Entrepreneurship Ecosystems - Keynote Liverpool

Building and Assessing Entrepreneurship Ecosystems
Dr. Peter Vogel
info@petervogel.org
www.petervogel.org
© Dr. Peter Vogel (www.petervogel.org)

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Entrepreneurship Ecosystems
Source: Vogel, 2013
It all started at the World Entrepreneurship Forum…

Outline
§  Introduction to Entrepreneurship Ecosystems
§  Global Entrepreneurship Ecosystem Project
§  Swiss Startup Monitor
§  The Evolution & overview of the Swiss MedTech Ecosystem
§  Assessing Entrepreneurship Ecosystems
§  Starting an Entrepreneurship Ecosystem

Ecosystems

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Entrepreneurship Ecosystems we know…
Campus
Regional
National

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A dynamic, interactive community within a geographic region, composed of
varied and inter-dependent actors (e.g. entrepreneurs, institutions and
organizations) and factors (e.g. markets, regulatory framework, support setting,
entrepreneurial culture), which evolves over time and whose actors and factors
coexist and interact to promote new venture creation.
Everything starts with a definition...
Entrepreneurship Ecosystems

Outline
§  The Evolution & overview of the SwissMedTech Ecosystem

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Source: Vogel, 2013
Categorize 200k-300k
organizations
evaluate & map
ecosystems
Global Entrepreneurship Ecosystem Project (2010 -)

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www.EntrepreneurShipEcosystems.org
Symbolic map
We’re looking for more
sponsors and partners
for this project!
Global Entrepreneurship Ecosystem Project (2010 -)

Outline
§  The Evolution & overview of the Swiss MedTech Ecosystem

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Swiss Startup Monitor
Start-‐ups

Universi/es

CTI

Cantons

Banks
&
Analysts

Tech-‐transfer
Centers

Tech
Parks

Public
&
Press

Investors

Founda/ons

Research
Labs

Swiss
Start-‐up

Monitor


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§  Profile
§  Public Profile
§  Community Profile
§  Awards
§  Groups
§  Financing History
§  Founders & Team Development
§  Revenue Development
§  Operational Dashboard
§  CashFlow
§  Liquidity in/out
§  Key Facts
§  Budget
§  Reports
§  Monthly Reports
§  Executive Summaries
§  Knowledge Exchange
§  File and template exchange database
§  Jobs
§  Job Offerings
§  Benchmarking
§  Role-Admin
Startup Functionalities

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Stakeholder Functionalities
§  Profile
§  General Information
§  Offering
§  Contact
§  Links & Dates
§  Application Deadlines
§  Deal Flow
§  Add / Remove Deal
§  List Overview
§  Filtering (Sector, Tag, Status, Responsibility,
Targets, …)
§  Export to Excel
§  Analytics
§  Key Facts of Deals
§  Revenue & raised capital
§  Jobs
§  Map Overview of Deals
§  Dev. Number of Jobs (by year)
§  Dev. Number of Power (by year)
§  Start-up Status
§  Active / Passive
§  M&A
§  Start-up Ranking
§  Employee Growth Rate
§  Revenue Growth Rate
§  Social Media Ranking

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Stakeholder Functionalities

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We are now expanding our
software solution to other countries
and regions around the world

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Education
Source: Vogel, 2013

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MedTech & Medical Education in Switzerland
§  Med Schools
50 km

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§  University Hospitals
50 km

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§  MedTech Education Programs
50 km

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Culture
Source: Vogel, 2013

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Entrepreneurial Culture in Switzerland
Sources: Global Entrepreneurship Monitor – Google Data Explorer
§  Intention to Start Business in next 3 years (% of population: age 18-64)

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§  Entrepreneurship as desirable career (% of population: age 18-64)

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§  Fear of Failure (% of population: age 18-64)
Level of agreement to the statement:
“Fear of failure would keep me from founding a company”.

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Support
Source: Vogel, 2013

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Institutions Supporting Swiss Medical Technology

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MedTech Clusters in Switzerland
Source Map: SMTI Report, 2012

§  Help in developing business plans
§  Tax exemption
§  Allowances for R&D
§  Contributions for investments and technological training
§  Setting-up of financial and business partnerships
§  Work and residence permits
§  Search for premises, terrains and technological parks
§  Contacts with financial and VC institutions
§  Access to networks
§  Help for negotiations with the state
§  Support in export activities
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Cantonal Business Support in Switzerland

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CTI - Entrepreneurial Support in Switzerland
§  Commission for Technology and Innovation
§  Mandate: Improve the innovative strength of Switzerland
Ø market-oriented R&D projects
Ø foundation and development of start-ups
Ø knowledge and technology transfer
Source CTI
Basic
research
Applied research Product
development
Market
SNSF
Turns money into knowledge
CTI
Turns knowledge into money

§  Technology Parks Switzerland
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Entrepreneurial Support in Switzerland
Sources: Swissparks.ch

§  Technology Transfer
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Entrepreneurial Support in Switzerland
University Tech Transfer Office Website
EPFL EPFL TTO www.sri.epfl.ch
ETHZ ETH Transfer www.transfer.ethz.ch
Uni Lugano Ticinotransfer www.ticinotransfer.ch
Uni Basel Unitectra www.unitectra.ch
Uni Bern Unitectra www.unitectra.ch
Uni Fribourg TT Fribourg www.tt-fr.ch
Uni Geneva unitec www.unige.ch/unitec
Uni Lausanne pactt www.pactt.ch
Uni Neuchâtel TT Neuchatel www.unine.ch
Uni Zurich Unitectra www.unitectra.ch

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Visibility
Source: Vogel, 2013

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Entrepreneurial Visibility in Switzerland

§  CTI MedTech Event
Ø 27th August
Ø First event: 2003 (178 participants)
Ø Last year’s event (>600 participants)
§  World MedTech Forum Lucerne
Ø 17th-19th September
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MedTech Visibility in Switzerland

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Networks
Source: Vogel, 2013

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Entrepreneurial Networks in Switzerland

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MedTech & Medical Networks in Switzerland
§  MedTech Companies
50 km

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Financing

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Entrepreneurial Financing in Switzerland
Sources: Innogrant EPFL

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Factors and Actors

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Factors and Actors

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Ecosystem Index
ORGANIZATIONAL PERFORMANCE
ORGANIZATION
CULTURE INDEX
PERSONAL WEALTH INDEX
WORK- & LIFE SATISFACTION INDEX
POLICY INDEX
MARKET INDEX
LOCATION INDEX
JOB CREATION INDEX
INFRASTRUCTURE INDEX
VISIBILITY INDEX
SUPPORT INDEX
NETWORK INDEX
TALENT INDEX
FUNDING INDEX
EDUCATION INDEX
INNOVATION INDEX
NEW VENTURE INDEX
INDIVIDUAL
COMMUNITY
Sources: Vogel, 2013

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Scientific Approaches for Assessment
§  Primary Data
§  Historical data (archival) of cities and regions
§  Understand key competencies of region (manufacturing, education, healthcare,..)
§  Assess strategy of region (high-tech, tourism, manufacturing, …)
§  Map, classify and analyze supporting organizations
§  Performance Measures
§  Quantity of support for each of the identified pillars
§  Quality of the support (e.g., via external raters and 1:1 interviews)
§  Hard-facts (e.g., # participants, # projects funded, survival rates, jobs created, etc)
§  Match between the regional USP and the pattern of ecosystem dimensions

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Scientific Approaches for Assessment
§  Secondary Data (some examples…)
§  National statistics offices
§  GEM
§  GEDI
§  Chambers of commerce
§  Companies Registrars
§  World Bank Doing Business Report
§  Heritage Freedom Index
§  Methodological Approaches
§  Spiderweb charts
§  Benchmarking / ranking based on overall indices
§  Qualitative Comparative Analysis (QCA) for equifinality comparison

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How to Start an Ecosystem?
The formation of an ecosystem is a positive, reinforcing loop:
Success Stories
Importance of the
location
Area attractive to
talents
Innovation

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How to Start an Ecosystem? Swiss MedTech
§  Long tradition of watchmaking, machine industry and pharma
§  Expert knowledge in:
Ø  Micro- and nanotechnology
Ø  Precision mechanics and electro-mechanics
Ø  Material sciences and surface treatment
§  Unique combination of biotechnology and medical engineering

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How to Start an Ecosystem? MedTech Ecosystem Mexico
I worked with the government of Nuevo Leon on:
(1)  Assessing the local USPs
(2)  Benchmarking the region with other MedTech regions
(3)  Derive strategic directions for a MedTech ecosystem

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How to Start an Ecosystem? KAUST
King Abdullah Bin Abdulaziz Al Saud: “It is my desire that this new University becomes
one of the world's great institutions of research... The University shall have all the
resources that it needs to pursue these goals…” - 2009
10 bn USD initial endowment

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The Liverpool City Region
§  1.5m people
§  38’000 VAT registered companies. However, still a large deficit compared to national average
§  Survival rates are comparable to national average à General startup conditions seem OK
§  Self-employment rate (10.1%) still lower than nat. average (13.5%), but catching up
§  Above-average proportion of people with lower levels of education à customize programs!
§  Above-average levels of youth unemployment (& NEET)
Business start-up rates
Sources: LCR Evidence Report
Occupational structure16-18y NEETs

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Industrial Assessment
§  Above-average labor productivity in manufacturing, construction, transport and storage,
information & communication, financial activities, among others.
§  Strong reputation in creative and digital industries
§  Strong growth in specific sectors (e.g., health)
Overrepresented sectors in the LCR Business enterprises by sector
Sources: LCR Evidence Report

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§  Strategic Goals of the Liverpool City Region (LCR)
§  Strengthen the economy through the formation of a unified LCR
§  Increasing the level of education and skills among the younger population in LCR
§  Increasing the density of businesses in the LCR
§  Building an entrepreneurial culture in the LCR
§  Building off the great livability of the LCR to attract entrepreneurial talents to the region
§  Extend on the excellent infrastructure and connectivity (via airport, train and boat)
§  Create 60’000 new jobs until 2020s by focusing on Life Sciences, Advanced Manufacturing,
Creative and Digital Industries, and Financial- and Professional Services
§  Attract FDI for major projects such as the Liverpool Bio Innovation Center

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When Building an Entrepreneurial Ecosystem, consider…
§  Each ecosystem is unique
§  USP first! What are core competencies & goals?
§  Holistic implementation
§  Multi-stakeholder approach
§  Self-employment ≠ Entrepreneurship
§  Coordination and supervision
§  Bureaucracy blocks innovation à facilitate, don’t regulate!

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A Call to Action…
§  Governments
§  Promote the power of entrepreneurship as engine of economic growth
§  Remove the stigma of failure
§  Create networking opportunities
§  Create alternative funding opportunities and startup-friendly (1) taxation & (2) labor laws
§  Entrepreneurs
§  Share stories (both success and failure)
§  Help the next generation of entrepreneurs
§  Incumbent Firms
§  Sponsor incubators and accelerators, build corporate VC practices
§  Collaborate with universities for long-term strategic M&A goals
§  Recognize the contributions and success of entrepreneurs

Dr. Peter Vogel
University of St. Gallen
Switzerland
Mail info@petervogel.org
Twitter: @pevogel
Web http://www.petervogel.org
Thank you for your attention.
“The reasonable man adapts himself to the world; the unreasonable one
persists in trying to adapt the world to himself. Therefore all progress
depends on the unreasonable man.” (George B. Shaw, 1856-1950)

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