This document provides an overview of incubators, accelerators, co-working spaces, and internal corporate accelerators. It discusses the reasons for establishing these programs, including driving economic growth, innovation within large companies, and empowering communities. The key aspects of each model are outlined, including value propositions, cash flows, equity structures, and methodologies used. Tips are provided for creating successful programs, such as ensuring the right expertise and networks are in place and that the model is adapted to the local context. The overall purpose is to introduce common concepts around these programs to entrepreneurs and businesses.
VC Fundraising Deck Template: Carta x Kauffman FellowsNihar Neelakanti
Carta and Kauffman Fellows present a venture capital fundraising deck template highlighting the various components a GP should include as part of their fundraising story to attract limited partners.
Corporate Venture Capital best practices from interviews and researchMark S. Brooks
Summary research from interviews with 13 CVCs to identify best practices in creating a corporate venture capital (CVC) unit or a corporate accelerator.
Key takeaways include having clear objectives, clear processes and structure, easy to measure metrics, having patience and board or executive support, and making contributions to select startups that go well beyond capital.
I hope you find it useful. Feel free to distribute further to others who might find value in it.
You can reach me at https://www.linkedin.com/in/markbrooks
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Deploying a venture builder / start-up factory model to smartly develop and scale a set of innovative ventures.
A structured, experimental, iterative approach to craft value and generate returns
VC Fundraising Deck Template: Carta x Kauffman FellowsNihar Neelakanti
Carta and Kauffman Fellows present a venture capital fundraising deck template highlighting the various components a GP should include as part of their fundraising story to attract limited partners.
Corporate Venture Capital best practices from interviews and researchMark S. Brooks
Summary research from interviews with 13 CVCs to identify best practices in creating a corporate venture capital (CVC) unit or a corporate accelerator.
Key takeaways include having clear objectives, clear processes and structure, easy to measure metrics, having patience and board or executive support, and making contributions to select startups that go well beyond capital.
I hope you find it useful. Feel free to distribute further to others who might find value in it.
You can reach me at https://www.linkedin.com/in/markbrooks
Venture Builder / Start-up Factory Model One-slider Infographic Floyd DCosta
Deploying a venture builder / start-up factory model to smartly develop and scale a set of innovative ventures.
A structured, experimental, iterative approach to craft value and generate returns
Slash - the Startup Studio Playbook (13 dec2018)Slash
New models for collaboration emerge between corporates, startups and investors.
In his keynote at the Asia Startup Summit, Slash CEO Andries De Vos shares how Slash (www.slash.co) has developed a startup studio model which can be applicable to corporates, investors and entrepreneurs.
Slash | The Venture Builder Playbook (5 may2021)Slash
Talk delivered to tech and corporate community on the Venture Builder Playbook.
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1) Why Venture Building is the new "growth" strategy for corporates worldwide
2) Flavors of Venture Building
3) The Venture Builder Playbook (at a high level)
This presentation will introduce you to the fundamentals of raising capital for venture builders, startup studios. Compared to raising capital for a single startup, the fundraising process is more challenging. Because you are raising money for an organization that will be active participant in building up an entire batch or batches of startups. So you have to show to your investors that you have:
+ A studio leadership team with the power to build an entire portfolio of ventures;
+ The right financial-organizational structure that matches the goals;
+ A coherent vision and venture building thesis;
+ Viability of your approach supported by benchmarks;
+ Strong portfolio of startups and ideas in your pipeline.
This presentation will help you understand the basics of how to build up your fundraising approach.
If you need more help, reach out and I will guide you in:
+ Structuring your venture builder and fundraising strategy;
+ Assess your current material and identify gaps and risks;
+ Preparing for a successful investor meeting;
Attila Szigeti
https://www.attilaszigeti.com/
At the Notation annual LP meeting this past fall, we gave a short talk on how we think about pre-seed investing & risk, and why we think there's a particularly interesting risk versus reward tradeoff at this stage.
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We’re thrilled to announce that we’ve raised Kleiner Perkins’ 18th venture fund -- $600 million to focus on early stage investing. This marks 47 years for our firm, and with a fresh team and strategy, we’re incredibly excited for the next 47 years.
Worklife Ventures is the first venture capital firm designed for the new era of builders, creators, and individual contributors.
Fomer Zendesker and Head of Social Media at Expedia, Brianne Kimmel, founded Worklife in 2019 as a $5M fund (which included 7 unicorns) with the vision of investing in companies that make work more flexible, creative, and human. Worklife portfolio companies include Webflow, Achie, BaseDash, Tonal, Italic, Feast, & more.
Worklife brags notable LPs including Marc Andreessen, Chris Dixon, Matt Mazzeo, Alexis Ohanian, Garry Tan, and others.
The Startup Studio Playbook is the World's first professional book dedicated to startup studios, a.k.a. venture builders, startup factories. It is a book for entrepreneurs and innovators. Read about exciting case studies and best practices, discover how the startup studio model enables you to build startups easier
You will benefit from this book if you are interested in entrepreneurship or innovation. Startup studios are on the rise, quickly becoming the new trend in building startups. If done right, model enables you to build startups in a less risky and more cost-efficient way. Discover how this model can benefit you.
The main goal of the Startup Studio Playbook is to make startup studios more transparent, and make it easier to create and grow new studios. In this book you will learn about:
- Who are the founders behind the most exciting studios;
- How are are these organizations funded;
- Where do studios take the idea for their startups;
- How startup studio organize their team and operations;
- What are the spin-off and exit strategies;
- What are the pros and cons of the model;
- How different startup studios operate across the Globe;
- How corporations can leverage the benefits of the model;
- How you can build your own startup studio?
Find out more:
http://www.startupstudioplaybook.com/
Get the book. Use the offer code 'earlybird' to get a discount.
https://gumroad.com/l/startupstudioplaybook
Good Audience Fundraising Deck - Angel Roundsherm8n
This is the fundraising deck we used to raise money in London after Techstars.
While this almost killed our startup, (https://medium.com/good-audience/raising-money-in-london-almost-killed-our-startup-6ed9fca1ba88) we raised $182K total in an angel round.
Our total volume in sales is about to cross the total amount we raised =) Keep track of our progress here: http://goodaudience.baremetrics.com.
The slide deck we used to raise half a million dollarsBuffer
This is the pitchdeck we used to raise half a million dollars from Angel investors. More here:
http://onstartups.com/tabid/3339/bid/98034/The-Pitch-Deck-We-Used-To-Raise-500-000-For-Our-Startup.aspx
Slash - the Startup Studio Playbook (13 dec2018)Slash
New models for collaboration emerge between corporates, startups and investors.
In his keynote at the Asia Startup Summit, Slash CEO Andries De Vos shares how Slash (www.slash.co) has developed a startup studio model which can be applicable to corporates, investors and entrepreneurs.
Slash | The Venture Builder Playbook (5 may2021)Slash
Talk delivered to tech and corporate community on the Venture Builder Playbook.
We covered:
1) Why Venture Building is the new "growth" strategy for corporates worldwide
2) Flavors of Venture Building
3) The Venture Builder Playbook (at a high level)
This presentation will introduce you to the fundamentals of raising capital for venture builders, startup studios. Compared to raising capital for a single startup, the fundraising process is more challenging. Because you are raising money for an organization that will be active participant in building up an entire batch or batches of startups. So you have to show to your investors that you have:
+ A studio leadership team with the power to build an entire portfolio of ventures;
+ The right financial-organizational structure that matches the goals;
+ A coherent vision and venture building thesis;
+ Viability of your approach supported by benchmarks;
+ Strong portfolio of startups and ideas in your pipeline.
This presentation will help you understand the basics of how to build up your fundraising approach.
If you need more help, reach out and I will guide you in:
+ Structuring your venture builder and fundraising strategy;
+ Assess your current material and identify gaps and risks;
+ Preparing for a successful investor meeting;
Attila Szigeti
https://www.attilaszigeti.com/
At the Notation annual LP meeting this past fall, we gave a short talk on how we think about pre-seed investing & risk, and why we think there's a particularly interesting risk versus reward tradeoff at this stage.
Organisational Best Practices of Startup Studios Tobi Gutmann
Based upon two reserach papers, I share some high-level organisational best practices of startup studios (also called company builders, venture studios, startup foundry, etc.)
We’re thrilled to announce that we’ve raised Kleiner Perkins’ 18th venture fund -- $600 million to focus on early stage investing. This marks 47 years for our firm, and with a fresh team and strategy, we’re incredibly excited for the next 47 years.
Worklife Ventures is the first venture capital firm designed for the new era of builders, creators, and individual contributors.
Fomer Zendesker and Head of Social Media at Expedia, Brianne Kimmel, founded Worklife in 2019 as a $5M fund (which included 7 unicorns) with the vision of investing in companies that make work more flexible, creative, and human. Worklife portfolio companies include Webflow, Achie, BaseDash, Tonal, Italic, Feast, & more.
Worklife brags notable LPs including Marc Andreessen, Chris Dixon, Matt Mazzeo, Alexis Ohanian, Garry Tan, and others.
The Startup Studio Playbook is the World's first professional book dedicated to startup studios, a.k.a. venture builders, startup factories. It is a book for entrepreneurs and innovators. Read about exciting case studies and best practices, discover how the startup studio model enables you to build startups easier
You will benefit from this book if you are interested in entrepreneurship or innovation. Startup studios are on the rise, quickly becoming the new trend in building startups. If done right, model enables you to build startups in a less risky and more cost-efficient way. Discover how this model can benefit you.
The main goal of the Startup Studio Playbook is to make startup studios more transparent, and make it easier to create and grow new studios. In this book you will learn about:
- Who are the founders behind the most exciting studios;
- How are are these organizations funded;
- Where do studios take the idea for their startups;
- How startup studio organize their team and operations;
- What are the spin-off and exit strategies;
- What are the pros and cons of the model;
- How different startup studios operate across the Globe;
- How corporations can leverage the benefits of the model;
- How you can build your own startup studio?
Find out more:
http://www.startupstudioplaybook.com/
Get the book. Use the offer code 'earlybird' to get a discount.
https://gumroad.com/l/startupstudioplaybook
Good Audience Fundraising Deck - Angel Roundsherm8n
This is the fundraising deck we used to raise money in London after Techstars.
While this almost killed our startup, (https://medium.com/good-audience/raising-money-in-london-almost-killed-our-startup-6ed9fca1ba88) we raised $182K total in an angel round.
Our total volume in sales is about to cross the total amount we raised =) Keep track of our progress here: http://goodaudience.baremetrics.com.
The slide deck we used to raise half a million dollarsBuffer
This is the pitchdeck we used to raise half a million dollars from Angel investors. More here:
http://onstartups.com/tabid/3339/bid/98034/The-Pitch-Deck-We-Used-To-Raise-500-000-For-Our-Startup.aspx
The terms "Incubator" and "accelerator" form a basic part of the vocabulary of the entrepreneur. For better understanding, here we define the differences!
This is theoriginal AirBnB pitch deck. Airbnb founders use this pitch deck to raise $600K from VCs and angel investors in 2008.
YOU MIGHT ALSO LIKE THESE PITCH DECK EXAMPLES & TEMPLATES:
> Sequoia Capital pitch deck template @ https://pitchdeckcoach.com/sequoia-capital-pitch-deck
> FREE pitch deck template download @ https://pitchdeckcoach.com/free-pitch-deck-template
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NEED HELP WITH YOUR PITCH DECK?
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The presentation was handled for Startup Mantra 2014, the annual event of Kerala Startups. The slides talk about incubators, accelerators, their advantages, disadvantages, how to evaluate and some tips.
Customizable pitch deck templates which include two different versions, both built by leading seed investors at NextView Ventures. Entrepreneurs can use them to save time while building a pitch deck to raise seed capital.
Kibin is the newest and easiest way to get the things you write looked at by another set of eyes. Upload to Kibin and have another user leave edits and feedback on your writing in less than 24 hours!
Find out more at www.kibin.com or www.angel.co/kibin
Cadee is helping golfer understand and improve their game. Just by taking a photo of their scorecard, we digitize their data and help them track their stats over time. We also connect them with other golfers and courses to help them get even more out of their game.
Over 100 decision-makers working directly on corporate innovation in Fortune 1000 (Americas, Europe, Asia) corporations share their learnings. By 500 Startups.
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The statistics are compelling; basically half of all new
start-up businesses fail within two to five years. Since the rise of businesses incubators and accelerators statistics show that the successful completion of an incubator programme plays a significant role in the success rate of a company. Fiona Hanlon investigates....
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FasterCapital is always looking for expanding its network in the startup ecosystem. We partner with other incubators, accelerators, VCs, and service providers to bring the best benefits to startups in our portfolio and to reach out and support startups in our partners' portfolios. Our partnership model is based on non-obligatory and mutually-beneficial collaborative activities to help both FasterCaptial and the partner in reaching out to more entrepreneurs, investors, mentors, and startups enthusiasts. You can join our partners here www.fastercapital.com/partner/joinus.html
The values we live by got us to this point. And we are naturally, completely, and utterly Bundl.
Find out more about our purpose, method, culture, and habits in our ‘This is Bundl’ book.
The entrepreneurial culture and the competitive commercial ecosystem in Dubai act as a magnet for ambitious industrialists and enterprises all over the world. The government and other superior authorities of Dubai focus on introducing programs and initiatives that firmly place the Emirate as an international hub for innovation. One such initiative is the business startup accelerators in Dubai that enable start-ups and small businesses to scale up and gain access to new markets. With so many development programs in the UAE, it may be a wonder what purpose these business accelerators hold. Shuraa experts can explain the concept of these incubators and help you determine the one suited for your business.
On a recent project engagement, Market Gravity facilitated a global study tour of 30 incubators, accelerators, startup gurus…whatever you want to call them.
There are many different models and approaches to working with startups from having dedicated resources scanning the market for startups, the studio model of finding interesting problems then hiring entrepreneurs to solve them, building your own incubator program / curriculum, partnering with another commercial provider, running open innovation challenges etc.
They won’t all be right for your business objectives but we’ve pulled out some of our favorite examples from the likes of Barclays, MasterCard, Target, Wells Fargo and more for you to consider. What does your business really want to achieve from working closer with disruptive startups?
14 ways your organization can work with startups.
2. Content
1) Introduction
2) Why Create an Incubator, Accelerator or Co-‐Working Space
3) Incubators
4) Accelerators
5) Internal Corporate Accelerators
6) Co-‐Working Spaces
7) Creating your own Incubator, Accelerator or Co-‐Working Space
3. Introduction
Over the past 10 years we have seen a significant rise in the number of
Incubators, Accelerators and Co-‐working Spaces cropping up across the globe.
This has largely been due to a rise of investment in the startup scene, driven
predominantly by innovations in the mobile, online and digital space.
Incubators and Accelerators aim to help startups mature to a point where
they are viable to attract significant investment. They are very selective in the
Startups they accept because their main source of income is based on an
agreed share of future profits generated by the startups which become
successful businesses.
Co-‐working Spaces have also become a lot more common due to the rise in
the Startup scene, as small businesses seek to work in shared work
environments which are cheaper than dedicated office space.
As we enter the so called ‘4th
era of Innovation’ corporates are feeling a great
necessity to Innovate. Large corporates, in their aspiration to innovate like
startups, have realized that they can leverage the lessons, tools and
methodologies developed in the Startup scene to drive their own innovation.
As a result corporates are developing Internal Corporate Accelerators.
The following deck is intended to introduce you to some of the common
concepts which are fundamental to these different Programmes. In this fast
moving age of Innovation it is critical for any aspiring entrepreneur or
business to be aware of and understand this particular landscape.
Lets begin…
4. Why Create an Incubator, Accelerator
or Co-Working Space
There are various reasons why a business, government, research institute or group of entrepreneurs might
want to establish an Incubator, Accelerator or Co-‐Working Space. Below are just some of the reaons. The
reason or ‘the Why’ will ultimately dictate which Programme is adopted as well as the exact business model
developed. It is therefore important to start with theWhy.
A CSR Programme
Social Incubators and Co-‐Working Spaces are created
by company CSR programmes and governments in
order to empower and uplift under-‐developed
communities. They serve as platforms for
community members to work with mentors and
investors to identify opportunities and solve
problems whichexist intheir communities.
A Semi Independent
Corporate Capability to Focus
on Radical Innovations
Businesses create Corporate Incubators
and Corporate Accelerators to create an
innovation capability free from the
beuroctratic and BAU contraints of the
parent Company. This gives them the
necessary freedom to take calculated
risk and be measured against a different
set of performance indicators.
A Business
Because you see it as a business opportunity and you
are passionate about empowering promising
bussinesses and entreprenuers. Well run Incubators
and Accelerators can be highly succesful businesses.
Uber and Linkedin are well known examples of
companies which came out of Acclerators which are
now highly respected and succesful in their own
right.
Drive Growth and Economic
Prosperity
Incubators, Accelerators and Co-‐Working
Spaces are often set up in specific
locations as part of a strategy to drive
growth.
5. Incubators
Incubators run time-‐boxed programmes for promising young startups. The application process to get into an Incubator is
usually very competitive. Incubators work with the startups in their programme to get them to a point where they are ready
and worthy offurther investment from a network of Angel Investors which is associated with theIncubator.
Tip 1 Adapt the model to the
realities of your region, if none
exist, build a new one.
Tip 2 Acquire the best expertise.
You will be shaping peoples lives.
Tip 3 Establish a healthy ‘online’
& ‘offline’ network of Investors
and Entrepreneurs.
Angel&Investors
StartupSeed$Funding
$10,000.
$20,000
Initial$
Equity$
+/. 6%
Share$of$
Initial$Equity
Fee$for
access
Angel&InvestorsStartup
Angel&Investors Startup Mentors
Salary
Incubator
Successful&Startups
Receive&further&Investment
Angel$
Investment
Further$Equity$
Share Negotiated
Incubator&Cash&and&Equity&Flow
1.$Startup$gives$up$initial$equity$to$Incubator$+/. 6%
2.$Angle$Investors$Pay$Incubator$to$get$access$to$Startups$at$
the$end$of$the$Incubation$Process
3.$Share$of$initial$equity$given$by$all$the$startups$allocated$to$
Angel$Investors$
4.$Seed$funding$given$to$Startups$to$develop$their$business$ in$
the$incubator$$10,000$. $20,000
5.$Depending$on$whether$Mentors$are$volunteers$or$
employees$they$will$be$paid$a$salary
6.$Startups$who$manage$to$secure$Angel$Investment$after$
from$their$time$in$the$Incubator$give$up$further$Equity$to$
Angel
1 2
3 4 5
Mentorship
Workshops
Hackathons
Exposure&to&Network
Value&Proposition&of&Incubator
. Mentorship$to$early$stage$start$ups$and$
entrepreneurs.$
. Developing$startups$to$the$point$where$their$$
business$ ideas$are$eligible$for$Angle$Investing.$
. Delivering$Investment$Ready$Propositions$ to$
Angel$Investors
Methodologies&Used
. Lean$Startup
. Customer$Development$Cycle
. Minimum$Viable$Product$Development
. Rapid$PrototypingCash$Flow$&$Equity$out$of$Incubator
Cash$Flow$&$Equity$into$Incubator
6
3I6&Month&
Programme
6. Accelerators exist to catapult late-‐stage startups, whether they have been incubated or not, to exceptional heights.
Through an intense programme they help prepare startups for ‘Series A’ funding which is usually provided by Venture
Capitalist firms. There is a far greater focus on Business development in Accelerators as compared to concept
development during incubation.
Accelerators
Tip 1 Ensure you are tapped
into online platforms where
VC firms can find you.
Tip 2 Ensure that Startups have at
least one paying client by the end of
the Accelerator to prove that it is
client-‐ready.
Tip 3 Ensure your Accelerator
has adequate resources to
enable the rapid
development of Startups.
VC#Fund
Startup
VC#Funds
Late#Stage#
Startup
Late#Stage#
Startup
Mentors
Some%pay%
Mentors,%others
Don’t.
Accelerator
Successful#Startups
Receive#VC#Investment
VC%Investment
Further%Equity%
Share%and%Profits%
Based%thereupon
Accelerator#Cash#and#Equity#Flow
1) Take%Equity%from%Startups%accepted%into%Programme
2) Receive%a%Management%Fee%from%the%funds%linked%to%the%
Accelerator
3) Capital%is%provided%to%startups%to%develop%during%
Accelerator%Program
4) Payment%of%Overheads%such%as%Mentors%and%Premises
5) Startups%which%receive%further%VC%funding%give%up%
further%equity%to%VC%fund.%Those%which%go%on%to%be%
successful% share%profit%according%to%equity%shares%to%VC%
and%back%to%the%Accelerator.
1 2
3 4
Value#Proposition#of#Accelerator
P Provide%Startup%with%Credibility%by%virtue%of%
its%participation%in%the%Accelerator.
P Help%Startup%develop%their%pitch%to%
Investors.
P Prepare%Startup%for%its%first%Customer
P Provide%Startup%with%Legal%advise%including,%
due%diligence,%Intellectual%Property,%Term%
Sheet%Negotiations,%Valuation.
P Provide%VC%firms%with%viable%and%mature%
Startups,%ready%for%Series%A%funding.
Cash%Flow%&%Equity%out%of%
Accelerator
Cash%Flow%&%Equity%into%Accelerator
5
3#Month#
Programme
Business#Mentorship
Workshops
Exposure#to#VC#Network
Often%VC’s%
demand%
a%seat%at%the%
table%of%a%
startup
Fund#Managers
+/P20%%of%
Funds%gains$18P$20,000%
Capital%provided
Management%
fee
Accelerator
Profit%or%‘Exit%
Share%’According%
to%Initial%Equity%
Share
7. Internal Corporate Accelerator
The Internal Corporate Accelerator is a special class of Accelerator. It is formed as a semi-‐independent function of a parent
company and is focused on generating ideas, testing these ideas using methods such as rapid prototyping and the customer
development cycle and then further developing successful prototypes into products and sometimes separate businesses.
Corporateaccelerators should operateas semi-‐independent entities, free from the daily constraint ofBusiness as Usual (BAU).
Tip 1 Must ensure that corporate
accelerator is well networked
outside of the parent organization.
Tip 2 Funding for projects
should be appropriately sized at
different stages of development.
Not too much and not too little.
Tip 3 Ensure that the leaders and
Mentors allocated are the right
people for the job. This may require
external hires.
Value Proposition of Corporate
Accelerator
-‐ A structure relatively free from the day
to day constraints of BAU
-‐ A place to test ideas and fail fast
-‐ New streams of revenue from spinoff
products and businesses
-‐ Enables the realisation of an innovation
mandate.
-‐ Radical and disruptive innovation
-‐ Give an organisation the ability to
adopt the lessons learnt from the
startup sector to drive and implement
new ideas.
Methodologies
-‐ Rapid Prototyping MVP
-‐ Customer Development Cycle
-‐ Lean Startup
Internal(Corporate(Accelerator
Parent(Company
Portfolio(of(spinoff(products(and/or(businesses
Dedicated(Budget(Allocated
(Accelerator(can(motivate(for(more)
Incubator(given(relative(freedom(
to(allocate(between(projects
Share(of(Profits
reinvested(in(
Accelerator
Share(of(Profits(Taken(
by(Parent(Company
8. Co-working Space
Co-‐Working Spaces are about creating a vibrant community for small businesses and entrepreneurs where
they can work and if desired network and collaborate with each other. Co-‐working spaces provide all the
infrastructure and services of a fully equipped office space. These resources are shared by the occupying
entrepreneurs and business who all pay rent to theowners of thespace.
Tip 1 Engineer the facilities
and services on the real
needs of the local
entrepreneurial community.
Tip 2 Geographical Location is critical.
Ensure it is located near an existing
community of Entrepreneurs or has
good transport links
Value Proposition of Co-‐working
Space
-‐ Bringing creatives and business
people together to create a vibrant
multidisciplinary community.
-‐ Some have a focus on social
upliftment, in which case they
provide a shared office & or
studio/workshop infrastructure that
would otherwise be lacking in the
community.
-‐ Provide local community of
Entrepreneurs with Seminars,
Workshops, training, networking,
hackathons.
-‐ Hot desks for daily, weekly,
monthly, annual rental.
Tip 3 Offer services
based on the real needs
of the entrepreneurial
community
Co-‐working Space Cash Flow
1) Co-‐working Space
receives rental.
2) Some Co-‐working Spaces
receive Subsidization
3) Main expense for a Co-‐
Working space are
overheads
Co#working*Space
Government*or*Corporate
Business,
Entreprenuer,* Freelancer
Overheads
Some*Co#working*
Spaces*are*subsidised*
but*usually*they*
are*private*and*
independent*
businesses
Rental*+*Service*Fees
Seminars
Workshops.
Training.
Hackathons
Rental,*Staff,*
Essential*Service
1 2
3
9. Creating your own Incubator, Accelerator
or Co-Working Space
Create a model for your local
context
It is important to recognize that the exact
business model which you use and value
proposition you offer should fit the constraints,
challenges and opportunities of your available
network of stakeholders. You cannot simply cut
and paste a successful model from elsewhere in
the world and expect it to work.
Create a clear vision and plan
-‐ Ensure you have a good value proposition for
all stakeholders involved.
-‐ Design your model and Business plan. Include
a good Digital Strategy.
-‐ Assemble the appropriate capabilities:
business analysis, prototyping, Technical
capabilities, Entrepreneurial Credibility and
Industry Experience.
-‐ Build a strategic network of Entrepreneurs,
Investors and Educators.
Grow organically
In the case of Corporate Accelerators It is always best
to start with at least one project identified as having
high potential and developing an accelerator around
it. Allocate the relevant people and team to optimise
success. Thereafter allow the accelerator to grow
organically according to what works and what
doesn't’t. Do not make the mistake of thinking that
by creating a magnificent space, great ideas will
necessarily follow and be successfully accelerated.
This almost never happens
Work hard to find the right people to
work with you in creating a success
The strengths of your partnerships will define your
success. Reputation is key to the success of
Incubators and Accelerators.
Get in contact for advise on how we may be able to
assist you in creating an Incubator, Accelerator or Co-‐
Working Space. Tel: +27 11 463 2205
10. Contact us
24 Peter Place, Lyme Park,
Bryanston, 2191, South Africa
Tel: +27 11 463 2205
Email: ia@innovationagency.com