Morocco RDI and entrepreneurial environment ilyas azzioui escwa amman 12 13 november 2012

Morocco RDI & Entrepreneurial Environment

Prepared by : Ilyas AZZIOUI Amman: 12-13 November 2012

ESCWA Regional Workshop on “Innovation and Commercialization for Economic Development “

Challenges

RDI Syst RDI Syst Pool of Pool of ideasideas

Technology Technology TransferTransfer

SysteSystemm

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SysteSystemm

Challenges


Viable Viable BusinessBusiness



SysteSystemm

Challenges





SysteSystemm

ResearchResearchers with ers with

ideasideas

Challenges


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SysteSystemm


ideasideas

TechnopreneuTechnopreneurr




SysteSystemm


ideasideas

EntrepreneurEntrepreneur

The Approach

Problématique



SysteSystemm

Researchers with ideas

Analyse du Système RDI

Policy & Policy & governance governance

FundingFunding

PeoplePeople

RDI outputRDI output


Policy, governance and Policy, governance and organisation organisation

The Strategy and Vision 2025 developed in 2006 continues to serve as the reference for the implementation of policies and measures related to R&D. According to this vision the main societal challenges that should drive Moroccan research in the future are:

1. Education and training2. Access to basic services (infrastructure, potable water, electricity,

health, etc.)3. Fight against poverty and social exclusion4. Other challenges: fight against the effects of drought,

environmental degradation, slums and diseases.



Research priorities are :

1.improving quality of life,

2. knowledge, preservation and enhancement of natural resources,

3. socioeconomic and cultural development,

4.information science and technology,

5.agriculture in difficult conditions,

6.business competitiveness and innovation,

7.risk management

8.biotechnologies.



The National Pact for Industrial Emergence (2009-2015): Launched by the Ministry of Industry, Trade and new technologies, it focuses on export oriented economic sectors where Morocco could obtain a sustainable advantage and a high potential for growth :

1.off-shoring (client relationship management, banking and insurance, management of payments, help desks and infrastructure management),

2. textiles and clothing,

3.automobile and aeronautics,

4.electronics,

5.agro-food, exploitation of marine resources;

6.Industrial crafts.

7.More recently added sectors include nanotechnology, biotechnology and microelectronics.



The National Pact for Industrial Emergence (2009-2015):

Sectors Managers Engineers Technicians Operators Total

Off shoring 1 000 3000 10500 55000 70000

Automotive 1500 7000 9000 32500 70000

Aeronautics 300 1900 3000 9800 15000

Electronics 200 1400 2700 4700 9000

textiles and leather 300 2000 7500 24000 32000

Agro-food 500 500 8500 14500 24000

Total 3800 15800 39400 141000 220000



Two main policies were driving the RDI System lately

The Emergency programme (2009-2012) : led By the Ministry of Higher Education and Research, the main focus was education but Project n°14 called “Promotion of Scientific Research” was expected to absorb 72 million Euros (720 million DH) of a total budget of 4.7 billion Euros (47 billion DH)

Morocco innovation initiative (2009-2014): led by the Ministry of Industry, Trade and new technologies


• Governance and framework: 1. Setting up a National Innovation Committee; 2.The creation of a dedicated structure (Moroccan innovation Centre); 3. Fostering a flexible and effective legal framework for innovation

•Infrastructure: 1.Technological infrastructures; 2.Technology transfer infrastructures (implementation of Innovation cities in some universities); 3.Clusters.

• Funding & Support: Developing a portfolio of products/schemes to support innovation; Stimulation of the venture capital system; Development of the intellectual property market; Mobilisation of international funds for innovation.

• Attracting Talents: Creation of the Moroccan Innovation Club; Promotion of the innovation culture; Positioning Morocco R&D and innovation offer.

Morocco Innovation Initiative


• Governance and framework: legal framework: A draft law (bill) was elaborated but has yet to go through the adoption process. The provisions of this bill focus on the following points:

•Providing incentives to young innovative enterprise (JEI);•Providing a legal framework for spin-outs;•Incentive scheme to encourage the recruitment of researchers (or PhD students)

Governance: the creation of the Moroccan Centre of Innovation (CMI) and the definition of its missions. The CMI plays a key role in managing new funding schemes such as Intilak (up to 100,000 Euros) to support innovative start-ups and Tatwir (up to 400,000 Euros) to support applied R&D project within the private sector.

AchievementsMorocco Innovation Initiative


• Infrastructure: 1.Innovation cities (Cités de l’Innovation): Four universities were selected at this stage to host “innovations cities”. These structures will play a key role in incubation and technology transfer activities.

2.Clusters: Four clusters were legally formed in the fields of IT ((Maroc Numeric Cluster), microelectronics (Morocco Microelectronics Cluster), Electronics and Mécatronics (Cluster Electrique, Mécanique et Mécatronique du Maroc) and Sea products valorisation (Cluster Oceanopole Tan Tan). Funds to support the launching and functioning of these clusters were also devised and the managers of the clusters were recruited

• Funding & Support: 1.call for proposals of Intilak (up to € 100,000) to support start-ups and Tatwir(up to € 400,000) to support applied R&D project within the private sector were launched by the Ministry of Industry.2.Maroc Numeric fund: Early stage VC for IT sector.

•



• Attracting Talents: several concrete actions to promote innovation and entrepreneurship culture

were identified and even implemented such as : 1. the “Innovation Trophy”, a prize to award innovative enterprises, 2. the launching of the Moroccan Club of Innovation Portal and 3. the implementation of a new entrepreneurship training module in

partnership with four higher education institutes..



FundingFunding

GERD/GDP (2010): 0,73 % Share of private sector R&D (2010) : 30%Share of public sector R&D (2010): 68%

HEIs are the main players in research, they counted more than 80% of R&D personnel (headcounts) and absorbed more than 45% of GERD in 2010.

New funding schemes for Innovation (Intilak & Tatwir).


PeoplePeople

Researchers represented a share of 1.83/103 (FTE) of the economically active population in the 25-64 age group in 2008.

The public and private research system in Morocco counted 37,246 R&D personnel in 2010 including 12,166 of academics in colleges and universities and 17,686 PhD students.

Because of the meagre career prospects for researchers in Morocco, the majority of PhD students drop out from the research system when they find Public administration jobs. In 2009, 15,097 PhD Students were registered but only 676 PhD diplomas were delivered.

Morocco has to train about 15000 (professors-researchers or full time researchers ) over this decade to face the research quality requirements (deemed insufficient currently), the increasing number of students and retirement departures.


PeoplePeople


RDI outputRDI output

Patents: The Moroccan Industrial and Commercial Property Office received 1022 applications in 2011 against 1007 applications in 2010. 167 were filed by nationals and the rest by foreigners. In 2011, Moroccan universities applied for 37 patents and research institutions for 8 patents,

Publications: Moroccan scientific production numbered 2377 publications in 2010 (Scopus)

Problématique


SysteSystemm


In this study we are interested in How Moroccan PhD Moroccan PhD StudentsStudents perceive entrepreneurshipentrepreneurship by starting an innovative Start-up/Spin-offStart-up/Spin-off as a personal career alternative .

190 PhD Students answered properly and returned the Questionnaire among 1000 Targeted.

Respondants: 56% Women 44% Man

In this study we are interested in How Moroccan PhD Moroccan PhD StudentsStudents perceive entrepreneurshipentrepreneurship by starting an innovative Start-up/Spin-offStart-up/Spin-off as a personal career alternative .

190 PhD Students answered properly and returned the Questionnaire among 1000 Targeted.

Respondants: 56% Women 44% Man

Context & background

The framework for the study

Exogenous Exogenous factorsfactors--Gender, Gender, entrepreneurial or entrepreneurial or working experience, working experience, entrepreneurial entrepreneurial parents, training in parents, training in entrepreneurship, entrepreneurship, Nurturing Nurturing environment etc.environment etc.


Entrepreneurial

intent

Entrepreneurial

intent

PerceivedPerceiveddesirabilitdesirabilityy


PerceivePerceiveddfeasibilitfeasibilityy


External factors Perceptions Intent

Social Norms

Becoming an entrepreneur is intentional, planned behaviour. (Shapero – Sokol 1982, Krueger et al 2000)




Entrepreneurial

intent

Entrepreneurial

intent






Social Norms

Becoming an entrepreneur is intentional, planned behaviour. (Shapero – Sokol 1982, Krueger et al 2000)

Is it attractive ?

Is it feasible ?

External factors

Independent VariablesIndependent VariablesIndependent VariablesIndependent Variables

41% pretend to have scientific skills or research results that either have an economical potential or are patentable

60% have never participated in any kind of training in entrepreneurship or management

33% have at least one of their parents self-employed

65% have at least one of their siblings/close friends self-employed

33% have a kind of work experience in enterprise

10% have an entrepreneurial experience

Key findings

Independent VariablesIndependent VariablesIndependent VariablesIndependent Variables

Only These Independents Variables have Statistically Significant effect on entrepreneurial intention:

1- Gender: Man are more entrepreneurial than Women gives a clear indication to put a continuous effort on encouraging female entrepreneurship

2- Starting Business Experience has positive effect on entrepreneurial intention

3- Work Experience In an enterprise has positive effect on entrepreneurial intention

Key findings


Exogenous Exogenous factorsfactors-Person related-Person relatedfactorsfactors- Situational - Situational factorsfactors


EntrepreneuEntrepreneurialrialintentintent







Social Norms

Key findings

Perceptions

Perceived Perceived desirabilitydesirabilityPerceived Perceived desirabilitydesirability

81% find attractive the idea of starting a university spin-off

Desirability PercentCumulative

Percent

Not attractive at all 2% 2%

Not attractive 3% 5%

Rather not attractive 4% 9%

No the opinion 10% 19%

Rather attractive 22% 40%

attractive 36% 76%

Very attractive 24% 100%

Key findings

Incentives to start a businessIncentives to start a business

1. To improve skills & widen career perspectives

2. To improve the image of research & its social impact

3. Money 4. Autonomy, challenges, New

environment

Key findings

Incentives to start a businessIncentives to start a business

Deterrents to start a businessDeterrents to start a business

1. To improve skills & widen career perspectives

2. To improve the image of research & its social impact

3. Money 4. Autonomy, challenges, New

environment

1. Bankruptcy (financial risk)2. To live a very risky and dubious

situation3. Not to have spare time for leisure

activities, family, friends4. Stress and anxiety about the

success of the project5. To lose contact with academia

PhD students who are more interested in entrepreneurship are:

-more motivated by positive consequences of entrepreneurship

- less deterred by negative consequences of entrepreneurship

Key findings











Social Norms

Perceptions

Perceived Perceived feasibilityfeasibilityPerceived Perceived feasibilityfeasibility

71% believe that they are able to start a university spin-off?

Self efficacy PercentCumulative

PercentCompletely unable 3% 3%Unable 3% 5%Rather unable 9% 14%Neither able nor unable 15% 29%Rather able 33% 62%Able 29% 91%Completely able 9% 100%

PhD students who are more interested in entrepreneurship trust more their skills and competences to carry out various tasks necessary to starting a university spin-off.











Social Norms

Key findings

Entrepreneurial Entrepreneurial IntentIntentEntrepreneurial Entrepreneurial IntentIntent

1.88% would seriously consider becoming an entrepreneur If they find commercial application for their research results/skills

2. 61% think it’s probable that they will start their own business in the next 5 years?

3. 63% would prefer entrepreneurship If they had to choose between setting up their own business or being an employee (on salary)

4.75% have interested in either to create or take part in the creation of a university spin-off.

Profile of Profile of intentionalsintentionalsProfile of Profile of intentionalsintentionals

Key findings

• 72% of the intentionals are ready to abandon a job in public administration to start their business

• 50% want to participate in both capital and work, 39% only in work

• 24% want to be the major founder, 51% one of the major founders, 14% scientific counselor

•5% want to occupy managerial position, 40% Scientific or technical position, 51% Occupy both managerial and technical position

The major perceived barriers that impede the translation of the entrepreneurial intentions into start-up actions are:

1. Access to funding (89 citations) , 2. lack of skills and information (72) , 3. Administrative bureaucracy (45), 4. The gap between research and the market (33), 5. Lack of support (infrastructure, expertise, counselling

…) , 6. Risks (bankruptcy, failure), 7. Lack of ideas and opportunities, competition in the

market8. Social environment.

Key findings

Major Perceived Major Perceived ObstaclesObstaclesMajor Perceived Major Perceived ObstaclesObstacles

Comparison of intentionals with incubatees

Comparison of intentionals with incubatees

Except for the management of Intellectual property issues Incubatees trust more themselves in carrying out the required tasks

Key findings

To Sum Up

A strong interest of Moroccan PhD students in the creation of innovative companies based on performance or skills of research. (81%: attractive); ( 71%: feel able); ( 75%: interested in starting a spin-off).

The major perceived barriers that prevent the transformation of entrepreneurial into innovative business are in order of importance: 1. access to finance, 2. lack of skills and access to information and training, 3. bureaucracy and red tape, 4. the nature and level of research in Morocco, 5. the risks (including financial risk and the risk of failure), 6. inadequate system of support for entrepreneurship, environment and social

norms

To Sum Up

Overall, PhD students who are interested in entrepreneurship:• tend to link entrepreneurship with positive consequences, • they are less hampered by the negative consequences of

starting a business, • perceive more encouragement from their social environment

and are more sensitive to the views of some social groups that compose it,

• they also feel more able to create a university spin-off and perform the required tasks.

Comparison between the perceptions of PhD students who are interested in entrepreneurship and the more realistic views of incubatees has shown the existence of a number of significant differences on several levels. Indeed, Incubatees:

• feel more motivated by the perspectives of profit, autonomy, • less hampered by the negative consequences of

entrepreneurship, • less responsive to the views of their social circle and • consider themselves more capable to perform different tasks

critical to business creation

Importance from incubatees point of view

Importance from incubatees point of view

1. Risks assessment2. Identify relevant information about markets, potential clients et competitors3. Negotiation and selling skills4. Attract shareholders, private equity investors.5. Find prospective industrial partners, client, suppliers etc.6. Ensure the administrative and legal steps to start the business7. Planning the creation process8. manage and design the strategy of the start-up, team building and human

resources management9. Handle IP issues

Key findings


SysteSystemm


Charte COSEF Rapprochment University-

entreprise :priority

LAW 01-00Role of the university in the dvlpt of the country

Authorities + France (FSP) : National pgm of technology transfer (IMIST, RDT, RGI et MISN)

Effective start of MISN

Turning point:RMIE: missions &

structure?

2000

Towards a socio-economical role of Moroccan Universities

2002

2005

2008

1999

Background

MISN

MISN

Funders et pilots :Funders et pilots :

- Ministry of Higher Education - Ministère of Commerce et Industry - CNRST (Coordination of the network) - SCAC (France)

Training & Expertise :

- Association R&D Maroc - FBPCE (Popular Bank Foundation) - OMPIC (IPR)

6 Incubators

PFinancing

- Seed Capital Sindibad

MISN Missions

Financial support to the projects hosted in incubators (members of MISN)

Raise awareness about innovation & entrepreneurship

Professionalization of incubators Promoting Best Practices

Training of human resources involved in the emergence of spin-offs

International Vision to technology transfer & Incubation Policy

Development of innovative start-ups & spin-off creation in Morocco

MISN

Some numbers2005-2008

10 Structures members

6 Active Incubators

70 Submitted Projects

30Supported Projects

18 Projects abandoned-failed

12 projects finished incubation

Trainings Incubators Assistants

Training to Incubatees

72 months allowances

living expenses

Incubatees

Global amount6 500 000 dh grants for projects

Casablanca Casablanca Technopark Technopark IncubatorIncubator

Al Akhawayn Al Akhawayn University IncubatorUniversity Incubator

Marrakech Marrakech University University

Incubator (IN MA)Incubator (IN MA)

- Company: 35% Public 65% Private (for profit organization)Location : Casablanca economical capitalTarget Sector: ITC

Private University (Non profit organization)Location : Ifrane mountainous city in the middle Atlas at 60 Km from Fez & MeknesTarget Sector: ITC, Biotechnology, E-business

Public University

Location : Marrakech 1st touristic city.

Target Sector:Target Sector: Research based Spin-offs all fields.

Marketing of incubatorsMoroccan Cases

Incubation Context

Source : Prinay (2000)

1.

Generate

Ideas

2. 3. 4.

Development

Start Consolidate

Projects

Enterprises

Research Results

Value/wealth Creation

University culture - « publish or perish »- Foster Entrepreneurship-Promotion System

prospecting

Evaluation-technological-commercial-managerial

Protection/Patent- IP management- Share of royalties

Development -Technological (prototype)-Commercial (business plan)

FundingDevelopment grantsSeed Capital

Access to resources-intangibles-tangibles + material + finances

Relations between University…-…Spin-off-…professor, business creator

Risks:

-Delocalization

- Change of Trajectory

- Commercial dependence

Incubation Context


1.

Generate

Ideas

2. 3. 4.

Development

Start Consolidate

Projects

Enterprises

Research Results

Value/wealth

Creation


prospecting






Relations between University…-…Spin-off-professor, Business creator

Risks:

-Delocalization



Incubation Context


1.

Generate

Ideas

2. 3. 4.

Development

Start Consolidate

Projects

Enterprises

Research Results

Value/wealth Creation


prospecting






Relations between University…-…Spin-off-…professor, Business creator

Risks:

-Delocalization



Presentation of RMIE

RMIE

Financers & pilots :Financers & pilots :

- Ministry of Higher Education - Ministry of Commerce & Industry - CNRST (Prime Contractor) - French Embassy

Training & Expertise :

- Association R&D Maroc - FBPCE - OMPIC

6 Incubators (active)

Post-creation Financing

- Seed Capital Sindibad

Presentation of RMIE

RMIE Missions

Financial support to the projects hosted in incubators (members of RMIE) 25 000 US $

Raising awareness of entrepreneurship

Professionnalization of incubators Promoting Best Practices (training)

Training of human resources involved in the emergence of spin-offs

International Vision to technology transfer Policy (RETIS, MENAinc)

Development of innovative enterprises creation in Morocco (assistance + expertise)

Incubation Context


1.

Generate

Ideas

2. 3. 4.

Development

Start Consolidate

Projects

Enterprises

Research Results

Value/wealth

Creation

Financial Sector

Universities

Incubators

Technology Business

Clusters Clusters

Entrepreneurship centers

Authorities

Incubation Context

Universities

ChallengesChallenges- Clarification of relations between researcher-creator-Spin-off & university - Development of the entrepreneurial culture - Alleviation of the administrative burden –- Enhancing the quality of economic evaluation- Improvement of the IP management

1.

Generate

Ideas

2. 3. 4.

Development

Start Consolidate

Projects

Enterprises

Research Results

Value/wealth

Creation

Incubation Context


Financial sectors

Universities

Levers of improvementLevers of improvement

- Diversification of financial tools (One seed Capital, No business angels, venture capitalists)- Easing access to credit (Doing business World bank- ranked Morocco 143rd place regarding access to credit).

1.

Generate

Ideas

2. 3. 4.

Development

Start Consolidate

Projects

Enterprises

Research Results

Value Creation


1.

توليد

أفكار

2. 3 4.

تطوير إنشاء نمو

مشاريع

نتائج مقاوالتاألبحاثشباب, باحثون

قيمة مضافة

!!!!!التمويل

Grantsالمنح

بالسداد مقرون تسبيقالنجاح حالة في

Reimbursable loans in case of success

رأسمال رأسمال الالالمغامر/المغامر/المخاطرالمخاطر

Private equity Private equity

القرو ض

Loans

1.

توليد

أفكار

2. 3 4.

تطوير إنشاء نمو

مشاريع

نتائج مقاوالتاألبحاثشباب, باحثون

قيمة مضافة

!!!!!التمويل

العمومية السلطاتPublic Money

المختلطة الصناديق Mixed funds

و العام القطاعينالخاص

المستثمرينالمستثمرينلمغامرينلمغامريناا

VCVC

البنوكbanks

مالئكة اإلستثمار

Business Angels

Incubation Context

Incubators

Technological

business

ChallengesChallenges- Reinforcing autonomy towards universities ( Inadequate management)- Recruiting experienced professionals in business support Provide adequate business assistance - Incubation and business creation definition?

1.

Generate

Ideas

2. 3. 4.

Development

Start Consolidate

Projects

Enterprises

Research Results

Value Creation

Incubation Context


1.

Generate

Ideas

2. 3. 4.

Development

Start Consolidate

Projects

Enterprises

Research Results

Value Creation

Financial Sector

Universities

Incubators

Technology Business

Clusters Clusters

Put In place national & Regional Clusters

Incubation Context


1.

Generate

Ideas

2. 3. 4.

Development

Start Consolidate

Projects

Enterprises

Research Results

Value Creation

Financial Sector

Universities

Incubators

Technology Business

Clusters Clusters


Encourage Research on entrepreneurship.

Courses/trainnig on Business creation

Incubation Context


1.

Generate

Ideas

2. 3. 4.

Development

Start Consolidate

Projects

Enterprises

Research Results

Value Creation

Financial Sector

Universities

Incubators

Technology Business

Clusters Clusters


Authorities

Innovation Law

Incubation Context

•Research & •Invention

•Innovation: new •businessViable

Business

Basic Research

Basic Research

InventionInnovation

&New Business

“Valley of Death”

The Darwinian SeaIncubators

Lack of $

Lack of Skills

Contact [email protected]

Tél: +212 537 56 98 42

National Centre for Scientific and Technological Research

www.cnrst.ma

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Morocco RDI and entrepreneurial environment ilyas azzioui escwa amman 12 13 november 2012

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Transcript of Morocco RDI and entrepreneurial environment ilyas azzioui escwa amman 12 13 november 2012