Endeavor

Rio de Janeiro received over 20% of all private equity investments made in Brazil in the last five years — about 30 agreements in total. One explanation is the work of the Rio Negocios, one of the first official investment attraction agency created in the country. The mission of Rio Negocios is to facilitate new investments in local companies through [1] market intelligence, identifying strategic sectors for investments; [2] monitoring the deal between companies and investors; [3] the promo- tion of Rio de Janeiro as a city full of good companies; and [4] proposals (for the government) that seek to improve the local business environment. A concrete example of investment promotion is Rio Conferences, that throughout the period of the 2014 World Cup brought nearly 700 companies from 27 countries, interested in investing in Rio to attend events and networking lunches with themes centered around priority issues of city, such as "Oil and Gas", "Creative Industries" and "Health", among others. tHE CItY's BEst praCtICE CasE mobility problems, in which 65% of the population declares take more than 30 minutes to get to work, factor that affect the city's position in the ranking for urban conditions and infrastructure. There is also the labor paradox: the great universities that exist in Rio educate many well-qualified professionals, but the high demand makes them scarce for most ven - tures, especially small and medium, which must compete with the local demand and pay wages nearly 60% above the aver- age of the 14 capitals analyzed. Still, when the time comes to open a new venture, the cultural aspects (one of the determinants in which the city had the lowest ratings) also impact the business. An interesting data calls at- tention: the locals are the least likely to credit the development of the country to new entrepreneurs, especially when compared to the importance of govern- ment and large Brazilian companies, both very present in Rio. Rio has the second highest GDP of Brazilians cities, and also has big companies and a high pub- lic spending Southeast Rio de Janeiro Best score for each pillar 71 5 4 6 7 8 9 Value Position Regulatory Enviornment 4.47 14 th Infrastructure 6.35 5 th Market Conditions 7.24 3 rd Access to Capital 6.50 5 th Innovation 5.78 8 th Human Capital 6.05 8 th Culture 5.00 13 th Regulatory Environment Culture Infrastructure Access to Capital Innovation Human Capital Market Conditions

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