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

Plan for Global start-up support

Gap analysis: existing versus needed support

Mobilisation plan

How to complete the existing support functions

Global start-up support structures

(supply side) TTO benchmarking

Regional infrastructure

Global start-up needs (demand side)

Literature review, Start-up interviews

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

TTO benchmarkingTTO benchmarking

Benchmarking effectiveness & efficiency of support offered for global Benchmarking effectiveness & efficiency of support offered for global start-upsstart-ups

While performance is often associated with While performance is often associated with outputoutput, we should be aware that output , we should be aware that output indicators are also looked upon by taking into account resource considerations indicators are also looked upon by taking into account resource considerations ((inputsinputs). ).

Process characteristicsProcess characteristics are often most revealing in terms of how to organize ‘best are often most revealing in terms of how to organize ‘best practices’, yet they are more difficult to obtain/collect (survey versus in depth practices’, yet they are more difficult to obtain/collect (survey versus in depth case studies) case studies)

Defining benchmarking indicators on four levelsDefining benchmarking indicators on four levels

Other Technology Tranfer activities

Spin-off support activities

Capabilities of the host/client university

Regional context

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

TTO Benchmarking: TTO Benchmarking: Survey instrumentSurvey instrument

Performance indicators (output) Performance indicators (output) Contract research / invention disclosures / patent applications / patent portfolio / license revenue / Contract research / invention disclosures / patent applications / patent portfolio / license revenue /

business ideas / business plans / spin-offs business ideas / business plans / spin-offs

Resources (Input)Resources (Input)- Spin-offs support activities- Spin-offs support activities

Identification of opportunities, development of business plans, formation of Identification of opportunities, development of business plans, formation of management team, providing support to obtain capital, finding infrastructure and / ormanagement team, providing support to obtain capital, finding infrastructure and / or

providing access to university equipment and facilities,…providing access to university equipment and facilities,…

- Other TTO activities- Other TTO activities

Professional TTO staff, TTO working budget, TTO experienceProfessional TTO staff, TTO working budget, TTO experience

- Capabilities university- Capabilities university

Academic staff, scientific publications, university policy/ mission wrt Academic staff, scientific publications, university policy/ mission wrt commercialisation of commercialisation of

researchresearch

- Regional context- Regional context

Availability of venture capital, legal framework, regional policiesAvailability of venture capital, legal framework, regional policies

TTO benchmarking: TTO benchmarking: Comparing consortium results with other studiesComparing consortium results with other studies

GlobalStart AUTM UNICO-NUBS HE-BI

Invention disclosures 13,6 70,5 17,9 15,11 Patent applications 12,7 35,8 8,8 5,9 Patents granted 3,4 16,8 2,8 1,2 Spin-offs formed in 2002 3,4 2,1 1,3 Total spin-off portfolio 19,4 24,8

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)

GlobalStart AUTM UNICO-NUBS Start TT activities 1996-2000

(71% of univ) 1983-1995

(63% of univ) 1995-2002

(61% of univ) Total TTO staff (FTE) 8,7 7,8 6,0 IPR support 1,6 3,9 2,3 Spin-off support 1,8 2,1

TTO Benchmarking: TTO Benchmarking: Some “best” practices within the consortiumSome “best” practices within the consortium

TOP programme TwenteTOP programme Twente (Spin-off programme) (Spin-off programme) ObjectiveObjective: encouraging and supporting prospective young entrepreneurs with a good business : encouraging and supporting prospective young entrepreneurs with a good business idea matching with the research done at the universityidea matching with the research done at the university

• Part-time job at the university as a researcherPart-time job at the university as a researcher• Support services wrt research activities Support services wrt research activities • Support services wrt setting up a spin-off company Support services wrt setting up a spin-off company

Gemma Frisius Funds LeuvenGemma Frisius Funds Leuven (Venture Capital) (Venture Capital)ObjectiveObjective: stimulate the creation and growth of university related spin-off companies by : stimulate the creation and growth of university related spin-off companies by

providingprovidingseed capital in the very early phases of research-based spin-off companiesseed 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 Combining the research and technology transfer expertise of the university with the financial and investment expertise of the financial partnersand investment expertise of the financial partners

• Evaluation of the spin-off ideas, assisting in the (further) fine-tuning of the business plan, 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 capitalistslooking for potential commercial partners, contacting external funds and/or venture capitalists

Connect Midlands WarwickConnect Midlands Warwick (Networking) (Networking)ObjectiveObjective: act as a facilitator and a networking vehicle, bringing together emerging technology : act as a facilitator and a networking vehicle, bringing together emerging technology

business with resources they need to succeedbusiness with resources they need to succeed• Networking with entrepreneurs, investors, business service providers and other regional key Networking with entrepreneurs, investors, business service providers and other regional key

playersplayers • Assisting new businesses in finding moneyAssisting new businesses in finding money

Need analysis Global Start-upsNeed analysis Global Start-ups

What are the capabilities that What are the capabilities that Global Start-upsGlobal Start-ups need to acquire in terms of need to acquire in terms of organisational resources and entrepreneur’s profile, in order to build up a organisational resources and entrepreneur’s profile, in order to build up a sustainable global venture?sustainable global venture?

Need analysis through interviews with Global Start-ups and an extensive literature reviewNeed analysis through interviews with Global Start-ups and an extensive literature review

What are the capabilities that What are the capabilities that Universities / TTO’sUniversities / TTO’s need to acquire for need to acquire for supporting their Global Start-ups supporting their Global Start-ups

Support before versus after start-upSupport before versus after start-upInhouse support versus collaboration with regional / national / international partnersInhouse support versus collaboration with regional / national / international partners

5 major functional areas5 major functional areas

Research and DevelopmentResearch and Development Production / operationProduction / operation Market development / salesMarket development / sales Organisation and governanceOrganisation and governance Finance / administrationFinance / administration

Need analysis Global Start-ups: checklistNeed analysis Global Start-ups: checklistPlease, 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.

University / TTO Regional / national partners

BEFORE Start-up of

the company

AFTER Start-up of

the company

BEFORE Start-up of

the company

AFTER Start-up of

the company

Internat. partners

Research & development 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 Y/N Comments

Performing of technological due diligence (assessing how unique the company’s technology is in the world/on the market)

Creating an appropriate IP strategy (global)

Developing a balanced innovation strategy (including R&D roadmap, balanced portfolio of short, medium and long term R&D objectives)

Identifying and providing access to specialised R&D equipment and facilities

Identifying and relating to (global) networks of “world-class” scientists, experts, technical and/or industrial partners

Production / operation 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 Y/N Comments

Assisting / supporting the “make or buy” production decision

Setting-up production facilities abroad

Setting-up logistic infrastructure

Selecting the appropriate location of facilities (taking into account local legislation related to industry, environment, etc and local support / incentive schemes)

Identifying and selecting relevant partners for outsourcing

Developing adequate contractual arrangements related to IP/liabilities (with production partners)

Market development / sales 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 Y/N Comments

Screening and selecting target markets / market segments (market intelligence)

Identifying lead customers

Defining and implementing the appropriate marketing mix for targeted market segments: products, price, distribution and promotion

Developing an appropriate sales strategy and structure (including aftersales and service)

Developing adequate contractual arrangements related to IP / liabilities, (with customers and distributors)

Global Start-up supportGlobal Start-up supportResearch and DevelopmentResearch 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

University / TTO

Regional / national partners

Research & development

Before start-up

After start-up

Before start-up

After start-up

Performing of technological due diligence (assessing how unique the company’s technology is in the world/on the market) 3,9 3,0 2,6 2,8

Creating an appropriate IP strategy (global) 3,5 2,9 2,8 3,0 Developing a balanced innovation strategy (including R&D roadmap, balanced portfolio

of short, medium and long term R&D objectives) 3,5 3,1 2,0 2,4 Identifying and providing access to specialised R&D equipment and facilities 4,1 3,6 2,3 2,8 Identifying and relating to (global) networks of “world-class” scientists, experts,

technical and/or industrial partners 3,1 3,0 1,9 2,4 Overall research & development support 3,6 3,1 2,3 2,7

Global Start-up supportGlobal Start-up supportProduction / operationProduction / 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.

University / TTO

Regional / national partners

Production / operation

Before start-up

After start-up

Before start-up

After start-up

Assisting / supporting the “make or buy” production decision 3,0 2,4 1,8 2,3 Setting-up production facilities abroad 1,6 1,6 1,8 2,3 Setting-up logistic infrastructure 1,8 1,6 1,8 2,5 Selecting the appropriate location of facilities (taking into account local legislation

related to industry, environment, etc and local support / incentive schemes) 1,8 1,8 2,1 2,5 Identifying and selecting relevant partners for outsourcing 2,5 2,3 2,0 2,4 Developing adequate contractual arrangements related to IP/liabilities (with production

partners) 3,0 2,8 2,0 2,3 Overall production / operation support 2,3 2,1 1,9 2,4

Global Start-up supportGlobal Start-up supportMarket development / salesMarket 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

University / TTO

Regional / national partners

Market development / sales

Before start-up

After start-up

Before start-up

After start-up

Screening and selecting target markets / market segments (market intelligence) 3,8 3,0 2,5 3,3 Identifying lead customers 3,6 3,0 2,5 3,0 Defining and implementing the appropriate marketing mix for targeted market segments:

products, price, distribution and promotion 3,4 2,6 2,4 2,8 Developing an appropriate sales strategy and structure (including after sales and service) 3,3 2,6 2,4 2,4 Developing adequate contractual arrangements related to IP / liabilities, (with customers

and distributors) 2,8 2,4 2,4 2,9 Overall market development and sales support 3,4 2,7 2,4 2,9

Global Start-up supportGlobal Start-up supportOrganisation and governanceOrganisation 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.

University / TTO

Regional / national partners

Organisation and governance

Before start-up

After start-up

Before start-up

After start-up

Formation of a Board of Directors with international management experience 2,8 2,5 1,8 2,0 Formation and development of a senior management team with international experience 2,8 2,5 1,8 2,0 Recruiting and selecting “foreign” employees 1,5 1,5 1,5 1,5 Developing adequate HR administrative procedures and arrangements (incl tax/legal

aspects) 2,0 1,9 2,0 2,3 Identifying and developing appropriate arrangements (VAT, legal issues, etc) 2,6 2,3 2,3 3,0 Developing management capabilities 3,6 3,4 2,6 3,5 Overall organisation and governance support 2,5 2,3 2,0 2,4

Global Start-up supportGlobal Start-up supportFinance / administrationFinance / 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

University / TTO

Regional / national partners

Finance / administration

Before start-up

After start-up

Before start-up

After start-up

Identifying, selecting and convincing investment / finance partners during the 3,5 3,7 - pre-seed phase

- seed phase 3,4 3,6 3,1 3,3 - growth phase 3,5 3,5 Identifying and accessing grants/subsidies for export, R&D, etc 3,8 3,1 3,5 3,8 Identifying, developing and installing accounting /administrative /legal procedures

pertaining to (global) activities (VAT, legal, import/export regulation, etc) 2,3 2,1 2,9 3,4 Overall finance / administration support 3,1 3,1 3,2 3,5

Global Start-up support:Global Start-up support:within the consortiumwithin the consortium

University versus regional supportUniversity versus regional supportThe university / TTO provides more support than their partners in the regionThe university / TTO provides more support than their partners in the region

- University / TTO -> support before start-up- University / TTO -> support before start-up

- Regional and/or national partners -> support after start-up- Regional and/or national partners -> support after start-up

Support before versus after start-upSupport before versus after start-upKind and intensity of support needed by global start-ups depends on development phaseKind and intensity of support needed by global start-ups depends on development phase

- Before start-up -> research and development, market development and sales, finance- Before start-up -> research and development, market development and sales, finance

- After start-up -> production and operating, organisation and governance, finance and - After start-up -> production and operating, organisation and governance, finance and administration. administration.

International partnersInternational partnersNot every university / TTO can rely on a network of international partners Not every university / TTO can rely on a network of international partners

Areas in which the university / TTO collaborates with international partnersAreas in which the university / TTO collaborates with international partners

- Most collaboration -> Research & Development- Most collaboration -> Research & Development

- Least collaboration -> Organisation and governance- Least collaboration -> Organisation and governance

Plan for Global Start-up supportPlan for Global Start-up support

To what extent is the To what extent is the support availablesupport available at the university and its at the university and its partners satisfying the support needed for global start-upspartners satisfying the support needed for global start-ups??

Which are the Which are the supportsupport structures structures to be developedto be developed at the university / at the university / TTO? TTO? Which support structures can be outsourced to regional / Which support structures can be outsourced to regional / national / international partners?national / international partners?

Which Which prioritiespriorities have to be set for the development of a mobilisation have to be set for the development of a mobilisation plan?plan?

Priorities depend onPriorities depend on

- - the current portfolio of spin-offs (number / nature)the current portfolio of spin-offs (number / nature)

-- the availability and access to specialised support the availability and access to specialised support

Plan for Global Start-up supportPlan for Global Start-up support

Dual approachDual approach

Increase the dealflow of SOIncrease the dealflow of SO through activities such as active promotion of through activities such as active promotion of

entrepreneurial attitude within the university entrepreneurial attitude within the university

Improve the support towards global start-upsImprove the support towards global start-ups by developing expertise in the TTO by developing expertise in the TTO or building a network of partners that can support spin-offs in their internationalisation or building a network of partners that can support spin-offs in their internationalisation processprocess

Some general guidelinesSome general guidelines- Before start-up: Market development / sales and finding financing are crucial- Before start-up: Market development / sales and finding financing are crucial

Also support wrt research & development support is importantAlso support wrt research & development support is important=> Develop expertise in house => Develop expertise in house

- After start-up- After start-up => the university might direct spin-offs to its network of regional partners=> the university might direct spin-offs to its network of regional partners

- Organisation and governance support- Organisation and governance support=> The availability of a network of internationally experienced managers is important=> The availability of a network of internationally experienced managers is important