 In advanced economies, the common policy approach is that innovation in businesses flourished because of links with technology institutions, universities and other formal agencies. However, often in low-income countries, these external bodies are not as well developed. Research into how SMEs acquire innovation incrementally, and essentially do it on their own, was undertaken by Tilburg University, Radboud University, Nijmegen, with collaboration with African academic institutes. Let's take a look at three innovative business environments, a video game company in Ghana, a stone business in Uganda, and a gasket manufacturers in Kenya to get a glimpse of the findings. The environment is very key because as a game company, as a tech company that builds apps and trying to bring up the next generation of game programmers, you'd need a very supportive environment. We've been receiving quite some number of support. We had Office Space, an immediate network of like-minded companies and startups all put into one space. It was very encouraging. We've had a lot of exposure, I think, on BBC with our first game that we launched IWAR in 2009. We received international coverage. We've been on Forbes, Bass Feed, BBC Click, Al Jazeera, CNN, the US Embassy also has recommended our work. So for coverage, we've actually solidified our name as a game company from Africa. So we faced a lot of challenges and we are still facing it anyway. Our industry is very unique, banks wouldn't loan you money for a tech company. The government does not really understand what is happening. Local angel investors just don't understand the tech and it's a very risky industry for them. People also think that technology is cheap, but it costs money. So the money that you put for agriculture, you need to reserve that same amount for the technology space as well, even more. I see a growing number of game companies in other countries, Nigeria, Cameroon, Kenya. We are not just building a company in Africa, we are building a whole new industry. We will make it work. As Letty Arts illustrates, international exposure is important for not only support but benchmarking business strategy and product quality. Indeed, SME owners are told business is challenging in Africa, particularly for technology companies. Whilst there may be a lack of formal support, the research observed that what is key of business incubation and networks, particularly informal contacts, would bring together like-minded people to learn from one another about technology and running a business. However, at the same time, the research revealed that this is not taking place enough. Let's take a look at a stone company in Uganda who does not rely on a business network for development. We are members of the Uganda Small Scale Industries Association. Just like I can help anyone building with stone advice, a lot of friends and colleagues come in here and give me support. Finance, different technologies, legal professionals. I have heard a lot of works that have been implemented in Rwanda. I have heard a lot of deliveries that have taken to Nairobi. Our project is still small in Outlook and Outreach. We still don't have the capacity to do what this economy needs. We are only employing about 35 people directly. And indirectly, we are able to support about 500 or so people. Now, if this project is given the resources that it requires, I know there are employment opportunities here. We can include household incomes in East Africa. As with the stone company, most interviewed SME owners reported the absence of government support whilst highlighting the role played by other small businesses, particularly for ideas, technological and financial advice. The research also highlighted that whilst interactions with international customers increased quality and technology standards, SMEs struggled to invest in the skills and knowledge of their staff to meet demands. Let's take a look at a gasket company who have to build employees' knowledge from scratch. Gaskets are normally found within the engines of motor vehicles, so we import and we manufacture them locally also. The idea of NASA came about due to public demand to break the gap between the poor and the rich because imported gaskets were a little bit more expensive. Not everybody that started here is here now. I know of several who have started their own companies. So that's good to the environment because the skill, when someone has acquired the skill, it can teach someone else and the community will grow at large. The challenges that we have in keeping up with innovative updates is semi-skilled labor. So for us to employ a new machine or a very innovative machine, we have to have the skilled labor. So it will take time to train these people. External bodies such as the government don't really support local companies. It is very difficult for them even to know you. And the banks also cannot manage to acquire loans from a bank very easily, especially at large amounts. We will require collateral and so many other things and also their interest is very high. We have no government involvement or work. We are just alone like that. We just work hard ourselves. Most researched SME owners face a lack of skilled labor and innovativeness amongst their staff to move forward. This suggests fundamental potential for improving the links between educational institutions and SMEs. As highlighted in all three cases, governments also need to improve their relationship with SMEs by becoming a true partner, promoting local industries and technology and creating long-term stability. The involvement and interactions with business networks and stakeholders, employer federations and labor unions for instance, is equally essential for strengthening an SME innovation system.