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EU|BIC 2016 INCUBATING INNOVATION IMPACT REPORT ACCELERATING ENTREPRENEURSHIP
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Page 1: Ebn impact 2016

EU|BIC 2016

INCUBATING INNOVATIONIMPACT REPORT

ACCELERATING ENTREPRENEURSHIP

Page 2: Ebn impact 2016

EU|BIC 2016 IMPACT REPORT - INCUBATING INNOVATION

Facts, figures and analysis of the data from the 2014 annual survey of the EU|BIC Network.

Statistical characteristics of the survey:

Total number of potential participants: 151

Respondents: 128 (85%)

Method: on-line self-evaluation questionnaire plus subsequent validation by the EBN Quality Team

Source: EBN Quality System (www.ebn.eu)

© EBN, Brussels - Belgium 2016. Reproduction is authorised provided that the reference is acknowledged. www.ebn.eu

Environmental production. This publication is printed according to high environmental standards.

Contents: EBN

Design: Altitude

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The after-effects of the global recession have been manifold: increased unemployment, downsizing and offshoring, decreased entrepreneurship, slow growth, ultra-cautious investors and confused policy makers. Such a scenario, affecting European economies, requires macroeconomic and fiscal reforms, labour market changes, drastic budget control, but also policies which create conducive environments for job creation, innovation, and SME development.

Political leaders and the private sector realise that entrepreneurs and innovators are the agents which are most likely to create the jobs and stimulate the growth that the economy needs. Boosting entrepreneurship is seen as the most promising solution to secure a better future, especially when coupled with a ‘total innovation’, smart and open approach.

Regional policy is the EU’s main tool to deliver the Europe 2020 Strategy for smart, sustainable and inclusive growth. Smart specialisation and the pooling of resources to address common challenges will pave the way for Europe’s future prosperity. The new EU Regional Policy will help Europeans to successfully navigate the new frontiers in new technologies, in open collaboration, in social innovation, in green- and bio-economy, in digital transformation and in international markets. The statements behind the ‘European Innovation Council’1 initiative also clearly indicate the shift towards a market-driven, market-creating innovation policy, following the aim to scale up disruptive innovative businesses.

The current economic climate of Europe actually offers promising opportunities to drive change; a revolution can only be created by true innovators and entrepreneurs. The ability to respond to change, a questioning mind-set, agility, a partnership orientation and openness to embrace non-traditional solutions and, above all, the courage to start as well as stop will be key to this revolution. Skill acquisition and efforts aimed at the deliberate cultivation of entrepreneurial DNA will also further this story.

EU|BICs have an essential role in delivering this revolution by operating with a quadruple objective: (i) building and growing new business objects, new startups and spin-offs, (ii) transforming existing firms into more competitive ones with innovation support mechanisms, (iii) concentrating and attracting talent and investors around nodes of excellence, and (iv) creating value at the crossroads between large and small firms through open innovation schemes.

EU|BICs prioritise support for individual entrepreneurs and firms who show a clear case for innovation. The method deployed by the EU|BICs in the accompaniment of these entrepreneurs, was built on three principles: a standard methodological backbone, a labour-intensive and long-term partnership, and a flexible, customised approach.

This 2016 EU|BIC Impact Report captures the essence of how the EU|BICs deliver these objectives, based on qualitative and quantitative analysis of annual performance indicators. This data confirms how the EU|BICs add real and tangible value to the much-needed European economic recovery.

Philippe Vanrie, CEO, EBN

FOREWORD

1 https://ec.europa.eu/research/eic/

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EXECUTIVE SUMMARY ...............................................................................................................................................4

INTRODUCTION ........................................................................................................................................................8

A PICTURE OF THE EU|BICS IN 2014.......................................................................................................................10

EU|BIC today ...........................................................................................................................................................10

The Ecosystem........................................................................................................................................................12

The Facilities ...........................................................................................................................................................14

Housing ...................................................................................................................................................................15

The Core Expertise .................................................................................................................................................16

The Business Model................................................................................................................................................19

The Clients ..............................................................................................................................................................21

THE EU|BIC INCUBATION SERVICE VALUE CHAIN ..................................................................................................24

Lead Generation .....................................................................................................................................................24

Pre-incubation .......................................................................................................................................................27

Incubation ..............................................................................................................................................................28

Growth Services .....................................................................................................................................................29

ACCESS TO FINANCE ...............................................................................................................................................31

CONCLUSION ..........................................................................................................................................................34

CONTACTING THE STARTUPS .................................................................................................................................35

EU|BIC MEMBERS ....................................................................................................................................................37

CONTENTS

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Figure 1: Nature of EU|BICs ...................................................................................................................................12

Figure 2: Strategic alliances ..................................................................................................................................13

Figure 3: Facilities ..................................................................................................................................................15

Figure 4: Entry and exit strategies ........................................................................................................................15

Figure 5: Physical incubation ................................................................................................................................15

Figure 6: Human resources ....................................................................................................................................17

Figure 7: Core expertise .........................................................................................................................................17

Figure 8: External expertise ..................................................................................................................................18

Figure 9: External expertise - man/days ...............................................................................................................18

Figure 10: Public income .......................................................................................................................................19

Figure 11: Private income ......................................................................................................................................19

Figure 12: Expenses ...............................................................................................................................................19

Figure 13: Clients ...................................................................................................................................................21

Figure 14: Clients by innovation type ...................................................................................................................21

Figure 15: Patents ..................................................................................................................................................21

Figure 16: Client by age .........................................................................................................................................22

Figure 17: Client by gender ...................................................................................................................................22

Figure 18: Number of clients supported ...............................................................................................................24

Figure 19: Deal-flow for startup creation ..............................................................................................................24

Figure 20: Lead-generation activities ...................................................................................................................25

Figure 21: Lead generation ....................................................................................................................................25

Figure 22: Pre-incubation services .......................................................................................................................27

Figure 23: incubation services ..............................................................................................................................29

Figure 24: Growth services ....................................................................................................................................29

Figure 25: Financial services offered/facilited .....................................................................................................31

Figure 26: Access to finance - total clients supported .........................................................................................31

Figure 27: Clients supported - clients funded ......................................................................................................32

Figure 28: Breakdown of funding/amount ...........................................................................................................32

Figure 29: Breakdown funding/client ....................................................................................................................32

TABLES OF FIGURES

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EBN is an established not-for-profit international association of incubators, innovation centres, clusters and other intermediaries who help innovative startups and SMEs develop their innovative businesses. Our 250 members are mostly public-private partnerships with a local economic development remit, and are spread over 40 countries in and out of Europe. Of those, around 150 are labelled quality-certified EU|BICs (Business and Innovation Centres). These EU|BICs are exclusively awarded a quality label by EBN that attests the excellence of their business support services. Each year, EBN conducts a performance survey to those 150 EU|BICs in order to track, identify and analyse the network’s added value to the economy. This EU|BIC 2016 Impact Report is, therefore, an analysis of the facts and figures of that survey with the aim of showcasing and benchmarking the impact these organisations have in the regional, national and ultimately, European ecosystem. The data in this report relates to 2014 activities.

The year 2014 was particularly intense and challenging for our members. Given the inherent public mission of many EBN members, their activities suffered particular difficulties related to public funding, to the implementation of co-financed projects and their overall activity. Two main external factors contributed to constraining the activities of our members: the transition period between framework programmes in the EU (from FP7 to H2020 and new Structural Funds reforms), and the reduction of public investment into numerous entrepreneurship support structures at regional and national level.

Nevertheless, despite, or perhaps because of the continuing uncertain economic situation, 2014 was also a very active year for the EU|BICs. Despite the unfavourable conditions, the EU|BICs continued to develop extensive actions of support to their local entrepreneurial ecosystem, exercising new tools, processes and methodologies of support to savvy entrepreneurs.

The figures in this report show the Key Performance Indicators (KPIs) set for the EU|BICs were achieved through an efficient mixed utilisation of public and private funding. Throughout the year, close to 80,000 clients received entrepreneurship and innovation support services, be they potential entrepreneurs, early-stage startups, established SMEs or at times, large companies. Over 12 months, the EU|BICs helped create more than 4,000 new startups with a survival rate of 87%, the highest level seen in Europe.

Altogether, the EU|BICs were responsible for fostering the creation of over 19,500 jobs, which – given the high survival rates – are likely to remain long-term.

Economic efficiency is definitely one of the values targeted by the EU|BICs. Each job created by EU|BICs in 2014 costs, on average, €9,298. The public financial contribution to each job created was just €6,312 - an historic low for the network – leaving little doubt about the capacity of the EU|BICs to deliver cost-efficient and sustainable measures to secure continuous growth and job creation.

EU|BICs have also proven to be a valuable catalyst of innovation support from the very beginning of the business development funnel. In total, EU|BICs organised over 2,800 events to promote entrepreneurship, with participation of over 137,000 attendees. The EU|BICs feel these events are very relevant at regional level, as they stimulate people with innovative ideas to pursue the journey of entrepreneurship they might have dismissed until then. These events have also been the main lead generators of the EU|BIC’s deal-flow for startup creation. From there, the expert coaches and mentors working in the 150 EU|BICs, have scanned and examined more than 73,000 business ideas that eventually led to the creation of over 4,000 startups – in one year alone.

2014 was also a transformative year. Far from being a static community, the EU|BICs recognised the need to innovate their way of delivering entrepreneurship support services, and they seized the opportunity to transform them. EU|BICs do not believe in the ‘one-size-fits-all’ approach, and instead opt for increasingly more tailored support mechanisms. This also meant that new and more appropriate tools needed to be built and mastered by the EU|BICs’ experts.

Over the past year, this prompted the introduction of such new instruments such as co-working spaces, end-user testing facilities – including living labs, rapid prototyping centres and Fab Labs – and an overall wider cooperation with other fundamental players in the innovation ecosystem: technology transfer offices, research centres and the risk capital industry.

We cannot forecast the future, but the numbers in this report make us think of the development of a new type of EU|BIC: more connected, more open and more resourced.

EXECUTIVE SUMMARY

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However, incubation remains the backbone of the activities practised by the EU|BICs, which despite its traditional look, is far from being outdated. Even if more than 80% of the EUBICs operate physical incubation facilities (the 'hardware'), what we mean by 'incubation' is rather the process and content of the valuable services to the entrepreneurs (the 'software'). This report shows that incubators managed by EU|BICs have outstanding results. In 2014, on average, an incubator managed by an EU|BIC provided support to 41 tenants with 12 graduations and 13 new entries – which in turn provides the vital turnover of startups that is key to the success of these same EU|BICs.

But there is no business without money. From an investment perspective, close to €500m was raised by the EU|BICs for more than 7,600 clients. EU|BICs are a solid tool to mobilise public funding such as grants, loans and EU Structural funds, but more needs to be done in the private sector. Although connections to private funding are already present they remain accomplished mainly through business angels networks.

Finally, 2014 shows as well that, albeit the excellent results, the EU|BIC community still has margin for improvement. This is especially true in the delivery of some aspects of the service value chain, such as the much-needed startup scale-up phase. However, what distinguishes the EU|BICs from any other business support organisation, from incubators to accelerators, from technology parks to entrepreneurship centres, is that they comply with the EU|BIC Quality Mark Criteria. These criteria ensure they focus on continuous improvement while providing the opportunity for serious quantitative and qualitative benchmarking.

Throughout this report examples of EU|BICs and their clients are used to illustrate the successes of the EBN quality system and the performance of the EU|BIC network.

In conclusion, EBN-certified incubators consistently delivered good results with high impact. They did so with the support of EBN’s unique quality certification and benchmarking model, and while there are still points of improvement, EBN continues to believe in the value of EU|BICs as catalysts of jobs and growth through innovation. They do this notably because they demonstrate their capacity to evolve, to change and to adapt to increasingly complex ecosystems and demanding end-users.

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EBN IMPACT

CLIENTS SUPPORTED

AWARENESS 2,843EVENTS

PARTICIPANTS 137,187

DEAL FLOW

Innovative ideas

73,262

Startups

4,077

SURVIVAL

Survival rate within the incubation period

90%90%

Survival rate after the incubation period (3 years)

87%

Startups

8,775SMEs

18,717Large companies

485

EBN is a network of around 150 quality-certified EU|BICs (business and innovation centres) and 100 other organisations that support the development and growth of innovative entrepreneurs, startups and SMEs. EBN is also a community of professionals whose day-to-day work helps these businesses to grow in the most effective, efficient and sustainable way.

Seed capitalOwn funds

Business angels

Venture capital

Bank loans

Public funding schemes

EU structural funds

47.40%

12.89%

6.92%

13.54%

7.61%

5.97%5.06%

0.44% Crowd-funding 0.17% Others

JOBS CREATED

New jobs

in SMEs

9,484

Total

19,71610,232

New jobs

in startups

+ =COST PER JOB CREATED

€6,312Public financial

contribution

€2,985Private financial

contribution

1 JOB

ACCESS TO FUNDING

Funded7,663

Supported12,453 Client

Total funding raised€480,000,000

Key Performance Indicators measured through the 2015 EU|BIC quality survey. Number of respondents: 128

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EU|BICs are organisations which give support services to innovative small and medium sized businesses (SMEs) and entrepreneurs. They are recognised through a quality certification scheme, which enables them to use the EU|BIC trademark. By delivering tailored services embedded in a wider incubation process, EU|BICs provide the support needed by any venture to plan and execute a successful commercially viable business, which will generate wealth and jobs, and that will have positive impact on the local and national economies and on the world at large.

572Potential

entrepreneurs 32Startups

DEAL FLOW

Financial simulation

Project development

Internationalization

Access to fundingBusiness planning

Coaching and mentoring

TrainingBusiness modelling Housing

Marketing

Innovation assessment

Strategic partneringFeasibility studies

Risk analysisInnovation diagnosticsSkills assessment

B2BLegal support

Clustering

Business idea acceleration program

Product/Service assessment

Startup acceleration program

Accounting

Technology Searches

Business intelligence

B2C support

Open Innovation

HOUSING

HOUSING

194Employment

by tenants41Companies

hosted in incubators13

New tenants

12Graduations

SERVICES DELIVERED

IncubatorsInternationalisation

platforms

Fundraising platformsTechnology and

testing centres

Technology transfer office

Rapid prototyping centres

End user testing facilities

FACILITIES

Coworking spaces

CLIENTS SUPPORTED

Startups

146

SMEs

69Large companies

4

STAFF

Training entrepreneurs

General management

Communication, events and animation

Incubator management

Project management

Administration

Entrepreneurship support3,98

3.10

2.65

2.46

1.83

1.53

1.15

BUDGET

32%

Public income

68%

Private income

€1,498,000

Key Performance Indicators measured through the 2015 EU|BIC quality survey. Number of respondents: 128

THE TYPICAL EU|BIC

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EBN is an established not-for-profit international association of incubators, innovation centres, clusters, accelerators, entrepreneurship centres and other intermediaries who help innovative startups and SMEs develop their innovative businesses. Our 250 members are mostly public-private partnerships with a local economic development remit, and are spread over 40 countries in and out of Europe. Of those, around 150 are labelled quality-certified EU|BICs (Business and Innovation Centres). These EU|BICs are exclusively awarded a quality label by EBN that attests the excellence of their business support services. Each year, EBN conducts a performance survey to those 150 EU|BICs in order to track, identify and analyse the network’s added value to the economy. This EU|BIC 2016 Impact Report is, therefore, an analysis of the facts and figures of that survey with the aim of showcasing and benchmarking the impact these organisations have in the regional, national and ultimately, European ecosystem. The data in this report, relating to 2014 activities, was gathered from on-line self-assessment, on-site audits and quality control by EBN.

The year 2014 was particularly intense and challenging for our members. Given the inherent public mission of many EBN members, their activities were exposed to particular difficulties related to public funding, to the implementation of co-financed projects and their overall activity. Two main external factors contributed to constraining the activities of our members: the transition period between framework programmes in the EU (from FP7 to H2020 and new Structural Funds reforms), and the reduction of public investment into numerous entrepreneurship support structures at regional and national level.

Nevertheless, despite, or perhaps because of the continuing uncertain economic situation, 2014 was also a very active year for the EU|BICs. Under these unfavourable conditions, the EU|BICs continued to develop extensive actions of support to their local entrepreneurial ecosystem, exercising new tools, processes and methodologies of support to savvy entrepreneurs.

THE INNOVATORS

More than anything else, the story of the EU|BICs is the story of entrepreneurs who managed to create successful companies from very innovative ideas, and have contributed significantly and realistically to the economic growth of their territories. These entrepreneurs

are not alone. They are part of a much wider community, which every year engages with the EU|BICs to get help in transforming their dreams and concrete realities.

Miha Berus is a passionate wine producer, and has always lived on a farm. Miha Jelenc is an experienced software developer. This dynamic Slovenian duo teamed up to create ‘Vitis Tech’ whose goal is that of generating a system to support wine producers and the wine-making process by providing real-time information on the various production phases. They are now supported by EU|BIC Inkubator Sežana (Slovenia).

Stanislav Němeček and Tomáš Mužík are two Czech researchers who have developed an innovative way to speed up laser processing methodologies. They have set up ‘Matex’ a company with the unique offering of commercial laser processing of materials: welding, hardening and custom cladding. EU|BIC Plzen (Czech Republic) helped them develop this venture.

Dr Nick Miller Jones is the former leader of the life science divisions of a UK leading technology consultancy. He has developed a non-invasive medical test to detect bladder and prostate cancer biomarkers. He was driven by the wish to provide more efficient non-invasive medical diagnosis solutions to ease the life of patients and doctors. He has now launched his company ‘Arquer Diagnostics’ and is supported in his venture by NE-BIC, the EU|BIC operating in Sunderland, UK.

Meet Ahmad Fayek and Ibrahim Almasry. The two Egyptian entrepreneurs have a very strong ambition: that of solving the problems derived by energy shortages in the Middle Eastern countries. Their objective was to invent a green energy device that could resist very harsh environmental conditions. Turning to the Technology, Innovation & Entrepreneurship Centre (TIEC) in Egypt, they were able to create ‘Green Light’.

Saverio Pagano, Simone Peirani and Maurizio Valle are three Italian entrepreneurs who founded ‘Smart Track’. They were determined to find reliable solutions for indoor GPS tracking to facilitate the job of rescuers in emergency situations. After winning a business competition they were hosted by the Incubator BIC Liguria (Italy).

Natércia and Fernando Barbeiro are a married Portuguese couple who both have business management experience. They created ‘Softvoice’, a software company

INTRODUCTION

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providing automatic identification and data capturing solutions for any kind of point of sales. They were driven by the objective to increase productivity and return on investments. Experiencing startup difficulties, they turned to DNA Cascais, the EU|BIC working in Cascais (Portugal), for support.

‘Reputation VIP’ was set up by Bertrand Grin and Nicolas N’Guyen in Lyon, France. The team developed a solution to control, monitor and protect the online reputation of human beings. The EU|BIC Novacité (France) has been one of the main elements of their success.

Meet Dr Sinead Bleiel a former researcher from the University College Cork, Ireland. She found a way to provide new encapsulation means for substances relative to animal health, nutrition and therapeutic drugs sector. She found a gap in the current market and now manages Anabio Ltd, with the support of Cork BIC (Ireland).

Dr Panayiotis Philimis is a mechanical engineer, who invented a disruptive portable device that can be deployed in less than 10 minutes to allow either manual or powered wheelchairs to ascend/descend any number of staircases in buildings and urban infrastructure that are currently inaccessible. He founded ‘Rampco’ to commercialise the product and received support from EU|BIC Cyric (Cyprus).

These entrepreneurs have different life stories, different profiles, work in different sectors and have very different needs. Nonetheless, they also have several things in

common: they are all entrepreneurial risk-takers and are often ahead of their times. In this report, we will showcase their specific stories, challenges and solutions.

There is one more fundamental common factor that brings these entrepreneurs together, they all turned to an EU|BIC to find adequate support. An EU|BIC is:

• a place where the innovative entrepreneurial community finds competent entrepreneurship support

• a place where startups can thrive, SMEs can strengthen and large companies can innovate

• a place where serious people, coaches and mentors deliver support services

• the central point around which a regional innovation strategy materialises

• a certified business support organisation with a ‘continuous improvement’ mind-set

• part of the EBN community, a wide, dynamic and diverse community spread around Europe and beyond

By reading this report you will be introduced to EBN and the community of EU|BICs. You will understand who they are, what they do, what results they achieve and how they do so.

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BIC Plzen, DNA Cascais, BIC Liguria, North-East BIC, Cyric, Cork BIC, TIEC, BIC Inkubator Sežana, Novacité, are full members of EBN, part of the 150 EU|BICs. Innovation and entrepreneurship stories, such as those previously presented, can therefore be found in 150 locations spread around the globe and dynamically networked by EBN.

France, Spain, Italy and the UK are the countries with the highest number of EU|BICs. However, EU|BICs are a strong component of the local innovation support ecosystems also in other smaller European countries such as Ireland, Portugal, Belgium and the Czech Republic. A growing number of EU|BICs have also been established in non-EU countries, showing how the certification process is more and more viewed as an international best practice. Organisations have also been certified as EU|BICs in Brazil, Taiwan, Egypt, Lebanon, Tunisia, Russia, etc. Additionally, interest has been expressed in many other regions that will hopefully join the community soon.

EU|BICS TODAY

By facilitating the startup and growth of innovative ventures, Business and Innovation Centres (EU|BICs) are increasingly becoming central components of local innovation ecosystems. By delivering tailored services embedded in a wider incubation process, EU|BICs provide the support needed by any venture to plan and execute a successful commercially viable business, which in turn, will generate wealth and jobs, and have a positive impact on the local and national economies and, hopefully, on the world at large.

EU|BICs transform research, ideas and dreams into solid business realities. By supporting private entrepreneurs to develop their ideas, they follow a mission of public interest, which is very much tied to any local economic development objective of any province, region, country or public administration. But they also sit in the middle of private sector and industry. As such, an EU|BIC is often the expression of a true public-private-partnership.

Supporting entrepreneurship in general is not an easy task. Much attention needs to be dedicated to each entrepreneurial project, in order to try and understand the aspects of a future venture. The focus is on assembling its multifaceted components into a winning cocktail, which can be served, on local and global markets. Moreover, when innovation is involved, the whole picture becomes blurrier as uncertainty of products and markets reach higher thresholds.

The services provided cover areas such as: business ideas/projects assessment, business planning guidance, economic and technological intelligence, business modelling and financial simulation, ad-hoc training, seed and early-stage financing, personalised coaching, physical incubation infrastructure, international business development support, constitution and animation of clusters and communities of innovative firms, and collaborative projects development.

All the entrepreneurs featured in this publication provide good examples of how serious and committed entrepreneurship support can bring important growth components to an idea or a newly established company.

A PICTURE OF THE EU|BICS IN 2014

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EU|BICs therefore have a delicate job that needs to be taken seriously, as they are working with dreams and expectations of real people and they have to do it facing uncertain conditions. A mistake or a misjudgement could easily become a missed growth opportunity for the local economy and represent as well a sharp turn in the direction of someone’s life. It is a serious business, one that has to be implemented scrupulously and with total commitment.

Many EU| BICs were established in the 80s under the auspices of governmental programmes that saw in them an opportunity to face the heavy de-industrialisation processes that were hitting western economies hard. After more than 30 years of experience, many lessons have been learned. We are able to pinpoint some of the ‘Dos’ and some of the ‘Don’ts’ that should be followed by

any institution (public or private) that wishes to venture in the industry by creating an incubation programme, an incubator or an EU|BIC. The EU|BIC experience in Europe, as represented by EBN, the European BIC Network, has made it possible to frame the innovation-based incubation service value chain. EBN has identified the services that need to be delivered to startups and existing companies to support their entrepreneurial adventure at any one stage of the companies’ development phase.

A typical incubation service value chain can be described as “stimulate, detect, seed, breed and develop”, which calls for specific services to be delivered to entrepreneurs at the proper time and place. From an operational perspective, this translates into the following specific segments of the overall value chain:

Let’s focus on one of them: Vitis Tech. Miha Berus is an electrical engineer, who grew up on a farm and is a passionate wine lover with a small vineyard of his own. He has always been strongly connected to the agriculture business and through time, he started to think how convenient it would be to be able to control the fermentation process. This inspired him to connect his engineering skills with agriculture experience and develop IT and IoT solutions for winegrowers and winemakers. Miha Jelenc is an experienced software developer who worked on different successful projects that were not connected with agriculture. He’s also co-founder of some successful startups that gave him much experience in the field of

databases, SCADA systems, mobile applications. Their early stage idea was followed by market research, which did not give good results. This stimulated Miha Berus even further in pursuing a unique solution. In 2014 the two entrepreneurs teamed up to create Vitis Tech after the Latin term for wine grape ‘Vitis’. The company is located in Sežana, which gives the company a good starting point for cooperation with the winemakers and winemaking equipment manufacturers in Italy and Slovenia. When their short term business plan was finished they decided to join the BIC of Sežana which helped them set up their company and offered them free space in a co-working for 3 months.

CEO of Incubator Sežana, Denis Cermelj, when talking about Vitis Tech says : “once in the incubator, the company applied to the national Startup competition of the year, which encourages the development of innovative companies. The selected companies are financially supported in the product development phase. Inkubator Sežana helped Vitis Tech improve their business model and prepare the application for the competition. Vitis Tech succeeded and received support from the Slovene Enterprise Fund”.

“We are very satisfied with our timeline until now, Inkubator Sežana’s support and Startup competition have enabled us to develop our product very fast. Our collaboration with industry, experts and institutes makes us optimistic about the future. However, we wish to find some new connections and collaboration abroad. That should help us in finding the right product/market fit for global sales” declares CEO of Vitis Tech, Miha Berus.

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EU|BICs are recognised through a quality certification scheme, which enables them to obtain the EU|BIC Trademark (the only EU recognised label qualifying innovation-based incubators at European level and beyond) that certifies the compliance to the EU|BIC Quality Mark Criteria. These criteria are divided in five mains pillars: Mission, Organisation, Services to Innovative Individual Entrepreneurs / Startup Enterprises and SMEs, Activity Measurement and Quality. They are applied through a globally strict approach to ensure that the quality standards are being met, but also through an open and flexible attitude, due to the many different ways in which the criteria can be met. Given such flexibility, the exact definition of an EU|BIC ultimately depends on the characteristics, needs and demands of the territory it intends to serve, as EU|BICs must respond to these and tailor their services accordingly.

THE ECOSYSTEM

The ecosystem concept has never been so crucial as it illustrates perfectly the complexity of players, infrastructures, roles, interactions, interferences and synergies which can be observed in a living territory which is trying to recover economically and technologically.

The entrepreneurs’ support ecosystem is booming and numbers of new players, initiatives and programmes are entering this serious game and interacting with established players, such as: co-working places, startups centres, digital accelerators, mobile apps camps, boot camps, startup week-ends, hackathons, crowdfunding platforms, young entrepreneurs’ networks, Fab-Labs, social innovation labs, women entrepreneurs’ communities, clusters, etc. At the heart of this transformation are leading communities of professional enablers such as the EU|BICs, organised and networked by EBN.

The diversity of EU|BICs can be understood when assessing the typology of the accredited organisation (Fig 1).

Figure 1: Nature of EU|BICs

Entrepreneurship/Business Centre

Regional/Local Development Agency

Science/Technology Park

Regional/Local Innovation Agency

Local authority

University

Technology Centre

Chamber of Commerce and Industry

Research organisation

Cluster

25%

19%

14%

11%

8%

8%

5%

5%

3%

1%

0% 5% 10% 15% 20% 25% 30%

Lead generation

Incubation

P r e - i n c u b a t i o n

S c a l e - u p

Attracting innovative ideas to

your EU|BIC

Finding a scalable

and replicable business model

Setting up and supporting

the startup

Supporting the expansion

phase of scalable businesses

NATURE OF EU|BICS

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Many are the different types of organisations that can act as an EU|BIC, as long as they deliver the innovation-based incubation service value chain. This can be done within its totality (as most of the entrepreneurship centres) or as a part of a wider organisation (as for example the case of a regional development agency, which dedicates a unit to manage and deliver the EU|BIC functions).

Probably, the most distinctive efficiency factor of an EU|BIC is that it understands that it cannot work as a stand-alone one-stop-shop. EU|BICs are definitely embedded in their local ecosystem, and are a fundamental part of it, but by far, not the only fundamental component. EU|BICs would have a difficult life if they do not acknowledge the catalyst effects of working locally (and globally)

with others. A simple look at the strategic alliances of an EU|BIC (Fig. 2: EU|BICs’ Strategic Alliances), will facilitate the comprehension of the dynamic and complicated field where EU|BICs generally operate.

Where universities and R&D institutions are a strategic partner (92%) for developing research spin-offs, or for leveraging on the student pool for attracting young innovators, Regional Development Agencies are there (83%) to make sure that activities are actually aligned with local priorities. Where the finance community is present to ensure investment opportunities to startups and SMEs, connection with large companies (50%), are there to provide opportunities for corporate venturing and open innovation.

The connection that EU|BICs are able to make between universities and research centres is one example of the dynamic leverage effects that sound cooperation can

bring. The combination of research (developing new products) and entrepreneurship support is a common practice adopted by several EU|BICs.

Figure 2: EU|BICs’ strategic alliances

Regional/Local Development Agencies

Chamber of Commerce

Science/Technology Parks

Banks

R&D institutions

Seed funds

Business School

Technology Centre

Ventue Capital funds

Large Companies

Tech Transfer Office

Business Support Organisations

Accelerators

International Organisations

BAN networks

Export agency

International Corporations

Crowdfunding Schemes

Rapid Prototyping Centre

Science/Technology Parks

Rapid Prototyping Centre

NGOs

13%23%

24%

26%32%

42%

33%

38%41%

48%

50%

51%52%

55%

65%

65%

68%

11%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

83%

79%

60%

49%

STRATEGIC ALLIANCES

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THE FACILITIES

EU|BICs are organisations that behave as multi-purpose platforms, sometimes integrating additional functions such as acceleration programmes, seed and/or angels financing instruments, one or several clusters for which they provide animation and management, coworking spaces, fab-labs, open innovation initiatives, living labs, entrepreneurship awareness and/or training programmes, etc.

EU|BICs are internally organised to respond to the needs of local entrepreneurs and to the set-up of the local innovation ecosystem they work with. They combine the ‘soft’ services with the ‘hardware’, and combine the internal facilities and resources with external players as needed.

While the management of incubators has always been a stronghold of the EU|BICs’ offer, it is interesting to see how, for example, coworking spaces have been opened in many EU|BICs. Indeed 77% of them report managing them. However, other services are being deployed through the use of specific platforms, with a strong increase since the year before. As international growth is being increasingly sought after, EU|BICs report that 43% use a specific platform, while 36% have embedded fund raising platforms in their daily operations. Figure 3 shows the 2014 status of some of the facilities adopted.

The story of Matex, besides being the story of an innovative Czech startup, is also the tale of a successful collaboration between EU|BIC Plzeň and the University of West Bohemia, where the two researchers developed their idea.Coaches within BIC Plzeň were contacted by two young researchers with a business idea at the end of 2004. Stanislav Němeček and Tomáš Mužík wanted to create a company that would provide services of metallography, mechanical testing, in the field of laser technologies. This was not an easy thing to do as ten years ago the use of laser technologies for industry was not a common practice in Czech companies. The Company founders were convinced that these technologies would become more accessible in the future

and they saw an opportunity to start the business using their knowledge from physics and material engineering research.Matex was soon created and located in the incubator. BIC Plzeň helped them to develop their idea into a feasible business plan and to gain funding from a bank that provided financing for the first high-tech equipment needed for launching the services to clients. The EU|BIC provided flexible spaces in the incubator close to the Science and Technology Park Plzeň and in close proximity to the university. In cooperation with the EU|BIC Plzeň, Matex applied for grants for new research and development projects and for further equipment which was necessary to expand their business activity.

Jana Klementova, director of EU|BIC Plzeň expresses her satisfaction: “The founder’s research background and their good business idea led to creation and development of the innovative company that is now well placed on a market with high demand for its services. The qualified staff and advanced technology

equipment of Matex are now an essential resource for delivering high-tech services and for the company success. We take pride that the company was declared in 2014 as the best company of the region and won the Vodafone Business Awards competition”.

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Figure 3: EU|BICs' facilities

Figure 4: Percentage of EU|BICs reporting having incubation entry and exit strategies

Figure 5: Physical incubation, mean values

In 2014, EU|BICs hosted 4,327 companies in their incubators, which were providing jobs to 20,196 persons. Furthermore, 1,322 new companies have entered the incubators, while 1,200 graduated and exited.

A typical EU|BIC, when providing housing services, offers incubation spaces to 41 companies providing work to 194 persons. An incubated company remains in the facility a little over 3 years. On average 12 companies exit the incubator every year leaving space for newcomers. This, on its own, is a dynamic community of startups!

Coworking spaces

Internationalisation platforms

Fundraising platforms

Technology Transfer office

Technology and testing centres

Rapid prototyping centres (e.g. Fab Lab)

End user testing facilities (e.g. Living Lab) 13%

20%

28%

28%

Entry strategy

Exit strategy

20%

77%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

74%

81%

HOUSING

Provision of incubation space, which is still one of the core services offered, is provided by 82% of the EU|BICs, who on average manage 5,400 square meters of space with an occupancy rate of approximately 78%. Importantly, incubators are places that support the difficult startup phase of a company and not ‘office complexes’ where companies should establish themselves for a long period. Most of the EU|BICs report having an entry strategy (81%) and an exit strategy (74%) for companies who want to be (or are) hosted in an incubator. Indeed, the average incubation time is just over three years. However, we would expect more EU|BICs to report having entry and exit strategies, showing that in these fields there are margins to improve.

Employment by tenants

Companies hosted in incubators

New tenants

Graduations

0 50 100 150 200 250

41

13

12

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

FACILITIES

ENTRY AND EXIT STRATEGIES

PHYSICAL INCUBATION

194

77%

43%

36%

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THE CORE EXPERTISE

The art of managing a startup or an SME should not be underestimated as it requires the combination of significant skills and practical expertise. It is very important for policy-makers on all territorial levels to have the capacity to understand and even anticipate what the needs are, the priorities, the problems, the trends, the critical issues of SME managers, not only as a theoretical projection, but as a set of solutions. EU|BIC teams are experts in this field.

To deploy the innovation-based incubation value chain, EU|BICs adopt a mix of internal and external expertise. Overall, the EU|BICs employ over 2,100 people. A typical EU|BIC has an average workforce of 18 people, of which around 12 can be identified as delivering core activities. The breakdown of staff by role is shown in figure 6.

Arquer Diagnostics Ltd, is a company founded in 2005 by Dr Nick Miller-Jones, former leader of the Life Sciences Division of Scientific Generics Ltd, one of the UK’s leading technology consultancy companies. With more than 20 years’ experience in the biotech, life sciences and healthcare industries, Dr Miller-Jones has developed a high sensitivity, high specificity, enzyme-linked immunosorbent assay urine test for the diagnosis of bladder cancer.The founder came across the concept whilst reviewing the literature to identify potential markers of bladder and prostate cancer. The original research was funded by Cancer Research UK and Dr Miller-Jones reached a commercial agreement with Cancer Research Technology to licence the specific biomarkers for use in Immunoassay detection of urological cancers. Over the subsequent years, the detection methodology has been greatly simplified and can now be used as part of standard clinical laboratory testing.

In 2012, they decided to locate in the EU|BIC of Sunderland in the North East of England as they recognised the availability of local talent in the region, a fantastic location to tap into different skill sets including research and development scientists and product management. Since securing significant external funding in December 2014, a new management team was established and headquartered at the EU|BIC, Sunderland. The company established an experienced research and development team with a background in bringing diagnostic products to market. Their test is currently undergoing final product trials before being launched during the second half of 2016. The company has recently signed a manufacturing and supply agreement with Euro Diagnostica BV and is in discussion with a number of pan European distributors.

In 2015, Arquer Diagnostics had the opportunity to expand its laboratory space within North East BIC facilities from 300 sq ft to 1555 sq ft. “The space is exactly what we need and having the flexibility to grow is paramount to our business needs. We

have good quality broadband at the EU|BIC which means that we can use communication to our advantage; I often work remotely and the facilities enable me to communicate with the duel sites effectively”, says Dr Ian Campbell.

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Figure 6: EU|BICs' human resources, mean values

Typically, EU|BIC coaches deliver a wide set of services ranging from startup support to fund raising, from technology and innovation assessment to

internationalisation. Figure 7 provides a good idea of what the core expertise of an EU|BIC staff could be.

n General Managementn Incubator Managementn Communication, events and animationn Administration

n Entrepreneursship supportn Project Managementn Training entrepreneursn Others

0,00

1,53 3,98 1,83 2,46 1,38 1,15 2,65 3,10

2,00 4,00 6,00 8,00 10,00 12,00 14,00 16,00 18,00

HUMAN RESOURCES

Support at startup

Fund raising

Technology / innovation assessment

Marketing

Internationalisation

Commercialisation

Support at creation

ICT development

Legal advice

Human resource development

Other

0% 20% 40% 60% 80% 100%

Figure 7: Core expertise of EU|BICs' staff

CORE EXPERTISE

99%

84%

75%

73%

63%

59%

59%

38%

32%

30%

16%

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External consultants are not used by many EU|BICs, however a certain number of consultant days are contracted, as specific needs need to be covered with specific expertise. Figures 8 and 9 show the level of engagement with external experts. EU|BICs seek external expertise mostly when getting assistance with the IPR domain, for legal services

(where in-house legal consultants may be too much of a ‘nice to have’), or for accounting purposes. Some core functions of the EU|BICs are sometimes externally contracted, when a coaching exercise requires for instance deep sectorial knowledge and expertise, or when an in-house full training programme cannot be provided.

Figure 8: EU|BICs' external expertise type

> 300

14

Intellectual Property

Legal Services

Training

Coaching & Mentoring

Marketing

Financing

Accounting

Support at creation (legal/procedural)

Design and product development

EU and Donor Funding

Other (Specify)

0% 60%10% 20% 30% 40% 50%

EXTERNAL EXPERTISE

Figure 9: EU|BIC external expertise - man/days

80

70

60

50

40

30

20

10

0

< 50

67

50-99

26

100-199

11

200-300

9

EXTERNAL EXPERTISE

74%

63%

59%

59%

55%

49%

50%

48%

42%

26%

12%

80%70%

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THE BUSINESS MODEL

Overall, in 2014, the surveyed EU|BICs had an income of over €191m, 68% of which coming from the public sector, not changing significantly from previous surveys. An average EU|BIC worked in 2014 with an average income of €1,498,000. Public funding is justified as it serves a public interest mission, through the development of regions, and the creation of wealth and jobs. Indeed 46% of the public income comes from direct subsidies to pay for investments and running costs.

Figure 10: EU|BICs’ public sector income breakdown

n National, regional, local bodiesn EU Structural Fundsn Other public subsidies

n Public income through national & regional programmesn Incomes from EU programmesn Other public income

43%

15%3%

20%

12%

8%

PUBLIC INCOME

Figure 11: EU|BICs' private sector income breakdown

n Housingn Business support services to client SMEs/Entrepreneurs

n Private sponsoringn Other private income

58%

15%

20%

7% PRIVATE INCOME

Regarding expenses, EU|BICs used in total, approximately €183m to deliver the incubation value chain services, the majority being for human resources (56% for payroll andconsultants), providing the clear indication that innovative entrepreneurship support is a labour-intensive activity. An average EU|BIC had costs of €1,432,000. Interestingly, 8% of the total costs represent direct subsidies to entrepreneurs, with an increase of over 6% from the last years.

Figure 12: EU|BICs' breakdown of expenses

12%8%

15%

1%6%

2%13%

44%EXPENSES

n Payrolln Consultants and external expertsn Subsidies to entrepreneursn Overheads

n Extraordinary expensesn Depreciationn Financial costsn Other costs

Focusing on the private sector income, which composes 32% of the total income, it is clear that 73% comes from the provision of direct services in the incubation field (income from housing is 58%) and from technical consultancies sold to the local entrepreneurial system (15%). Private sponsoring has increased from 2% to 7% from the last survey.

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RampCo is a perfect example of how partners from a research background, SMEs, and end-users successfully join to create disruptive social innovation that can impact the global market significantly. RampCo is coordinated by CYRIC, Cyprus Research and Innovation Center who has identified the solution to current accessibility issues faced by wheelchair users in their everyday life.Through a successfully funded FP7 SME call submitted by EU|BIC CYRIC who formed this consortium, the team started the Rampco project in 2014 to work on physical prototype of an innovative portable traction ramp from smart composite materials for automatic ascending and descending of wheelchair users. This disruptive portable device can be deployed in less than 10 minutes to allow either manual or powered wheelchairs to ascend/descend any number of staircases in buildings and urban infrastructure that are currently inaccessible.Initially, a thorough review of policy and standards was carried out. Different ideas for traction system, balance mechanisms, platform etc. were conceptually designed. Questionnaires were created for two different targeted groups, handicapped and building owners. The questionnaires for handicapped were completed in two workshops and as a result the best concept was selected. In addition, the detailed specifications of mechanical, composite, electrical and electronics components were defined and the core-design phase was carried out

taking into consideration all relevant standards and EU directives. The software that integrates all the individual functions of RampCo with the required logic and sensory feedback with two web-based and mobile applications were developed. Thus, by using geographical location data, the RampCo notifies the user of the exact location of the system while at the same time it provides the ability to pre-book RampCo online in order to be used at a specific time and location. Also, it allows the owner to get remote access to the operating system of RampCo for monitoring and controlling purposes.The project’s overall outcome, from the engineering perspective, is a fully operational, powerful and safe prototype that passed all international relevant standard tests that completely satisfies and exceeds the initial requirements given by the participating SMEs. The total number of permanent wheelchair users worldwide is estimated to be over 100 million, but yet accessibility in most of the buildings worldwide, remains an unsolved problem. RampCo provides a breakthrough, cutting edge-innovative and high quality solution on building accessibility for individuals with kinetic disabilities, and more specifically wheelchair users who will be able to have access in more buildings and spaces without the need of any assistant.

“We believe Rampco could have a great impact on the life of disabled citizens. RampCo is a disruptive patented concept that could have a massive uptake to serve a large number of cases with a difference in elevation, which are currently left inaccessible or are serviced in a poor way, with no provision for use by disabled

citizens without assistance, and more often than not, with a compromise on safety or aesthetics (e.g. public buildings, hotels, museums, archaeological sites, exhibition centres, industry, banks, shops, private homes, etc.)”, says Dr. Panayotis Philimis , founder of CYRIC.

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THE CLIENTS

By delivering the overall incubation service value chain, EU|BICs work with many types of clients. From potential entrepreneurs (people or teams with an idea that have not yet set up a shop), to startups (early stage small companies before the scale-up phase), from established SMEs to large companies. The breakdown of clients can be seen in figure 13. As we can observe, a huge amount of work was carried out with potential entrepreneurs (by setting out strong pre-incubation activities), and with SMEs through the deployment of serious growth services.

The breakdown of client by innovation type is displayed in figure 14. A component of non-innovative companies is still supported, a trend that has remained constant over the years. However, innovation is not only technology-oriented. Disruptive innovation is always present, however smaller incremental innovation is very important and not being disregarded by the EU|BIC community. Approximately 47% of the companies are focussing on ICT solutions. A measurement for technological innovation would also be the activities of the EU|BICs in the acquisition of IPR. To that end, over 3,000 clients have been supported. The numbers of patents filed and those granted are shown in figure 15.

Figure 14: Clients by innovation

50%

30%

20%

n Technological innovationn Non-innovative n Non-technological innovation

CLIENTS BY INNOVATION TYPE

Figure 13: EU|BICs' clients

60.000

50.000

40.000

30.000

20.000

10.000

0Potential

entrepreneurs

51,754

8,775

Startups

18,717

SMEs

485Large

companies

CLIENTS

The typical EU|BIC client is male (74%), aged 30-50 (60%), working with a varied set of interests which translate into the development of both technological and non-tech innovation, which are mostly focussed on the delivery of ICT solutions.

Figure 15: Patents filed/granted with EU|BICs' support

300

250

200

150

100

50

0Potential

entrepreneurs

92

56

Startups

242

166

SMEs

143148

n Number of patents filedn Number of paptents granted

PATENTS

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22

70%

60%

50%

40%

30%

20%

10%

0%<30

26%

30-50

60%

>50

14%

Figure 16: Client by age

CLIENT BY AGE

Figure 17: Client by gender

80%

70%

60%

50%

40%

30%

20%

10%

0%Male

74%

Female

26%

CLIENT BY GENDER

Social innovations are new solutions (ideas, products, services, models, markets, processes, etc.) that simultaneously meet a social need (more effectively than existing solutions) and lead to new or improved capabilities and relationships and better use of assets and resources. The EU|BIC community has been increasingly involved in developing socially innovative solutions. Approximately 12% of the clients served were developing innovations and creating companies aiming at producing a positive impact throughout the globe.

The majority of the EU|BICs’ clients are aged between 30 and 50. Innovation, and the will to become an entrepreneur, usually comes at a later stage in life, when working experience has already been accrued. Clearly, this statement does not hold true when EU|BICs are university based, where the majority of the clients are younger. From the gender perspective, 74% of the clients are male. Gender equality among clients remains an issue which needs to be tackled by EU|BICs and their stakeholders.

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Green light is an example of a company creating innovative solutions for the renewable energy management and energy backup market needs, with a socially oriented mind-set. Ahmad Fayek and Ibrahim Almasry, both graduates from the University of Cairo created their startup in 2014 with the ambition to solve a real problem in the Middle Eastern countries and more specifically in Egypt. Indeed, energy sources shortage and electricity is a critical problem that affects development efforts and people’s lives. One might think that thanks to the sunny climate, solar energy is the easy solution. Yet, even the development and use of green energy such as solar lighting in Egypt can be a challenge because of harsh environment conditions such as heat, humidity and dust. These conditions shorten the product life time very much and affect the credibility of green technology. Their company Fagr Advanced Systems offers solutions that combine renewable energy with high technology solutions to generate clean and low cost energy. Their main product Green Light focuses on a street lighting system that combines solar energy with lighting control and power saving technologies enabling to cut power costs. The system requires minimum maintenance and has a life of more than 25 years. Green light saves up to 6% of the total energy consumption in

Egypt and ensures streets are safer even during blackouts with a long lifetime.After being selected by NU100 competition, an Egypt entrepreneurs’ competition that aims to foster innovation, Ahmad and Ibrahim received a seed fund to develop their initial prototype. They successfully applied for Start IT, a TIEC incubation programme starting on April 1, 2014. From the very start, TIEC was enthusiastic in supporting the startup as they were convinced their innovative idea would impact Egypt’s energy problem significantly. TIEC’s incubation programme only selects startups with high commercialisation potential and applicants are scored on a number of criteria: ICT-based idea, innovativeness, readiness supported by a miniature model, etc. But most important, they must solve a real problem and offer smarter or cheaper solutions to urgent problems. Today Green light provides low cost, high quality, clean and sustainable lighting for two main customers: government including ministry of transportation and private sectors including compounds, farms and factories. Samples of Green light products are installed in different malls and compounds including one famous shopping mall in Giza and one subdivision in Cairo.

When asked how they look at the future Ahmad Fayek and Ibrahim Almasry state: “In the short-term we want to reach 10 to 15 customers in Egypt, representing about 20, 000 units. On the long term we definitely want to be the best supplier of solar street lighting systems in the Middle East and Africa”. The incubation package offered by TIEC consisted of consultancy services, marketing services, access to technical and business consultations, mentoring and the provision of internet access, basic hardware

and software tools. Rasha Tanatwy, TIEC Director says: “We immediately identified Green light as a promising startup to solve one of our biggest energy challenges locally and globally. There was an obvious market need and their business model was valid. One of our main difficulties though while supporting them was to find the needed electronic components they were not able to find locally, we had to order them from other countries which added extra time and extra cost”.

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Taking into account the various specificities that make each one of them unique, EU|BICs deliver the incubation service value chain to innovative companies and existing SMEs, from lead generation to startup creation, from scale-up to SME development. Figure 18 provides an idea of the number of clients that receive services from an EU|BIC, however, in this chapter, a more in-depth analysis of the various phases of the value chain are presented.

LEAD GENERATION

Lead Generation is the set of activities implemented by any given company to generate consumer interest or enquiry into products or services of the business. Therefore, for an EU|BIC, lead generation is the set of activities carried out to generate interest to create new innovative startups and to channel innovation-oriented support to startups, SMEs and large companies. Figure 18 also shows that on average, in 2014, an EU|BIC provided support to 146 SMEs, 69 startups (of which 32 were freshly created in 2014) and four large companies.

THE EU|BIC INCUBATION SERVICE VALUE CHAIN

The average deal-flow numbers (see figure 19) show that to create 32 new startups it was necessary to attract 572 new

business ideas, bringing a conversion rate (from enquiry to startup) of 5.6% .

Figure 18: An EU|BIC's clients, mean

160

140

120

100

80

60

40

20

0

Startups

69

SMEs

146

Largecompanies

4

NUMBER OF CLIENTS SUPPORTED

Figure 19: EU|BIC deal-flow for startup creation, mean values

700

600

500

400

300

200

100

0

572

172

67 5032

DEAL FLOW FOR STARTUP CREATION

Enquiries Potential entrepreneurs selected

Business plans StartupsFeasibility studies

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A mix of off-line/on-line activities was carried out to generate interest and to attract clients to the EU|BIC, as displayed in Figure 20.

85% of the EU|BICs were active in setting up and conducting promotional events. Overall, 2,843 promotional events took place in 2014 to which, over 137,000 people participated. Therefore, on average, an EU|BIC organised 26 events in 2014 (1.8 events per month) with an average participation of 41 people at each one (Fig. 20).

Among these promotional events, a set of more technical events were also organised, such as Startup Weekends, hackathons, competitions, awards, etc. These are the so-called lead-generation business development events, of which a breakdown of performance per EU|BIC can be seen in figure 21.

Figure 20: Percentage of EU|BICs per lead-generation activity

NetworkingWebsite

Promotional eventsPress articles

Public presentationsPartnershipsNewsletters

Social media networkingProjectsAwards

CompetitionsStartup weekends

HackathonsBoot camps

92%90%

85%80%

77%73%

67%66%

62%53%

51%34%

22%19%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

LEAD GENERATION ACTIVITIES

Figure 21: Lead-generation events, mean values

45,00

40,00

35,00

30,00

25,00

20,00

15,00

10,00

5,00

0,00

n Lead generation eventsn Participation per event

Promotional events

26

41

StartupWeekends

1

18

Hackathons

2

9

Bootcamps

2

8

Awards

2

21

Competitions

3

36

LEAD GENERATION

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The story of SmartTrack illustrates how entrepreneurs can gain access to incubator support through the participation in promotional events such as startup competitions. Smart Track was founded in 2014 by three Italian entrepreneurs: Saverio Pagano, Simone Peirani and Maurizio Valle, following the successful conclusion of a research project and constant support provided by EU|BIC Liguria (F.I.L.S.E) through the Smart Cup competition, where the EU|BIC helped the team design the business plan and define the startup strategy. People spend more than 80% of their time between four walls, at the office, at home, in covered public spaces (schools, hospitals, cinemas and the like), and normal GPS systems fail to work properly in those situations. “Just imagine – says Simone - how easier it would be to manage emergency situations, or to rescue endangered people if we could precisely localise them even in a

closed environment, or tracking children and patients in a hospital… there are loads of applications for a technology that enables reliable indoor tracking”. This well-assorted team therefore aimed (and succeeded) to develop a new technology capable of providing effective and reliable indoor geo-localisation services. With the support of the EU|BIC, their managed to understand that there were great possibilities to take advantage of serious market opportunities. A preliminary research identified five different groups of paying customers for Smart Track, ranging from public establishment to ship-builders, mining and construction companies as well as healthcare operators and transportation hubs. “Our USP – says Saverio - derives from the high accuracy of the system and the possibility to use it in dynamic environments such as crowded buildings and cruise ships. Safety levels are increased and costs are lower!”

“Smart Track is a very innovative startup” says Pietro de Martino, the EU|BIC manager, “and we are proud of the level of cooperation established with the team and with the university where the research has spun out. The staff of the EU|BIC has worked hard to help the team prepare its value proposition and to define a business model which will soon be tested and made operative.” The team applied to Smart Cup Liguria, a competition organised in September 2014

by EU|BIC Liguria. The team was supported through the modelling and planning of the business idea, focussing on market segmentation and access to funding, with the introduction of the team to a pitching event. At present Marco, Simone and Saverio, are working hard on the product development side and on the establishment of their commercial network with leading Italian and international partners.

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PRE-INCUBATION

Pre-incubation is the part of the EU|BIC service value chain that provides support to potential entrepreneurs, before they become startups, with a replicable, scalable and operational business model. Finding a way to turn the idea into a solid business is, in the end, the aim of any sound pre-incubation process.

The deal-flow for startup creation graph (Fig. 19), shows how a severe selection process takes place within EU|BICs at the beginning of the incubation journey. Indeed, the curve is very steep at the beginning and slopes down more gently towards the end of the process. Over 30 years of experience in startup support services, have shown how important it is to strictly screen at the beginning of the processes. An 87% level of sustainability is directly related to this segment of the incubation value chain. A sound entrepreneurial project can be identified when a set of services aimed at providing proof of concept, proof of business and proof of the right entrepreneurial mind-set is

in place. To this end, EU|BICs deploy numerous actions with various methodologies, which ensure that the optimal mix of services is tailored to each entrepreneur. The selection services must be:

• thorough the innovation should be assessed under all lights to actually understand where and how it is innovative and what added value it will bring. The technology/product must be technically feasible (proof of concept)

• market oriented entrepreneurs should at least have assumptions (albeit this could prove to be wrong) of who is in demand of the innovation and what business model should be put in place (proof of business)

• team oriented although an innovative idea is sound and might realistically have a market, does the proposer have an entrepreneurial mind-set? Is the composition of the team appropriate?

30%10% 20% 40% 50% 60% 70% 80% 90% 100%

Figure 22: Percentage of EU|BICs providing pre-incubation services

Business planning

Access to early stage funding

Training

Business modelling

Innovation/Technology assessment

Financial simulation/forecasting

Feasibility studies

Risk analysis

Skills assessment

Business idea acceleration programme

Business intelligence 34%

48%

59%

61%

67%

70%

76%

77%

78%

84%

71%

0%

PRE-INCUBATION SERVICES

Business planning is still one of the major core activities of the EU|BICs, although a shift to the importance of deliv-ering business modelling services has occurred. However,

access to funding is always present and further analysis demonstrates that it is present throughout the life span of any startup or SME.

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DNA Cascais provided Natércia and Fernando Barbeiro, a married couple, invaluable support during the initial phase of their venture creation in 2011. After having both worked for a few years as commercial managers for big companies, they came up with Softvoice, which provides automatic identification and capture of data (AIDC) solutions for any kind of point of sales (supermarkets, bookshops, hairdressers, etc.) Softvoice also increases employees’ productivity and accelerates the time it takes to achieve results in terms of ROI. To date they have over 3,000 customers among which big Portuguese companies working at international level. Their aim is to make life easier for traders and retailers by offering the most innovative solutions and working with technological partners who are leaders in the industry such as HP, Honeywell, Zebra technologies, just to name a few. Before reaching these excellent results, as in any starting business, they were meeting several difficulties

and sought the help of DNA Cascais by first presenting their project idea on paper. Their main concern was to ensure customer commitment even before opening the company in order to ensure profitability from the first working months. Not only did DNA Cascais open their doors offering them incubation space for three years and the time to test their products towards customers but they also supported them in the design of a business plan and a market risk mitigation process before the creation of the company.“We started with a low budget, a mix of own capitals, a small bank loan and an office of 20m2. Making mistakes is the most valuable thing you can do, identifying your strengths and weaknesses and transforming them into unique and winning competitive advantages, challenging us to always be better than the last time”, declares Natércia Barbeiro.

“Softvoice is one of our startups at DNA Cascais that quickly achieved dimension and scalability. I believe that this work resulted mainly from three characteristics of its entrepreneurs: talented people who are technologically oriented and with trustful results towards their customers, for a more international DNA Cascais”, says Luís Matos Martins, CEO at DNA Cascais.” After three years of physical incubation, Natércia and Fernando have left DNA Cascais to fly on their own and opened their own facilities in

June 2015. They now have a greater storage capacity, over 350 m2 in Alcabideche. Though the founding partners remain the same they have an increased team of 15 people and 20 more in outsourcing for a turnover of over €1m. They currently provide 7 of the top 25 companies operating in Portugal and aim to reach 15 in the shortest possible period of time. They are also planning to expand their activities to neighbouring Spanish areas and hope to create six additional jobs in the next months.

INCUBATION

The incubation phase entails supporting the entrepreneur during the startup phase, with the aim of helping it establish strong roots and get ready for the scale-up (growth) phase. A common misunderstanding involves ascociating only incubation to the housing service. Indeed, housing is just one of the many services that a startup might need. Indicators for the housing services have been published above (see the section on ‘Facilities’).

Figure 23 provides an idea of some of the incubation services that have been delivered by EU|BICs in 2014. Access to funding (already present in the pre-incubation area) is also an essential component of the incubation phase (more insights in the Access to Finance). However, the graph clearly shows that access to finance alone is not enough. It needs to be accompanied with coaching, networking and support to partnering at all levels.

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Figure 23: EU|BICs' incubation services

Access to funding

Support at creation

Coaching/Mentoring

Internationalisation

Housing

Marketing

Strategic partnering

Legal support

External selection committee

Startup acceleration programme

Accounting

Business intelligence

Training 32%

39%

46%

55%

71%

75%

79%

76%

88%

91%

72%

53%

45%

INCUBATION SERVICES

Figure 24: EU|BICs, growth services

Access to funding

Internationalisation

Training

Project development

Innovation diagnostics

B2B support

Clustering

Product/Service assessment

Technology searches

Technology search

B2C support

Open innovation 29%

42%

53%

57%

61%

71%

73%

84%

67%

10% 20% 30% 40% 50% 60% 70% 80% 90%0

47%

39%

30%

GROWTH SERVICES

GROWTH SERVICES

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Novacité actively supported Reputation VIP, a technology startup specialised in e-reputation, in its initial implementation and its current growth challenges during the incubation phase. Reputation VIP was helped in raising public money (> €250k through local financing tools) to finance the first 15 employments, introduced to local actors (institutional, VC’s, banks, public collectivity, universities) and linked up with partners to build the first contracts (lawyers, financial audit companies, …). They also supported the startup with an internationalisation strategy and more recently, financed an external mission to help the managing staff face the strategic organisational issues and build a first level of middle management given that the company is predicted to have more than 60 employees in 2016.Reputation VIP has developed a solution, “Digital Fortress™ Technology”, that enables users to control, protect and monitor their online reputation. By doing so, they have become one of the first internet players to provide a simple service (”Forget.me™”) to enforce the right to oblivion, helping individuals to create their request to Google and Bing. The company targets individuals (famous entrepreneurs and politicians) as well as brands owned by major companies through an annual (and recurrent) subscription.

When he was working for the Air Liquide Group, Bertrand Grin had to raise several millions dollars for one of his Chinese clients. Unfortunately, the bad online reputation of the CEO prevented the potential investors from closing the deal. A few years later Bertrand met Nicolas N’Guyen who was known as an expert in SEO and Google algorithms. Still remembering his unfortunate Chinese client, Bertrand encouraged Nicolas to create a company together dedicated to e-reputation issues. In 2012, Reputation VIP, a technology startup specialised in e-reputation was created. Three other shareholders joined the two partners to create a cohesive team and contributed their skills and experience in the strategic development of the company. Since then, the startup has grown significantly and very rapidly, exceeding €1m of revenues in 2014. Initially founded by 5 shareholders they now employ 40 people, half of which are IT engineers. Reputation VIP aims to become one of the worldwide leaders of e-reputation solutions. They have recently raised €2m and enriched their strategic committee in order to increase their international development from 25% to 75%. They aspire to reach a turnover of €55m with 220 employees by 2019.

Growth services are directed to already-trading companies with the aim of supporting them to gain and/or retain a competitive advantage in global markets. Services in this field will mainly stimulate companies to introduce innovation in their products or processes and will allow the businesses to boost their marketing capabilities. Not all EU|BICs engage in such activities as they do not consider this as a core service to be delivered to achieve their mission, which may be more in the startup creation phase. However, many EU|BICs have a more global mission, one related to increasing the innovation dimension in the regions they serve, therefore rendering the support

to existing SMEs an important area of activity as it is embedded in the overall mission.

A non-exhaustive list with the percentage of EU|BICs providing each of the services is provided in figure 24.

Not surprisingly, access to funding is still the lead service, although support to internationalisation, project development, training and innovation diagnostics follow. Interestingly, this graph shows us how the connections with the larger corporations and SMEs is carried out through the development of open innovation processes, which are delivered by 29% of the EU|BICs.

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EU|BICs serve the instrumental role of preparing many entrepreneurs and SMEs for investment. More specifically, more than 12,400 clients have been supported in this area. Potential entrepreneurs venturing in the pre-incubation

phase represented 38% of the total, while 28 were startups during the incubation phase. On the other side, 37% of clients were trading and established SMEs.

ACCESS TO FINANCE

Of the approximately 12,400 clients supported, more than 7,600 were funded through various channels, with a

success rate of 61.5% (Fig. 26). The total amount raised by the surveyed EU|BICs is €469.5m

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Figure 25: Financial services supplied by EU|BICs

Public sector funding schemes (Including grants)

Business Angels

Seed Capital Funds/investors

Bank loans

Venture Capital funds/investors

EU Structural Funds

Crowd funding

Own funds (equity positions)

Others

60

66%

66%

56%

19%

14%

43%

0

84%

90%

82%

FINANCIAL SERVICES OFFERED/FACILITATED

Figure 26: Clients supported with access to finance services

5.000

4.500

4.000

3.500

3.000

2.500

2.000

1.500

1.000

500

0

ACCESS TO FINANCE - TOTAL CLIENTS SUPPORTED

Potentialentrepreneurs

Startups SMEs

3.130

4.5934.730

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EU|BIC 2016 IMPACT REPORT - INCUBATING INNOVATION

32

Figure 27: Clients supported/clients funded through EU|BICs

Figure 29: Breakdown of funding per client type

n Seed capitaln Business angelsn Venture capitaln Bank loans

n Public funding schemesn EU Structural Fundsn Crowd-fundingn Own fundsn Other

BREAKDOWN FUNDING / CLIENT

40%

31%

2%1%

2%

6%5%

2%

10%

n Seed capitaln Business angelsn Venture capitaln Bank loans

n Public funding schemesn EU Structural Fundsn Crowd-fundingn Own fundsn Other

5,97%5,06%

7,61%

13,54%

6,92%

12,89%

47,40%

0,44% 0,17%

Figure 28: Breakdown of amount funded per investor type

BREAKDOWN OF FUNDING / AMOUNT

When analysing the breakdown of the funding amounts, the picture appears to be different. EU structural funding is still the major source of funding for EU|BICs' clients. However public funding schemes represent a mere 12%, where, on the contrary, private investors’ money, (business angel and capital investment) represent over 21% of the amount raised. This provides full indications that the real scale-

up potentialities for a company lies within early and later stage private equity funding. Again, to work and establish connections with private investors, is not only a desire, but a real need if a strong impact needs to be pursued. Nevertheless, new alternative funding opportunities, such as crowd-funding, have not yet had a substantial impact in the EU|BIC community.

Figure 27 shows, of the 7,633 clients who were funded, 71% were directed towards public funding schemes (including government grants and loans) and towards EU structural funding (which is still managed publicly). 29% of the clients instead, were introduced to private funding, although still a greater part of the private funding comes from conventional bank loans. Just 7% were directed towards either a business angel or a venture capital investor. Very few EU|BICs take equity in the startups they support and this is confirmed by the 1% who were directed towards the EU|BICs' own funds. Indeed, the connections with the investor communities is an area where EU|BICs have significant work to do.

14.000

12.000

10.000

8.000

6.000

4.000

2.000

0Clients supported

12,453

CLIENTS SUPPORTED - CLIENTS FUNDED

Clients funded

7,663

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Anabio is a great example of a leading innovation with strong IP and world-leading technology providing encapsulation expertise and commercial contract manufacture for the stabilisation of food, pharmaceutical and animal health products. Indeed, AnaBio Technologies addresses the needs of many food, feed and pharmaceutical enterprises for improved “healthier” versions of their products. Its core encapsulation technologies are patented for targeted and controlled release of vaccines, antibiotics, peptides, probiotics, nutrients, minerals, enzymes, bacteria, cheese cultures and a wide range of sensitive food and sports ingredients. In reality, AnaBio’s Unique Selling Point involves enhancing existing products or developing new products with proven claims for improved health and wellbeing for their target market. After a MSc in Protein chemistry from Michigan State University and PhD in Microencapsulation from Teagasc Moorepark and Universty College Cork, Ireland, Dr. Sinéad Bleiel

transitioned into the dairy industry to start research development with a leading multinational company in the area of functional food. She very quickly understood that there was a gap in the market and founded AnaBio Technologies Ltd. in 2011. Today, the company is working with multi-nationals in three target markets: human health and functional food; animal health and nutrition; and therapeutic drugs and medicinal substances.CorkBIC supported AnaBio, through the Business Planning process as they helped to define the company's strategy and facilitated their engagement with funding sources by introducing them to Angel Investors. This support accelerated their path through the HPSU (High Potential Start Up) process with Enterprise Ireland. AnaBio has complex, sophisticated Intellectual Property that needs to be described in a way that shows a clear business model and paths to revenue. Paradoxically, this helped to widen the scope and number of investors interested in the project.

"What AnaBio are doing is leading-edge technology in the food and life science area. Recently securing its 12th patent, the company is just about to invest in a €200,000 research facility in Ireland. This is an interesting example of a company that has maximised on the excellent entrepreneurial ecosystem that exists in this region to allow it to scale - now selling to companies in the

human nutrition and animal feed markets in Europe, the US and South America. The Royal Irish Academy and the American Chamber of Commerce, Ireland recently announced AnaBio has been shortlisted for the prestigious 2016 US-Ireland Research Innovation Awards. We wish Sinéad and her ever-growing team the best of luck", says Michael O'Connor CEO of Cork BIC.

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The innovative entrepreneurs whose stories you have read throughout this publication were supported by their local EU|BIC. These entrepreneurs, together with the more than 70,000 other clients of the EU|BIC network, are risk takers who invest their own, and other people’s money, time and reputation, in delivering their vision. Finding and optimising ways to support them is a complex mission which deserves to be undertaken seriously, efficiently and, above all, with certified level of quality. EBN’s network of 150 EU|BICs does exactly that.

EU|BICs recognise their instrumental role in shaping the potential impact their startups will ultimately have on the entrepreneurs themselves, their workforce and the wider economy. With this in mind, EU|BICs take on the responsibility for continuous improvement, adapting to the fast-evolving needs of the entrepreneurial ecosystem while always maintaining high standards in the delivery of their services.

This approach is corroborated by the European Court of Auditors (ECA) recent study of 60 European incubators funded by the European Regional Development Fund (ERDF). The study confirms that EU|BICs achieve better results and have a higher impact than these incubators thanks to the use of sound quality, benchmarking and monitoring mechanisms. The main finding of the study is that, despite the significant contribution of structural funds in creating new infrastructure, the impact of the audited incubators was modest and disappointing. The report states “… too little attention had been paid to the effectiveness of incubators’ business support functions …”. The ‘soft dimension’ is often the weak element of infrastructure investments. The report clearly recognises that “The effectiveness of the benchmarked EU|BIC certified incubators … was much higher… and that support offered to businesses beyond the scope of physical incubation … had contributed to this high startup creation rate.”.

EU|BICs, which embed the EBN quality system, provide a higher range of professional services to innovative entrepreneurs, not only startups and resident companies but also existing innovative firms. They also reach higher KPIs and have higher return on investment for the public sector, compared to non-certified incubators.

It is EBN’s role to guarantee that EU|BICs act as visionaries to create and implement innovative services and behave as the game changers and challengers, to shape, stimulate and grow tomorrow’s enterprises.

EBN remains committed to supporting economic development that encourages a pragmatic implementation and deployment of smart tools – such as EU|BICs – at the local and regional level. The impact demonstrated in this report confirms EBN is a key stakeholder in the realisation of the scale-up potential of Europe’s startups and SMEs.

CONCLUSION

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BIC LIGURIA - FI.LS.E.Piazza De Ferrari 1 16121, Genova Italywww.filse.it

TECHNOLOGY INNOVATION AND ENTREPRENEURSHIP CENTRESmart-Village, Building (B5) Cairo-Alexandria Desert Road 12577, Giza Egyptwww.tiec.gov.eg

CONTACTING THE STARTUPS

VITIS TECH Inkubator d.o.o SežanaKraska ulica, 26210, SežanaSloveniawww.inkubator.si

BIC PLZEŇRiegrova 130625, PlzeňCzech Republicwww.bic.cz

To know more about the stories and entrepreneurs mentioned in this publication please get in touch with their respective EU|BIC.

CCI DE LYON – NOVACITEPlace de la Bourse69289, Lyon CEDEX 02Francewww.novacite.com

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36

DNA CASCAISNinho de Empresas DNA Cascais, Cruz de Popa2645-449, AlcabidechePortugal www.dnacascais.pt

NORTH EAST BUSINESS AND INNOVATION CENTRESunderland Enterprise ParkWearfield, Sunderland SR5 2TA United Kingdomwww.ne-bic.co.uk

CORK BICNational Software CentreMahonCorkIreland www.corkbic.com

CYPRUS RESEARCH & INNOVATION CENTRE LTD72, 27th Octovriou StreetOffice 301, ENgomu2414, Nicosia Cypruswww.cyric.eu

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EU|BIC Country WebsiteBureau Economique de la Province de Namur Belgium www.bep.be

CEEI CAP Innove Belgium www.capinnove.be

CEEI Héraclès Belgium www.heracles.be

CIDE - SOCRAN asbl Belgium www.cide-socran.be

IDELUX Belgium www.idelux.be

iMinds Belgium www.iminds.be

Innotek Belgium www.innotek.be

La Maison de l'Entreprise S.A. Belgium www.lme.be

Raiar Incubator in PUCRS Science and Technology Park - TECNO-PUC

Brazil www.pucrs.br/tecnopuc

Ruse Chamber of Commerce and Industry Bulgaria www.rcci.bg

Cyprus Research & Innovation Center Ltd Cyprus www.cyric.eu

BIC Ostrava spol.s r.o. Czech Republic www.bicova.cz

BIC Plzen Czech Republic www.bic.cz

Innovation Support Centre, VŠB - Technical University of Ostrava Czech Republic cpi.vsb.cz

Inovacentrum CVUT Czech Republic www.inovacentrum.cvut.cz

JIC - South Moravian Innvation Centre Czech Republic www.jic.cz

Technology Innovation and Entrepreneurship Center Egypt www.tiec.gov.eg

Hermia Business Development Ltd. Finland www.hermiayrityskehitys.fi/english/

Lahti Region Development LADEC Ltd Finland www.ladec.fi

Wirma Lappeenranta Ltd Finland www.wirma.fi

Aditec pas de Calais CEEI France www.aditec.org

Agence Régionale de l'Innovation Poitou-Charentes France les-aides.laregion-alpc.fr/fiche/incubinnov

Alsace Innovation France www.alsaceinnovation.eu

Angers Technopole France www.angerstechnopole.com

ARITT Centre France www.arittcentre.fr

BIC Montpellier Agglomeration Cap Alpha Cap Omega France www.invest-in-montpellier.com

BIC Plein Sud Entreprises France www.pleinsudentreprises.com

Bordeaux Technowest France www.technowest.com

CASA, Sophia Antipolis France www.casa-infos.fr

Castres-Mazamet Technopole France www.castres-mazamet-technopole.com

CCI de Lyon - NOVACITE France www.lyon.cci.fr

CCI de Paris - CEEI France www.cci92-idf.fr

CEEI 47 France www.agropole.com

CEEI Cap Delta - Ariège Expansion - Parc Technologique Delta Sud France www.ariege-expansion.com

CEEI CREATIV France www.ceei-creativ.asso.fr

CEEI de Nîmes France www.innovup.com

CEEI Limousin Expansion France www.limousin-expansion.fr

CEEI Nice Côte d'Azur France www.ceeinca.org

CEEI Quimper-Cornouaille France www.tech-quimper.fr

CEEI Synergia - La Technopole Caen-Normandie France www.synergia.fr

CEEI Théogone (Parc Technologique du Canal) France www.theogone.com

Chambre de Commerce et d 'Industrie d'Eure et Loir France www.ceei-chartres.fr

CRESCENDO France www.crescendo-tarbes.com

ESTIA-ENTREPRENDRE – Technopole Izarbel France www.estia.fr

EU|BIC MEMBERS

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GUYANE DEVELOPPEMENT INNOVATION France www.cr-guyane.fr/developpement-economique/gdi-guyane-developpement-innovation

INNOVACT BIC France www.innovact.com

Laval Mayenne Technopole France www.laval-technopole.fr

Marseille Innovation France www.marseille-innov.org

Martinique Technopole France www.technopolemartinique.org

Nantes Atlanpole France www.atlanpole.com

NOVALIA 82 France www.novalia82.com

PREMICE France www.premice-bourgogne.com

Promotech Nancy France www.promotech.fr

Réseau Seine CREAtion France www.la-crea.fr

Ruches d'entreprises Nord de France France www.ruches-entreprises.fr

SAVOIE TECHNOLAC France www.savoie-technolac.com

Synergie Lorraine SA France www.moselle.cci.fr

Technopole de l'Aube en Champagne France www.technopole-aube.fr

THESAME France www.thesame-innovation.com

Toulon Var Technologies France www.tvt.fr

Val d'Oise Technopole France www.accet.asso.fr

BIC Zwickau GmbH Germany www.bic-zwickau.de

gate - Garchinger Technologie- und Gründerzentrum GmbH Germany www.gategarching.com

Corallia | a2-innohub Greece www.corallia.org

EC BIC of Attika Greece www.bicofattika.gr

Cork BIC Ireland www.corkbic.com

Dublin Business Innovation Centre Ireland dublinbic.ie

South East Business and Innovation Centre Ireland www.sebic.ie

WestBIC Ireland www.westbic.ie

BIC Incubatori FVG (Friuli Venezia Giulia) S.p.a. Italy www.incubatori.fvg.it

BIC Lazio SpA Italy www.biclazio.it

BIC Liguria - FI.LS.E. Italy www.filse.it

BIC Sardegna S.p.A. Italy www.bicsardegna.it

Città della Scienza Italy www.cittadellascienza.it

CODEX s.c. Italy www.codex.it

Eurobic Toscana Sud S.p.A. Italy www.bictoscanasud.it

Innova BIC Srl Italy www.innovabic.it

Puglia Sviluppo SpA Italy www.pugliasviluppo.eu/en

Sviluppo Basilicata Italy www.sviluppobasilicata.it

Tecnopolis Parco Scientifico e Tecnologico Italy www.tecnopolispst.it

Trentino Sviluppo S.p.A Italy www.trentinosviluppo.it

Jordan Innovation Centre and IT-incubator (Irbid ) Jordan www.bic.jo

Berytech Lebanon www.berytech.org

Technoport SA Luxembourg www.technoport.lu

Brainport Development Netherlands www.brainportdevelopment.nl/en

Business Development Friesland Netherlands www.bdfriesland.nl

Stichting StartLife Netherlands www.start-life.nl

Palestine Information and Communications Technology Incuba-tor - PICTI

Palestine www.picti.ps

Krakow Technology Park Poland www.sse.krakow.pl

BIC Alentejo - Sines Tecnopolo Portugal www.sinestecnopolo.org

BICMINHO Portugal www.bicminho.eu

Centro de Empresas e Inovação da Madeira - B.I.C. Madeira (CEIM) Portugal www.ceim.pt

DNA Cascais Portugal www.dnacascais.pt

Instituto Pedro Nunes Portugal www.ipn.pt

NET Novas Empresas e Tecnologias S.A. - BIC do Porto Portugal www.net-sa.pt

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TagusValley Portugal www.tagusvalley.pt

High Technology Park of Yugra Russian Federation www.tp86.ru

Innovative Technopark IDEA Russian Federation www.tpidea.ru

KRITBI Russian Federation en.kritbi.ru

Technopark of Novosibirsk Akademgorodok Russian Federation www.academpark.com

Novitech a.s. Slovakia www.izones.eu/BIC

Inkubator d.o.o Sezana Slovenia www.inkubator.si

Ayuntamiento de Madrid Spain www.madridemprende.es

Barcelona Activa S.A. Spain www.barcelonactiva.es

Beaz S.A. Spain beaz.bizkaia.net

BIC Araba Spain www.bicaraba.eus

BIC Gipuzkoa Spain www.bicberrilan.com

BIC BIZKAIA EZKERRALDEA Spain www.bicezkerraldea.eus

BIC Canarias - Instituto Tecnológico de Canarias Spain www.itccanarias.org

Bic Euronova S.A. Spain www.bic.es

BIC Granada Spain www.bicgranada.org

CEEI ALBACETE Spain www.ceeialbacete.com

CEEI Alcoy Spain www.ceei-alcoy.com

CEEI ARAGON S.A. Spain www.ceeiaragon.es

CEEI Bahía de Cádiz Spain www.ceeicadiz.com

CEEI BURGOS Spain www.ceeiburgos.es

CEEI Castellon Spain www.ceei-castellon.com

CEEI CIUDAD REAL Spain www.ceeicr.es

CEEI de Asturias Spain www.ceei.es

CEEI de Cartagena Spain www.ceeic.com

CEEI Elche Spain www.ceei-elche.com

CEEI Guadalajara Spain www.ceeiguadalajara.es

CEEI Talavera de la Reina Spain www.ceeitvr.com

CEEIM - Centro Europeo de Empresas e Innovación de Murcia Spain www.ceeim.es

Centro Europeo de Empresas e Innovación de Valencia Spain www.ceei-valencia.com

Fundació Balear de Innovació i Tecnologia Fundacióbit Spain www.parcbit.es

Fundacio CEEILLEIDA Spain www.ceeilleida.com

Fundación madri+d Spain www.madrimasd.org/emprendedores

IGAPE - CEEI de Galicia Spain www.igape.es/es

Ideon Open, a part of Ideon Science Park Sweden www.ideoninnovation.se

CimArk Switzerland www.cimark.ch

Chaoyang University of Technology Innovation Incubation Center Taiwan www.cyut.edu.tw/~incubatr/ushtml/

Innovation and Incubation Centre of National Kaohsiung Univer-sity of Applied Sciences

Taiwan www.incubator.kuas.edu.tw

ITRI - Industrial Technology Research Institute Taiwan www.itri.org.tw/eng/econtent/business/bu-siness05.aspx

Elgazala Technopark Tunisia www.elgazala.tn

Coventry University Enterprises Ltd United Kingdom www.coventry.ac.uk/business/coventry-univer-sity-group/coventry-university-enterprises-limited

Innovation Centre NORIBIC United Kingdom www.noribic.com

Knowledge Dock Business & Innovation Centre - University of East London

United Kingdom www.uel.ac.uk/knowledgedock

North East Business and Innovation Centre Ltd. United Kingdom www.ne-bic.co.uk

St John's Innovation Centre United Kingdom www.stjohns.co.uk

Staffordshire BIC United Kingdom www.thebic.co.uk

University of Bedfordshire United Kingdom www.beds.ac.uk

University of Greenwich-Innovation Centre Medway United Kingdom www.innovationcentremedway.co.uk

University of Warwick Science Park United Kingdom www.uwsp.co.uk

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CREDITS

This report was written by the EBN EU|BIC Services Team led by Giordano Dichter, supported by Clarelisa Camilleri and Nathalie Marchand.

Editing and publication was managed by the EBN Membership Services Team led by David Tee, supported by Cláudia Silva and Marta Gómez Andrés.

Special thanks to Sary Tojaka Doménech for data collection and statistical support.

Many thanks to the EU|BICs for their continued commitment to the EBN quality process.

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Phone: +32 2 772 89 00Email: [email protected]

Website & community platform: www.ebn.eu @EUBIC


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