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The University / TTO as a partner for Global Start-up support

The University / TTO as a partner for Global Start-up support. What are the needs of global start-ups in terms of support? Is there a “MATCH” between what global start-ups need in terms of support (“demand”) and the support that is offered by TTOs (“supply”)?

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The University / TTO as a partner for Global Start-up support

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  1. The University / TTO as a partner for Global Start-up support What are the needs of global start-ups in terms of support? Is there a “MATCH” between what global start-ups need in terms of support (“demand”) and the support that is offered by TTOs (“supply”)? Effectiveness of TTO support offered to ‘global starters’ can/should also be measured in terms of the extent that actual needs are being met

  2. Spin-off support activities Other Technology Tranfer activities LEVEL 1 Capabilities of the host/client university LEVEL 2 Regional context LEVEL 3 LEVEL 4 TTO benchmarking Benchmarking effectiveness & efficiency of support offered for global start-ups While performance is often associated with output, we should be aware that output indicators are also looked upon by taking into account resource considerations (inputs). Process characteristics are often most revealing in terms of how to organize ‘best practices’, yet they are more difficult to obtain/collect (survey versus in depth case studies) Defining benchmarking indicators on four levels

  3. TTO Benchmarking: Survey instrument • Performance indicators (output) Contract research / invention disclosures / patent applications / patent portfolio / license revenue / business ideas / business plans / spin-offs • Resources (Input) - Spin-offs support activities Identification of opportunities, development of business plans, formation of management team, providing support to obtain capital, finding infrastructure and / or providing access to university equipment and facilities,… - Other TTO activities Professional TTO staff, TTO working budget, TTO experience - Capabilities university Academic staff, scientific publications, university policy/ mission wrt commercialisation of research - Regional context Availability of venture capital, legal framework, regional policies

  4. TTO benchmarking: Comparing consortium results with other studies Other benchmark studies AUTM: “Licensing Survey” => 222 universities, teaching hospitals, research institutes, patent management and investment firms (US & Canada) UNICO-NUBS: “Higher Education – Business Interaction Survey” => 125 universities (UK) HE-BI: “UK University Commercialisation Survey” => 164 universities (UK)

  5. TTO Benchmarking: Some “best” practices within the consortium • TOP programme Twente (Spin-off programme) Objective: encouraging and supporting prospective young entrepreneurs with a good business idea matching with the research done at the university • Part-time job at the university as a researcher • Support services wrt research activities • Support services wrt setting up a spin-off company • Gemma Frisius Funds Leuven (Venture Capital) Objective: stimulate the creation and growth of university related spin-off companies by providing seed capital in the very early phases of research-based spin-off companies • Combining the research and technology transfer expertise of the university with the financial and investment expertise of the financial partners • Evaluation of the spin-off ideas, assisting in the (further) fine-tuning of the business plan, looking for potential commercial partners, contacting external funds and/or venture capitalists • Connect Midlands Warwick (Networking) Objective: act as a facilitator and a networking vehicle, bringing together emerging technology business with resources they need to succeed • Networking with entrepreneurs, investors, business service providers and other regional key players • Assisting new businesses in finding money

  6. Need analysis Global Start-ups • What are the capabilities that Global Start-ups need to acquire in terms of organisational resources and entrepreneur’s profile, in order to build up a sustainable global venture? Need analysis through interviews with Global Start-ups and an extensive literature review • What are the capabilities that Universities / TTO’s need to acquire for supporting their Global Start-ups Support before versus after start-up Inhouse support versus collaboration with regional / national / international partners 5 major functional areas Research and Development Production / operation Market development / sales Organisation and governance Finance / administration

  7. Need analysis Global Start-ups: checklist Please, indicate on a scale from 1 (not at all), 3 (occasionally), to 5 (systematically) to which extent your university / TTO provides support inhouse to spin-off companies to help them complete the needed capabilities. Also indicate on a scale from 1 (not at all), 3 (occasionally), to 5 (systematically) to what extent the regional / national partners the university is working with on a regular basis, provide adequate support to spin-offs. Please make a distinction between support that is offered before start-up of the company and after start-up. Indicate with Y (yes) or N (no) whether the university / TTO is working on a regular basis with international partners to provide support to global start-ups. Comments can be added in the last column.

  8. Global Start-up supportResearch and Development - R&D is the area in which most support is provided Especially wrt TTO support in terms of access to specialised R&D equipment and facilities and technological due diligence

  9. Global Start-up supportProduction / operation - Production and operation is the area in which least support is provided In particular, the TTO support in terms of setting up production facilities and logistics infrastructure abroad, selecting the appropriate location of facilities, is weak. - In contrast, the TTO has the expertise to provide support for the “make or buy” production decision and the contractual arrangements regarding IP and production liabilities.

  10. Global Start-up supportMarket development / sales - The TTO offers good support for the screening and the selection of target markets / market segments and for the identification of lead customers in the pre-start phase - Less support is offered for the development of an appropriate sales strategy and structure including after-sales and service arrangements

  11. Global Start-up supportOrganisation and governance - The TTO provides good support in terms of the development of management capabilities, the region is more focused on support after the establishment of the company - There is a lack of support in terms of recruitment and selection of “foreign” employees.

  12. Global Start-up supportFinance / administration - Good support is available for the identification and the access to grants and subsidies related to export and R&D activities - For the support of global start-ups in identifying, developing and installing accounting, administrative and/or legal procedures pertaining to (global) activities, there is most room for improvement

  13. Global Start-up support:within the consortium • University versus regional support The university / TTO provides more support than their partners in the region - University / TTO -> support before start-up - Regional and/or national partners -> support after start-up • Support before versus after start-up Kind and intensity of support needed by global start-ups depends on development phase - Before start-up -> research and development, market development and sales, finance - After start-up -> production and operating, organisation and governance, finance and administration. • International partners Not every university / TTO can rely on a network of international partners Areas in which the university / TTO collaborates with international partners - Most collaboration -> Research & Development - Least collaboration -> Organisation and governance

  14. Plan for Global Start-up support • To what extent is the support available at the university and its partners satisfying the support needed for global start-ups? • Which are the support structures to be developed at the university / TTO? Which support structures can be outsourced to regional / national / international partners? • Which priorities have to be set for the development of a mobilisation plan? Priorities depend on - the current portfolio of spin-offs (number / nature) - the availability and access to specialised support

  15. Plan for Global Start-up support • Dual approach Increase the dealflow of SO through activities such as active promotion of entrepreneurial attitude within the university Improve the support towards global start-ups by developing expertise in the TTO or building a network of partners that can support spin-offs in their internationalisation process • Some general guidelines - Before start-up: Market development / sales and finding financing are crucial Also support wrt research & development support is important => Develop expertise in house - After start-up => the university might direct spin-offs to its network of regional partners - Organisation and governance support => The availability of a network of internationally experienced managers is important

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