Presentation is loading. Please wait.

Presentation is loading. Please wait.

Conference & award Best Practices in Science Based Incubators The role of Business Incubators in post-2006 EU What are the priorities Jorge Costa-David.

Similar presentations


Presentation on theme: "Conference & award Best Practices in Science Based Incubators The role of Business Incubators in post-2006 EU What are the priorities Jorge Costa-David."— Presentation transcript:

1 Conference & award Best Practices in Science Based Incubators The role of Business Incubators in post-2006 EU What are the priorities Jorge Costa-David European Commission Enterprise Directorate General Enterprise Directorate-General Oxford, 10 December 2004

2 2 The context (I)  Lisbon objectives (EU Council 2000 invited the EC and M. States to focus their action on small and micro businesses ) 24 million SMEs in Europe 25  2/3 of total private employment  average size : 6 persons 4European Charter for SMEs 4Open method of co-ordination 4« Think small first » and « SME Envoy » 4Entrepreneurship agenda 1.Entrepreneurship Green Paper 2.Entrepreneurship Action Plan

3 3 The context (II) Wider EU Kök report –Blaming, Shaming, Faming –Fewer priorities, more focus –National (M. State specific) action plans Reactions to all the above EC DG Enterprise and its main functions New Commission (as of 22 November 2004)

4 4 Enlargement: Key Facts As from 1st May 2004 Larger/est Integrated Market in the World EU 25 :450 Mio Inhabitants 25 Mio Enterprises Implementation of the ‘ Acquis Communautaire ’ Economic Prospects

5 5 Challenges/Opportunities Strengthening Competitiveness in Candidate Countries Entering New Markets Investment Opportunities Clustering, Networking, Industrial Co- operation Sustainable Development

6 6 CHALLENGES FOR ‘ACCESSION’ AND CANDIDATE COUNTRIES Private business activity has grown very fast in CCs during transition to market-oriented systems SME sector less developed than in EU member states → however, strong latent potential for entrepreneurship Very small businesses → need for policies, access to finance and business support to encourage the transformation of self-employed and microenterprises to larger companies Limited knowledge of the demand for finance among SMEs in the CCs → however, latent demand potentially important Supply of finance to SMEs in the CCs different than in EU countries → commercial banks not aware enough of SME needs

7 7 Strategic goal of Lisbon (2000) “to become the most competitive and dynamic knowledge-based economy in the world… … capable of sustainable economic growth with more and better jobs and greater social cohesion.” Role of the European Commission

8 8 The European Charter for Small Enterprises  Charter for Small Businesses of June 2000 commits Member States and the Commission to create “the best possible environment for small enterprises”.  Erkki Liikanen said “Charter is central to achieving the Lisbon goal of making Europe into the world’s most competitive and dynamic knowledge- based economy by 2010”

9 9 Charter Action Lines (I) Education and training for entrepreneurship Cheaper and faster start-up Better legislation and regulation Availability of skills Improving online access More out of the Single Market

10 10 Charter Action Lines (II) Taxation and financial matters Strengthen the technological capacity of small enterprises Successful e-business models and top- class small business support Develop stronger and more effective representation of small enterprises’ interests at Union and national level

11 11 Central objective of the Charter “Create top-class small business support systems, easy to access, to understand and relevant to the needs of business”

12 12 I. Awareness and visibility - results  75% of EU small business lack information on the availability of support services  Better take up of support services by female entrepreneurs and by entrepreneurs with secondary and university education

13 13 I. Awareness and visibility - results Graph 1: Information and participation rates of businesses

14 14 I. Awareness and visibility - results Main reason for 60% of enterprises not to make use of support services: “they do not see any need for external help”.

15 15 I. Awareness and visibility - results Graph 2: Main reason for not using support services

16 16 I. Awareness and visibility - conclusions Two main factors influencing awareness Promotion of support services –Direct contacts and personal visits - most welcome promotional methods –Word-of-mouth Organisation of contact points –looking for support services at local / regional levels

17 17 I. Awareness and visibility - conclusions KEY CHALLENGES OF SUPPORT POLICY Promotional tools should focus on direct and personal contacts Co-ordination between service providers

18 18 II. Types of support - results EU Small businesses need specifically targeted support services –70% according to their size; –77% to their sector and –73% according to their phase of development There seems to be a certain mismatch between demand of services and offer in Europe

19 19 II. Types of support – results (II) Regional differences as far as enterprises’ needs are concerned Demand for support services related to the development of the business location

20 20 II. Types of support – conclusions (III) KEY CHALLENGES OF SUPPORT POLICY Small business need more tailor made support and more targeted services Coherent support services in the area of professional information and finance Demand for specific types of support differs by the location of an enterprise

21 21 III. Conditions and Delivery - results Graph 5: Satisfaction with use of support services

22 22 III. Conditions and Delivery – results (II) Graph 6: Satisfaction and participation rates

23 23 Objectives of 2001-2005 Multi-Annual Programme for SMEs Promote entrepreneurship Enhance growth and competitiveness Improve administrative and regulatory environment Improve financial environment Facilitate access to Community support services and networks Contribute to the « open method of coordination » - Exchange of information - Identification of best practices - Implementation and monitoring DG Enterprise main functions

24 24 Enterprise Policy Main Activities REGULATORY FRAMEWORK /Action Plan on Regulatory Environment (2002)COMPETITIVENESS  Competitiveness Report (annual), specific issues:  Manufacturing industry (2001)  ICT (2001)  Biotechnology (2001)  Services (2002)  Competition (2002)  Sustainable development (2002) ENTREPRENEURSHIP & INNOVATION /Charter on small enterprises /Scoreboards Benchmarking Less red tape Impact Assessment / Entrepreneurship Green Paper/Action Plan  Innovation (annual)  Enterprise Policy (annual)  Minimum standards for consultation  Communication on impact assessment DG Enterprise main functions

25 25 Policy areas mentioned by respondents A) Continued efforts needed 1.Administration and regulation 2.Access to finance 3.Support and training services 4.Innovation 5.Facilitating transfer of businesses 6.Entrepreneurship education 7.Attitudes towards risk-taking and failure European agenda for Entrepreneurship

26 26 Policy areas mentioned by respondents B) More efforts needed 1.Social security for entrepreneurs 2.Public procurement 3.State aids 4.Taxation 5.Labour law complexity and inflexibility 6.Internationalisation 7.The regional dimension European agenda for Entrepreneurship

27 27 Suggestions about the approach A co-ordinated approach to entrepreneurship policy  Involving policy-makers at EU, national and regional level as well as businesses organisations  Ensuring synergy among different policy areas that affect entrepreneurship (Enterprise, innovation, employment, taxation, education, …)  Respecting diversity among different regions, types of entrepreneurs and their enterprises European agenda for Entrepreneurship

28 28 Five key areas for action 1.Fuelling entrepreneurial mindsets 2.Encouraging more people to become entrepreneurs 3.Gearing entrepreneurs for growth and competitiveness 4.Improving the flow of finance 5.Creating a more SME-friendly regulatory and administrative framework The Entrepreneurship Action Plan European agenda for Entrepreneurship

29 29 Key actions 2004-2005 Fostering entrepreneurial mindsets through school education Reducing the stigma of failure Facilitating transfer of businesses Improving social security of new small business owners Tailor-made support for women and ethnic minorities Facilitating SMEs business cooperation in the internal market Fostering innovative clusters More equity and stronger balance sheets Listening to SMEs Simplification of tax compliance The Entrepreneurship Action Plan European agenda for Entrepreneurship

30 30 Possible key actions 2006 and beyond  Conducting entrepreneurship campaigns  Fostering the creation of more fast-growing enterprises (gazelles)  Promoting entrepreneurship in social sectors  Enabling micro-enterprises to recruit by reducing the complexity of regulations  Facilitating SMEs’ access to public markets The Entrepreneurship Action Plan

31 31 Innovation and Technology Transfer Innovation policy Gate2Growth : business plan assistance & project-investor matching (www.Gate2Growth.com) Networks –Innovation Relay Centers : 68 IRCs to promote technology transfer –‘Innovating Regions in Europe’ network CORDIS (www.cordis.lu) Other EU programmes and policies on SMEs with a bearing on BIs

32 32 Innovation Scoreboard Current performance EU average Trends over last four years EU average +/+ High performance, High trend: “Moving ahead” +/- High performance, Low trend: “Losing momentum” -/- Low performance, Low trend: “Falling further behind” -/+ Low performance, High trend: “Catching up”

33 33 Overall innovation performances

34 34 Innovation Scoreboard: M. State 1

35 35 Enterprise investment in LLL

36 36 Biotech Innovation: Performance

37 37 Innovation performance vs GDP R² = 0.55

38 38 Innovation Scoreboard: M. State 1

39 39 Innovation Scoreboard: M. State 2

40 40 Report on Benchmarking of Business Incubators Available on: http://europa.eu.int/comm/enterprise/entrepreneurship/support_measures/incubators/ind ex.htm Highlights issues such as: Role of Business Incubators Business Incubators definitions and typology Geographical aspects and scope of incubator activities European Policy context

41 41 Business Incubator type (I) Two years ago the following issues were raised at the Best practices in Science Based incubators conference Traditional Business Incubators ‘New economy’ incubators Other, e.g. virtual incubators (such as the Synergy Incubator - virtual service delivered through a virtual medium, the internet)

42 42 Business Incubator type (II) ‘New economy’ incubators  re private-sector, profit-driven with the pay-back coming from investment in companies rather than from rental income; They tend to focus mainly on high-tech and internet-related activities and unlike ‘traditional’ incubators, do not have job creation as their principal aim; ‘New economy’ incubators often have an essentially virtual presence with financial and business services at the core of the offering unlike their ‘traditional’ counterparts that usually centre on the provision of physical workspace.

43 43 Setting Up and Operating Incubators (I) Business incubators should be designed to support and be part of a broader strategic framework – either territorially orientated or focused on particular policy priorities (e.g. development of clusters), or a combination of these factors

44 44 Setting Up and Operating Incubators (II) Incubators should be promoted by an inclusive partnership of public and private sector stakeholders

45 45 Setting Up and Operating Incubators (III) There are a number of different set up funding models but the evidence from this project is that public support for the establishment of incubators in Europe will remain critical for the foreseeable future

46 46 Setting Up and Operating Incubators (IV) There are different ways in which incubators cover their operating costs with many incubators relying on public subsidies, but dependence on this source of revenue funding should be minimised

47 47 Business Incubators functions (I) The provision of physical space is central to the incubator model. Standard good practices now exist with regard to the most appropriate configuration of incubator space

48 48 Business Incubators functions (II) The value added of incubator operations lies increasingly in the type and quality of business support services provided to clients and developing this aspect of European incubator operations should be a key priority in the future

49 49 Business Incubators functions (III) The type of activities client companies are pursuing, in particular the technology/knowledge intensity of these activities, is the key factor (rather than physical features or operating modality) that should be used to differentiate one type of incubator from another

50 50 Business Incubators functions (IV) Across Europe, there are a variety of different business incubator models and precise modalities should reflect local, regional and national circumstances and priorities

51 51 Evaluating Business Incubator services and impacts The performance of business incubators should be judged primarily in terms of the results achieved, i.e. the impact they have on businesses, wider economic development and other priorities

52 52 In seeking to achieve best practice particular attention should be paid to (I): Benchmarking and best practice sharing should focus on the four key incubator service areas identified in the report:  entrepreneur training,  business support,  financing, and  technology support

53 53 In seeking to achieve best practice particular attention should be paid to (II): Business incubators should be encouraged to periodically undertake impacts assessments As a starting point to any EU-level initiative, priority should be given to developing a set of common definitions and quality standards for European business incubators

54 54 A European Definition? A business incubator is an organisation that accelerates and systematises the process of creating successful enterprises by providing a comprehensive and integrated range of support, including:  Incubator space  Business support services  Clustering and networking opportunities By providing their clients with services on a 'one-stop-shop’ basis and enabling overheads to be reduced by sharing costs, business incubators significantly improve the survival and growth prospects of new start-ups. A successful business incubator will generate a steady flow of new businesses with above average job and wealth creation potential. Differences in stakeholder objectives, admission and exit criteria, the knowledge intensity of projects, and the precise configuration of facilities and services, exist and will distinguish one type of business incubator from another.

55 55 Points for reflection (I) Information base about BIs and STPs Development of definitions (commonly agreed) Improving understanding Variety of BI and STP is decisive for success BI and STP must continuously improve quality of services

56 56 Points for reflection (II) Benchmark development Toolboxes Certification/accreditation Interaction between local level/knowledge Information / Experience

57 57 BIS as cornerstone instrument for a successful implementation of all relevant, Lisbon objectives specific, instruments and policies (I) WHY? - Privileged forum for: Incubation of ideas and innovation (not just a ‘coaching’ site) High quality training (not just provision of office space and facilities) Social integration (not just for hi tec ventures) Promotion of sustained growth (not just for ‘hit and off you go’ approach Wider networking and partnerships (not just for local approach) Establish standard schemes with potential sources of finance Establishing the links between the teaching world and first steps in working life

58 58 BIS as cornerstone instrument for a successful implementation of all relevant, Lisbon objectives specific, instruments and policies (II) Debate and info dissemination on sensitive issues such as, e.g. reform measures, career guidance Promote the taking of proactive action on major upcoming issues for the EU such as: –Ageing population –IPR / EU patent –CSR, Environmental & Welfare issues with ways to tackle the problems posed and disseminate good practice from the outset at shop floor level Disseminate good practice

59 59 Business Incubators Database (I) Incubators by country = 774

60 60 Business Incubators Database (II) AUSTRIA15 BELGIUM13 BULGARIA2 CYPRUS5 CZECH REPUBLIC1 DENMARK10 ESTONIA2 FINLAND37 FRANCE81 GERMANY202 GREECE8 IRELAND7 ISRAEL24 ITALY22 LATVIA2 LITHUANIA4 LUXEMBOURG2 MALTA1 NETHERLANDS10 POLAND3 PORTUGAL8 ROMANIA1 RUSSIAN FEDERATION1 SLOVAKIA1 SPAIN28 SWEDEN21 SWITZERLAND3 UNITED KINGDOM260 All countries774 Incubators by country = 774

61 61 Business Incubators Database (III) Incubators by sector – Top 10

62 62 Business Incubators Database (IV) Incubators by sector – Top 10 Top Ten Business Sectors represented by CORDIS Business Incubators SOFTWARE DEVELOPMENT138 E-BUSINESS129 COMPUTER TECHNOLOGY123 INFORMATION AND COMMUNICATIONS TECHNOLOGY (ICT)117 BIOTECHNOLOGY113 ENVIRONMENT108 E-COMMERCE104 MULTIMEDIA104 COMMUNICATION103 ENGINEERING98


Download ppt "Conference & award Best Practices in Science Based Incubators The role of Business Incubators in post-2006 EU What are the priorities Jorge Costa-David."

Similar presentations


Ads by Google