Spin up entrepreneurship training and coaching programme for USO


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SPIN-UP Entrepreneurship Training and Coaching for University Spin-Offs
SPIN-UP is a project financed by the Erasmus Programme under the Lifelong Learning Programme from the European Commission.

SPIN-UP aims to contribute to the development of Key Entrepreneurial Skills in University Spin-Offs by creating a specific Training and Coaching Program and by providing guidelines to help Higher Education Institutions integrate entrepreneurial learning into their curricula.

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Spin up entrepreneurship training and coaching programme for USO

  2. 2. What are University SPIN-Offs(USO)?USO firms are defined as newlyestablished firms that bringuniversity knowledge to market(Pirnay et al., 2003).
  3. 3. Why are USO important?USO have a critical importancefor a competitive knowledgebased economy (Rothwell andZegveld, 1985; Mansfield, 1998;Martinelli et al., 2008), as theyare responsible for the creationof: • innovative services and products of high added value and high transferable profile in the international market • new knowledge based jobs
  4. 4. The growth challenge for USO• Most USO are not larger than 10 employees after six years of survival. (P. Mustar, 2007)• USO in Delft (Netherlands) have faced an average annual growth of 0.84 full time equivalent (fte), roughly in the years 1998 to 2006. Idem Spin-Offs in Trondheim (Norway): 0.89 full time equivalent (fte). (D.P. Soetanto, 2009)• USO in Delft (NL) have faced an average annual growth of 1.0 full time equivalent (fte), in the years from founding of the firm up to 2010. (Fadilah, Van Geenhuizen and Taheri, 2012)
  5. 5. • Legal framework (IPR and Researchers employment status) • Finance Gap • Knowledge GapMain barriers hamperingUSO’s growth
  6. 6. •USO initial lower performance is highly influenced by theirfounders who have more extensive formal education and lessextensive managerial skills than the founders of otherindependent start-ups (Vendrell and Ortin, 2007)•The knowledge gap of USO is a basic reason for the lack ofgrowth. This gap concerns the lack of entrepreneurialknowledge and skills by the entrepreneur (Franklin et al, 2001)•Academic entrepreneurs lack of managerial or generalisticskills may directly influence their behaviour (Landry et al., 2006)and thus the performance of USO (Roberts, 1991; Vohora et al,2004; Shane, 2004) The Knowledge Gap and the growth of USO
  7. 7. Entrepreneurship Trainingand CoachingProgramme for USO
  8. 8. SPIN-UP aims to createan EntrepreneurshipTraining and CoachingProgramme thatcontributes to thedevelopment of KeyEntrepreneurialSkills, both technicalandbehavioural, essential toenable and leverageUniversity Spin-Offs’(USO) growth.
  9. 9. INESC Tec Advancis – Business Services Lappeenranta University of Technology - Industrial Management PartnersTechnical University of Delft TheFaculty of Technology Policy and Management Leaders2Be Support: Center for Technology Transfer – University of Lodz (Poland) e University of Porto (Portugal)
  10. 10. Main phases ofSPIN-UP project Solution (final) We are here! Pilot Solution (beta) Research (desk research, case studies, questionnaires)
  11. 11. Research in numbers • 4 Countries involved: Finland, Netherlands, Poland and Portugal • 54 in-depth interviews conducted • 99 questionnaires collected • 4 case studies Sample• Average age: 6 anos• Sectors: in ICT (26%), software technology (16%) and life sciences (14%)• Average nº workers: 11 FTE• Turnover: 52% with less than 100 thousand euros
  12. 12. Research Missing skills and performance of spin-off highlights firms are related: experiencing the often occurring missing skillsgives a larger chance for small growth compared There are country differences in to other firms; the same missing entrepreneurial skills.holds true for turnover size and profitability. For example, the Netherlands and Finland tend to be in short of sales skills and Portugal of internationalization skills, while all countries - except the Netherlands – are facing Top missing skills perceived as hampering the growth of missing skills on gaining financial the firm: capital in the first place. Gaining financial capital Internationalization Sales Financial management Marketing management
  13. 13. Solution Proposer byProject SPIN-UP Immersion Event Strategy for Final Event Growth PROBLEM SOLVING REAL BUSINES SITUATIONS NETWORKING • 5 to 7 hours in class HRM and LEARNING WITH PEERS Financial per module Leadership Planning for for Growth Growth • Once a week or every two weeks • Training and group coaching Innovation, Internationa- marketing lization for and sales for Note: undergoing Growth Growth pilot phase