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The Competitive Challenge: Tri-Valley Must Choose Its Course <br />IV. THE TRI-VALLEY INNOVATION NETWORK: A Regional Economic Strategy <br />Considering the unmistakable trend towards innovation and entrepreneurship in the region, <br />the clear message from the firms themselves about their needs, and the growing competition <br />from other regions, there is a strong rationale for the Tri-Valley to adopt a new economic <br />strategy. <br />This strategy should have two primary elements: an innovation network and regional <br />branding/marketing campaign. <br />The measurable outcomes for the two-part regional economic strategy would be the following <br />• Increase the number and size of small, innovative firms in the Tri-Valley through strategic <br />partnering with other firms, customers, and support services. <br />• Measurable growth of region's industry specializations (i.e., scientific biomedical products and <br />services, information technology products, innovation services, and business operations). <br />• Web presence <br />• Innovators Partnering Service <br />• Innovator Forums <br />• Innovation Teams <br />~Z 7T; T-1 /1 <br />' <br />- Silicon Valley's long list of innovations is a byproduct of our greatest <br />lJI <br />1 <br />~ 1 assets-the bright people and the smart ideas that call the Valley home. <br /> Our region boasts a remarkable concentration of entrepreneurial <br /> savvy, innovative thinking, free-wheeling technical creativity, cultural <br /> diversity, and intellectual energy. <br />http://siliconval leyonli ne.org/ <br />13 <br />Below is an example of a recent regional effort by Silicon Valley to re-brand itself as a place producing a <br />broad range of innovations, not simply drive by one kind of technology. <br />