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Developing Industrial Strategies Through Innovative Clusters and Technologies. Best practice for incubators in Region Västra Götaland Chalmers Innovation, Gothenburg Gothia Science Park, Skövde. Best Practice for Incubators. Preface to the Study of Best Practice for Incubators. - PowerPoint PPT Presentation
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Best Practice för inkubatorer
Best practice for incubators in Region Västra Götaland
Chalmers Innovation, Gothenburg
Gothia Science Park, Skövde
Developing Industrial Strategies Through Innovative Clusters and Technologies
Best Practice for Incubators
Best Practice för inkubatorer
Preface to the Study of Best Practice for Incubators The idea for this study evolved from discussions in Thematic Working Group (TWG) Start-ups within the ERIK + network (European Regions Knowledge Based Innovation Network, part funded by DG Regional Policy) in which Region Västra Götaland is a member. These initial discussions were then followed by in-depth working group sessions involving the regions of Hamburg, Lower Austria and Västra Götaland. These working group sessions were paid for with funds provided by the regional budget of ERIK +. However, it was not possible to use ERIK + funding to pay for the study itself due to the project’s limited budget. It was therefore decided that the study would be funded by the regional budget within the DISTRICT programme within Interreg IIIC (part funded by DG Regional Policy) in which Västra Götaland is a partner, along with the regions of Tuscany, West Midlands and Sachsen. Under this programme, the region of Västra Götaland is responsible for the thematic area start-ups, spin-offs and financial engineering. This study was therefore of interest for augmenting our knowledge of the working methods of different incubators, since these play a major role in assisting with new start-ups. This knowledge can be passed on to other European regions. This study can also be of interest to the region of Västra Götaland, which expends considerable resources for part funding of almost all incubators in the region. This is to increase the number of technology-based and knowledge-intensive companies with potential in the global market. It should be pointed out that the incubator system is relatively new in the region of Västra Götaland. The first publicly-funded incubator was opened as recently as 1998 (Sahlgrenska Science Park – however, this has operated solely as an incubator only in the last couple of years). Most of the incubators in the region were established in 2002 or at a later date. The public investment in a more systematic means of developing advanced innovations is thus quite recent. The forerunners of the incubators were The House of Innovations at Chalmers University of Technology and the Business Innovation Centre (BIC) an EU concept, which began in Uddevalla in 1995. It is this latter concept that worked with advanced business development for starts-ups in the industrial sphere, but without any incubator activity.
Best Practice for Incubators
Best Practice för inkubatorer
To be able to carry out this study, it was essential that the chosen incubators had worked enough years for their working methods to have been verified and that the incubator companies interviewed had gone through the entire process.The regional dimension was also of particular interest – the different techniques and working methods of the incubators in various research and development environments, such as a metropolitan city area and smaller university college town. It was also important that the management/key persons were still with the company, since the study also adopted a company perspective, i.e. the company’s experience of the incubator’s service and support.Chalmers Innovation in Gothenburg (began operating in 1999) and Gothia Science Park in Skövde (2000) were considered as the most successful in their respective regional segments. These are also two of the oldest incubators in Region Västra Götaland. For that reason, these two were chosen for this study.The nine incubators operating in the Region are mentioned in the study. It ought to be added that a tenth incubator is being established (CIEL in Lidköping). This means that five incubators are operating in the Gothenburg city area and five in towns with university colleges or university departments. In addition to these ten incubators, which are part funded by the Region Västra Götaland, there is also a private incubator in Gothenburg that is run by Scandinavian Financial Management (SFM). This receives no public funding. Yet another private incubator, which has a more virtual organisation, is located in Gothenburg. Incubator Expertise is a regional network that promotes the exploitation of synergies and the skills development of publicly funded incubators. This is financially funded by Region Västra Götaland.Consequently, the incubators play a vital role in helping innovative start-up companies in the process of gaining a foothold in the market. It is also essential that these companies develop corporate concepts that are of such quality and show such potential that they can obtain private funding at later stages. However, funding has to come from public sources in the early stages because access to private seed capital is limited. Similarly, the incubators depend on a great influx of innovative concepts, driven by dynamic entrepreneurs, so that they can select the concepts that show most potential and good marketing prospects.If the regional public innovation system is going to be successful, it also has to contain these elements.
Best Practice for Incubators
Best Practice för inkubatorer
In recent years, Region Västra Götaland has systematically invested in these key areas too. In order to promote academic entrepreneurship, each university and university college now has an entrepreneur school. This initiative was inspired by the Chalmers School of Entrepreneurship, which began in 1997 in Gothenburg. The school was later expanded with a pre-incubator. The Chalmers School of Entrepreneurship also now has a branch in Lidköping. To foster entrepreneurship and business development at universities and university colleges, Chalmers University of Technology and Gothenburg University developed the Hothouse concept at about the same time as Chalmers School of Entrepreneurship. This concept has since spread to other university colleges in the region. The University in Skövde has its own variety called Startblocket (Starting Block), which was launched in 2005. As well as encouraging entrepreneurship and trying to change attitudes to self-employment, many Hothouses also provide assistance and advice to simpler start-ups.Connect Väst also focuses on developing entrepreneurs and start-ups with what it calls its springboard programme. Connect began in Gothenburg in 1999 using Connect San Diego in California as its role model and now also works with new, promising companies through various networks, such as business angel networks. Connect is run by a private-public partnership with limited public funding. In recent years, Connect Väst has also established branches in all university towns across the region. One important organisation that promotes new concepts and business ideas by arranging annual business plan contests is Venture Cup. As can be seen from this report, numerous concepts have started in Gothenburg, particularly at Chalmers University of Technology, and have then spread to the three university towns in the region. In the area of public funding in early business stages, Region Västra Götaland has been a forerunner with seed capital for start-ups. These initiatives began in 2001 and in recent years have been developed and augmented with other initiatives in partnership with private and public players, such as Innovationsbron Väst and ALMI Väst. These two players also have their own funding solutions, such as option loans and start-up loans (Innovationsbron Väst) and innovation loans (ALMI). The regional holding companies also play a key role. The public efforts have been focused on the early stages (pre-seed and seed capital) as it is difficult to obtain private venture capital for these early stages. The companies may receive some public funding during their expansion phase through holding companies and initiatives with private/public partnerships.
Best Practice for Incubators
Best Practice för inkubatorer
The appended illustrations show, in a somewhat simplified manner, the most important components of this innovation system. If all of these key components – entrepreneurship initiatives, incubators and public venture capital in early stages – are weighed together, Region Västra Götaland probably has the bestpublic-funded innovation system for technology-based and knowledge-intensive start-ups of any region in Sweden. However, the system needs to be developed in order to exploit all the potential that exists. It is therefore necessary to devise and test new concepts while at the same time continually improving existing initiatives. This study has been conducted by Scandinavian Financial Management (SFM) at the request of Region Västra Götaland. The authors are responsible for the conclusions and recommendations that have been made.
Christer EnerskogRegional Coordinator for DISTRICTin Region Västra Götaland andmember of ERIK +
www.vgregion.se/districtwww.district-rfo.euwww.eriknetwork.net
Best Practice for Incubators
Best Practice för inkubatorer
Best Practice för inkubatorer
Best Practice, Chalmers Innovation and Gothia Science Park
Martin Skoglund (SFM AB) and Petter Skoglund (Blåbergsholmen)GothenburgDecember 2006Revised March 2007
Best Practice for Incubators
Best Practice för inkubatorer
List of contents
1. Background• Basic concept and purpose • Listing of interviews and literature• Regional conditions • Summary of regional disparities and conclusions
2. Description of processes and structures
3. Interviews with incubators and conclusions drawn from these
4. Conclusions and recommendations to achieve best practice
5. Discussion
6. Appendix
Best Practice for Incubators
Best Practice för inkubatorer
Basic concept
To identify best practice for incubators working under different
conditions. A focus on Chalmers Innovation in Gothenburg and Gothia Science
Park in Skövde
Best Practice for Incubators
Best Practice för inkubatorer
Chalmers Innovation
The Chalmers Innovation Foundation was created in 1997 through a donation to Chalmers from the Sten A Olsson Foundation for Research and Culture. This donation provided the basis for creating the Chalmers Innovation Foundation and enabled the development of a centre for innovative activities at Chalmers.
Facts:• Chalmers Innovation was launched in May 1999 • At present, there are 18 companies in the incubator and 4 in the pre-incubator • Number of new companies each year: 10-12 • Number of graduate companies: 43 companies in business today and 14 no longer
operating • External capital attracted to the companies: EURO 88.6 million invested capital
(accumulated since inception) + EURO 10.9 million in public funding (accumulated since inception)
• Number of business developers: 7
Best Practice for Incubators
Best Practice för inkubatorer
Gothia Science Park
Gothia Science Park provides a complete environment for expanding, knowledge-intensive companies at the campus of the University of Skövde. The University of Skövde offers programmes with an emphasis on business where the main focus is on computing, natural science, technology, economics and humanities.
Facts:• Gothia Science Park opened for business in 2000• At present, there are 8 companies + 3 projects in the incubator• Number of new companies each year: 3-5 on average • Number of graduate companies: 25• External capital attracted to the companies: EURO 1,7 million invested capital
(accumulated since inception) + EURO 540 000 in public funding (accumulated since inception)
• Number of business developers: 2.5
Best Practice for Incubators
Best Practice för inkubatorer
Purpose of the study
Using good examples from two cities with different conditions, this study seeks to:
• Illustrate disparities in conditions of best practice in two different local environments• Show how best practice is implemented practically• Provide guidance for how other incubators can manage and improve their operations• Suggest areas of improvement to the incubators in the study to help them enhance
their business offering• Provide guidance on requirements for start-up of incubators• Provide guidance on management of new incubators
Best Practice for Incubators
Best Practice för inkubatorer
10 incubator companies
Name Company Business
Ulf Schönning, Uvox Industrial Microwave Technology
Tobias Forsell Forsway Broadband boxes
David Rosén Lockpick Computer games
Jan Eric Fasth Noticia Level measuring
Thordur Erlingsson Asitis Debt collection software
Lars Karlsson System OK Backup systems
Joel Haamar MicVac Microwave technology
Anders Kalryd Aitellu Business Intelligence software
Leif Jägerbrandt Admeta Business Intelligence software
Thomas Gustafsson MicroPos Positioning in medical treatment
Best Practice for Incubators
Best Practice för inkubatorer
Incubators in Region Västra Götaland
Source:Best Practice for Incubators
Nine incubators
Innovation system in Västra Götaland- strengths and challenges
Best Practice för inkubatorer
Public Funding
Source:Best Practice for Incubators
Innovation system in Västra Götaland- strengths and challenges
FUNDING GUIDE
What kind of capital is needed for the idea or company to grow?
pre-study funding
pre-seedseed capital
growth capital
verification
idea
packaging
development
pre company formation post company formation
Option loan Conditional loanProfit share loan
Innovation loan
Holding company
Growth loanHolding company
Best Practice för inkubatorer
Innovation systems for technology-based and knowledge-intensive companies
• Available throughout the region • Can provide funding and assistance with projects, from initial ideas through to early
growth stages• Does not provide services for later stages (growth)• Focuses on projects with high technology content
Best Practice for Incubators
Best Practice för inkubatorer
Gothenburg and Skövde based on regional conditions according to NUTEK's division into Local Work Regions
Region Family 1Metropolitan cities
Region Family 2University towns and
cities
Region Family 3Regional centres
Region Family 4Secondary centres
Region Family 5Small regions -
private
Region Family 6Small regions - public
Source: NUTEK
[Regional categorisation of Sweden]
Gothenburg
SkövdeBest Practice for Incubators
Stockholm region Uppsala region Borås region Falkenberg/Varberg Malung Mora/Orsa/ÄlvdalenGothenburg region Helsingborg region Fyrstad region Köping/Arboga/Kungsör Örnsköldsvik VästervikMalmö region Linköping region Skövde/Skara region Nässjö region Markaryd/Ljungby Hudiksvall/Nordanstig
Örebro region Karlstad/Kristinehamn Gotland Åre Säffle/ÅmålVästerås region Sundsvall/Härnösand Lidköping/Götene/Vara Ludvika region Sollefteå/KramforsUmeå region Falun/Borlänge region Simrishamn/Tomelilla Fagersta region Lycksele/MalåJönköping region Växjö region Värnamo/Gnosjö/Gislaved Hultsfred/Vimmerby Arvidsjaur
Halmstad/Laholm/Hylte Olofström/Karlshamn Härjedalen SorseleKristianstad/Hässleholm StrömstadTanum Årjäng Bollnäs/OvanåkerKalmarreg/Öland Nyköping/Oxelösund Kiruna Arvika/EdaGävle/Sandviken region Tranås/Ydre/Aneby Jokkmokk ÖverkalixLuleå/Fyrkanten region Arjeplog Söderhamn Sunne/TorsbyNorrköping region Skellefteå/Norsjö Vansbro KalixEskilstuna Karlskoga region Hagfors StorumanKarlskrona/Ronneby Älmhult/Osby Bengtsfors/Dals-Ed LjusdalÖstersund region Avesta/Hedemora Filipstad/Hällefors Gällivare
Oskarshamn region ÖvertorneåKatrineholm/Flen region Vilhelmina/Dorotea/Åsele
StrömsundPajalaHaparanda
Best Practice för inkubatorer
Academic research per region family and average per individual Local Work Region, R&D annual work units
R&
D a
nn
ua
l w
ork
un
its
(Un
ive
rsit
ies
an
d c
oll
eg
es
)
Source: SCB "Research and development in the university and university college sector"
[Analysis of regional sources for research and development]
There is virtually no academic research in region families 4-6
Gothenburg
SkövdeBest Practice for Incubators
10323
5894
2046
19 50 0
3441
842
128 1 6 00
2000
4000
6000
8000
10000
12000
Region family 1 Region family 2 Region family 3 Region family 4 Region family 5 Region family 6
Total no. R&D annual work units/region family Average no. R&D annual work units/region
There is virtually no academic research in region families 4-6
Best Practice för inkubatorer
Summary of an average Local Work Region in each family regarding R&D sources
Region Family 1Metropolitan Cities
Region Family 2University towns
and cities
Region Family 3Regional centres
Region Family 4Secondary centres
Region Family 5Small regions -
private
Region Family 6Small regions -
public
0004523496Research institute (no. employees)
207
(1.4%)
319
(2.1%)
776
(2.2%)
2,674
(2.7%)
4,656
(3.0%)
37,800
(4.5%)
People with engineering degrees (%)
1531593841,0561,5668 783SME companies (10-199 employees)
3492641294Large companies (>200 employees)
0611308403,400Academic research (R&D annual work units)
R&D sources
Colours indicate relative access to R&D in different regions:= Excellent access = Good access = Some access
Source: WARP/SFM analysis
[Analysis of regional sources for research and development]
= No access
Gothenburg
SkövdeBest Practice for Incubators
Best Practice för inkubatorer
Level of education per region family (II/II), general post-secondary education
Equivalent to the number of highly-qualified people in
just the Helsingborg region
Equivalent to the number of highly-qualified people in
just the Örebro region
As
a p
erc
en
tag
e
Nu
mb
er
of
pe
op
le (
16
-74
ye
ars
old
)
Source: The State of the Regions in 2002, ITPS and NUTEK
[Analysis of regional sources for research and development]
Gothenburg
SkövdeBest Practice for Incubators
790951
287396
364804
114872
38532 50694
263 650
41 05722 800 6 382 2 408 2414
31%
27%
23%
18%
16% 16%
0
100000
200000
300000
400000
500000
600000
700000
800000
900000
Region family 1 Region family 2 Region family 3 Region family 4 Region family 5 Region family 6
0%
5%
10%
15%
20%
25%
30%
35%
No. people with post-secondary education per region family
No. people with post-secondary education on average in each region
% with post-secondary education per region family
Equivalent to the number of highly-qualified people in the Örebro region
Equivalent to the number of highly-qualified people in the Helsingborg
region
Best Practice för inkubatorer
Summary of disparities in conditions for Chalmers and Gothia
• Academic research is carried out to a far greater extent in Gothenburg
• There are more engineers per capita and in actual numbers in Gothenburg
• There are more students in Gothenburg
• More R&D is conducted at the large companies in Gothenburg
• There is more private venture capital in Gothenburg
Best Practice for Incubators
Best Practice för inkubatorer
List of contents
1. Background
2. Description of processes and structures
• Chalmers Innovation, Deal Flow, selection and growth rate • Gothia Science Park, Deal Flow, selection and growth rate• Chalmers Innovation, process• Gothia Science Park, process • Business growth process• Summary of differences in working methods and structures at Chalmers and Gothia
3. Interviews with incubators and conclusions drawn from these
4. Conclusions and recommendations to achieve best practice
5. Discussion
6. Appendix
Best Practice for Incubators
Best Practice för inkubatorer
Chalmers Innovation, Deal Flow, selection and growth rate
Many objects High and rapid growth by means of venture capital
3 years
Tough selection(approx. 10%)
Best Practice for Incubators
Best Practice för inkubatorer
Gothia Science Park Deal Flow, selection and growth rate
Few objects Slow growth with little external funding and substantial own funding
7 years
Considerate selection(50%?)
Best Practice for Incubators
Best Practice för inkubatorer
Business growth
• Characterised by two different roles for the business developers in the incubator
– Consultant - has an active, operational role in the company. For example, acts as the CEO or CFO for a period of time
– Coach - has a more passive role, is responsible for follow-up of the companies and provides support to the management team throughout an entire incubation phase
• External consultants are employed in various roles
– In the management team for the companies– In sales and marketing– In technology development
• Chalmers has an extensive alumni network from the E-school
– Can start up companies– Can step in as a leader in later stages– As sales representatives, etc.
Best Practice for Incubators
Best Practice för inkubatorer
Chalmers Innovation, process
Potential Selection Supply value Exit
Little sourcingeffort
"Tough selection" "Major consulting effort"
"Rapid growth"
Capital from the incubator
Little start-up capital
Private venture capital
3 years
External External
Best Practice for Incubators
Best Practice för inkubatorer
Skövde Gothia Science Park, process
Potential Selection Supply value Exit
Major sourcingeffort
"Considerate selection"
"Major consulting effort"
"Slow growth"
7 years + 7 years
Capital from the incubator
Little start-up capital
Private venture capital
External External
Best Practice for Incubators
Best Practice för inkubatorer
Business growth process in the incubator
Coach
Consultant
years1 2 3 4 5 6
Gothia, own staff
Chalmers, own staff
E-school studentsChalmers Alumni
-1
Board business
Best Practice for Incubators
Best Practice för inkubatorer
Summary of differences and similarities in working methods and structures at Chalmers and at Gothia Science ParkChalmers
• Large deal flow with high levels of technological sophistication - lots of projects with research backgrounds
• Tough selection process similar to that at venture capital companies
• Business growth based on many business developers with a deep commitment to the companies
• The business developers have varying roles (coach/consultant)
• E-school alumni provide a recruiting base for project managers/consultants
• Relatively good access to private capital via business angels and venture capital companies
• Short development period through influx of venture capital
• The portfolio companies have fast routes to public funding since this focuses on technological sophistication
Gothia Science Park
• Small deal flow with varying levels of technological sophistication - few projects with research backgrounds
• Considerate selection process in which much time is spent helping the companies along
• Business growth based on many business developers with a deep commitment to the companies
• The business developers have varying roles (coach/consultant)
• Poor access to private capital via business angels and venture capital companies
• Long development period because of a slow influx of venture capital
• The portfolio companies have longer routes to public funding since this focuses on technological sophistication
Best Practice for Incubators
Best Practice för inkubatorer
List of contents
1. Background
2. Description of processes and structures
3. Interviews with the incubator companies and conclusions drawn from these
• Bottlenecks in the process and the benefit provided by Gothia to the companies according to best practice.
• Bottlenecks in the process and the benefit provided by Chalmers to the companies according to best practice.
• Summary from interviews
1. Conclusions and recommendations to achieve best practice
2. Discussion
3. Appendix
Best Practice for Incubators
Best Practice för inkubatorer
Bottlenecks in the process and the benefit provided by Gothia to the companies according to best practice.
Bottlenecks for Gothia1 indicates no bottleneck
Benefit provided by Gothia5 indicates that the benefit provided is highly valuable
According to best practice, Gothia provides the companies with the help they requireand counters the formation of bottlenecks.
Phase 1: idea to start-up phasePhase 2: start-up phase in the first yearPhase 3: after the first year
Best Practice for Incubators
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Phase 1 Phase 2 Phase 3
Capital
Coach
Consultant
Other
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Phase 1 Phase 2 Phase 3
Capital
Coach
Consultant
Other
Best Practice för inkubatorer
Bottlenecks in the process and the benefit provided by Chalmers to the companies according to best practice.
Bottlenecks for Chalmers1 indicates no bottleneck
Benefit provided by Chalmers5 indicates that the benefit provided is highly valuable
According to best practice, Chalmers provides the companies with the help they require
and counters the formation of bottlenecks.
Phase 1: idea to start-up phasePhase 2: start-up phase in the first yearPhase 3: after the first year
Best Practice for Incubators
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Phase 1 Phase 2 Phase 3
Capital
Coach
Consultant
Other
3D stack 5
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Phase 1 Phase 2 Phase 3
Capital
Coach
Consultant
Other
Best Practice för inkubatorer
Summary based on interviews with the companies in this study• Many of the companies at Gothia Science Park have industrial backgrounds, focus on one specific
customer group and have varying levels of technological sophistication
• Many of the companies at Chalmers Innovation have research backgrounds, are focused on finding a suitable market and application and are often highly technologically sophisticated
• The incubators have a clear picture of their prospects
• The incubators have a clear picture of their process and how it has developed over time
• The incubators and the incubator companies give a homogeneous picture of the actual situation
• All companies interviewed stated that they would not be in existence today without the support of the incubator
• The incubators provide help that counters the bottlenecks of the seedling companies
• Skövde has major problems with funding in phases 1 and 2
• In Skövde, the seedling companies raise much of the funding through their own work
• Swifter progress could be made in Skövde if it had a larger private funding network and access to industrial development skills
Best Practice for Incubators
Best Practice för inkubatorer
List of contents
1. Background
2. Description of processes and structures
3. Interviews with incubators and conclusions drawn from these
4. Conclusions and recommendations for best practice
• Staffing• Deal Flow and selection• Funding• Networks• Summary
5. Discussion
6. Appendix
Best Practice for Incubators
Best Practice för inkubatorer
Best Practice – Staffing
• The incubator should have a critical mass of 4 or 5 employees with a very broad skills base
– Comments from seedling companies: It is excellent to be able to pick the brains of so many people. And if you don't get on with one person, you can always turn to someone else
• Business developers in the incubator ought to be pragmatic and deeply committed to each company
– Skills, experience and self-confidence to participate actively in the development of the companies– Avoid running incubators that are under-staffed and just have an "incubator manager"– Avoid building lots of small incubators where the staff become office administrators instead of
business developers
• Successful incubators start 1 or 2 companies per business developer per year
– Avoid setting unrealistic goals in relation to staff numbers and potential
Best Practice for Incubators
Best Practice för inkubatorer
Best Practice - Deal Flow and selection
The incubator must be adapted to the prevailing conditions of the region in which it operates
Smaller regions (population <200,000)
• The smaller the region, the broader the approach– The incubator should not be targeted at narrow market niches– Find out the best companies in all industries
• The smaller the region, the more limited the selection and flow– Look for potential companies from different sources - industry, academia, etc.
• The smaller the region, the more work is required to create and develop a Deal Flow
City regions (population >500,000)
• Deal flow potential is high from R&D and other sources
• Sufficient data for niched incubators
Best Practice for Incubators
Best Practice för inkubatorer
Best Practice – Funding
Smaller regions (population <200,000)
• The incubator companies need more customer-funded activities during the development phase, e.g. through consulting assignments
• Important to make use of funding sources for early phases, such as pre-incubator funds
• All regions have potential private financiers
• Creation of structured business angel networks can speed up access to venture capital
Metropolitan City regions (population >500,000)
• The incubator companies can be funded by venture capital
• Important to make use of funding sources for early phases, such as pre-incubator funds
• Creation of structured business angel networks can speed up access to venture capital
Best Practice for Incubators
Best Practice för inkubatorer
Best Practice – Networks
Incubator•> 4 employees•Broad skills base•Operational work•Deep commitment•Varying roles over time•Starts up 1 or 2 companies per person each year•Coaches up to 5 companies each year
Board pool•Active Board pool with extensive selection
"Grey eminence"•Experience of the business
Industrial development resources•Easy access
Universities/Colleges/R&D•Change according to the potentials
External consultant/e-school•Swift access
Public funding•In the backbone of the incubator's business developers
Capital/ Business angels•Structured and operational
Best Practice for Incubators
Best Practice för inkubatorer
List of contents
1. Background
2. Description of processes and structures
3. Interviews with incubators and conclusions drawn from these
4. Summary
5. Conclusions and recommendations to achieve best practice
6. Discussion
7. Appendix
Best Practice for Incubators
Best Practice för inkubatorer
Unexploited potential in Gothenburg - discussion
3 years
Tough selection technological sophistication
Technological sophistication
Where do they go? Room for Gothia-style incubator in Gothenburg?
Incubator companies
Successful companies
?
Best Practice for Incubators
Best Practice för inkubatorer
Unexploited potential in Gothenburg - discussion
• Chalmers captures just a fraction of the ideas in Gothenburg
• Gothia has shown good results with a very broad selection
• Several of the companies in Gothia would not have been accepted by Chalmers because their level of technological sophistication was too low
• Considering the success of Gothia's working model, there ought to be room in Gothenburg for another incubator with broader selection criteria and less focus on technological sophistication.A focus on business benefits.
Best Practice for Incubators
Best Practice för inkubatorer
List of contents
1. Background
2. Description of processes and structures
3. Interviews with incubators and conclusions drawn from these
4. Summary
5. Conclusions and recommendations to achieve best practice
6. Discussion
7. Appendix
Best Practice for Incubators
Best Practice för inkubatorer
AppendixQuestionnaire
Best Practice for Incubators
Phase 1. Idea phase for start-up phase Phase 2. Start up phase in the first year Phase 3. After the first year
1. What were the bottlenecks during the various phases, rate on a scale of 1-5 where 5
is the greatest bottleneck in phases 1, 2 and 3?
a. Capital: Incubator’s own seedling fund, “I-Bron” b. Other: Service provider: cleaning, legal, premises, etc. c. Consultant: Business model, sales, external funding d. Coaching: mentorship, follow-up, business growthj -
Phase 1 Phase 2 Phase 3 Capital Coach Consultant Other Comments:
2. Rank on a scale of 1-5 which of the following incubator services you
benefited from the most during phases 1, 2 and 3? a. Capital: Incubator’s own seedling fund, “I-Bron” b. Other: Service provider: cleaning, legal, premises, etc. c. Consultant: Business model, sales, external funding d. Coaching: mentorship, follow-up, business growthj
Phase 1 Phase 2 Phase 3 Capital Coach Consultant Other