| |
Local Economic Development Incubators |
Academic and
Scientific
Incubators
|
Corporate Incubators |
Private
Investors’ Incubators
|
|
Objectives |
Job creation
Re-industrialisation /
revitalisation
Economic development
Support to particular target
groups or industries
Development of
SMEs and clusters |
Commercialisation of
technologies
Development of
venturepreneurial spirit
Civic responsibility
Image
New sources of finance |
To develop
intrapreneurial
spirit among employees – keep talents
Monitoring − access to new
technologies,
business models,
and new markets
Profits |
Profits by selling stock from a
portfolio of companies allowing to risks to be spread |
|
Targets |
Small commercial craft or
service companies
In some cases, high-tech
companies |
Projects internal to institution
prior to company creation
External projects |
Internal and external projects,
generally related to the activity of the company |
Radical-innovation high-risk-high-return start-ups
Lean startups |
|
Offering |
Hosting and shared services
Administrative assistance
Consulting
Entrepreneurial simulation games
Eventually:
Coaching
– training – networking
Access to
financing |
Concept testing
Technical advice and support
Intellectual property advice
Seed capital
Basic management advice
Entrepreneurial simulation games
Eventually:
Access to
business angels,
venture capitalists,
and
corporate investors
Access to
innovation ecosystems and industrial networks
Strategic advice
Coaching
Hosting |
Financial resources
Prototype and
market testing
Access to commercial markets
Entrepreneurial simulation games
Eventually:
Long-term
strategic partnership
Access to multiple competencies |
Venture management and strategy advice
Entrepreneurial simulation games
Supply of one or several types
of
financing and search of complementary financing
Personal networks
Eventually:
Hosting and administrative
assistance
Legal services, public
relations, recruiting, etc... |
|
Key Problems |
Durability – lack of stability
of resources
Quality of management and
services provided – highly dependent on the quality of the manager
Governance, risk of conflicts
about the objectives,
bureaucratic red-tape, time spent in
negotiating with
different partners |
Legitimate inside the
institution
Legal status, governance,
independence, and operational flexibility
Income sources
Management quality; lack of
business coaching expertise
Access to external resources and
network |
Strategic position of the
incubator for the corporate structure
Management independence and
ability to mobilize internal resources
Durability of the mission of the
incubator
Conflicts about the objectives
between the owners / the
managers of
start-ups and the
corporation |
Sourcing of
top-quality projects
Level and conditions of the
incubator payment in comparison with provided services
Valorisation of the incubator's
participation at the entry and the liquidation
Durability of the incubator |
|
Trends |
Regular development
Increasing territorial
coverage
Development of
social entrepreneurship |
Rapid development under the
aegis of public programs |
Testing of the concept in
numerous companies
Likely to develop |
High levels of consolidation
and restructuring of the sector
Still looking for a
successful
model |
