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Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
Venturelab Twente softlanding and new business incubation
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Venturelab Twente softlanding and new business incubation

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The University of Twente in The Netherlands has 30 years of experience in supporting new high-tech company support. The University has developed itself as an incubator with many support mechanisms. …

The University of Twente in The Netherlands has 30 years of experience in supporting new high-tech company support. The University has developed itself as an incubator with many support mechanisms. The pre-incubator facility VentureLab Twente is focussing on high-tech high growth and welcoming also softlanders. This was presented by Aard Groen and Jaap van Tilburg at NBIA's conference in Kansas in april 2009 using this slideshow.

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  • 1. Global Perspective European Business Incubation Programs By Aard Groen and Jaap van Tilburg Dutch Institute for Knowledge Intensive Entrepreneurship Nikos - University of Twente The Netherlands NBIA - Kansas - 22 April 2009
  • 2. Presenters background
    • Aard Groen
    • Professor knowledge intensive entrepreneurship
    • Director of Nikos
    • Jaap van Tilburg
    • Entrepreneur
    • Senior consultant and CEO incubators at Nikos
  • 3. Presentation
    • Technology-oriented Business Incubators in Europe, trends and challenges.
    • Cases Twente University
    • VentureLab Twente, Your Gateway to success in Europe
    • Q&A
    • Links
  • 4. EU Survey’s on Incubators (nr=source)
    • EU Survey in 2002: Benchmarking of Business Incubators
      • Download:http://ec.europa.eu/enterprise/entrepreneurship/support_measures/incubators/index.htm
    • Worldbank Survey in 2006: Incunomics
      • Download:http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1340211
    • Nensi project in 2008: Nensi Guide
      • Download:http://www.nensi.eu/a_data/nensiGuide2008.pdf
    • National survey’s
    • Own experience last 30 years
  • 5. Definition Business Incubator (1)
    • an organisation
    • that accelerates and systematises
    • the process of creating successful enterprises
    • by providing them with a comprehensive and integrated range of support,
    • including:
    • incubator space, business support services, and clustering and network opportunities
  • 6. Incubator business support instruments (3)
    • Premises
    • Coaching/Mentoring
    • Initial competence diagnosis
    • Business plan support
    • Training
    • (Test)use equipment
    • 1stline, generic support
    • External professional advice and consultancy
    • Access to seed and venture capital
    • Threshold lowering, support budget
  • 7. Distribution of 936 BIs accross the EU (2)
  • 8. Figures and trends
    • Rapid growth 48% < 5 years old (2)
      • especially in Middle and Eastern Europe
    • 5,500+ people work in Europe’s business incubators, offering services to around 24,000 firms (2)
    • Not for profit 70% (2)
    • Focus on innovative firms 58% or a niche 29% (2)
    • Strong diversity
      • In key dimensions like internal organization and services (2)
      • In neighboring and relatively similar economies (2).
  • 9. Figures (n=170) (% respondents)(2)
    • Year BIs began operations
    • 1981-1985 6%
    • 1986-1990 8%
    • 1991-1995 14%
    • 1996-2000 25%
    • 2001-2005 44%
    • 2005- 4%
    • Tenant firms currently in BIs
    • 1-10 27%
    • 11-20 31%
    • 21-30 16%
    • 31-40 8%
    • 41-50 6%
    • 51-60 5%
    • 61- 8%
  • 10. More figures (n=170) (% respondents)(2)
    • Sources of sponsorship
    • Publicly sponsored 48%
    • Privately sponsored 12%
    • Mixed sponsorship 38%
    • Financial services offered by BIs
    • Assistance in financial planning 79%
    • Referrals to a network of investors 76%
    • Non-reimbursable grants paid from public funds 41%
    • Loans tied to added-value business services 12%
    • Seed capital in return for equity 23%
  • 11. Challenges
    • Concepts for Middle and Eastern Europe (5)
      • Start-up training and Businessplan competition in SE Europe
    • New dynamics in Western Europe
      • Develop virtual incubation services (1)
      • Make management services profitable (2)
      • Clustering and networking of incubators (5)
      • Diversify and innovate incubators (5)
  • 12. Q&A on Incubation in Europe
  • 13. Incubator programs Twente University
    • Geography
    • Regional profiles
    • Incubator programmes
    • VentureLab Twente
  • 14. Twente – The Netherlands Business & Sciencepark Enschede University Germany
  • 15. Business & Sciencepark Enschede
    • 40 hectares
    • 250 companies
    • www.sciencepark.nl
  • 16. Profiles Twente
    • Region Twente : Former textile, 500.000 inhabitants
    • Largest city is Enschede : 155.000 inhabitants
    • University of Twente : E ntrepreneurial research university, founded in 1961. Staff: 2.700, Students: 8.000 www.utwente.nl
    • NIKOS : The Dutch Institute on Knowledge Intensive Entrepreneurship with a focus on “Entrepreneurship in Networks”. Staff: 50 www.utwente.nl/nikos
    • Start incubator programs: 1984
  • 17. Twente incubator schemes KEB / VentureLab Money Networks Tasks and skills Strategy Phase Role (4S) TOP scheme BTC incubator / Mesa+ incubator / High Tech Factory 1. Opportunity recognition 2. Opportunity development 3. Opportunity exploitation
  • 18. Twente University Incubator schemes VentureLab TOP scheme Mesa+ incubator BTC incubator …. enlargement KEB …. franchise High Tech Factory 1980 - 1989 1990 - 1999 2010+ 2000 - 2009
  • 19. BTC-Twente incubator (since 1983)
  • 20. BTC figures
    • Number 1 choice in Europe by Control Data Corp.
    • Founded in 1981, operational begin 1983
    • Net space 4,000 sqm
    • In 26 year 450 tenants and 4,000 new jobs
    • Average stay: 3,5 years
    • Educational background : 85% university
    • Business failure: 4%
    • BTC runs now also 3 other incubator buildings
    • New: Enlargement (+ 10,000 sqm) & Management Services)
    • More: www.btc-twente.nl
  • 21. TOP program (since 1983)
    • Support in business plan and finding university link
    • University mentor (synergy!)
    • Use of University facilities, laboratories etc.
    • Business mentor
    • Use of University network and image
    • Support by TOP committee
    • Interest free loan of € 20.000 (increased since 2006)
    • www.utwente.nl/top
  • 22. “ Spin-off entrepreneur is excellent human bridge between university and business community”
  • 23. Number of Top companies 1976–2007
  • 24. TOP Impact on Research Groups
    • Development of new expertise center / facilities
    • Continuation of existing facilities
    • Income from use of equipment and expertise
    • Joint R&D projects
    • Student & graduate positions
    • Additional expertise/sparring partners on arm’s length
    • Inspired by network of entrepreneurs and sme’s
    • Test and external application of knowledge in market
    • New ideas for research
  • 25. Mesa+ incubator / High Tech Factory
      • 450 Researchers in nanotechnology
      • Turnover € 35 mjn (55% in competion from external sources)
      • Incubator cleanroom facilities: Ca. 30 spin-off companies
      • Planning High Tech Factory for joint production facility
        • 40 Companies
        • Start 2010
      • Mesa+ international ventures
      • http://www.mesaplus.utwente.nl/Starting_entrepreneurs
  • 26. KEB – (since 2003)
      • Groups of 50-60 participants (6x) + individual participants
      • In one location of 1,000 m2
      • For 5-6 month fulltime
      • Start without business idea
      • Facilities, training, coaching, networking
      • Realized KEB projects: 7 in 3 locations
      • Rural -> City -> International
      • (Inter)national expansion via franchise
  • 27. KEB project - Results
      • Participants: 490 (first 5 groups)
      • 190 (40%) started own company
      • 73 (15%) are still preparing start
      • 39 (8%) stopped company
      • 78 (16%) did not start company
      • 21% unknown
      • Employment provided: 389
        • 195 entrepreneurs
        • 62 partners
        • 132 employees
  • 28. Venture Lab Twente: Realising ambitions with High Tech Prof. Dr. Aard J. Groen Professor of Innovative Entrepreneurship
  • 29. A story: High tech start up (University Spin Off)
    • High tech start up
    • Patented technology
    • Strategic alliance with a large company who could enter this technology in a mass-production market, very high potential for high growth of value creation.
    • Demands from the firm to work 1-1,5 year on product development in stead of technology research, but….
    • Owner makes a sail trip around the world
    • Other applications with time to market of >5 year are more interesting (as technology research)
    • Fails to develop the mass-production product…...
  • 30. Growth?
    • On average 10 fte / spin off
    • Some larger examples:
    • PNO-consultants 500 employees (subsidy advice)
    • Booking.com (500 empl.) Sold to Priceline.com (Nasdaq)
    • Switch 100 employees (IT services)
    • C2V; Lionix; Micronit 40-60 employees (Nano-tech based)
    • Fast technology top 50 of Deloitte: Virtu secure (recently sold to equinix (Nasdaq) Xsens (sensors for place and movement) Topicus; (IT in education)
    • Micronit; (lab-on-chip) ;
  • 31. Basic research question:
    • How come that technobased firms are developing so differently? How to explain differences in growth? What can be done to support firms to realize their potential?
    • Theoretical perspectives: drawing on entrepreneurship process social system theory technology dynamics searching multi-level, multi-dimensional actor oriented perspective to be able to describe, explain and design entrepreneurial processes in networks.
  • 32. The entrepreneurial process Imagination Opportunity recognition Opportunity development Value creation Entrepreneur Network
  • 33.  
  • 34. Social system model (4S) a.o. Groen et al, 2008 Scale Economic adaptation leading to efficient production ECONOMIC CAPITAL Social networking SOCIAL CAPITAL Skills & values Pattern maintenance based on culture, knowledge, rules etc. CULTURAL CAPITAL Scope Goal attainment using strategies, power STRATEGIC CAPITAL Social networking SOCIAL CAPITAL Businessactor Academic actor Skills & values Pattern maintenance based on culture, knowledge, rules etc. CULTURAL CAPITAL Scope Goal attainment using strategies, power STRATEGIC CAP. Scale Economic adaptation leading to efficient production ECONOMIC CAPITAL Network Integration of scope, skill, scale in social interaction
  • 35.  
  • 36. 4 S Business support Model Nikos Entrepreneur and Enterprise Scope: From Idea to Strategy Social Network- Contacts Skills: Patterns of Organisation Scale of Economy: Financial means
    • Ideas
    • Assessing the opportunity
    • Strategic processes
    • Business plan
    • Culture, values, norms
    • Facilities
    • Personel arrangements & Systems
    • Knowledge
    • Contacts with:
    • Clients
    • Suppliers
    • Experts
    • Colleagues
    • support agents
    • Own capital
    • Bridging development period
    • Financing investments - Seed & Venture Capital - Loans
  • 37. Reasons for small growth Mono-disciplinary teams (tech) Management skills Strategic drift technology/market Small ambition “ Death valley” Long time to market High costs-high risk Little VC available Academic networks too little market networks Balancing weak- strong ties Entrepreneur and Enterprise Not market oriented Scope: from idea to Strategy Social Network- Contacts Skills: Patterns of Organisation Scale: Economy: Financial means
    • Ideas
    • Assessing the opportunity
    • Strategic processes
    • Business plan
    • Culture, values, norms
    • Facilities
    • Personelarrangements & Systems
    • Knowledge
    • Contacts with:
    • Clients
    • Suppliers
    • Experts
    • Colleagues
    • support agents
    • Own capital
    • Bridging development period
    • Financing investments - Venture Capital - Loans
  • 38.
    • Entrepreneur high ambition
    • Product and market with large (world) potential
    • Multi disciplinary entrepreneurial team from beginning
    • Sufficient venture capital in early phase
    Four success factors for growth* (Leuven, Stanford, Cambridge) * Martijn Enter; Identifying factors that contribute to high-groth knowledge intensive ventures; Nikos , February 2006
  • 39. Support instruments
    • Culture, values, norms
    • Facilities
    • Personelarrangements & Systems
    • Knowledge
    • Ideas
    • Assessing the opportunity
    • Strategic processes
    • Business plan
    • Contacts with:
    • Clients
    • Suppliers
    • Experts
    • Colleagues
    • support agents
    • Own capital
    • Bridging development period
    • Financing investments - Venture Capital - Loans
    Knowledge & Space Organisational support Strategic Coach Soft loans Participation Contacts Brokerage Entrepreneur and Enterprise Coaching, Training & Courses Scope: from idea to Strategy Social Network- Contacts Skills: Patterns of Organisation Scale: Economy: Financial means
  • 40. Training program Follows the value creation process in relation to 4S model and 4 teamroles VALUE CREATION Opportunity recognition Opportunity preparation Opportunity exploitation CTO/COO Culture Capital CFO Economic Capital CEO Strategic Capital CMO Social Capital
  • 41. Characteristics of successful support of entrepreneurial processes
    • Multi-dimensional (strategy, organisation, networking, economics)
    • Multi-level networking: firm level, regional level, global networks enhancing University Industry Interaction across technological fields
    • Multi-actor: combining heterogeneous competencies e.g. creativity,technology, and marketing competencies
  • 42. What is VentureLab Twente? – the Design
  • 43. Inspirations for designing VentureLab
    • KEB for Group Approach
    • Group based: n=60, 4-6 months, full time – 3 days/week (women from 15% to 50%)
    • Intensive training, ideas brought in, process of enterprise concept development
    • TOP for University Interaction
    • How to connect with academics
    • Use of university facilities
  • 44. Advisors Technology Screening Process Research institutes / firms Participants 100 Interested Individuals Screening Process TOP-Teams Training Program Lecture Project ‘ normal’ Company Staff & Entrepreneurs Instructors e.g. TOP Follow up (support) Network (eg. VC’s) Design Venturelab Twente Selection & Matching High AmbitionCompany 60 selected Individuals TIMELINE Month 1 Month 4-12 Month 2 Month 4-6 Month 3
  • 45. Characteristics of VentureLab Twente Ventures
    • Culture, values, norms
    • Facilities
    • Personelarrangements & Systems
    • Knowledge
    • Ideas
    • Assessing the opportunity
    • Strategic processes
    • Business plan
    • Contacts with:
    • Clients
    • Suppliers
    • Experts
    • Colleagues
    • support agents
    • Own capital
    • Bridging development period
    • Financing investments - Venture Capital - Loans
    COO / CTO Balanced teams operations organized, Q-systems in place & product offering
    • CEO
    • Clear Growth ambition
    • Strategic focus
    • developed T-M-O
    • strategic process/network
    • path of value creation/exit
    CFO Managing cash flow rounds of investment FFF Venture capital (Formal-informal investors) CMO Strong connections with market (suppliers-clients) Managing strong & weak ties (in business & academic world) Entrepreneur and Enterprise Entrepreneurial and market orientation Scope: from idea to Strategy Social Network- Contacts Skills: Patterns of Organisation Scale: Economy: Financial means
  • 46. Target Groups VentureLab Twente
    • Graduates and PhD’s who want to become entrepreneur
    • Serial entrepreneurs in high tech
    • SME’s new business developers
    • Large firm new business developers
    • Soft landing incoming entrepreneurs from abroad
  • 47. High Tech / High potential Group based selection process
    • Self selection + continuous assessment
    • Intensive training, general ideas brought in, process of enterprise concept development
    • Selection of high potential T-M-F teams matched with high potential business concepts
    • Small group/personal coaching with high level business coaches
    • Network with international VC-funds, CTO’s, universities, industrial partners …
    • Office space 1000m2 and equipment/facilities
  • 48. Expected Results
    • Groups of 20-40 persons
    • 15 firms based on own idea development of participants (after 5 years 12 firms, employment >120)
    • 2-3 firms based on high potential ideas matched with teams based on selection during program (after 5 years, 1-2 firms, employment >250)
    • 3 groups per year, 3 years  employment after 8 year >3000
  • 49. VentureLab Twente - summary
      • (Inter)national groups of participants
      • Potential high-tech entrepreneurs
      • Ambition for high growth
      • Link to research and business community
      • Multi disciplinary entrepreneurial teams
      • Support by training, experts, coaches, CEO’s, VC’s etc.
  • 50. Further information
    • www.utwente.nl/nikos
    • www.utwente.nl/top
    • www.venturelabtwente.com
    • www.kansrijkeigenbaas.nl
    • www.kennispark.nl
    • www.sciencepark.nl
    • www.btc-twente.nl
    • www.tpoint.eu
    • www.epis.org.uk
    • www.nensi.eu
    • www.mesaplus.utwente.nl/starting_entrepreneurs
  • 51. Thank you for your attention, time for Q&A Aard Groen a.j.groen@utwente.nl Jaap van Tilburg [email_address] Your gateway to success in Europe!

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