Encouraging Businessto obtain goods/services/technologies from research

Pim de BokxChairman DIA – Dutch Incubation Association

Initiator of Pioneerz Partnership

Pim de Bokx

2

– Entrepreneur since my 20th

– Several companies and organizations founded – Education in Landscape architecture and Business Science– Started private BViT innovation network in 2000 with 2

partners and 1 VC, developing 6 incubators over time: Delft, Rotterdam, The Hague, Amsterdam, Den Helder, Noordwijk.

– Developer XLX game based entrepreneurship training.– Chairman DIA (Dutch Incubation Association) – Owner of Huygens-XC, Expertise Centre on

Entrepreneurship Development and Business Incubation.– Founder Pioneerz Partnership to enable the

PioneersSociety: “managing the risk to dramatically improve”

3PIONEERZ

BViT ClusterIncubation formula

Attract and develop cluster of complementary businesses

Market

Thematic Clusterincubator

Knowledge Source

exploitationapplicationknowledge

pmc

pmc pmc

pmc

pmc

pmc

Characteristics

• Low entry level: combining with co-working• Entry policy involves start-ups already in the

program• Entrepreneurial management; generating

projects and business opportunities• Active support/innovation network• Pre-incubation program through training and

online business plan wizard i.c.w. Universities• Post-incubation through innovation club and

events

Advantages of BViT formula

• Efficient: High output – low costs, 800 m2 for early stage of which 50% ‘open space’

• Effective: average incubation period 1,8 yrs• Value creating: high level of joint projects,

joint ventures and mergers, average attraction of 1,8 million in venture funding/yr

Performance

• Jobs generated: 2 per start-up/ year• Select av. 13 start-ups per year• 93% survival rate after 3 years• 86% receive external funding within 3 years• 24% growth potential• 12% sold to larger company in 5 years

Development timeline

2000 First BViT ClusterIncubator in Delft – YES!Delft2001 Award: ‘Best New Business Incubator in the World’2003 BViT ClusterIncubator The Hague - Caballerofabriek2006 Award: ‘Beste Science Based Incubator of Europe’2008 New Energy Docks Amsterdam2009 MCN incubator Den Helder2009 Cleantech incubator Rotterdam2010 ESA Business Incubation Centre Noordwijk2011 UKBI ‘International Business Incubation Champion’2012 Innovation grant for incubation management suite2014 BViT ClusterIncubator available as soft-franchise

Experience with Knowledge Transfer

• Knowledge is in the brain: talent scouting nr. 1• Technology has to be developed and tested:

offer good access to university resources• University course ‘turn technology into

business’• Organise technology & application events• Support use of techtransfer instruments like

InnovationVoucher and Innovation Performance Contracts

Encouraging Businessto obtain goods/services/technologies from research

Innovation Auction

INNOVATION AUCTION

• event & service to attract SME's to knowledge and technology from R&D institutes putting knowledge & technology in a SME focused showroom to attract new commercialization partners

• 'auction' is a understood open matching system. The first right to negotiate is being auctioned.

• is different from IP-auctions that sell off patent technology (not just the right to negotiate) to professional buyers.

DO1. put a lot of effort in marketing to SME-entrepreneurs2. create awareness with accessible show cases and

demonstrations and an online bid-book in the months leading up to the auction

3. organize an exhibition right before the auction4. disclose relevant due diligence information on each piece at

the auction5. register all bidders and check their credentials6. make available in which way the rights on the

knowledge/technology are available for commercialization7. support entrepreneurs in the follow-up, since the probably

have no experience in negotiating for technology transfer8. make the auction ‘live’ available through internet

DON’T

1. accept complex knowledge/technology, use an sme-panel to reference

2. expect to much from the start, you need time to experiment: to find appropriate knowledge/technology and learn how to reach SME's.

3. make barriers, like registration and pricing, to high.4. exclude professional buyers5. exclude closed bids (bids from buyers that are only

known to the auctioneers)

TIPS

1. experiment with royalty based technology transfer to lower upfront investment for SME's

2. set up co-finance fund to support funding of the buy-in of knowledge/technology from the auction

Encouraging Businessto obtain goods/services/technologies from research

Innovation Vouchers

INNOVATION VOUCHERS

• Dutch Invention 2002• grant < € 10.000• to buy knowledge from R&D institutions to enable

SME innovation

1. to build relationships between SME's and (public/private) Research

2. to enable knowledge transfer3. act as catalyst for long term formation of

cooperative models

DO

1. advertise availability and criteria large scale2. make easy online application; ask for practical

problem to be solved3. use simple to understand grant criteria for the

allocation of vouchers, also a lottery can help.4. once the innovation voucher is granted, use online

tools to help find appropriate R&D supplier5. use a time limit to the use of the voucher 6-12

months6. ask for simple reporting.

DON’T

1. distribute administration to universities2. operate the government agency at arms

length. active brokering between R&D institutes and SME's is essential for success.

3. exclude innovation consultants and subsidy advisors to mediate and support SME's, they will look for long term possibilities.

TIPS

1. monitor and evaluate2. top up the scheme with larger vouchers

which are part of a 'National Challenge' f.i. ‘2014 New Energy Challenge Moldavia’

3. find follow-on opportunities to create awareness among SME's for other Innovation Schemes like SBIR, Innovation Auction, European R&D programs

Encouraging Businessto obtain goods/services/technologies from research

SBIR

Small Business Innovation Research program - SBIR

1. scheme that forces research institutions to involve SME's in their 'pre-commercial' applied research, typically 2-3% of their research budget.

2. mechanism to involve SME's in solving issues government and society face

3. to help SME's innovate where investors wouldn't immediately see the ROI

4. SME's keep the IP developed in the project, government retains a royalty-free use for a period (almost never used)

SBIR setup 3 phases

1. Feasibility study (6 mth): up to € 100.000

2. R&D contract (2 yr): up to € 750.0003. Commercialization: other funding like

'Innovation Credit'

DO

1. setup competitive tender process2. organize the award board as an independent body to

ensure transparent granting of assignments3. set high standards, approx. 15% of proposals is awarded4. facilitate links with funding lines from private investors

and banks which will help identify commercial viability and SME quality

5. deliver the program wide and sizable; ensuring a wide number of involved SME's

6. ensure flexibility and performance delivery of the program

DON’T

1. condone lobbying with award board; regular participation of underperforming SME's would be the result

2. accept lack of motivation with government agencies, SBIR outcomes will be very low

3. design long cycle application process (> 6 mth), the SME's cash flow could not be able to sustain that.

4. forget to monitor performance5. forget to help commercialization efforts after SBIR6. focus on industrial sectors already receiving a lot of

venture capital

TIPS

• Look at SBIR as a procurement instrument. This takes into account the ultimate beneficiaries, which is a government agency or groups in society.

• ‘Customer Satisfaction' should be part of the evaluation process.

Thank YouIng. P.M. (Pim) de Bokx BSc.CPO of Pioneerz Partnership+31(0)654 247 268+31(88)2848600pim@pioneerz.comwww.pioneerz.comhttp://nl.linkedin.com/in/pimdebokx

Partnerships• DIA (Dutch Incubation Association),• EBN/Quality Auditor EBN• ESA Business Incubation Centres• GNBI (Global Network of Business Incubation)

Managing the risk to dramatically improve