ESCWA Workshop on “Innovation and Commercialization for Economic Development” 12-13 November, 2012 in Amman-Jordan. The presentation gives an overview on the R&D and innovation in environment in Morocco and presents the results of a study on how PhD students perceive entrepreneurship as a personal career alternative.

1. Morocco RDI & Entrepreneurial
Environment
ESCWA Regional Workshop on “Innovation and
Commercialization for Economic Development “
Prepared by : Ilyas AZZIOUI Amman: 12-13 November 2012

2. Challenges
RDI Syst Technology Transfer
Pool of ideas
System

3. Challenges
RDI Syst Technology Transfer
Pool of ideas
System

4. Challenges
RDI Syst Technology Transfer
Pool of ideas Viable Business
System

5. Challenges
RDI Syst Technology Transfer
Pool of ideas Viable Business
Researchers
with ideas System

6. RDI Syst Technology Transfer
Pool of ideas Viable Business
Researchers Technopreneur
with ideas System

7. The Approach
RDI Syst Technology Transfer
Pool of ideas Viable Business
Researchers Entrepreneur
with ideas System

8. Problématique
RDI Syst Technology Transfer
Pool of ideas
Researchers
with ideas System

9. Analyse du
Système RDI
Policy & governance
Funding
People
RDI output

10. Analyse du
Système RDI
Policy, governance and organisation
 The Strategy and Vision 2025 developed in 2006 continues to serve as the
reference for the implementation of policies and measures related to R&D.
According to this vision the main societal challenges that should drive
Moroccan research in the future are:
1. Education and training
2. Access to basic services (infrastructure, potable water, electricity,
health, etc.)
3. Fight against poverty and social exclusion
4. Other challenges: fight against the effects of drought,
environmental degradation, slums and diseases.

11. Analyse du
Système RDI
Policy, governance and organisation
 Research priorities are :
1.improving quality of life,
2. knowledge, preservation and enhancement of natural resources,
3. socioeconomic and cultural development,
4.information science and technology,
5.agriculture in difficult conditions,
6.business competitiveness and innovation,
7.risk management
8.biotechnologies.

12. Analyse du
Système RDI
Policy, governance and organisation
 The National Pact for Industrial Emergence (2009-2015): Launched by
the Ministry of Industry, Trade and new technologies, it focuses on export
oriented economic sectors where Morocco could obtain a sustainable
advantage and a high potential for growth :
1.off-shoring (client relationship management, banking and insurance,
management of payments, help desks and infrastructure management),
2. textiles and clothing,
3.automobile and aeronautics,
4.electronics,
5.agro-food, exploitation of marine resources;
6.Industrial crafts.
7.More recently added sectors include nanotechnology, biotechnology and
microelectronics.

13. Analyse du
Système RDI
Policy, governance and organisation
 The National Pact for Industrial Emergence (2009-2015):
Sectors Managers Engineers Technicians Operators Total
Off shoring 000 1 3000 10500 55000 70000
Automotive 1500 7000 9000 32500 70000
Aeronautics 300 1900 3000 9800 15000
Electronics 200 1400 2700 4700 9000
textiles and
300 2000 7500 24000 32000
leather
Agro-food 500 500 8500 14500 24000
Total 3800 15800 39400 141000 220000

14. Analyse du
Système RDI
Policy, governance and organisation
 Two main policies were driving the RDI System lately
 The Emergency programme (2009-2012) : led By the Ministry of
Higher Education and Research, the main focus was education but Project
n°14 called “Promotion of Scientific Research” was expected to absorb 72
million Euros (720 million DH) of a total budget of 4.7 billion Euros (47
billion DH)
 Morocco innovation initiative (2009-2014): led by the Ministry of
Industry, Trade and new technologies

15. Analyse du
Système RDI
Morocco Innovation Initiative
• Governance and framework:
1. Setting up a National Innovation Committee;
2.The creation of a dedicated structure (Moroccan innovation Centre);
3. Fostering a flexible and effective legal framework for innovation
•Infrastructure:
1.Technological infrastructures;
2.Technology transfer infrastructures (implementation of Innovation cities in
some universities);
3.Clusters.
• Funding & Support:
Developing a portfolio of products/schemes to support innovation;
Stimulation of the venture capital system;
Development of the intellectual property market;
Mobilisation of international funds for innovation.
• Attracting Talents:
Creation of the Moroccan Innovation Club;
Promotion of the innovation culture;
Positioning Morocco R&D and innovation offer.

16. Analyse du
Système RDI Achievements
Morocco Innovation Initiative
• Governance and framework:
legal framework: A draft law (bill) was elaborated but has yet to go through the
adoption process. The provisions of this bill focus on the following points:
•Providing incentives to young innovative enterprise (JEI);
•Providing a legal framework for spin-outs;
•Incentive scheme to encourage the recruitment of researchers (or
PhD students)
Governance: the creation of the Moroccan Centre of Innovation (CMI) and
the definition of its missions. The CMI plays a key role in managing new
funding schemes such as Intilak (up to 100,000 Euros) to support
innovative start-ups and Tatwir (up to 400,000 Euros) to support applied
R&D project within the private sector.

17. Analyse du
Système RDI Achievements
Morocco Innovation Initiative
• Infrastructure:
1.Innovation cities (Cités de l’Innovation): Four universities were selected at
this stage to host “innovations cities”. These structures will play a key role in
incubation and technology transfer activities.
2.Clusters: Four clusters were legally formed in the fields of IT ((Maroc
Numeric Cluster), microelectronics (Morocco Microelectronics Cluster),
Electronics and Mécatronics (Cluster Electrique, Mécanique et Mécatronique
du Maroc) and Sea products valorisation (Cluster Oceanopole Tan Tan). Funds
to support the launching and functioning of these clusters were also devised
and the managers of the clusters were recruited
• Funding & Support:
1.call for proposals of Intilak (up to € 100,000) to support start-ups and
Tatwir(up to € 400,000) to support applied R&D project within the private sector
were launched by the Ministry of Industry.
2.Maroc Numeric fund: Early stage VC for IT sector.
•

18. Analyse du
Système RDI Achievements
Morocco Innovation Initiative
• Attracting Talents:
several concrete actions to promote innovation and entrepreneurship culture
were identified and even implemented such as :
1. the “Innovation Trophy”, a prize to award innovative enterprises,
2. the launching of the Moroccan Club of Innovation Portal and
3. the implementation of a new entrepreneurship training module in
partnership with four higher education institutes.
.

19. Analyse du
Système RDI
Funding
GERD/GDP (2010): 0,73 %
Share of private sector R&D (2010) : 30%
Share of public sector R&D (2010): 68%
HEIs are the main players in research, they counted more than 80% of R&D
personnel (headcounts) and absorbed more than 45% of GERD in 2010.
New funding schemes for Innovation (Intilak & Tatwir).

20. Analyse du
Système RDI
People
Researchers represented a share of 1.83/103 (FTE) of the economically active
population in the 25-64 age group in 2008.
The public and private research system in Morocco counted 37,246 R&D
personnel in 2010 including 12,166 of academics in colleges and universities
and 17,686 PhD students.
Because of the meagre career prospects for researchers in Morocco, the
majority of PhD students drop out from the research system when they find Public
administration jobs. In 2009, 15,097 PhD Students were registered but only 676
PhD diplomas were delivered.
Morocco has to train about 15000 (professors-researchers or full time
researchers ) over this decade to face the research quality requirements (deemed
insufficient currently), the increasing number of students and retirement
departures.

21. Analyse du
Système RDI
People

22. Analyse du
Système RDI
RDI output
Patents: The Moroccan Industrial and Commercial Property Office received 1022
applications in 2011 against 1007 applications in 2010. 167 were filed by nationals
and the rest by foreigners. In 2011, Moroccan universities applied for 37 patents
and research institutions for 8 patents,
Publications: Moroccan scientific production numbered 2377 publications in 2010
(Scopus)

23. Problématique
Technology Transfer
Researchers
with ideas System

24. Context & background
In this study we are interested in How Moroccan PhD Students perceive
entrepreneurship by starting an innovative Start-up/Spin-off as a personal
career alternative .
190 PhD Students answered properly and returned the Questionnaire among
1000 Targeted.
Respondants: 56% Women 44% Man

25. The framework for the study
External factors Perceptions Intent
Exogenous factors
Exogenous factors Perceived
Perceived
-Gender, entrepreneurial or
Gender, entrepreneurial or desirability
desirability
working experience,
working experience, Social Norms
entrepreneurial parents,
entrepreneurial parents, Entrepreneurial
training in
training in intent
entrepreneurship,
entrepreneurship,
Nurturing environment etc.
Nurturing environment etc. Perceived
Perceived
feasibility
feasibility
Becoming an entrepreneur is intentional, planned behaviour.
(Shapero – Sokol 1982, Krueger et al 2000)

26. The framework for the study
External factors Perceptions Intent
Is it attractive ?
Exogenous factors
Exogenous factors Perceived
Perceived
-Gender, entrepreneurial or
Gender, entrepreneurial or desirability
desirability
working experience,
working experience, Social Norms
entrepreneurial parents,
entrepreneurial parents, Entrepreneurial
training in
training in intent
entrepreneurship,
entrepreneurship,
Nurturing environment etc.
Nurturing environment etc. Perceived
Perceived
feasibility
feasibility
Is it feasible ?
Becoming an entrepreneur is intentional, planned behaviour.
(Shapero – Sokol 1982, Krueger et al 2000)

27. Key findings
External factors
Independent Variables
Independent Variables
 41% pretend to have scientific skills or research results that either
have an economical potential or are patentable
60% have never participated in any kind of training in
entrepreneurship or management
 33% have at least one of their parents self-employed
 65% have at least one of their siblings/close friends self-employed
 33% have a kind of work experience in enterprise
 10% have an entrepreneurial experience

28. Key findings
Independent Variables
Independent Variables
 Only These Independents Variables have Statistically Significant effect on
entrepreneurial intention:
1- Gender: Man are more entrepreneurial than Women ⇒ gives a clear
indication to put a continuous effort on encouraging female entrepreneurship
2- Starting Business Experience has positive effect on entrepreneurial
intention
3- Work Experience In an enterprise has positive effect on entrepreneurial
intention

29. Key findings The framework for the study
External factors Perceptions Intent
Perceived
Perceived
desirability
desirability
Exogenous factors
Exogenous factors
Social Norms
-Person related
-Person related Entrepreneurial
factors intent
- Situational factors
Perceived
Perceived
feasibility
feasibility

30. Perceptions
Perceived desirability
Perceived desirability
 81% find attractive the idea of starting a university spin-off
Cumulative
Desirability Percent
Percent
Not attractive at all 2% 2%
Not attractive 3% 5%
Rather not attractive 4% 9%
No the opinion 10% 19%
Rather attractive 22% 40%
attractive 36% 76%
Very attractive 24% 100%

31. Key findings
Incentives to start a business
1. To improve skills & widen career
perspectives
2. To improve the image of research
& its social impact
3. Money
4. Autonomy, challenges, New
environment

32. Key findings
Incentives to start a business
1. To improve skills & widen career
perspectives
2. To improve the image of research
& its social impact
3. Money
4. Autonomy, challenges, New
environment
Deterrents to start a business
1. Bankruptcy (financial risk)
2. To live a very risky and dubious
situation
3. Not to have spare time for leisure
activities, family, friends
4. Stress and anxiety about the
success of the project
5. To lose contact with academia

33. Key findings
PhD students who are more
interested in entrepreneurship
are:
-more motivated by positive
consequences of entrepreneurship
- less deterred by negative
consequences of entrepreneurship

34. The framework for the study
External factors Perceptions Intent
Perceived
Perceived
desirability
desirability
Exogenous factors
Exogenous factors
Social Norms
-Person related
-Person related Entrepreneurial
factors intent
- Situational factors
Perceived
Perceived
feasibility
feasibility

35. Perceptions
Perceived feasibility
Perceived feasibility
 71% believe that they are able to start a university spin-off?
Cumulative
Self efficacy Percent
Percent
Completely unable 3% 3%
Unable 3% 5%
Rather unable 9% 14%
Neither able nor unable 15% 29%
Rather able 33% 62%
Able 29% 91%
Completely able 9% 100%

36. PhD students who are more
interested in entrepreneurship
trust more their skills and
competences to carry out various
tasks necessary to starting a
university spin-off.

37. The framework for the study
External factors Perceptions Intent
Perceived
Perceived
desirability
desirability
Exogenous factors
Exogenous factors
Social Norms
-Person related
-Person related Entrepreneurial
factors intent
- Situational factors
Perceived
Perceived
feasibility
feasibility

38. Key findings
Entrepreneurial Intent
Entrepreneurial
1. 88% would seriously consider becoming an entrepreneur If
they find commercial application for their research
results/skills
2. 61% think it’s probable that they will start their own business
in the next 5 years?
3. 63% would prefer entrepreneurship If they had to choose
between setting up their own business or being an employee
(on salary)
4. 75% have interested in either to create or take part in the
creation of a university spin-off.

39. Key findings
Profile of intentionals
Profile of intentionals
• 72% of the intentionals are ready to abandon a job in public
administration to start their business
• 50% want to participate in both capital and work, 39% only in work
• 24% want to be the major founder, 51% one of the major founders,
14% scientific counselor
•5% want to occupy managerial position, 40% Scientific or technical
position, 51% Occupy both managerial and technical position

40. Key findings
Major Perceived Obstacles
The major perceived barriers that impede the translation of the entrepreneurial
intentions into start-up actions are:
1. Access to funding (89 citations) ,
2. lack of skills and information (72) ,
3. Administrative bureaucracy (45),
4. The gap between research and the market (33),
5. Lack of support (infrastructure, expertise, counselling …) ,
6. Risks (bankruptcy, failure),
7. Lack of ideas and opportunities, competition in the market
8. Social environment.

41. Key findings
Comparison of intentionals with
Comparison of intentionals with
incubatees
incubatees
Except for the management of
Intellectual property issues
Incubatees trust more
themselves in carrying out the
required tasks

42. To Sum Up
 A strong interest of Moroccan PhD students in the creation of innovative
companies based on performance or skills of research. (81%: attractive); ( 71%:
feel able); ( 75%: interested in starting a spin-off).
 The major perceived barriers that prevent the transformation of entrepreneurial into
innovative business are in order of importance:
1. access to finance,
2. lack of skills and access to information and training,
3. bureaucracy and red tape,
4. the nature and level of research in Morocco,
5. the risks (including financial risk and the risk of failure),
6. inadequate system of support for entrepreneurship, environment and social
norms

43. To Sum Up
 Overall, PhD students who are interested in entrepreneurship:
• tend to link entrepreneurship with positive consequences,
• they are less hampered by the negative consequences of starting a business,
• perceive more encouragement from their social environment and are more
sensitive to the views of some social groups that compose it,
• they also feel more able to create a university spin-off and perform the required
tasks.
 Comparison between the perceptions of PhD students who are interested in
entrepreneurship and the more realistic views of incubatees has shown the existence
of a number of significant differences on several levels. Indeed, Incubatees:
• feel more motivated by the perspectives of profit, autonomy,
• less hampered by the negative consequences of entrepreneurship,
• less responsive to the views of their social circle and
• consider themselves more capable to perform different tasks critical to business
creation

44. Key findings
Importance from incubatees point of view
Importance from incubatees point of view
1. Risks assessment
2. Identify relevant information about markets, potential clients et competitors
3. Negotiation and selling skills
4. Attract shareholders, private equity investors.
5. Find prospective industrial partners, client, suppliers etc.
6. Ensure the administrative and legal steps to start the business
7. Planning the creation process
8. manage and design the strategy of the start-up, team building and human
resources management
9. Handle IP issues

45. Technology Transfer
Researchers
with ideas System

46. Background
s
ersitie
n Univ
r occa
eof Mo 2008 
l r ol
no mica Turning point:
o -eco RMIE: missions &
a soci 2005
structure?
ds
Towar 
Effective start of MISN
2002
2000 
1999 Authorities + France (FSP) : National pgm of
 technology transfer (IMIST, RDT, RGI et MISN)
Charte COSEF LAW 01-00
Rapprochment University- Role of the university in
entreprise :priority the dvlpt of the country

47. MISN
Funders et pilots :
- Ministry of Higher Education
- Ministère of Commerce et Industry
- CNRST (Coordination of the
network)
- SCAC (France)
Training & Expertise :
PFinancing
- Association R&D Maroc
- FBPCE (Popular Bank Foundation) MISN - Seed Capital Sindibad
- OMPIC
(IPR)
6 Incubators

48. MISN
International Vision to technology Financial support to the projects
transfer & Incubation Policy hosted in incubators (members of
  MISN)
Development of innovative start-ups Raise awareness about innovation
& spin-off creation in Morocco & entrepreneurship
 MISN Missions 
Training of human resources involved   Professionalization of incubators
in the emergence of spin-offs Promoting Best Practices

49. Some numbers
2005-2008
Global amount
6 500 000 dh
grants for projects 10 Structures members
 
72 months 6 Active Incubators
allowances 
living expenses 
Incubatees 70 Submitted Projects

Training to Incubatees 
30Supported Projects
Trainings  
Incubators Assistants


12 projects finished 18 Projects
incubation abandoned-failed

50. Marketing of incubators
Moroccan Cases
Casablanca Technopark Al Akhawayn University Marrakech University
Incubator Incubator Incubator (IN MA)
- Company: 35% Public Private University (Non profit Public University
65% Private (for profit organization)
organization) Location : Ifrane mountainous Location : Marrakech 1st
Location : Casablanca city in the middle Atlas at 60 touristic city.
economical capital Km from Fez & Meknes Target Sector: Research
Target Sector: ITC Target Sector: ITC, based Spin-offs all fields.
Biotechnology, E-business

51. Incubation Context
Generate Development Start Consolidate
1. 2. 3. 4.
Research Ideas Projects
Value/wealth
Enterprises
Results Creation
University culture Protection/Patent Access to resources Risks:
- « publish or perish » - IP management -intangibles
- Foster - Share of royalties -tangibles -Delocalization
Entrepreneurship + material
-Promotion System Development + finances - Change of
-Technological Trajectory
prospecting (prototype) Relations between
-Commercial (business University… - Commercial
Evaluation plan) -…Spin-off dependence
-technological -…professor, business
-commercial Funding creator
-managerial Development grants
Seed Capital
Source : Prinay (2000)

52. Incubation Context
Generate Development Start Consolidate
1. 2. 3. 4.
Research Ideas Projects
Value/wealth
Enterprises
Results Creation
University culture Protection/Patent Access to resources Risks:
- « publish or perish » - IP management -intangibles
- Foster - Share of royalties -tangibles -Delocalization
Entrepreneurship + material
-Promotion System Development + finances - Change of
-Technological Trajectory
prospecting (prototype) Relations between
-Commercial (business University… - Commercial
Evaluation plan) -…Spin-off dependence
-technological -…professor, business
-commercial Funding creator
-managerial Development grants
Seed Capital
Source : Prinay (2000)

53. Incubation Context
Generate Development Start Consolidate
1. 2. 3. 4.
Research Ideas Projects Enterprises
Value/wealth
Results Creation
University culture Protection/Patent Access to resources Risks:
- « publish or perish » - IP management -intangibles
- Foster - Share of royalties -tangibles -Delocalization
Entrepreneurship + material
-Promotion System Development + finances - Change of
-Technological Trajectory
prospecting (prototype) Relations between
-Commercial (business University… - Commercial
Evaluation plan) -…Spin-off dependence
-technological -professor, Business
-commercial Funding creator
-managerial Development grants
Seed Capital
Source : Prinay (2000)

54. Incubation Context
Generate Development Start Consolidate
1. 2. 3. 4.
Research Ideas Projects
Value/wealth
Enterprises
Results Creation
University culture Protection/Patent Access to resources Risks:
- « publish or perish » - IP management -intangibles
- Foster - Share of royalties -tangibles -Delocalization
Entrepreneurship + material
-Promotion System Development + finances - Change of
-Technological Trajectory
prospecting (prototype) Relations between
-Commercial (business University… - Commercial
Evaluation plan) -…Spin-off dependence
-technological -…professor, Business
-commercial Funding creator
-managerial Development grants
Seed Capital
Source : Prinay (2000)

55. Presentation of
RMIE
Financers & pilots :
- Ministry of Higher Education
- Ministry of Commerce & Industry
- CNRST (Prime Contractor)
- French Embassy
Training & Expertise :
Post-creation
- Association R&D Maroc
Financing
- FBPCE RMIE
- OMPIC - Seed Capital Sindibad
6 Incubators (active)

56. Presentation of
RMIE
International Vision to technology Financial support to the projects
transfer Policy (RETIS, MENAinc) hosted in incubators (members of
  RMIE) 25 000 US $
Development of innovative enterprises Raising awareness of
creation in Morocco (assistance + expertise) entrepreneurship
 RMIE Missions 
Training of human resources involved   Professionnalization of incubators
in the emergence of spin-offs Promoting Best Practices (training)

57. Incubation Context
Generate Development Start Consolidate
1. 2. 3. 4.
Research Value/wealth
Ideas Projects Enterprises
Results Creation
Financial Sector
Universities
Technology Business
Incubators
Clusters Clusters
Entrepreneurship centers
Authorities
Source : Prinay (2000)

58. Incubation Context
Generate Development Start Consolidate
1. 2. 3. 4.
Research Ideas Projects Enterprises
Value/wealth
Results Creation
Universities
Challenges
- Clarification of relations between researcher-
creator-Spin-off & university
- Development of the entrepreneurial culture
- Alleviation of the administrative burden –
- Enhancing the quality of economic
evaluation
- Improvement of the IP management

59. Incubation Context
Generate Development Start Consolidate
1. 2. 3. 4.
Research Ideas Projects Enterprises Value
Results Creation
Financial sectors
Universities
Levers of improvement
- Diversification of financial tools (One seed
Capital, No business angels, venture capitalists)
- Easing access to credit (Doing business
World bank- ranked Morocco 143rd place
regarding access to credit).
Source : Prinay (2000)

60. ‫التمويل!!!!!‬
‫توليد‬ ‫تطوير‬ ‫إنشاء‬ ‫نمو‬
‫.1‬ ‫.2‬ ‫3‬ ‫.4‬
‫نتائج الحبحاث‬ ‫أفكار‬ ‫مشاريع‬ ‫مقاولت‬ ‫قيمة مضافة‬
‫شباب, حباحثون‬
‫ا‪Grants‬‬ ‫القروض الرأسمال المخاطر/المغامر‬
‫لمنح‬ ‫‪Private equity‬‬ ‫‪Loans‬‬
‫تسبيق مقرون بالسداد‬
‫في حالة النجاح‬
‫‪Reimbursable loans‬‬
‫‪in case of success‬‬
‫)0002( ‪Source : Prinay‬‬

61. ‫التمويل!!!!!‬
‫توليد‬ ‫تطوير‬ ‫إنشاء‬ ‫نمو‬
‫.1‬ ‫.2‬ ‫3‬ ‫.4‬
‫نتائج الحبحاث‬ ‫أفكار‬ ‫مشاريع‬ ‫مقاولت‬ ‫قيمة مضافة‬
‫شباب, حباحثون‬
‫السلطات العمومية‬
‫ملئكة الستثمار‬
‫‪Public Money‬‬ ‫‪Business Angels‬‬
‫المستثمرين المغامرين‬ ‫البنوك‬
‫الصناديق المختلطة‬ ‫‪banks‬‬
‫‪VC‬‬
‫‪Mixed funds‬‬
‫القطاعين العام و الخاص‬

62. Incubation Context
Generate Development Start Consolidate
1. 2. 3. 4.
Research Ideas Projects Enterprises Value
Results Creation
Technological business
Incubators
Challenges
- Reinforcing autonomy towards universities
( Inadequate management)
- Recruiting experienced professionals in
business support  Provide adequate
business assistance
- Incubation and business creation definition?

63. Incubation Context
Generate Development Start Consolidate
1. 2. 3. 4.
Research Ideas Projects Enterprises Value
Results Creation
Financial Sector
Universities
Technology Business
Incubators
Clusters Clusters
Put In place national Regional
Clusters
Source : Prinay (2000)

64. Incubation Context
Generate Development Start Consolidate
1. 2. 3. 4.
Research Ideas Projects Enterprises Value
Results Creation
Financial Sector
Universities
Technology Business
Incubators
Clusters Clusters
Entrepreneurship centers
Encourage Research on
entrepreneurship.
Courses/trainnig on Business creation
Source : Prinay (2000)

65. Incubation Context
Generate Development Start Consolidate
1. 2. 3. 4.
Research Ideas Projects Enterprises Value
Results Creation
Financial Sector
Universities
Technology Business
Incubators
Clusters Clusters
Entrepreneurship centers
Authorities
Innovation Law
Source : Prinay (2000)

66. Incubation Context
“Valley of Death”
Inc
ub
The Darwinian Sea
ato
rs
Basic
Research
Lack of Skills
Lack of $
Invention •Research •Innovation: new
Innovation
•Invention
Viable
•business
Business
New Business

67. ‫ولكن أحل م الرجال تضيق‬ ‫لعمرك ما ضاقت حبل د حبأهلها‬
‫شكرا على حسن الغصغاء‬
ً
‫مع تمنياتنا للجميع‬
‫بالتوفيق‬ Contact azzioui@cnrst.ma
Tél: +212 537 56 98 42
National Centre for Scientific and Technological
Research
www.cnrst.ma