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PANEL 1A
Infrastructure for Enterprise Innovation Hubs
Greater Cambridge Partnership
Infrastructure for Enterprise – Innovation Hubs18 April 2007Martin Garratt, Director
Introduction
• Background to Greater Cambridge Partnership (GCP)
• Sub Regional Economic Strategy• Infrastructure for Enterprise – the Hardware• Infrastructure for Enterprise – the Software• Conclusion
Background
• Sub-Regional Economic Partnership (SREP) for the Greater Cambridge area
• Public/Private/Community Sector Boards• Funded by EEDA, County Council and District
Councils and Private Sector• 25 mile radius of Cambridge
Greater Cambridge Area
Sub Regional Economic Strategy
• Goal 1: Encouraging global success in entrepreneurship, research and development and business growth across the high tech cluster
• Goal 2: Encouraging business growth and economic development which will underpin a growing and sustainable sub-regional economy
• Goal 3: Developing a skills base to support a world class economy
• Goal 4: Benefiting all across the Sub-Region• Goal 5: Creating a high quality place to live
work and visit
The Learning Collaboration
Babraham
Addenbrooke’s
Papworth
Technology Hub
Growth Programme
& Facility
Start-up Facility
SJIC
Pre-start Facility
Cambridge University
Enterprise Hubs
Life Sciences Hub
Enterprise Hubs
St John’s Innovation
Centre
The LearningCollaboration
UniversityOf
Cambridge
Technology/ICTTechnology/ICT
Needs-determineddevelopmental
programmes fortechnology-based,
advanced manufacturingand life sciences businesses
PrePre--startstart StartStart--upup Early stageEarly stagedevelopmentdevelopment GrowthGrowth (10 100)(10 100)
Idea generationIdea generationand early stageand early stagecommercialisationcommercialisation
Technology
High Value Manufacturing
Case Study
• Hearing aid technology company• Sell technology on a chip at £1.1m p.a.• Business model for £65m by 2009• Supply chain
– Photo fabrication St Neots– Tool and mould Haverhill– Packaging Ely– Plastic painting / printing Cambridge– Coil winding Bar Hill– Assembly Kings Lynn
Business Parks
Enterprise – the Software
• Technopole Group• Centre for Entrepreneurial Learning• Sector Networks
Sector Networks
CHASE
Enterprise – the Software
• i-Teams• Women in SET• Business Planning Competition
Business Planning Competition
International Relations Focus
Int’l Region
Country Region
Asia China Silicon Valley *
The Americas US Boston
Europe (all) India Shanghai
Eastern Europe
Germany Beijing
Middle East Japan Munich
Korea Bangalore
Singapore Brussels
Taiwan Hong Kong
Russia Paris* Including SF, SJ, SD
Conclusion
• GCP – senior level economic partnership• Strategic plan for area• Enterprise support – hardware & software
www.gcp.uk.net
Centre for Technology Management
Infrastructure for enterprise hubs
St John’s Innovation Centre and the Institute for Manufacturing
Dr Tim Minshall
University of Cambridge Institute for Manufacturing(www.ifm.eng.cam.ac.uk)
&St John’s Innovation Centre Ltd
(www.stjohns.co.uk)
Centre for Technology Management
www.fundingtechnology.org
New
Centre for Technology Management
Engineering
Colleges
Central administration
Academic departments
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University of Cambridge
Centre for Technology Management
St John’s Innovation Centre is wholly-owned by St John’s College and houses about 50 businesses with a
wide range of sizes – providing office and laboratory space as well as support infrastructure
Centre for Technology Management
Incubation elements
IdeasExpertise
Entrepreneurs
AccommodationFunds
NetworksPeople
Connections
Partnerships
Advice
Credibility
Centre for Technology Management
Centre for Technology Management
St. John’s Innovation Centre Ltd.
• Formed in 1987• 100% owned by St. John’s College,
Cambridge• Three aims:
– Return on investment for St. John’s College– Supportive environment for start-up and growth of
new technology ventures– Encouragement of technology transfer
Centre for Technology Management
Tenant mix and size
biotech6%
other tech14%
software49%
support services
31%
Number of employees
0
5
10
15
20
25
1 - 5 6 - 15 16 - 50 > 50
Centre for Technology Management
Business development & incubation
GrowthIncubation
‘Seed’ Incubation
IndependentGrowth
SJIC core businessSJIC ‘extra’ activities
Centre for Technology Management
SJIC also provides:
• Enterprise Link– Networking for new technology entrepreneurs
• Innovation Relay Centre– Technology partnerships
• Close integration with University of Cambridge– Access to:
• Facilities• Expertise• Students• Graduates
Centre for Technology Management
Engineering
Colleges
Central administration
Academic departments
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University of Cambridge
Centre for Technology Management
The Institute for ManufacturingHelp industry to create wealth more effectively.
EDUCATION
RESEARCH
Services
GOVERNMENT
INDUSTRY
UNIVERSITIES
Centre for Technology Management
Role of universities in the knowledge economy
• Graduates– ‘regenerating the gene pool of industry’
• Research– Public availability of leading edge outputs
• ‘Intermediate activities’– Consultancy, executive education, student projects, use of university
labs and workshops,…
• Licensing– Packaged intellectual property
• Spin-outs– Formation of new commercial entities
Centre for Technology Management
Example: Students projects
Centre for Technology Management
Example: Research approach
• Tech-based start-ups
– significant generators of innovation but typically resource constrained.
• Larger companies
– need access to new innovations and to source them from wherever they are generated.
Centre for Technology Management
Centre for Technology Management
A simple problem ..
Start-upEstablished firmWhy?
How?
1Limited
Business model, financing, growth, ..Structure, approach, experiences,..
Centre for Technology Management
Start-upEstablished firmWhy?
How?
Investors
Consultants
Other start-ups
Other established firmsOther
start-upsOther start-ups
Lawyers
UniversitiesPublic agencies
PartnershipsLawyers
Grants, support
Grants
Research collaboration
IP, investment
Partnerships
Investment (corporate VC)
Grants
Services
Complexity ..
Centre for Technology Management
Problems working with large firms
• How to get in?• Who to talk to?• How to cope with organisational change?• Very slow decision cycles• How to understand what they really want?• Trust?
Centre for Technology Management
Centre for Technology Management
Problems of working with start-ups
• IP• Roadmaps (can’t share)• Brand abuse• Financial stability• Over promise / under–deliver• Technology, product or solution?• Can it be manufactured?
Centre for Technology Management
Integrated outputs
• A website providing introductory information on this topic – case studies, short briefing papers, sources of further information, etc.
• A series of evening workshops held at local technology business incubators and science parks
• A toolkit (workbook, presentations, checklists) plus training sessions for advisors and mentors.
Centre for Technology Management
EDUCATION
RESEARCH
Services
GOVERNMENT
INDUSTRY
UNIVERSITIES
Centre for Technology Management
Constraints and replicability
• Patient investment• Management style• Business model
• Pump-priming funding• ‘Non-traditional’ academics• Cambridge structure
Centre for Technology Management
Engineering
Colleges
Central administration
Academic departments
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University of Cambridge
Centre for Technology Management
www.fundingtechnology.org
New
Inca Digital Printers Ltd. Nigel R. Puttergill
18th April, 2007 - KEF VI
Inca Digital Printers – the beginning
Founded May 2000, by Bill Baxter (CEO) and six colleagues
Purpose – to develop, build and sell industrial / commercial UV inkjet printers
Spin-off from Cambridge Consultants (one of many)
1970 1980 1990 2000
Domino Linx ElmjetVideojet
Xaar Inca
Cambridge Consultants Ltd (CCL)1970 1980 1990 2000
Domino Linx ElmjetVideojet
Xaar Inca
Cambridge Consultants Ltd (CCL)
18th April, 2007 - KEF VI
Venture Capital Funded
At launch (May 2000) Inca was valued at £6M
A second round raised £2M leaving:Advent Venture Partners 36%
Small financial investor 3%Cambridge Consultants 14%Founders 37%ESOP 10%
£600k
£1.5M7 people+ IP
Cambridge Consultants Ltd (CCL)
Advent Venture Partners
(AVP)CCL15%
Founders39%
ESOP
AVP35%
18th April, 2007 - KEF VI
Financials
Year 1 Year 2 Year 3 Year 4 Year 5
Sales £0.8m £5.1m £11.3m £14m £19mProfit/loss (£1.4m) (£2.7m) £0.3m £1.0m £1.5m
Staff 22 65 90 105 130
Inca grew quickly and is cash neutral
18th April, 2007 - KEF VI
The Products & Awards
Columbia Turbo
Spyder 320
Queen’s Award for Enterprise: International Trade - 2005Queen’s Award for Enterprise: Innovation - 2005
18th April, 2007 - KEF VI
The importance of Cambridge to Inca’s success
Easy to form a spin-off company in Cambridge• It’s an established process• There is local expertise• Specialized legal resources (IP & company set-
up)• Cambridge has high profile for VC companies• Tax incentives (EMI & EIS)
Large pool of technical resource (people)
18th April, 2007 - KEF VI
The Exit
NEWS RELEASE Dainippon Screen acquires Inca Digital Printers Acquisition links innovative wide format digital inkjet specialist with world’s leading manufacturer of equipment for the digital prepress, printing, semiconductor and flat panel display industries. 2nd June 2005 : Today Dainippon Screen Mfg. Co., Ltd (Kyoto, Japan) announces that it has acquired Inca Digital Printers, the specialist wide-format digital inkjet printer manufacturer, in an agreement totaling UK poundsproducts perfectly. Significantly, Inca’s expertise gives us access to important new markets in industrial printing and packaging. By combining Inca’s expertise in wide format inkjet printing, with Screen’s considerable experience in the media technology, semi-conductor and flat-panel display industries we can further strengthen and grow Inca and Dainippon Screen’s businesses, while working together to develop new applications across multiple sectors in the future.”
18th April, 2007 - KEF VI
Dainippon Screen Mfg. Co., Ltd.
Kyoto based manufacturer of capital equipment for:
• Graphic arts• Semiconductor• Flat Panel• Precision measuring equipment
Revenue - $2.46 billion
18th April, 2007 - KEF VI
Why Dainippon Screen acquired Inca Digital?
Investing in Inkjet for the future of graphic arts business
Investigating inkjet technology for applications in printed electronics and flat panel
Inca has advanced UV inkjet know how
Inca products address new market segment for Screen (Graphics)
18th April, 2007 - KEF VI
Why Dainippon Screen acquired Inca Digital?
Screen recognised the importance of the inkjet community in Cambridge• Access to core research programmes – University• Access to small privately funded research
companies • Developing closer relations with other commercial
inkjet companies• Specialist consultants (IP, technology)• THE CAMBRIDGE NETWORK
18th April, 2007 - KEF VI
Screen and Inca today
Design, development and manufacturing of Inca products still continues as before.
Inca maintains its independence for technology development and product design
Screen and Inca exchange know-how and support • Joint development projects• Exchange of engineers• Advice, problem solving• Procurement
Cambridge is becoming the corporate centre of Inkjet development
18th April, 2007 - KEF VI
Thank you for your attention
Infrastructure for Enterprise Innovation
HubsEIF Experience
By Bagrat Yengibaryan
Enterprise Incubator Foundation
• Non-profit business development and incubation agency
• Established in 2002 by the Government of Armenia within the World Bank’s “Enterprise Incubator” Project to support the development of Armenia’s IT industry
• Mission is to stimulate economic growth of Armenia by assisting the local IT enterprises in business and skills development areas and stimulating entrepreneurial activity and start-up formation in the country
Infrastructure for Innovation Hubs
This is an evolving concept that has reached different levels across the world, reflecting the different stages of development. Technological and other change is rapidly transforming the environment in which the Innovation is developed. We should promote it at the national level. To put the potential of knowledge and ICT at the service of development
Challenges
• Incubator as a Start up
• Wide range of Services
- Business Services
- Skill Development Services
- Facility Services
• Revenue Generation
• Virtual vs. Physical
Support Actors – Key Stakeholders
• Government
• Private Sector
• Educational Institutions/Academia
• Think Tanks
• Research Centers
Role of Government
• Development of strategy, including the necessary human capacity building
• Initiate structured dialogue involving all relevant stakeholders, including through public/private partnerships, and for the exchange of best practices
Role of Government
• Government should take action, in the framework of national development policies, in order to support an enabling and competitive environment for the necessary investment in Innovation and for the development of new services
• Provide funding for joint projects
Business Development/ Cluster Development
• Cluster promotion (Foreign Offices)• Branding• Business development (software process
improvement, CMMI certification)• Capacity development (training labs, curricula
development, R&D facilities)• Consultancy (legal, accounting, sales,
marketing)
Business Development/ Cluster Development
• FDI attraction
Microsoft Innovation Center
SUN Solution Development LAB
• Financing mechanisms (Venture Capital)
• Start-up creation
• Surveys and Publications
EIF as Part of Knowledge Infrastructure
• R&D Centers
• Training Labs
• VC Funds
• Techno parks
Key Results Achieved
• Annual sector growth 20%, • Annual workforce growth 30%• 10% growth in start-ups creation• IT industry produces ~ 10% of Armenia’s exports
and almost 2% of Armenia’s GDP• Productivity increase 7%• 70% of IT companies using EIF services• FDI attracted (Sun Microsystems, Alcatel,
Microsoft, National Instruments, HP)• First VC fund established in Armenia
Success Factors
• Idea generation
• Turning ideas into action
• Public-private partnership
• Matching interests
• Quality services/new perspectives
• Networking opportunities
• Big picture
What is needed?
• Political support
• Skilled human resources
• Dedicated management
• Creative culture
• Start-up capital
• Physical Infrastructure
Next Steps
• Development of New Strategy and Implementation Plan
• Joint actions with Donor Community and Private Sector on Implementation of Projects on exploring ICT and E-development aspects related to knowledge based economy
• Establishment of Innovation Centers and Start-up Funds, Industrial Zones, etc
Enterprise Incubator Foundation123 Hovsep Emin st.Phone: (374 10) 219797Fax: (374 10) 219777E-mail: info@eif.amwww.eif-it.com