreszeiten Kempinski GmbHLe Meridien Grand Hotel NürnbergLes Jardins du

PRESIDENTLloyd Hotel AmsterdamMandarin Oriental SingaporeMariott ZürichMarriott Hotel PragueMercure Warszawa GrandPolonia Palace HotelPrincipe Leopoldo & ResidencePudong Shangri-LaPullman Stuttgart FontanaRadisson Blu Park HotelRadisson SAS Centrum HotelRadisson SAS Scandina- via Hotel AarhusSavoy Baur en Ville

AccommodationAARHUS Hotel

GuldsmedenARCOTEL RubinBaur au LacBayer Holding Ltd.Beach Rotana, Abu

DhabiBest Western Hotel am PapenbergBest Western Phoenix HotelCity Seasons Suites DubaiCourtyard Hannover MaschseeCROWNE PLAZA

Amsterdam City CentreCrowne Plaza Hotel HeidelbergCrowne Plaza Salzburg – The PitterExcelsior Hotel ErnstFairmont DubaiFairmont Hotel Vier JahreszeitenFour Seasons Hotel BangkokFour Seasons Hotel ShanghaiGastwerk Hotel Ham- burg GmbH & Co. KGGrand Hôtel

StockholmGrand Hyatt BerlinGrand Hyatt Erawan BangkokGrand Hyatt ShanghaiGrenzhof GmbH Hotel & RestaurantHeidelberg Marriott HotelHilton Basel HotelHilton DüsseldorfHilton Hotel DresdenHotel Azenberg GmbH

Feldschlösschen Getränke AG

Heineken Switzerland AG

Hermann Pfanner Getränke GmbHIllycafé AGKennel AGKindschi Söhne AGMartel AG St. GallenMosterei Möhl AGObrist SA VeveyPaphos-Weine GmbHPaulaner Brauerei GmbH & Co KGPERNOD RICARD

SWISS SARamseier AGRAUCH Fruchtsäfte GmbH & CoRed Bull AGRivella AGSelecta AGSonnenbräu AGUnderberg AGVinum SAWeingut Witwe Dr. H. Thanisch, Erben Müller-BurggraefWeinkellereien AarauWild Flavors

(Schweiz) AG

Financial ContributionsBerndorf Aktiengesell- schaftSparkasse Rosenheim- Bad Aibling

Financing of Student ParticipantsABACUS Research AGAbegg Holding AGAbraxas Informatik AG

Café Conditorei Roggwiller

Café Confi serie Chr. DösseggerCandrian Seafood AGCetra Alimentari SAChocolat Frey AGChocolats Camille

Bloch SAConfi serie Sprüngli AGCruspi SADI BENNARDO AGDIECI AGEmmentaler SwitzerlandFeinbäckerei SchwyterFlorin AGFuchs & Co. AGG. HENAUERS SOHN AGGottlieber SpezialitätenGustav Spiess AG Hilcona AGHPW AGISEPPI Frutta SAKägi Söhne AGKellog Schweiz AGKing’s KurryKonditorei-Café

Confi serieLorenz Bahlsen Snack- World Holding GmbH & Co KGLuise Händlmaier

GmbH & Co. KGLustenberger & Dürst SALYNN + ROBERT WEDERMario Plachutta GmbHMcDonald’s CR, spol. s r. o.McDonald’s Suisse Restaurants Sàrl Mineralquelle

Zurzach AGolo marzipan O. Lohner AGOspelt GruppePanina AGPASTA PREMIUM AG Peter Kölln KGaASai Trader Import GmbHSchärf Coffeeshop GmbHSchmid MetzgereiSträhl Käse AG

Liechtensteinische Landesbank AGManor AGMüller-Möhl GroupOctapharma AGOmya Management AGÖsterreichische Indust- riellen VereinigungÖsterreichische

Kontrollbank AGÖsterreichische

NationalbankPanalpina Welttrans- port (Holding) AGPfeifer & Langen KGPfi zer AGPlansee Holding AGPSP Group

Services AGRaiffeisen GruppeRBS Coutts Bank AGRUAG Holding Ltd.Semely Conseil & Gestion SAFred SiegristSteeb Anwendungs-

systeme GmbHEgon Sohmen Found- ationSulzer Management AGTheodor & Bernhard Dreifuss StiftungTimcal Ltd.Underberg AGUSM U. Schärer

Söhne AGValcambi SAVerlagsgruppe Georg von Holtzbrinck GmbH & Co. KG Wirtschaftskammer ÖsterreichWorld-Wide Shipping Agency LimitedWürth International AGXaxera GmbHZurmont Madison Management AG

FoodBeck-BeckBindella terra vite vita SABischofberger AGBlaser Café AG

ACATIS Investment GmbHAcutronic Schweiz AGAlbers & Co. Allgemeine Baugesell- schaft - A. Porr AGAllgemeines Treuunter- nehmenAltium Capital AGAquila Investment AGBank am Bellevue AGBardusch GmbH & Co.

Industriebeteili-gungen

Belimo Holding AGBerner AGBT&T GroupBucher Industries AGBühler AGBurkhalter Holding AGBusiness Club Belgium & Luxembourg in SwitzerlandCentrum Bank AGChanel SASCilag AGClariant International AGde Pfyffer & AssociésDeutsches Aktien- institut e.V.Dräger Safety

Schweiz AGEGT Holding AG EnCana CorporationErdgas Zürich AGFCW StiftungFerrum AGGeberit

International AGGeorg Fischer AGGlaxoSmithKline

GmbH & Co. KGGlencore

International AGGraubündner

KantonalbankHolcim

(Deutschland) AGHorizon21 AGIngCH Engineers Shape our FutureInvestkredit Bank AGKasikornbank PCLKPMG SchweizKWC AG

Tanner 212 & Co. AG Tobi Seeobst AGUncle Ben’sVAPIANO SEWm. Wrigley Jr. Com-panyWolf Intersnacks (Schweiz) AGZuckermühle

Rupperswil AGZweifel Chips + Snacks Holding AG

Food EquipmentAMC InternationalDold AGDuni AGFuror Gas Grill Garten- möbel CampingISCO Jaques Schindler & Co AGJura Elektroapparate AGKKrapf GmbHOTT Metalldrückerei AGpely-plasticGmbH & Co. KGSchott Zwiesel

AktiengesellschaftTechfl on Technische Gewebe

Furnishing and Technical EquipmentA. Müller AGAKG Acoustics GmbHAkris AGatlas agBayerische Massindus-

trie GmbHBrütsch/Rüegger Werk- zeuge AGConrad Electronic AGElectrolux AGEmil Egger AGEurail Group G.I.E.Fahnen-Center

Weinfelden GmbHFarnell AGGigaset Communica- tions Schweiz GmbHGoogle Germany GmbHGOP AGGroupe SEB Schweiz GmbH

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40th ST. GALLEN SYMPOSIUM 6–7 MAY 2010

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© 2010 – St. Gallen Symposium

Photos:

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DE’SHAMA AG Dierig AGDrykorn Modevertriebs GmbH & Co. KGEdsor KronenGassmann ModeGeorg Utz AGHairstylist Pierre AG Ifolor AGk-sales.ch GmbHLesFleurs.chMammut Sports

Group AGMode WeberReckitt Benckiser

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Schmuck AGriposa AG Swiss SleepRukka AGSalewa Sport AGSchlossberg Textil AGSeidensticker GmbHSpatz Camping Hans Behrmann AGSportco AGSt. Galler

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Neue Zürcher Zeitung AG

P. Keppler Verlag GmbH & Co. KGPaperjamSt. Galler Tagblatt AGSTANDARD Verlagsge- sellschaft m.b.H.Süddeutsche Zeitung GmbHTagblatt MedienTamedia AGThe EconomistThe GuardianTIME MagazineVerlagsgruppe

Handelsblatt GmbHWeltwoche Verlags AGWirtschaftsBlattDie ZEIT Schweiz

Offi ce SuppliersAvery Dennison

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Kuhn AGStaples GmbHTesa Bandfi x AG

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BauverwaltungStoll Girofl ex AGTelenor ASATomTom Sales B.V.TOPKOM EVENTS GmbHVideo System Haus FurtnerWeskamp & Partner GmbHZF Electronics GmbH

NewspapersAxel Springer

Schweiz AGBasler Zeitung

Medien AGBilanzbrand eins Verlag GmbH & Co. oHGBusiness India Czech Business WeeklyDie PresseEspace Media AGFOCUS Magazin Verlag GmbHInternational Herald Tribune (Zürich) AGL’Hebdo L’Agefi Münchner Merkur

Jakob SchlaepferLehner AG Les Acces- soiresRC Ritzenhoff Cristal AGRösslitor BücherSourire en Soie AG

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TransportAS Tallink GroupAscar AGAustrian Airlines AGAVIS Autovermietung AGBasch AGBlue1Esso (Schweiz) GmbHGebrüder Weiss GmbHGermanwings GmbHHonda Automobiles (Suisse) S.A.Iveco (Schweiz) AGLarag AG Nutzfahr- zeugeLV-St. GallenMobility Genossen- schaftÖsterreichische Bundes-

bahnen-Holding AGPeugeot (Suisse) SA

Planzer Transport AGRenault Nissan

Suisse SASAS Scandinavian AirlinesShell (Switzerland)Sixt Danmark A/SSJ ABSociété Nationale des Chemins de fer Bel- ges (SNCB)Swiss International Air Lines Ltd.TGV Lyria SASWiener Linien

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