SCIENCE/TECHNOLOGY PARKS AND BUSINESS INCUBATORS Business (incl Technology) Incubators, Innovation...
Transcript of SCIENCE/TECHNOLOGY PARKS AND BUSINESS INCUBATORS Business (incl Technology) Incubators, Innovation...
SCIENCE/TECHNOLOGY PARKSAND BUSINESS INCUBATORS: IDEAS & GENERALPRACTICES
Raivo Tamkivi
Poland May 2009
Projekt współfinansowany ze środków Unii Europejskiej w ramach Europejskiego Funduszu Społecznego
TERMINOLOGY
Actually quite hectic but let’s try:
Innovation = development process of a new market-capable product/service. Also: such a product/service itself.
NB! Not necessarily connected to R&D, although often it is.
But “innovation” is also often used in much wider meaning.
R&D commercialization: complex of linked activities during which R&D results are developed into products/services that satisfy certain market demands.
Technology Transfer: movement of intellectual capital and know-how between R&D, business and other organizations with the goal to create and develop market-capable products/services.
SCIENCE vs BUSINESS: GOALS and INTERESTS
Main problem: matching and harmonization of those
for the “classical” STP partners - R&D (universities)
and enterprise, the objective paradigms and
development logics are different, even contradictory:
Success criteria Disturbing factors
R&D
Extension of knowledge
Results are new, complete, perfect and cross-checked
Citation index and other forms of recognition
Need for application or commercialization
Speed, external pressure
Economy of costs
Enterprise
Profit (means: ~sales)
Speed, flexibility
Economy of costs
Drive for perfection
Non-predictability
Academic thoroughness
ENVIRONMENT (1)
Possibility and success of innovation processesdepend on environments:
political/administrative – priorities, programmes, legislative background, public opinion, effectiveness and flexibility of institutions, etc;
financial – availability of: public and/or privategrants, start-up-, seed and venture capital, bankloans, collaterals, etc ;
academic – profile and entrepreneurial attitude of universities/R&D bodies, and of research community as a whole;
cooperation background – entrepreneurial attitudes in the society and its sub-structures, development level of the (ICT) infrastructure, etc;
ENVIRONMENT (2)
Possibility and success of innovation processes most
of all depend on existence and development level of
practical innovation support structures, like:
public (innovation-oriented) funds,
Science/Technology Parks,
Business (incl Technology) Incubators,
Innovation Centres
university industrial liaison/technology
transfer offices,
regional development agencies,
business and industrial parks,
etc., etc….
A Science Park is an organisation managed by
specialised professionals, whose main aim is to
increase the wealth of its community by promoting
the culture of innovation and the competitiveness
of its associated businesses and knowledge-
based institutions.
To enable these goals to be met, a Science Park
stimulates and manages the flow of knowledge
and technology amongst universities, R&D
institutions, companies and markets; it facilitates
the creation and growth of innovation-based
companies through incubation and spin-off
processes; and provides other value-added
services together with high quality space and
facilities.
IAS
P D
efin
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Istanbul, Turkey. Nov 2006
Val. ad. services
Management
Knowledgesources
Company creation
Quality space
Company attraction
Territorial influence
Evolution of STPs
CaliforniaRest of
The USAEurope
Japan
Asia-Pacific
Latin America
´50 ´60 ´70 ´80 ´90
Terminology
• Technology Park
• Science Park
• Science and Technology Park
• Technopole
• Research Park
• Technology Centre
• Science City
• Learning Village
• ...
Common features of all
these “labels”
WhatSpace+infrastructures / property-
based scheme
For
whom
•Knowledge-based firms (KBF)
•Technology-intensive activities
Why
•Assisting the growth of KBF
•Stimulating technology transfer
How
•Bringing research results to the
market place
•Providing added value services
IASP - Main figures
Founded 1984
350 members
72 countries
200,000+ companies
6 Divisions: Europe, Asia-Pacific, Latin America, West Asia, North America, Africa
HQ – Malaga (Spain)
25 World Conferences
43 regional conferences
Science/Technology Parks: recent trends (1)
Without loosing their basic functions:
Specific property-based instrument
for R&D commercialization support
Serving community and generating wealth
through
innovation culture & competitiveness
around year 2000
Science/Technology Parks: recent trends (2)
devotion to regional development: quality
environment not just for business but…
“Learning Villages”
special emphasis on cluster formation,
integration with and support to community
needs and social problems education,
employment, culture and recreation,
an interesting trend: suburban U-campuses
City centres regeneration of City’s
physical and service networks, etc.
Science/Technology Parks: key issues (1)
S/TPs are for enterprise and business, not
for science and technology
There is no real S/TP without affiliated
university or other R&D institution
Ignoring these terminological mess, “TP” misused (Univ.Dept.,
…, Bus.Park) distortion of focus of stakeholders etc., confusion
of the role of public support
The core essence of a S/TP are value-
adding tenant services, not property and
infrastructure development
Science/Technology Parks: key issues (2)
The main function and value of university in a S/TP is to serve as a pool of expertise to commercialise the combined input from
international R&D and TechTr networks,highly-qualified people to amplify the development of knowledge-based enterprises, and also a direct source of commerciable R&D results
These may also seem trivial, but…
S/TP in itself a macroeconomic actor ormassive provider of new jobs, but rather atrigger of the respective desired results.
Remark on Business Incubation:
Definition somewhat problematic, perhaps the most
inclusive definition comes from New Delhi Summit 2004 :
The (wider) business incubation environment is the wider
context which should be conducive to the sustainable
nurturing of growth potential and the development of
enterprises.
Business incubation is a public and/or private,
entrepreneurial, economic and social development
process designed to nurture business ideas and start-up
companies and, through a comprehensive business
support programme, help them establish and accelerate
their growth and success.
The business incubator is a physical space or facility that
accommodates a business incubation process.
UNIVERSITY and STP/TBI : some key issues (1)
Long-term world-wide practice => there can´t be a
real STP/TBI without close link to an university.
Among all possible strategic founders, partners or
stakeholders of a STP/TBI university is almost
always the most stable ally of STP with the
biggest number of overlapping interests.
At the same time, the main missions, visions,
goals and tasks of university and STP/TBI are
naturally different – this must be taken into
account in a mutually respectful way.
The roles and mutual relations of universities and
STP/TBIs are in dynamic change.
UNIVERSITY and STP/TBI: some key issues (2)
The core essence of university-STP/TBI
cooperation: overcoming/minimising the above-
described natural contradictions between science
and business.
There are some especially sensitive areas
where interests of university and STP/TBI can
easily collide a special attention and careful
division of function is needed in:
- IPR handling and protection,
- development of university spin-off companies,
- relations with big technology enterprises.
Science/Technology Park services (1)
Physical Infrastructure Services
Rent of rooms, workplaces and equipment
Communication and other technicalnetworks, maintenance of these
Conference and meeting facilities
Secretarial, accountancy, copying etc. officeservices
Catering, recreation/sports and social life
…..
Science/Technology Park services (3)
Business Development Services
Marketing, finding cooperation partners
Technology transfer: info, advice, brokerage
Special advisory/training (internationalization!)
Search for funding: VC, loans, grants
Mediation of quality workforce/subcontracting
Mediation of R&D-services
PR and image support, publications, design
Quality development/management
…..
Science/Technology Park services (4)
Cooperation Networks
Information about events, services, supportstructures, etc.
Organisation of contact events or ofparticipation in these
Participation in international cooperationnetworks, links with other parks/centres
Development of innovation support staff
Attraction of students to entrepreneurship
Synergy creation among tenant companies
……………….
Incubation in Science/Technology Parks (1)
Mission: to reduce the risks in start-up and early
development stages of knowledge-based innovative
businesses by providing advantageous business and
working environment with services and equipment, and
flexible use of premises.
Conceptual goals:
creation of new innovative businesses, ensuring their
viability and growth resulting in new good clients for the
whole STP;
creation of new jobs (especially those requiring high
qualification);
creation of an output for the applied researchers and
students into business.
Incubation in Science/Technology Parks (2)
Differently from STP as a whole which is expected to make
profit in the long term, the Incubator’s commercial goal
should be “operational sustainability” via reaching the
critical mass of incubants during a certain period of time.
There are various strategies and financial schemes for operating
technology incubators, which are generally based on the readiness
and interest of public and private sectors in certain societies and
economical environments. Two main types of such strategies:
1) Rents/service fees are adjusted to what the the incubants can afford;
discounts are based on cross-subsidising inside the STP and/or on
extra money coming to STP from outside (mostly from public sector);
2) Emphasis is put on the high-quality of services, afforded by the
incubants thanks to the available financial support from public sector
that comes to the incubation projects/companies, not the STP itself.
Undoubtedly the the 2nd option is preferable – the Incubator is managed
in a natural market environment – but ….
Incubation in Science/Technology Parks (3)
Incubator should be an autonomous and physically limited part of the STP
– transparency is needed for both public and private investors. A tricky
question: should Incubator be a separate legal entity? Depends on
particular situation, esp. on the financial buildup of the STP.
Some other tips:
The problems related to intellectual property rights better be resolved
before incubation starts.
Incubation managers should have personal experience in starting and
running a SME, good communication and foreign languages’ skills.
STP should avoid acquiring shares in the companies/projects started
or developed under its roof.
The premises offered in the Incubator should be maximum flexible as
(movable interior walls, etc.) often changes among incubants.
No preferences or benefits should be based on technological fields.
Special attention to the cooperation and synergy of the incubants:
joint projects, training, informational and club events, etc.
Take a maximum use of surrounding STP!
Incubation in Science/Technology Parks (4)Main sources of incubants are: spin-off from universities, R&D institutions and other enterprises;
customer databases of other enterprise and innovation support bodies;
open incubation competitions (announcements in the press),
networks of business organizations, consultants, other service providers,
direct mailing and individual sales,
directed seminars and other contact events (days of open doors, etc.)
The primary selection criteria: the project involves new knowledge-
based or technological element, exceeds the general local level and
is oriented to growth.
Another tricky question: the length of the incubation period? Good to
use X+Y schemes. The ideal case: a successful incubant moves to the other
parts of STP – can be stimulated by offering “transfer packages” to make the
change easier.
The incubation services should be tailored to enable starting businesses:
concentrate mainly to their basic activities;
economize costs (so-called 'shared services' effect');
improve their effectiveness and flexibility;
evaluate adequately perspectives and catch attention of the
important outsiders.
Specific Incubation Services
Search for potential technopreneurs and marketable R&D projects, evaluation & analysis their ideas and capacities;
Primary entrepreneurial training and consulting to develop a business plan (pre-incubation);
Help in feasibility and market studies, in founding a company, compiling various application papers, etc.;
Follow-up monitoring and emergency consulting to follow and develop the business plan, long-term mentoring;
Specialized trainings, incl. in ICT applications;
Mediation of specialized legal, financial, tax-related, IPR-related, etc advice;
Creation primary contacts with potential market, partners, and start-up financing, assistance in foreign relations;
Mediation of technology expertise, help in prototyping etc.
……
Physical Infrastructure Services
Rent of rooms, workplaces and equipment
Communication and other technical networks, maintenance of these
Conference and meeting facilities
Secretarial, accountancy, copying etc. office services
Catering, recreation/sports and social life
Non-Specific Incubation Services:
Business Development Services
Marketing, finding cooperation partners
Technology transfer: info, advice, brokerage
Special advisory/training (internationalization, quality management, etc.
Search for funding: VC, loans, grants
Mediation of R&D-services, quality workforce/subcontracting
PR and image support, publications, design
Cooperation Networks
Information about events, services, support structures, etc. Organisation of contact events or of participation in these
Participation in international cooperation networks
Synergy creation among tenant companies
Seed & Venture Capital & Business Angelship
are extremely important instruments in the toolbox
of a Science/Technology Park. But:
• these are professional sciences by itself, sic!...
• money is often not what is needed first,
• own money and FFF must be used,
• public funding helps but can reduce VC chances,
• no chance without detailed literate business plan,
• training of presentations/pitches is vital,
• as wide S&VC&BA network as possible,
• at 1-2 locally involved VC actors are essential,
• individual approach rather than events!
Last not least, some remarks about VC