The role of technology transfer in the     innovation system of SMEs                  & Innovation by supporting start-up ...
Agenda1. What is innovation?2. Barriers to innovation?3. Enabling innovation?4. Typical technology transfer systems in Swi...
An IdeaWhat now?            3
A new idea will only become an innovation,    after it has beensuccessfully introduced to       the market!               ...
AssumptionInnovation             Competitiveness                               Success                                     5
Success with Innovation: Studies1. Long-Term Study from the University of Geneva (IMI) and Kienbaum  (116 companies) Sourc...
Success with Innovation: Top 100 Study                        (Lothar Späth, 2009)Share of revenue created by innovations ...
Barriers to Innovation: Study SME from Eastern Switzerland (2009) Reasons for braking up the innovation process           ...
Barriers to Innovation: The Time FactorProductdevelopmentCash-flowFinancing                           Seed           Expan...
Example - Vario Optics AG, a Radical Innovation                                                  10
Example - Vario Optics AG, a Radical Innovation                                                  11
Example – Vario Optics AG, FiguresBusiness Concept●   Production technologies for electro-optical circuit boards (EOCB)●  ...
Enabling Innovation StrategySME with an established Innovation strategyStudy from easternSwitzerland          n = 57Averag...
Enabling Innovation BudgetInnovation Budget in Relation to Total RevenueAverage SME (Späth 2009)Study from easternSwitzerl...
Enabling Innovation - Corporate Culture: Top 100 Study                              (Lothar Späth,2009)% of the Top 100-Co...
Enabling Innovation - Innovation Process: Top 100 Study                                               (Lothar Späth,2009) ...
Enabling Innovation - Corporation                     External Sources for IdeasOthersOpen InnovationLead UserUniversities...
Hindering & Enabling Factors for SME’s1. What is hindering innovation?   • The length of innovation   • Lack of strategic ...
CTI Addresses the Four Challenges of Innovationhttp://www.kti.admin.chPublic moneyCTI Projects         CTI Entrepreneurshi...
CTI R&D Project Set-up                                   CTI       One or more       CHF       universities               ...
CTI - Applications and Approvals of R&D Projects        (2011)Regular R&D Projects                  Special Measures R&D P...
CTI – KTT Strategy with three Axes   (2011)                                              22
IBH – Internationale Bodensee Hochschule http://www.bodenseehochschule.org/                                     IBH is the...
IBH – KTT      Activities                     Tools                       SponsorCollecting know how for        Working gr...
AAL-JP – a European project to create innovative ICT solutions for         the elderly, http://www.aal-europe.eu/•   22 co...
AAL - Call 1 - 5: Statistics – Participation of Swiss partners?                                                           ...
Technopark Zürich – Tech transfer centre for start-upshttp://www.technopark.ch                                     Success...
Summary: What is needed to lead innovation in SMEs?• A good Education System - Enabling• Management of Talents      - Make...
CTI Addresses the Four Challenges of InnovationPublic moneyCTI Projects         CTI Entrepreneurship CTI Start-up     CTI ...
CTI Entrepreneurship                                                vLeaders                                              ...
Criteria for Admisson to CTI Start-up                         CTI Start-up                          company               ...
What CTI Start-up offers the Start-up  Professional business coach and access to experts  Customised coaching program and ...
CTI Start-up Process                       33
CTI Start-up Results: Excellent Survival Rate                                                34
CTI Start-up EcosystemThe ecosystem• Great technology ground (ETHZ & EPFL), great universities• Great industries especiall...
CTI Invest: A “Match-Making” Platform                             Corporate VC            VC             Money, management...
CTI Start-up: Some successful cases                                      37
BasecampStart-up Incubator inthe Region of Berne
Situation               Number of Start-ups in Switzerland registered in                www.startupmonitor.ch            ...
What do we want to achieve?   The success of start-ups can be very much    accelerated by a well functioning local ecosys...
Success rate: Pre-screend Cases within ½ Year  38 Pre-screened Start-ups in the area:          ICT – (20)          Engin...
THINK BIG!BASECAMP4HIGHTECHWankdorffeldstrasse 102Postfach 261CH-3000 Bern 22T +41 (0) 31 335 62 64F +41 (0) 31 335 62 63i...
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El rol de la transferencia tecnológica en el sistema de innovación suizo

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Urs Guggenbühl, CEO, Basecamp4HighTech - Startup incubator and Start up Coach

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El rol de la transferencia tecnológica en el sistema de innovación suizo

  1. 1. The role of technology transfer in the innovation system of SMEs & Innovation by supporting start-up companies Dr. Urs Guggenbühl Dr. Urs Althaus 1
  2. 2. Agenda1. What is innovation?2. Barriers to innovation?3. Enabling innovation?4. Typical technology transfer systems in Switzerland5. CTI Start-up, a Swiss national support system for start- ups6. BaseCamp4HighTech, a regional start-up incubator 2
  3. 3. An IdeaWhat now? 3
  4. 4. A new idea will only become an innovation, after it has beensuccessfully introduced to the market! 4
  5. 5. AssumptionInnovation Competitiveness Success 5
  6. 6. Success with Innovation: Studies1. Long-Term Study from the University of Geneva (IMI) and Kienbaum (116 companies) Source: Heinz Kurt Wahren, Erfolgsfaktor Innovation, 2004 Findings: (Comparing 30 “Innovative and non-innovative companies”) • Innovative companies have approximately a 7 times higher profit margin and return of capital than non-innovative companies2. Study from Arthur D. Little and BDI from Germany (300 companies form Germany and Austria) Source, Arthur D. Little und BDI 2004 Findings: • EBIT-margin of average companies ............................. 3.2% • EBIT-margin of innovative companies (Top 5%) .......... 11.4% 6
  7. 7. Success with Innovation: Top 100 Study (Lothar Späth, 2009)Share of revenue created by innovations in the last 3 yearsAverage of all Top 100 ............................................................... 64%Average of the best 10 ............................................................... 87%Average SME (Source: ZEW) ................................................... 14%Share of profit created by innovations in the last 3 yearsAverage of all Top 100 ................................................................. 63%Average of the best 10 ................................................................ 93% 7
  8. 8. Barriers to Innovation: Study SME from Eastern Switzerland (2009) Reasons for braking up the innovation process n=57OtherMisjudgementLacking expertiseLacking tech. know howLacking timeLacking human resourcesLacking financial resource 8
  9. 9. Barriers to Innovation: The Time FactorProductdevelopmentCash-flowFinancing Seed Expansion R&D Start Exit 9
  10. 10. Example - Vario Optics AG, a Radical Innovation 10
  11. 11. Example - Vario Optics AG, a Radical Innovation 11
  12. 12. Example – Vario Optics AG, FiguresBusiness Concept● Production technologies for electro-optical circuit boards (EOCB)● Volume manufacturing of EOCBsMarkets● Sensors● ICT (Information and communication technology)Company● 2009 Spin-off from Varioprint, Development of EOCBs since 2002● Pilot fab installed in clean room● 5 engineers with long term experience● Strong patent portfolio 12
  13. 13. Enabling Innovation StrategySME with an established Innovation strategyStudy from easternSwitzerland n = 57Average SME (Späth 2009)Top 100 innovative SME(Späth, 2009) 13
  14. 14. Enabling Innovation BudgetInnovation Budget in Relation to Total RevenueAverage SME (Späth 2009)Study from easternSwitzerland n =57Top 100 innovative SME(Späth, 2009) 14
  15. 15. Enabling Innovation - Corporate Culture: Top 100 Study (Lothar Späth,2009)% of the Top 100-Companies, which give their employeespersonal space to develop their own ideas ............................................. 85%SME (Source: WU Wien) 35%% of the Top 100-Companies, which run an incentive scheme ................. 91%SME (Source: WU Wien) 34%% of the Top 100-Companies, which provide internal venture capital .......... 54%SME (Source: WU Wien) 2%% of the Top 100-Companies working with interdisciplinary project teams ...99%SME (Source: WU Wien) 55% 15
  16. 16. Enabling Innovation - Innovation Process: Top 100 Study (Lothar Späth,2009) Top 100 SME% of the Top 100-Companies, which define clear objectivesfor each phase in the innovation process ................................. 97% (52%)% of the Top 100-Companies, which have the following phaseswithin their innovation process clearly defined and controlledCollection of ideas ..................................................................... 99% (28%)Audit ideas ................................................................................. 97% (40%)Efficiency analysis/Feasibility ..................................................... . 96% (36%)Construction and development .................................................... 99% (72%)Analysis of the success of innovation ........................................... 88% (33%) 16 16
  17. 17. Enabling Innovation - Corporation External Sources for IdeasOthersOpen InnovationLead UserUniversitiesConsultantsCompetitorsSuppliersCustomers 17
  18. 18. Hindering & Enabling Factors for SME’s1. What is hindering innovation? • The length of innovation • Lack of strategic planning • Missing resources • Lack of knowledge about the scope of innovation2. How is innovation enabled? • Leadership • A corporate innovation culture • An interdisciplinary approach • Inclusion of stakeholders • An innovation process 18
  19. 19. CTI Addresses the Four Challenges of Innovationhttp://www.kti.admin.chPublic moneyCTI Projects CTI Entrepreneurship CTI Start-up CTI KTTGet the Pull in relevant Develop a Supportstechnology right business knowledge sound and platforms(Grants for R&D) (Education & sustainable & networks Training) business (Coaching) Private money Access to Private Association Investors founded by Investors (Financing for SME financing R&D in 2003 start-ups) 19
  20. 20. CTI R&D Project Set-up CTI One or more CHF universities One or more (ETH domain, companies/start-ups Uni, UAS) Competence in science Entrepreneurial and research 50% R&D project 50% competence infrastructure Market entry Market impact 20
  21. 21. CTI - Applications and Approvals of R&D Projects (2011)Regular R&D Projects Special Measures R&D ProjectsTotal Funding in 2011: CHF 94.5 Mio Total Funding in 2011: CHF 100 Mio 21
  22. 22. CTI – KTT Strategy with three Axes (2011) 22
  23. 23. IBH – Internationale Bodensee Hochschule http://www.bodenseehochschule.org/ IBH is the largest cooperation of Universities in Europe. • 30 Universities • 4 Countries • 1 Cooperation 23
  24. 24. IBH – KTT Activities Tools SponsorCollecting know how for Working group KTT IBH KTT within the IBH- KTT coordinator, cooperation workshops for idea finding, Euro 200’000.-/Year Initial funding (KTT seminars & KTT CALLS) Innovation platform INVISTA IBH as an incubator (IBH-Projekt) REGIO-MATCH IBH as an incubatorKnowledge transfer to Regional technology transfer the region Innovation coaching Financed by the industry via innovation projects Talent management Financed by the industry 24
  25. 25. AAL-JP – a European project to create innovative ICT solutions for the elderly, http://www.aal-europe.eu/• 22 countries• 700 Mio Euro Budget• 300 Mio Euro Support• 2008 – 3013• 141 Projects• AAL-Forum• Local AAL Inititaitves• 3 Countries / 3 organisations 25
  26. 26. AAL - Call 1 - 5: Statistics – Participation of Swiss partners? 26
  27. 27. Technopark Zürich – Tech transfer centre for start-upshttp://www.technopark.ch Success: • More than 90% survival rate of Start-ups • More than 2000 workplaces since 1995 • More than 1.5 Mio Visitors 27
  28. 28. Summary: What is needed to lead innovation in SMEs?• A good Education System - Enabling• Management of Talents - Make available• Innovation Coaching - Active Support 28
  29. 29. CTI Addresses the Four Challenges of InnovationPublic moneyCTI Projects CTI Entrepreneurship CTI Start-up CTI KTTGet the Pull in relevant Develop a Supportstechnology right business knowledge sound and platforms(Grants for R&D) (Education & sustainable & networks Training) business (Coaching) Private money Access to Private Association Investors founded by Investors (Financing for SME financing R&D in 2003 start-ups) 29
  30. 30. CTI Entrepreneurship vLeaders Swiss National Start-up Team Intensive Training in Boston (USA): 10 days vTraining Ambitious High-Tech Start-ups Start-ups Workshop: 5 days vPlan Individual persons with business idea Strategy Workshop: 5 days vChallenge University Students Lecture: 14 lessons vIdeas Students and Start-ups Program is free of charge Event: ½ day for participants Students 30
  31. 31. Criteria for Admisson to CTI Start-up CTI Start-up company 31
  32. 32. What CTI Start-up offers the Start-up Professional business coach and access to experts Customised coaching program and modules for start-ups: Intellectual property Business modelling Financial planning Sales accelerator Technology coaching Etc. Access to CTI Invest Access to the Swiss House services in the US (in particular Swissnex in San Francisco and Boston)Program is free of charge, but no direct investment possible 32
  33. 33. CTI Start-up Process 33
  34. 34. CTI Start-up Results: Excellent Survival Rate 34
  35. 35. CTI Start-up EcosystemThe ecosystem• Great technology ground (ETHZ & EPFL), great universities• Great industries especially in Engineering, MedTech, Biotech, Microtechnologies, Foodtech, etc.• A lot of regional incubators are now popping up.• Good financing possibility in the FFF and later phase but critical in the growing phase. (Business angel clubs, VC, high net worth individuals, CTI invest) 35
  36. 36. CTI Invest: A “Match-Making” Platform Corporate VC VC Money, management Money, management & experience BA & Clubs & experience Money, management & experience (since May 2003) CTI Start-up CTI Start-up companies Selection by Expertise CTI Invest Board Pre-selection Coaches “Sell Side” - Due Diligence Experts 36
  37. 37. CTI Start-up: Some successful cases 37
  38. 38. BasecampStart-up Incubator inthe Region of Berne
  39. 39. Situation  Number of Start-ups in Switzerland registered in www.startupmonitor.ch 39
  40. 40. What do we want to achieve? The success of start-ups can be very much accelerated by a well functioning local ecosystem, supporting start-ups with a network of experienced mentors, with resources such as office space, laboratories and qualified human capital and with the necessary financing. BaseCamp4HighTech uniquely supports high potentials to successfully start and grow their businesses, offering a tailor made start-up coaching/mentoring, a network for all stages of financing and appropriate workspace around the area of Berne. 40
  41. 41. Success rate: Pre-screend Cases within ½ Year 38 Pre-screened Start-ups in the area:  ICT – (20)  Engineering (6)  New-Energy (5)  Biotech (2)  NanoTech (1)  Medtech (1)  Water Technologie (1)  Biomechanic (1)  Cognitive Training (1) 41
  42. 42. THINK BIG!BASECAMP4HIGHTECHWankdorffeldstrasse 102Postfach 261CH-3000 Bern 22T +41 (0) 31 335 62 64F +41 (0) 31 335 62 63info@bc4ht.chwww.bc4ht.ch

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