- Is the restructuring of interrelations between academic networks and markets feasible? - How we can deal with modern migration phenomena? - Are universities really able to maintain and empower their financial sustainability? - How the recent socio-economic studies can be tranfered into EU regulatory framwerok? Is there any context to build on? Hope this 2min. presentation to offer a conceptual model; aiming to integrate the aforementioned predominant topics and open a new window for further discussion and applied political research. With respect to all comments, I am looking forward to receiving every critical review. Dimitrios Kordas

1. International Summer School on
ENTERPRENEURSHIP & TECHNOLOGY VENTURING
9 - 13 July 2012
VentureLab Twente
Business Venture name: “Europe-Based Entrepreneurial Solutions”
Author: Dimitrios Kordas

2. “GET INSPIRED”
Trade off: WHO commands WHO?
Population Growth Maximize Profitability
High Unemployment Rates Customer Requiremnts Management
Economic Crisis Limited Monetary Funds
Enviromental Sustainability Organizational Restructuring
Social & Professional Mixing
Sustain long-term relationships
Spin-offs (e.g. 61 in Delft, 800 in Twente area.) Incubators
Academic networks Strategic partnerships (e.g. 3TU.)

3. University Spin Offs (USOs) Performance
Mecha Spatial
Business proximity
Culture nical
•Business
Culture
External •Spatial
proximity
factors
UNIVER Nanot
Electro
echnol
•Heterogeneity
nics SITIES
Internal
of contracting
•Tightness / ogy
Looseness
factors •Strength of
relationships
Strength of
relationships
Heterogeneity Enviro
of contracting mental
Tightness /
Looseness

4. What are we dealing with?
(Chart 1)
(Chart 2)

5. Chart 1. Share of highly educated aged 15 and over among the five main
emigrant populations, by regions of origin, 2005/06 and 2000
Source: OECD, 2010

6. Chart 2. GDP Growth Scenarios
Source: OECD, 2012

7. Future expectations
• Capitalize and commercialize more and more throughout the
University Spin Offs (USOs).
• Commit investing firms using long-term contracts.
• Increase governmental funding to academic networks.
• Decrease products-delivering relations between institutions
and industry.

8. Available solutions
++ Strategic partnerships among Dutch and European universities.
++ Increase the number of USOs towards enhancing regional and
national growth.
+ Patenting for promoting scientific excellence and reputation.
-- USOs are often too technical with lack of marketing & business
development plans.
- USOs are tightly linked to the academic ‘know-how’.
- USOs’ margins do not contribute directly to exploiting new
markets; instead they are locally domain-specialized.

9. Proposition
Restructuring the relation between Universities – Spin Offs –
Private Firms – States.

10. Unique selling points
 EU Innovative regulations pushing governments for investing more on
creating industrial and academic R&D departments.
 Incentives for entrepreneurship transfer from one land to another; full
exploitation of educational immigration. The internationalisation of firms
accelerates without any additional recruiting costs!
 The more you invest, the more your market share will be and your return
rate will be augmented gradually, guaranteed by EU and internal
legislation. The brand name will be socially & academically established.
 Potentiality to develop computerized investment analysis tools, based on
geo-demographical data and economic, production capabilities.

11. ‘Money is always money’
• At a Break Even Point preliminary analysis, the calculated
needed capital is 600,000 €.
• Equity base 15%.
• The starting point of designing fully the company and
acquiring infrastructure assets is estimated in September
2013.
Let’s conceive together the EBES vision.
> From Local to European impact.

12. Closing
THANK YOU FOR YOUR ATTENTION!
Dimitrios Kordas