Magnus Klofsten

1

Commercialising RD Experiences from
stimulating entrepreneurship

• Magnus Klofsten

2
Agenda

• Various support activities within LiU to promote
  commercialisation of RD
• Various statistics (spin-off firms)
• Conclusions

3
Stages Knowledge-based regional development The
Linköping case

• Inception (1980-85)
• Idea about a new regional development model)
• Implementation (1986-94)
• Starting new activities)
• Consolidation and adjustment (1995-00)
  Integration of hard and soft activities)
• Self sustaining growth (2001-)
• Avoiding decline create continuous
  redevelopment)
• (Etzkowitz and Klofsten (2005), RD Management,
  35(3), p. 243-255)

4
Commercializing RD some examples

• Large scale science projects
• Contracted research
• Consulting
• Patenting licensing
• Spin-off firms
• External teaching
• Sales
• Testing
• (Klofsten Jones Evans, 2000)

5
LiU support structures
LIU Innovation Idea and business coaching for
employees, i.e. on valuation and
patenting Venture ZoneSupplying students with
inspiration and help to take new steps in their
ideas and businesses CIE (Centre for Innovation
and Entrepreneurship) Training for
entrepreneurship through the Entrepreneurship
programme, for students and researchers with
ideas. PIE (Project, Innovation,
Entrepreneurship) Offers courses on
entrepreneurship and commercialisation LEADBusine
ss incubator, offering coaching and financing
services, knowledge and networks for high tech
spin-offs from research.
6
Support structures connected to LiU (some
examples)

• ALMI (Regional Development Innovation Bridge
  (seed financing, consulting)
• Innovation Bridge (seed financing, financing the
  national incubator programme)
• Mjärdev Science Park
• Norrköping Science Park
• Rendera (seed financing)
• SMIL KiN (networking organisations)

7
Support structures at LiU
Project, Innovation, Entrepreneurship
8
CIE (Center for Innovation and Entrepreneurship)

• CIE provides an unique environment for catalysing
  both quality entrepreneurship research and new
  business growth development.
• We offer programs and activities designed to
  stimulate the successful creation, development
  and growth of technology and knowledge intensive
  firms.
• We carefully integrate these programs with its
  research and teaching to provide the best
  platform for theory and business practice.

9
Activity areas and synergies
10
What is entrepreneurship?

• Our world
• firms
• research projects
• Entrepreneurship is an attitude or approach
• to management or life that starts with
• opportunity
• it is a framework with which to look at the
• world regardless of what you do in the world
• (Carsrud, 2005)

11
Academic entrepreneurship Three levels

• The entrepreneurial university - creation and
  maintenance of an enterprising culture
• Entrepreneurship - a subject itself
• Training entrepreneurship - starting new
  businesses
• Klofsten (2000), Journal of European Industrial
  Training, 24(67), p. 337-344

12
Entrepreneurship Courses

• Entrepreneurship and the Creation of New Business
• Entrepreneurial Business Development
• Financing of Entrepreneurial Business
• Altogether 12 courses and 300 students per year
• Entrepreneurial thesis
• 3 Ph. D courses

13
Research areas

• Early growth and development processes of
  businesses
• Idea and business development
• Various support of innovation and
  entrepreneurship
• Triple Helix relationships
• Regional development

14
The growth and development process
15
Programmes and activities
4. Networking Activities 3. Management Groups 2.
Development Programme 1. Entrepreneurship and
New Business Development Programme
(ENP) 0. Entrepreneurship Academy
Growth and development
16
How we work

• Traditional business support

• CIE

17
Results

• Entrepreneurship programme
• Regional and national programme
• 500 new businesses
• 10 are growing (gt10 employees)
• The growth programmes
• Regional (national) programme
• 400 companies
• Examples IFS, IVP, Kreatel, Sectra...)
• The networking activities
• Regional activity
• Active networking over 20 years
• 20 committed management leaders

18
Types of ENP

• Classic
• The green industry
• Organisational entrepreneurship

19
ENP in Sweden
20
Philosophy behind ENP

• Own venture idea
• Drive before idea
• Customer and market focus
• Experienced based training
• Neutral training arena
• Openness
• Co-operation

21
Idea development
22
Idea evaluation
23
Results ENP (Linköping, 93-05)

• 110/133 are active (spring 2008)
• One person business (44), turnover 0-6 MSEK
• Micro firms lt10 employees (40), turnover 3-14
  MSEK
• 26 firms has a turnover gt5 MSEK

24
26 firms has a turnover gt5 MSEK

• ENP1
• Excitex 44
• Applied Sensor Technologies 15
• Sekonden 9
• ENP2
• Kreatel /Motorola 719
• ENP3
• Roxen Internet Software 19
• ENP4
• Resolvia 5
• ENPF-1
• Shapline 19

• ENP5
• Lock-light 6
• MathCore Engineering 10
• Suitcom/Perido 50
• ENP6
• Calluna 11
• Optimal Solutions 12
• ENP7
• Virtual Technology/
• Ace Simulation 25
• Licera 14
• NetCamp 7

25
26 firms has a turnover gt5 MSEK

• ENP9
• NIRA Dynamics 20
• ENP10
• Ingate 7
• Psykologpartners 27
• Syncore 8
• ENP11
• Ateles 18
• Deep Design/Power Challenge 25
• ENP13
• Zenterio 21

• ENP14
• Northport 6
• ENP15
• Attentec 30
• Bidonnet 6

26
Spin-offs at LiU (student survey, 2007)

• 161 spin-off
• 79 are active
• The majority is dealing with software and
  consulting

27
Spin-offs at LiU
28
Spin-offs at LiU
29
CONCLUSIONS

• There are many ways of commercialise RD
• There is extremely difficult to measure there
  are no good indicators
• There is almost impossible to make comparisons
  between academic institutions