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Medical Device The Israeli Case

Medical Device The Israeli Case. Objectives. Drawing a general “profile” of the Israeli entrepreneur and to draw lessons on the following issues: 1.   The origin of entrepreneurs and their motivations. 2.   Means of financing according to stage of development

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Medical Device The Israeli Case

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  1. Medical Device The Israeli Case

  2. Objectives Drawing a general “profile” of the Israeli entrepreneur and to draw lessons on the following issues: 1.  The origin of entrepreneurs and their motivations. 2.  Means of financing according to stage of development 3.   Means of protecting IPR. 4.  The dynamics of strategic partnering 5.   Recruiting of personnel

  3. Medical devices - Definition An instrument, apparatus, implement, machine, contrivance, implants, in-vitro regent, or other similar components, parts or accessories intended for use in the diagnosis of disease or in the cure, mitigation, treatment or prevention of diseases.

  4. The world Market for Medical Devices • $100 billion • $ 43 billion in the U.S market • Expected annual growth 1999-2004: 9% • Multinational manufacturers are continuously consolidating in order to establish better presence around the world

  5. The Israeli Market • 150 companies • market value: $ 400 million • $300 million is imported • 2/3 of the imports are from the U.S. • Annual growth: about 1%

  6. Israel’s Export and Import

  7. Export by Category

  8. Export by Destination

  9. Research Sample • 10 case studies of companies • 3 interviews with incubators • 4 incubator companies • 1 public company • 5 companies employs less then 25 employees • 4 companies employ more the 50 employees • All companies exist more the 4 years (av. 6.2)

  10. Background of Entrepreneurs Incubators’ entrepreneurs • Extensive academic background • Lack of industrial background • Founding the company alone and not as a team

  11. Background of Entrepreneurs – cont. Independent entrepreneurs • Extensive industrial experience • Experience in entrepreneurship • Companies are founded by a team of entrepreneurs

  12. Triggers Incubators’ entrepreneurs • Frustration from the academic world • Self-fulfillment • Idea directly relates to their academic field

  13. Triggers – cont. Independent entrepreneurs • People with entrepreneurial lifestyle: inventors with many ideas who often implementing one idea and continue to the next one • Self-fulfillment as a senior employee • Firing – Either by their employer or by the VC who insist to replace them

  14. Source of Finance Pre-Seed • Self financing: raising money from family, friends and personal bank loans • Angels: wealthy individuals who invest in start-ups • “Tnufa” program of the MOIT

  15. Source of Finance – cont. Seed • VCs: $300-1000K • Technological incubators • Self financing • Personal bank loans (characterize companies founded in the early 90s)

  16. Capital for Company Development beyond Seed • Strategic investors: J&J • Rounds of capital raising from other VCs • Combination of VCs and strategic investors • IPO: $60 million

  17. Contribution of the investors Incubators • Administration • Management • Attracting investors and strategic partners • Allowing entr. to dedicate themselves to R&D activities • Learning environment

  18. Strategic Investors • Door opener • Accessibility to information • Strategic partnership in marketing • R&D assistance is often limited

  19. Venture Capital • Management - mainly as board members. Assist in issues from daily problems to business and marketing • Human resources: assist in recruiting senior staff especially abroad. • Search for strategic partners • Assist in raising capital • Limited contribution for experienced entrepreneur

  20. Profiles of Entrepreneurs • The academic • The senior employee • The serial

  21. Conclusions • Incubators are mostly used by the entrepreneurs of the academic profile • Good incubators provide proper framework for un-experienced entr.in this field

  22. Conclusions - cont • Companies initiated by a team tend to develop faster • Incubators’ rules do not support start-ups to recruit the best team • In some cases incubators assist in the technology transfer process • The contribution of the incubators is directly related to its management quality

  23. Conclusion – cont. • Un-experienced entrepreneurs tend to benefit more from VCs • The contribution of VCs is a function of their specialization in the field. • More emphasis should be given to IPR issues and regulation process. Differences between European and U.S law impede companies development.

  24. Policy Recommendations • Incubators should enable start-up to recruit best management teams. Rules regarding salaries and team occupations need to be changed. • Incubators should give more attention to business development • As success of start-up companies is directly related to the quality of the incubator management there is a need to build a monitoring system to evaluate the incubator mangers performance.

  25. Policy Recommendations – cont. • Incubators are designed to achieve technological achievements. More emphasis on business development is necessary. • There is a need to build a best practice model for incubation based on the international experience in the field • Support should be given to the creation of professional IPR and legal services • Tnufa program should be expanded and work more closely with incubators

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