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Organizing & operating_strategy_of_incubator



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  • Mr Juan Miguel Luz, President, International Institute of Rural Reconstruction, guests and dear friends, I thank the International Institute of Rural Reconstruction for giving me this opportunity to speak on “ Making technology pay off for rural enterprises: Managing the human resource requirements for enterprise development in rural areas’. This presentation will be illustrating how the Institute I head, the International Crops Research Institute for the Semi-Arid Tropics, goes about empowering the rural poor with its wide array of technologies that facilitate rural enterprises.


  • 1. Organizing & Operating Strategy of incubator By SM. Karuppanchetty Deputy COO Agri-Business Incubator
  • 2. Elements of Operations Mgmt
    • Administrative functions
    • Assessment & Client intakes
    • Basic Support offered to clients
    • Contracting & outsourced services
    • Managing for Quality
    • Marketing management & Public relations
    • Planning, Monitoring & Evaluation
  • 3. Administrative functions
    • The task of managing an Incubator consists of interpreting the objectives proposed by the organization and turning them into corporate actions designed to attain these objectives
  • 4. Assessment & Client intakes
    • Terms of selection
    • Application
    • Evaluation by SAC ( Sound idea, Competent team, Market potential, Resources availability, Synergy)
    • Recommendation by AB
    • MOU/Service agreement
  • 5. Basic Support offered to clients
    • Technology Consultancy
    • Direct, Clients & Through partners
    • Product, Process or Validation
    • Business consultancy
    • Business planning, FS, Marketing, HR
    • Escort services
    • Banking, Investment, Licenses, Business development
    • Infrastructure & Leasing
    • Trainings
    • Awareness camp, TEDP,CP
    • Support services
  • 6. Contracting & outsourced services
    • The purpose is to define all the stages of the process of seeking, selecting and contracting services the incubator. In order for this process to take place properly, it is essential that the incubator manager have a database listing qualified providers of specialized services
    Indicators and Goals Compliance with performance deadlines Quality of service rendered Technical staff Service warranty Customer care After-sale services Examples Technology & training (ETC, JNTU) Maintenance & transport (FES, Sai,LabS)
  • 7. Managing for Quality
    • A fundamental definition of quality is conformance to requirements
    • Stages/Critical Issues
    • Client Satisfaction   pleasing your costumers, not only keeping them from annoyances. Quality assurance should focus both on costumer satisfaction and in internal business processes and procedures
    • Understanding Client Expectations When measuring client expectations incubator managers should take into consideration several issues like culture, prevailing social structures, existing competitive conditions, the local economic situation and legal and regulatory aspects
    • Innovation – Any organization reaches quality management and total client satisfaction when it is able to innovate. Innovation on customer services demands creativity and perception of what would surprise the client company
    • Staff Involvement - Recognize that people is the most important resource, and that employees have knowledge and experience to contribute.. Incubator managers should transform their staff into real entrepreneurs themselves
    • Indicators and Goals
    • Client companies level of satisfaction
    • Stakeholders level of satisfaction
    • Incubator growth and development
  • 8. Marketing management & PR
    • Marketing planning that decides on the best strategy for promoting the program is crucial for bringing in new partners and retaining current backers, as well as attracting candidates for incubation and achieving the acknowledgement of society.
    • Stages/Critical Issues
    • 1)    Creating a Brand and Positioning it on the Market.
    •   2)    Establishing a Business Communications System.
    • 3)    Price Policy.
    • 4)    Prospecting New Clients.
    • a)   Hosting community events at the incubator facilities
      • b)   Offering technology breakfasts at the incubator facilities
      • c)   Participation by the manager in events held by professional associations, clubs and social events;
      • d)   Organization of lectures and seminars at academic establishments
      • 5)    Promotion (Brochures, Video, Exhibits, Web)
      • 6) Public Relations Media, Network and relations
  • 9. Planning, Monitoring & Evaluation
    • The planning, monitoring and assessment process consists of drawing up the strategic and Business Plans for the incubator, as well as reviewing/updating and assessing the outcome
    Stages/Critical Issues   1)  Preparation of the strategic planning and business plan for the incubator-The Business Plan is a tool for ongoing use, as it is the vector that guides the strategic actions of the incubator 2)  Updating the Business Plan-As the main management tool, the Business Plan must be constantly monitored in order to be effective, so that updates and modifications can be introduced rapidly, adapting it to market demands and prospects and ensuring that the incubator offers competitive services to the enterprises 3)  Monitoring and Assessment-These Performance indicators should provide quantitative and/or qualitative information when compared to the targets or standards established previously, indicating whether the activities being implemented are properly aligned or whether they require correction
  • 10. Thank you