Endeavor

tHE CItY's CHallEngEs If the population has a high power consumption, which guar- antees a good B2C market, other companies operating in B2Gov and B2B model may struggle: proportionally, state and local governments have invested 30% less than the average of the 14 capitals and local businesses are also 15% lower than average. These factors, combined with the low recent growth, landed Curitiba in 7th place among the analyzed cities. Despite offering good investment options for innovation, companies can find it challenging to generate new ideas. Relatively few employees are linked to the area of innova - tion in companies and few businesses seek out educational institutions to help them innovate (about 1 in 40). Although access to education in Curitiba is in above the average levels, the challenge lies in the quality of education. Particularly in higher education, where good universities are proportional- ly few: only 12% of university courses are enrolled in grades 4 and 5 in the ENADE, while the average city has a number closer to 26% and in the capitals leading this number exceed with 50% of their university. Finally, the entrepreneur will also have to invest more than in other cities to build a good team: the wages, on average, are only lower than those of Rio and São Paulo. The Paraná Development, based in Curitiba, an- nually funds around R$ 700 million, being the 4th largest development agency in the country. More than offering financial support, the Paraná Development encourages directly the growth of the state's businesses. Through the Bank of Entrepreneurs' credit lines, linked the agency, as the entrepreneur participates in training courses and maintains or expands the number of employees of his or her business, interest rates fall. The initiative is also good for the bank, that charging fees ranging between 0.55% and 1.07%, maintains a minimum default of 0.05% throughout its portfolio. tHE CItY's BEst praCtICE CasE Curitiba's entrepreneurs have the lowest taxes of Brazil Curitiba South Best score for each pillar 5 4 6 7 8 9 61 Value Position Regulatory Enviornment 6.55 5 th Infrastructure 7.63 1 st Market Conditions 5.99 7 th Access to Capital 6.69 3 rd Innovation 6.32 5 th Human Capital 6.03 9 th Culture 5.56 10 th Regulatory Environment Culture Infrastructure Access to Capital Innovation Human Capital Market Conditions

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