A major hurdle faced by most of the entrepreneurs is lack of access to funding. This session will focus on how to get access to quality funding and funding avenues available to agri-startups. It will discuss the modalities involved in obtaining funding assistance, more specifically, on understanding what a potential investor looks for in an agribusiness venture.
This document proposes establishing a Technology Incubation & Development center (TIDE) at Amity Innovation Incubator to support entrepreneurs in electronics and ICT. Amity University has relevant facilities including labs, faculty expertise, and experience incubating over 60 companies. The proposal requests funding to expand incubator space, equipment, and recurring costs to support 10-25 startups per year through seed funding, mentoring, and connections to investors. The management team and governing board have extensive experience in venture capital, entrepreneurship, and academia to oversee investments and company support.
This document proposes establishing a Technology Incubation & Development center (TIDE) at Amity Innovation Incubator to support entrepreneurs in electronics and ICT. Amity University has relevant facilities including labs, faculty expertise, and experience incubating over 60 companies. The proposal requests funding to expand incubator space, equipment, and recurring costs to support 10-25 startups per year through seed funding, mentoring, and resources. The management team and governing board have extensive experience in venture capital, entrepreneurship, and academia to oversee investments and company support.
The document provides an overview of Israel's Technological Incubators Program. It discusses how the program supports innovative startups through various incubators located around Israel. The program provides funding, facilities, expertise and other resources to help projects develop technologies and form startups. It highlights the government's significant involvement and discusses privatization efforts to strengthen the incubators. Statistics are given on the numbers of projects supported, fields of activity, and success metrics like private investments raised. Several high-profile Israeli tech companies that graduated from the incubator program are profiled as success stories.
Ahmed K. Elmagarmid (IEEE Fellow and ACM Distinguished Scientist) gave a lecture on Data Quality: Not Your Typical Database Problem in the Distinguished Lecturer Series - Leon The Mathematician.
This document discusses building a capability for breakthrough innovation. It defines types of innovation along a continuum from incremental to radical. It presents challenges of managing radical innovation related to technical, resource, market and organizational uncertainties. It contrasts early vs mature radical innovation capabilities. It describes three competencies - discovery, incubation and acceleration - needed for managing radical innovation and discusses building these competencies into a system through activities like screening, coaching and transition management. Finally, it emphasizes the need for a systems approach that considers an organization's culture, strategy and leadership.
An introductory session to agricultural entrepreneurship will feature successful agripreneurs/industry leaders talking about how they achieved their dreams. Lessons on entrepreneurship, skills and qualities that an entrepreneur should have and the support system required for entrepreneurship will be the take home lessons from this session.
Innovation holds the key to remain competitive in this era of globalization. With resources dwindling and competition increasing, it is now crucial to develop an ecosystem for nurturing innovations in farming and scientific community. The session will explore the factors which are needed for encouraging innovations and identify key success parameters that can enhance innovation in the Indian context.
This document proposes establishing a Technology Incubation & Development center (TIDE) at Amity Innovation Incubator to support entrepreneurs in electronics and ICT. Amity University has relevant facilities including labs, faculty expertise, and experience incubating over 60 companies. The proposal requests funding to expand incubator space, equipment, and recurring costs to support 10-25 startups per year through seed funding, mentoring, and connections to investors. The management team and governing board have extensive experience in venture capital, entrepreneurship, and academia to oversee investments and company support.
This document proposes establishing a Technology Incubation & Development center (TIDE) at Amity Innovation Incubator to support entrepreneurs in electronics and ICT. Amity University has relevant facilities including labs, faculty expertise, and experience incubating over 60 companies. The proposal requests funding to expand incubator space, equipment, and recurring costs to support 10-25 startups per year through seed funding, mentoring, and resources. The management team and governing board have extensive experience in venture capital, entrepreneurship, and academia to oversee investments and company support.
The document provides an overview of Israel's Technological Incubators Program. It discusses how the program supports innovative startups through various incubators located around Israel. The program provides funding, facilities, expertise and other resources to help projects develop technologies and form startups. It highlights the government's significant involvement and discusses privatization efforts to strengthen the incubators. Statistics are given on the numbers of projects supported, fields of activity, and success metrics like private investments raised. Several high-profile Israeli tech companies that graduated from the incubator program are profiled as success stories.
Ahmed K. Elmagarmid (IEEE Fellow and ACM Distinguished Scientist) gave a lecture on Data Quality: Not Your Typical Database Problem in the Distinguished Lecturer Series - Leon The Mathematician.
This document discusses building a capability for breakthrough innovation. It defines types of innovation along a continuum from incremental to radical. It presents challenges of managing radical innovation related to technical, resource, market and organizational uncertainties. It contrasts early vs mature radical innovation capabilities. It describes three competencies - discovery, incubation and acceleration - needed for managing radical innovation and discusses building these competencies into a system through activities like screening, coaching and transition management. Finally, it emphasizes the need for a systems approach that considers an organization's culture, strategy and leadership.
An introductory session to agricultural entrepreneurship will feature successful agripreneurs/industry leaders talking about how they achieved their dreams. Lessons on entrepreneurship, skills and qualities that an entrepreneur should have and the support system required for entrepreneurship will be the take home lessons from this session.
Innovation holds the key to remain competitive in this era of globalization. With resources dwindling and competition increasing, it is now crucial to develop an ecosystem for nurturing innovations in farming and scientific community. The session will explore the factors which are needed for encouraging innovations and identify key success parameters that can enhance innovation in the Indian context.
Business incubators play a vital role in supporting ventures by providing a host of services. This exclusive session for entrepreneurs will detail successful incubatee case studies, how incubators accelerate growth of the venture and how it can help in nurturing innovations.
Business incubators play a vital role in supporting ventures by providing a host of services. This exclusive session for entrepreneurs will detail successful incubatee case studies, how incubators accelerate growth of the venture and how it can help in nurturing innovations.
With Indian agri-food sector becoming a hotbed for MNC investment, we look at how agribusiness can help in improving the state of Indian agriculture and the need for policy regulations. The success of NIABI in furthering agribusiness opportunities through technology commercialization shows that the incubator network can play a pivotal role in promoting agribusiness in the country. A favourable environment supporting agribusiness and incubators needs to be developed so as to promote the sector.
This document provides information about farm ventures services offered by Sivakumar P. of CGIAR. It addresses farmers who have land and want advice on improving crop yields or venturing into new areas like precision farming. The services include an initial discussion, field visit, soil and water testing, crop planning advice, and facilitating marketing. Farmers pay a membership fee to receive a year of technical services focused on agriculture, irrigation, greenhouses, exotic vegetables, dairy, poultry, and other areas. The goal is to help farmers develop bankable project reports but financing is not provided directly.
The document discusses key constraints facing seed sector development in agriculture, including scarcity of early generation seed supply, low capacity of seed companies and research institutions, lack of financing for the seed value chain, and lack of farmer awareness. It provides recommendations to governments and donors to address economic constraints through various approaches depending on the level of public versus private sector involvement, such as removing market distortions, mitigating demand risk, driving public sector efficiency, and subsidizing production costs. Examples of seed scaling projects in different countries demonstrate strategies to promote adoption of improved seeds through activities like marketing campaigns, quality seed production training, and community-based seed production models.
An introductory session to agricultural entrepreneurship will feature successful agripreneurs/industry leaders talking about how they achieved their dreams. Lessons on entrepreneurship, skills and qualities that an entrepreneur should have and the support system required for entrepreneurship will be the take home lessons from this session.
There are enormous agribusiness opportunities for startups due to new consumer trends, exports business and business models; this session will provide for an overview of four such opportunities.
This document discusses innovation incubators, which provide support services to startup companies and entrepreneurs. It begins with definitions of incubation and incubators, then discusses their history and objectives. The rest of the document covers best practices for incubator design, location, services, funding models, management, and quality systems. Examples of successful incubators and networks are also provided. The overall purpose of incubators is to help new businesses succeed by providing resources and support during the start-up phase.
A business incubator provides resources and services to accelerate the development of entrepreneurial companies. It offers workspace, business support, networking opportunities, and mentoring that are developed and coordinated by the incubator's management. While incubators may provide cheap rent or utilize existing buildings, their primary purpose is supporting entrepreneurial success through customized business assistance programs rather than simply offering affordable real estate. Effective university-based incubators must balance the needs of faculty, students, and client companies by creating opportunities for research, projects, employment, and engaging all stakeholders to ensure the success of the program and its clients.
The author aims to present various criteria used to classify business incubators, such as the leading institution, strategic aim, location, operational model, type of enterprise, and focus. He provides definitions and examples of different incubator models, including university/academic incubators, community incubators, industrial incubators, government incubators, and venture capital incubators. The author provides global examples for each classification to illustrate the different concepts without promoting a single ideal model, recognizing that the appropriate model depends on local circumstances and needs.
The Asian and Pacific Centre for Transfer of Technology (APCTT) is a regional institution of the United Nations Economic and Social Commission for Asia and the Pacific (ESCAP) servicing the Asia-Pacific region.
The National Research Development Corporation (NRDC) was a non departmental government body established by the British Government to transfer technology from the public sector to the private sector.
TIFAC is an autonomous organization set up in 1988 under the Department of Science & Technology to look ahead in technology domain, assess the technology trajectories, and support innovation by networked actions in select areas of national importance.
Biotech Consortium India Limited (BCIL) is a public limited company, promoted by the Department of Biotechnology (DBT), Ministry of Science and Technology, Government of India and set up by All India Financial Institutions including IDBI, ICICI, IFCI, UTI and IFCI Venture Capital Funds Limited.
The Technopreneur Promotion Programme (TePP) aims to support independent innovators in India by providing funding and resources to develop their ideas. Over 800 ideas were submitted in 2007-2008, which were refined and developed into 200 proposals with the help of mentors. Experts then evaluated the proposals and recommended 50 innovations for funding, including a remote-controlled aircraft for aerial spraying. While TePP has helped bring several innovations to fruition and connect innovators, the process remains lengthy, taking around 300 days from submission to funding.
The document provides portfolio information for Fidelity India Tax Advantage Fund as of May 31, 2011. Some of the top holdings include Reliance Industries Ltd., ITC Ltd., ICICI Bank Ltd., and HDFC Bank Ltd. The portfolio had a total value of Rs. 12,469.39 lakhs invested across various industries, with the largest allocations to petroleum products, banks, consumer non-durables, and software. The fund manager is Sandeep Kothari, with over 17 years of experience.
Kudan is a Japanese company established in 2014 that develops algorithms and embedded technologies for artificial perception, giving vision to computers and robots. It has offices in Tokyo and Bristol and over 30 customers, primarily large technology companies. While currently unprofitable with 90 million yen in revenue, the company forecasts growth through commercializing its research and increasing fees from current customers. Its goal is to become a hub for deep technology research and solutions.
This document summarizes the various departments and activities of the Gulzar Exploration and Transformation Tank (GETT) research center. It includes departments for faculty and student research, industry-academia collaboration, instrumentation facilities, intellectual property services, entrepreneurship incubation, and more. GETT focuses its research efforts on areas like agritech, healthtech, edutech, and next generation materials. It also lists major research projects and funding received. The document outlines GETT's policies and programs to support innovation, research, and commercialization through incentives, funding, infrastructure, and entrepreneurship resources.
1. The document discusses the changing role of chemical and mechanical engineers in Pakistan's engineering environment, noting opportunities in manufacturing, process industries, and regional opportunities.
2. It provides economic indicators for Pakistan from 2004-2006 and discusses issues like availability of raw materials, utilities, human resources, and technical universities.
3. The future role of engineers is visualized as focusing on design for safety, sustainable development, environment, ergonomics, research and development, and challenges like resource recycling and alternative energy.
Prof. Se-Jung Oh — Networking between Academia, Public Research Institutes an...Renata George
Global Summit of Innovation Economy Creators.
Se Jung Oh.
Председатель Национального исследовательского фонда Кореи. Председатель Корейско-американского центра по научному сотрудничеству. Советник правительства Кореи по научно-технологической политике с 1989 г. 2007-2008 - член правительственного комитета по стимулированию фундаментальных исследований. Глава Комитета по разработке специальной инициативы по повышению привлекательности ВУЗов и исследовательских центров Кореи (World Class Universities). Профессор Государственного университета Сеула (ГУС). Известный исследователь (физика и электроника).
This document provides portfolio information for the Fidelity Equity Fund as of June 30, 2011. Some of the top holdings include Reliance Industries, ICICI Bank, ITC, and HDFC Bank. The document also includes performance metrics such as returns over various periods compared to the BSE 200 index, as well as risk-adjusted measures. Charts show the growth of investments in the fund over time through SIP compared to the index.
The document is a portfolio statement for a mutual fund as of July 29, 2011. It lists the fund's top 20 holdings by market value, which make up over 50% of the total assets. The portfolio has significant allocation to the banking, software, petroleum products, and pharmaceuticals industries. It also provides information on the fund managers, annual expenses, and portfolio turnover ratio.
The document is a portfolio statement for a mutual fund as of July 29, 2011. It lists the fund's top 20 holdings by market value, which make up over 50% of the total assets. The portfolio has significant exposure to banks, software, consumer non-durables, pharmaceuticals, and petroleum products. It also provides industry diversification breakdown and notes a portfolio turnover ratio of 0.26 times for the past year.
Business incubators play a vital role in supporting ventures by providing a host of services. This exclusive session for entrepreneurs will detail successful incubatee case studies, how incubators accelerate growth of the venture and how it can help in nurturing innovations.
Business incubators play a vital role in supporting ventures by providing a host of services. This exclusive session for entrepreneurs will detail successful incubatee case studies, how incubators accelerate growth of the venture and how it can help in nurturing innovations.
With Indian agri-food sector becoming a hotbed for MNC investment, we look at how agribusiness can help in improving the state of Indian agriculture and the need for policy regulations. The success of NIABI in furthering agribusiness opportunities through technology commercialization shows that the incubator network can play a pivotal role in promoting agribusiness in the country. A favourable environment supporting agribusiness and incubators needs to be developed so as to promote the sector.
This document provides information about farm ventures services offered by Sivakumar P. of CGIAR. It addresses farmers who have land and want advice on improving crop yields or venturing into new areas like precision farming. The services include an initial discussion, field visit, soil and water testing, crop planning advice, and facilitating marketing. Farmers pay a membership fee to receive a year of technical services focused on agriculture, irrigation, greenhouses, exotic vegetables, dairy, poultry, and other areas. The goal is to help farmers develop bankable project reports but financing is not provided directly.
The document discusses key constraints facing seed sector development in agriculture, including scarcity of early generation seed supply, low capacity of seed companies and research institutions, lack of financing for the seed value chain, and lack of farmer awareness. It provides recommendations to governments and donors to address economic constraints through various approaches depending on the level of public versus private sector involvement, such as removing market distortions, mitigating demand risk, driving public sector efficiency, and subsidizing production costs. Examples of seed scaling projects in different countries demonstrate strategies to promote adoption of improved seeds through activities like marketing campaigns, quality seed production training, and community-based seed production models.
An introductory session to agricultural entrepreneurship will feature successful agripreneurs/industry leaders talking about how they achieved their dreams. Lessons on entrepreneurship, skills and qualities that an entrepreneur should have and the support system required for entrepreneurship will be the take home lessons from this session.
There are enormous agribusiness opportunities for startups due to new consumer trends, exports business and business models; this session will provide for an overview of four such opportunities.
This document discusses innovation incubators, which provide support services to startup companies and entrepreneurs. It begins with definitions of incubation and incubators, then discusses their history and objectives. The rest of the document covers best practices for incubator design, location, services, funding models, management, and quality systems. Examples of successful incubators and networks are also provided. The overall purpose of incubators is to help new businesses succeed by providing resources and support during the start-up phase.
A business incubator provides resources and services to accelerate the development of entrepreneurial companies. It offers workspace, business support, networking opportunities, and mentoring that are developed and coordinated by the incubator's management. While incubators may provide cheap rent or utilize existing buildings, their primary purpose is supporting entrepreneurial success through customized business assistance programs rather than simply offering affordable real estate. Effective university-based incubators must balance the needs of faculty, students, and client companies by creating opportunities for research, projects, employment, and engaging all stakeholders to ensure the success of the program and its clients.
The author aims to present various criteria used to classify business incubators, such as the leading institution, strategic aim, location, operational model, type of enterprise, and focus. He provides definitions and examples of different incubator models, including university/academic incubators, community incubators, industrial incubators, government incubators, and venture capital incubators. The author provides global examples for each classification to illustrate the different concepts without promoting a single ideal model, recognizing that the appropriate model depends on local circumstances and needs.
The Asian and Pacific Centre for Transfer of Technology (APCTT) is a regional institution of the United Nations Economic and Social Commission for Asia and the Pacific (ESCAP) servicing the Asia-Pacific region.
The National Research Development Corporation (NRDC) was a non departmental government body established by the British Government to transfer technology from the public sector to the private sector.
TIFAC is an autonomous organization set up in 1988 under the Department of Science & Technology to look ahead in technology domain, assess the technology trajectories, and support innovation by networked actions in select areas of national importance.
Biotech Consortium India Limited (BCIL) is a public limited company, promoted by the Department of Biotechnology (DBT), Ministry of Science and Technology, Government of India and set up by All India Financial Institutions including IDBI, ICICI, IFCI, UTI and IFCI Venture Capital Funds Limited.
The Technopreneur Promotion Programme (TePP) aims to support independent innovators in India by providing funding and resources to develop their ideas. Over 800 ideas were submitted in 2007-2008, which were refined and developed into 200 proposals with the help of mentors. Experts then evaluated the proposals and recommended 50 innovations for funding, including a remote-controlled aircraft for aerial spraying. While TePP has helped bring several innovations to fruition and connect innovators, the process remains lengthy, taking around 300 days from submission to funding.
The document provides portfolio information for Fidelity India Tax Advantage Fund as of May 31, 2011. Some of the top holdings include Reliance Industries Ltd., ITC Ltd., ICICI Bank Ltd., and HDFC Bank Ltd. The portfolio had a total value of Rs. 12,469.39 lakhs invested across various industries, with the largest allocations to petroleum products, banks, consumer non-durables, and software. The fund manager is Sandeep Kothari, with over 17 years of experience.
Kudan is a Japanese company established in 2014 that develops algorithms and embedded technologies for artificial perception, giving vision to computers and robots. It has offices in Tokyo and Bristol and over 30 customers, primarily large technology companies. While currently unprofitable with 90 million yen in revenue, the company forecasts growth through commercializing its research and increasing fees from current customers. Its goal is to become a hub for deep technology research and solutions.
This document summarizes the various departments and activities of the Gulzar Exploration and Transformation Tank (GETT) research center. It includes departments for faculty and student research, industry-academia collaboration, instrumentation facilities, intellectual property services, entrepreneurship incubation, and more. GETT focuses its research efforts on areas like agritech, healthtech, edutech, and next generation materials. It also lists major research projects and funding received. The document outlines GETT's policies and programs to support innovation, research, and commercialization through incentives, funding, infrastructure, and entrepreneurship resources.
1. The document discusses the changing role of chemical and mechanical engineers in Pakistan's engineering environment, noting opportunities in manufacturing, process industries, and regional opportunities.
2. It provides economic indicators for Pakistan from 2004-2006 and discusses issues like availability of raw materials, utilities, human resources, and technical universities.
3. The future role of engineers is visualized as focusing on design for safety, sustainable development, environment, ergonomics, research and development, and challenges like resource recycling and alternative energy.
Prof. Se-Jung Oh — Networking between Academia, Public Research Institutes an...Renata George
Global Summit of Innovation Economy Creators.
Se Jung Oh.
Председатель Национального исследовательского фонда Кореи. Председатель Корейско-американского центра по научному сотрудничеству. Советник правительства Кореи по научно-технологической политике с 1989 г. 2007-2008 - член правительственного комитета по стимулированию фундаментальных исследований. Глава Комитета по разработке специальной инициативы по повышению привлекательности ВУЗов и исследовательских центров Кореи (World Class Universities). Профессор Государственного университета Сеула (ГУС). Известный исследователь (физика и электроника).
This document provides portfolio information for the Fidelity Equity Fund as of June 30, 2011. Some of the top holdings include Reliance Industries, ICICI Bank, ITC, and HDFC Bank. The document also includes performance metrics such as returns over various periods compared to the BSE 200 index, as well as risk-adjusted measures. Charts show the growth of investments in the fund over time through SIP compared to the index.
The document is a portfolio statement for a mutual fund as of July 29, 2011. It lists the fund's top 20 holdings by market value, which make up over 50% of the total assets. The portfolio has significant allocation to the banking, software, petroleum products, and pharmaceuticals industries. It also provides information on the fund managers, annual expenses, and portfolio turnover ratio.
The document is a portfolio statement for a mutual fund as of July 29, 2011. It lists the fund's top 20 holdings by market value, which make up over 50% of the total assets. The portfolio has significant exposure to banks, software, consumer non-durables, pharmaceuticals, and petroleum products. It also provides industry diversification breakdown and notes a portfolio turnover ratio of 0.26 times for the past year.
The document discusses investment incentives in Turkey, including:
1) Turkey is identified as one of eight future growth markets by Goldman Sachs and its central location makes it a regional hub.
2) Turkey has improved its investment environment through policies promoting FDI, bilateral agreements, and public-private councils.
3) FDI inflows have increased dramatically since reforms began in the early 2000s, with more multinationals choosing Turkey as a regional headquarters.
Funding Landscape for Early Stage Social EnterprisesDigbijoy Shukla
The document provides guidance for entrepreneurs on financing options at different stages of a business. It discusses the importance of being committed to an idea and having "skin in the game" before pursuing financing. It outlines typical sources of early-stage capital including self-funding, friends and family, competitions, incubators, grants, angel investors, and venture capital. Specific financing mechanisms like grants, debt, equity, and convertible debt are explained. Key considerations for each option like repayment requirements, ownership implications, and investor expectations are highlighted. The document emphasizes the importance of having a strong problem-solution fit and team to effectively approach impact investors.
The document summarizes the work of the Joint Committee of Industry and Government (JCIG) in developing a white paper on stimulating private sector investment in research and development in India. The committee studied global practices and held stakeholder consultations. It made six key recommendations, including redefining how private sector R&D investments are calculated to better capture the full value chain, making R&D reporting mandatory, prioritizing key sectors, rationalizing fiscal incentives, developing a skilled workforce, and facilitating public-private partnerships and commercialization. The goal is to increase private sector R&D investment in India to match planned public sector increases during the 12th Five Year Plan period and achieve benchmarks seen in other countries.
This document provides an investor directory for entrepreneurs looking to raise money for ventures in agriculture and related sectors. It is divided into three sections - venture funds and angel investors, bank schemes, and central and state government schemes. A brief description is given for each section. The directory then lists various venture funds, angels networks, banks, and government organizations that provide funding. It aims to help entrepreneurs identify suitable funding options for their startup or growing business. Abbreviations used are also defined at the end.
This document provides an investor directory for entrepreneurs looking to raise money for ventures in agriculture and related sectors. It contains information on venture funds, angel investors, bank schemes, and central and state government schemes. The directory is divided into three main sections for these funding sources. Venture funds listed include Aavishkaar India Micro Venture Capital Fund, Acumen Fund India, Ambit Pragma, and others. Bank schemes and government program details are also presented. The directory aims to help entrepreneurs identify relevant funding options for starting and growing businesses in agriculture and related fields.
This document provides information on various schemes and policies by the Government of India to support innovation, startups, and R&D in biotechnology. It outlines funding programs for early stage, development, and commercialization covering a range of areas including healthcare, agriculture, and the environment. The funding is provided by various government organizations like the Department of Biotechnology, Department of Science and Technology, and National Research Development Corporation. It also discusses initiatives by the state of Gujarat in India to promote biotechnology entrepreneurship through programs, workshops, and bioincubators.
Commercialisation Australia provides funding to technology SMEs in Australia to help them commercialize innovations and move ideas from research to market. The document outlines different types of grants available, including skills and knowledge grants, proof of concept grants, and early stage commercialization grants of up to $2 million. Examples are provided of three companies—BuildingIQ, SmartWard, and Globaltech—that received funding to develop new technologies in areas like building energy management, hospital administration, and mining instrumentation.
Rural technology & core groups changemakers and achieversVigyan Ashram
This document provides profiles of various Core Support Groups (CSGs) under the TARA Scheme of the Department of Science and Technology. It summarizes the work of the Appropriate Rural Technology Institute (ARTI), which aims to provide affordable modern amenities and livelihood opportunities to rural communities. Some notable technologies developed by ARTI include plant nursery techniques, tissue culture techniques, improved cookstoves, and solar water pumps. ARTI works to disseminate these technologies and promote rural entrepreneurship.
The document discusses technology transfer agencies in India. It provides details about 5 top technology transfer agencies: 1) Asian and Pacific Centre for Transfer of Technology (APCTT), 2) National Research Development Corporation (NRDC), 3) Technology Information, Forecasting and Assessment Council (TIFAC), 4) Biotech Consortium India Limited (BCIL), and 5) Technology Bureau for Small Enterprises (TBSE)/ Small Industries Development Bank of India (SIDBI). Each agency's role, objectives, functions, and services related to technology transfer and commercialization are described.
Similar to Funding opportunities for startups and technology commercialization through TDB (20)
The document discusses several agribusiness incubation centers (BPDs) under the Network of Indian Agri Business Incubators (NIABI) project. It provides details on the infrastructure and facilities available at various BPDs hosted by research and academic institutes across India. These include office and lab spaces, pilot plants, libraries and specialized equipment available for startups in domains like agriculture, dairy, fisheries and food processing. The BPDs have successfully incubated 75 ventures so far, commercialized 44 technologies, and generated revenue of 23 million rupees within 18 months.
The world is flat. In this era of globalization, countries are forging partnerships to remain competitive in terms of trade, revenue, inputs and security. The same is needed for sustaining agriculture also. We look at how such partnerships can be leveraged for promoting Indian agribusiness ventures to new horizons and domains through trade opportunities at Africa, EU etc.
The world is flat. In this era of globalization, countries are forging partnerships to remain competitive in terms of trade, revenue, inputs and security. The same is needed for sustaining agriculture also. We look at how such partnerships can be leveraged for promoting Indian agribusiness ventures to new horizons and domains through trade opportunities at Africa, EU etc.
The document provides information about accessing venture capital funding from SEAF India Agribusiness Fund for small agribusiness enterprises in India. It outlines the growth opportunities in Indian agriculture and food processing sectors. It then describes SEAF India Agribusiness Fund's focus on investing in food value chain companies and criteria for evaluating potential investments. Finally, it discusses the typical process an entrepreneur would go through to approach SEAF for funding, including understanding capital needs, preparing a pitch, undergoing due diligence, and collaborating post-investment.
The world is flat. In this era of globalization, countries are forging partnerships to remain competitive in terms of trade, revenue, inputs and security. The same is needed for sustaining agriculture also. We look at how such partnerships can be leveraged for promoting Indian agribusiness ventures to new horizons and domains through trade opportunities at Africa, EU etc.
With Indian agri-food sector becoming a hotbed for MNC investment, we look at how agribusiness can help in improving the state of Indian agriculture and the need for policy regulations. The success of NIABI in furthering agribusiness opportunities through technology commercialization shows that the incubator network can play a pivotal role in promoting agribusiness in the country. A favourable environment supporting agribusiness and incubators needs to be developed so as to promote the sector.
An experts’ view into the emerging sunrise sectors in agriculture and the multitude of opportunities it presents for youth of the country. It also focuses on the grassroot innovation incubation for entrepreneurship development.
An experts’ view into the emerging sunrise sectors in agriculture and the multitude of opportunities it presents for youth of the country. It also focuses on the grassroot innovation incubation for entrepreneurship development.
The document summarizes the experiences of Krishi Vigyan Kendra (KVK) in Pathanamthitta district of promoting opportunities for youth in agriculture. It discusses KVK's interventions such as training programs, demonstrations and projects to promote technologies like integrated crop management, mechanization, agro-processing and value addition of fruits and vegetables, poultry and mushroom farming, vermicomposting and high density planting of banana. These interventions have led to additional incomes and employment for farmers and youth in the district.
Business incubators need to be financially sustainable to carry out its mandate. The session will focus on how to get multilateral funding agencies/investors to support agribusiness incubators, factors and parameters to be considered for obtaining aid, and how to involve the Government to support such ventures, with the ultimate objective of developing an ecosystem for the growth of small and medium agribusinesses.
There are enormous agribusiness opportunities for startups due to new consumer trends, exports business and business models; this session will provide for an overview of four such opportunities.
There are enormous agribusiness opportunities for startups due to new consumer trends, exports business and business models; this session will provide for an overview of four such opportunities.
There are enormous agribusiness opportunities for startups due to new consumer trends, exports business and business models; this session will provide for an overview of four such opportunities.
This document discusses the potential for mobile-based agricultural services in developing countries. It notes that currently only 40% of farmers access agricultural information. Common sources of information include other farmers, input dealers, radio, TV, and newspapers. The document outlines how ICTs and mobile phones can improve access to market and production information for smallholder farmers. It provides examples of several existing mobile-based agricultural initiatives in countries like India, Indonesia, and Kenya that provide services like market prices, weather forecasts, and farm advisories to subscribers via voice, SMS, and apps. The document argues that voice-based services are most accessible for low-literacy farmers and that such initiatives need sustainable business models to continue post initial funding.
How does agribusiness incubator help in technology commercialization and support the institute in achieving its mandates? Such a scenario calls for a change of perspective for the way institutes operates. The session will provide the institutes under NARS and others an overview on how business incubators help in not just technology transfer but also in generating revenues, protection of IPR, client interfacing and meeting their requirements and how agriculture can be viewed as a business entity.
Agri-technologies that has high market potential and RoI will be presented in this session which will provide a platform for entrepreneurs, SMEs and agri-companies to understand more about it and an opportunity to start own venture through commercialization of the same.
Agri-technologies that has high market potential and RoI will be presented in this session which will provide a platform for entrepreneurs, SMEs and agri-companies to understand more about it and an opportunity to start own venture through commercialization of the same.
Good practices assessment on agribusiness innovation and entrepreneurship along with focus on enhancing environment through allied programs and initiatives.
Good practices assessment on agribusiness innovation and entrepreneurship along with focus on enhancing environment through allied programs and initiatives.
Good practices assessment on agribusiness innovation and entrepreneurship along with focus on enhancing environment through allied programs and initiatives.
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Funding opportunities for startups and technology commercialization through TDB
1. FUNDING OPPORTNITIES FOR STARTUPS
AND TECHNOLOGY COMMERCIALISATION
TECHNOLOGY DEVELOPMENT BOARD
(DEPARTMENT OF SCIENCE & TECHNOLOGY)
GOVT. OF INDIA
VISHWAKARMA BHAWAN
New Delhi – 110016
Dr. P S RAJU
Website :
www.tdb.gov.in
www.tdbindia.org
2. MINISTRY OF SCIENCE AND TECHNOLOGY
Government of India
Shri Vilasrao Deshmukh Shri Ashwani Kumar
Hon'ble Minister for Ministry of Hon'ble Minister of State for Ministry of
Science & Technology, Science & Technology,
Ministry of Earth Sciences and Ministry of Earth Sciences, Ministry of
Ministry of Parliamentary Affairs Planning & Ministry of Parliamentary
Affairs
Department of Department of
Science Scientific & Industrial Department of
& Technology Research Biotechnology
(Dr. S K Brahamchari , Secretary ) (Dr. M.K.Bhan Secretary)
Dr. T. Ramasami,
Secretary) Labs CSIR CEL, NRDC R&D Labs
TDB & NSTEDB
TIFAC
Shri H.K. Mittal
Secretary
3. TECHNOLOGY DEVELOPMENT BOARD
A statutory body under Department of
Science & Technology, Govt. of India,
established on 1st September 1996 by
the Parliament under TDB Act 1995.
A unique financial institution which
deals with Financing of Technology
Projects.
4. CHALLENGES IN COMMERCIALIZATION OF
INNOVATIVE TECHNOLOGIES
• Development & commercialization needs to be
done concurrently
• High Risk
• Difficult to appraise the viability
• Difficult to get finance from FIs/ Banks
• Commercialization is relatively costly
5. Challenges in Commercialization
Long gestation periods; Cut-throat competition,
Commercialization is relatively costly and difficult
Complex Regulatory procedures
Development & commercialization needs to be done
concurrently
Difficult to get finance from conventional Financial
institutions/Banks
High Risk
Knowledge and R&D Intensive
Difficult to appraise the viability
6. TDB Mandate
Technology Financing
i) Accelerating the Development and
Commercialization of Indigenous Technology.
ii) Adapting Imported Technology for Wider Domestic
Application
Joint Financing with Venture Capital
Seed Support System for Start-up
Collaboration with International Technology
Oriented Organization.
7. Source of Funds
The R&D Cess that is being collected by the
Government of India from the import of
technologies has been put into a fund called
the Technology Development and Application
Fund(TDAF).
It was managed by IDBI till 1996.
TDB , since 1996, manages this fund.
TDB got Rs. 500 crore from R&D Cess.
8. Accessing the Fund
Loan*- 50% of cost of project
Equity- 25% of cost of project
Grant- Only in limited cases with
national priority
* The current rate of interest applicable is 5%
per annum (simple interest). In addition a
royalty is also charged on the products
developed under TDB project.
The repayment is due after completion of the
project and after one year moratorium.
9. Who can be funded
Commercial enterprises ;Start-up companies (excluding
sole entrepreneur/ sole proprietorship concerns).
Source of technology
National Laboratories
In-house R&D unit of a company recognized by DSIR
Individuals holding IPR
Adaptation of imported technology to wider domestic
applications
For Agriculture & Food Processing, IT and Designing & developing
Special Engineering Machinery (above condition relaxed).
10. Support is not available for
Refinancing
Basic Research
Establishment of new R&D centres
Mere creation of technical infrastructure
Travel, Conferences, Workshops etc. unless
they form part of project approved by TDB
Writing of books, reports unless they are
essential component of Board approved project
More than 2 projects at a time to an industrial
concern
An industrial concern that is sick
11. Life Cycle of an application for funding
Submission of proposal
Internal screening
Evaluation of project
Signing of loan agreement
Project monitoring
Completion of project
Repayment of TDB loan
12. Flow Chart of Activities
Submission of proposal
Not recommended
Internal Screening
Rejection of
by DST experts(ISC)
proposal
Recommended
Evaluation By eminent
External experts
& site visit(PEC) Not recommended
Recommended
Not recommended
Examination by
sub-committee of
Board
Rejection of
Clearance by Chairperson
TDB Not recommended proposal
Recommended
Clearance by Board
Not recommended
Recommended
Signing Loan Agreement
(Release of 1st installment)
Contd. On next page
13. Flow Chart of Activities
Contd. from previous page
Signing Loan Agreement
(Release of 1st installment)
Project Monitoring
for release of subsequent
installments(PMC)
Project Completion /
Commercial launch
Repayment of loan
14. Partnership with TDB
Health & Medical
Road Transport
Air Transport
Engineering
Chemicals
Energy and Waste Utilization
Information & Communication
Technologies
Agriculture
16. Joint Financing with Venture Capital
TDB has participated in venture capital investments with:
S.No. Fund Fund Size TDB’s contribution
(in Cr) (in Cr)
1. UTI-ITVUS (2000-01) 103.00 25.00
2. APIDC-VCL (Biotech Fund (Co- 100.00 30.00
Investment ) (2004-05)
3. UTI-AIF (2004-05) 300.00 75.00
4. Ventureast TeNet Fund II 60.00 15.00
(2006-07)
5. GVFL (2007-08) 250.00 15.00
6. RVCF (2008-09) 100.00 15.00
Total 683.00 175.00
TOTAL:- Rs.175.00 crores
17. Break-up of TDB Investments
The following table indicates the modes of financial assistance
provided by TDB till 31st March 2010
Instruments Sanctioned Disbursement
by TDB by TDB
Loans 750.30 646.67
Equity 25.71 24.36
Grant 101.01 85.66
Venture Funds 175.00 133.76
Total 1052.02 890.45
18. State-wise presence of TDB Investment
Andhra Pradesh 31%
Karnataka 18%
Maharashtra 13%
Tamil Nadu 7%
Madhya Pradesh 7%
Delhi 6%
West Bengal 5%
Other states <1%
TDB has its presence in 16 states
19. Industry-Academia-Institute Partnerships with TDB
National Labs
19% (21.3%)
Indl. R&D
units 50% Overseas
(49.2%) 4% (5.2%)
Tech. Provd.
TDB Funding
Individuals
14% (10.5%)
Govt. Dept.
7% (10%)
Acad.
Institutions 6%
(3.8%)
Technology providers: 218; Funds committed by TDB:Rs. 996.21crores
20. Pro-Active Roles
It encourages industries and R&D institutions for
product innovation or improvisation of socially
relevant and profitable technologies that suit the
Indian market; technology to be goal-oriented,
socially relevant and profitable.
It identifies the areas that requires strategic
interventions.
The Board encourages new ideas from small
enterprises even at the risk of failures.
21. Seed Support System for Start-up
TDB initiated the Seed Support System for Start-
up in Incubators (STEP/ TBI) administered by
DST in 2005-06 to provide early stage financial
assistance to the young entrepreneur in bringing
out innovative technology venture ideas to fruition
The Scheme provides Rs. 100 lakhs (0.2million US
Dollar) grant to the Incubator (STEP/ TBI)
recognized by DST over a period of three years.
22. Objectives of Scheme
The objective of the Seed Support Scheme
(SSS) is to equip the incubators (STEP/TBI’s)
with the early stage financial assistance to be
provided to deserving ideas / technologies.
This would enable the innovative ideas/
technologies to graduate to a level where they
can then be fit for seeking normal lending
through TDB/FI’s route in their way to the
successful commercialization process.
This assistance is positioned to act as a
bridge between development and
commercialization of the technologies.
23. Seed Capital Scheme
• TDB provides grants of
Rs 1 crore to TBI /
STEP managers.
• Grant to be used as
Seed Capital (Loan
and / or Equity)
• Beneficiaries: in house
Tech start up
companies.
• Transparent
Framework
• Flexibilities of Terms
24. Seed Capital Scheme
Policy
Maximum grant by TDB : Rs one crore to the
Corpus.
TBIs/ STEPs must have
for in-house tech start ups,
physical infra and common facilities for
them,
Access to knowledge, mentoring,
Access to Tech services,
Manpower / expertise to manage,
Fifth Round Call to TBI / STEP managers : Last date July 31, 2011 more…… www.tdb.gov.in
25. Seed Capital Scheme
Policy
Minm: Rs 1 lakh, Maxm Rs 25 lakhs,
Assistance as seed capital and not as Term /
WC financing.
Project Management Committee as the top
Policy and approval body,
No Lien Project Bank Account.
Proper legal structure.
Fifth Round Call to TBI / STEP managers : Last date July 31, 2011 more…… www.tdb.gov.in
26. Features of the Scheme
This is meant for early stage funding for
indigenous ideas and technologies requiring up-
scaling and related work.
This will also be open for the tenants of other
Incubators (STEP / TBI)
This is considered as a means of sowing the
seeds of ideas and converting young potential
entrepreneurs as future clients of TDB and not
as a means of assured financial return.
27. Broad Areas To Be Covered
The start-up would be supported primarily on
Product Development
Testing and trials
Test Marketing
Mentoring
Professional consultancy (to attract Professors of
institutions to work with small firms)
Any other area as deemed necessary and
recommended by the selection committee of
STEP/TBI’s.
28. Seed Support for Start-ups in Incubators
TDB has provided financial assistance of Rs. 5.00 crore ( 1 million US
Dollar) to five STEPs / TBIs in first and second round during 2005-06 &
2007-08.
JSSATE – STEP, Noida
VIT- TBI, Vellore
CIIE – IIM, Ahmedabad
TREC-STEP, Tiruchirappalli
SINE – IIT, Bombay
PSG- STEP, Coimbatore
SJCE- STEP, Mysore
TBI- KEC, Perundurai, Erode
SIDBI Innovation and Incubation Centre, IIT Kanpur
ICRISAT, Pantancheru, Hyderabad
Support is given over a period of three years .
29. Collaboration with International
Technology Oriented Organizations
TDB has signed MOU with the following organizations to
promote, assist and fund the development of joint technology
corporation/ transfer projects and for supporting SME
growth via technology transfer, industrial research,
technology development & innovation for the purpose of
generating economic benefits .
MOU with Agence Nationale De Valorisation de la
Recherché (ANVAR), France.
Centre for the Development of Industrial Technology
(CDTI), Spain.
Commonwealth Business Council (CBC), U.K.
30. ACHIEVEMENTS OF TDB
15 years of rich experience in funding commercialization of
new technologies and handholding with enterprises.
So far, TDB has signed 270 agreements with total outlay of
Rs. 3500 crore and TDB assistance of over Rs. 100 crore.
Projects are spread over 16 states and almost in all the
industry segments.
TDB has emerged as a major promoter of first generation
technopreneurs.
First Generation Technopreneurs need more managerial
support and handholding.
31. National Awards
Every year 11th May is celebrated as ‘National
Technology Day' in India to forge powerful
partnerships of industry with the national
laboratories and to create knowledge networks with
academic institutions to promote research and
development and to gain entry into global markets.
32. National Award to a SSI unit for
successful technology
The Technology Development Board also
provides a cash award of Rs. 2.00 lakh to be
given to a Small Scale Industry (SSI) that has
successfully commercialized a product based
on indigenous technology.
34. Life Cycle of an application for funding
Submission of proposal
Internal screening
Evaluation of project
Signing of loan agreement
Project monitoring
Completion of project
Repayment of TDB loan
35. Flow Chart of Activities
Submission of proposal
Not recommended
Internal Screening
Rejection of
by DST experts(ISC)
proposal
Recommended
Evaluation By eminent
External experts
Not recommended
& site visit(PEC)
Recommended
Examination by Not recommended
sub-committee of Board
Rejection of
Clearance by Chairperson Not recommended proposal
TDB
Recommended
Clearance by Board
Not recommended
Recommended
Signing Loan Agreement
(Release of 1st installment)
Contd. On next page
36. Flow Chart of Activities
Contd. from previous page
Signing Loan Agreement
(Release of 1st installment)
Project Monitoring
for release of subsequent
installments(PMC)
Project Completion /
Commercial launch
Repayment of loan