Study on Marketing and Communication Plan on Global Startups

Description
Entrepreneurship is the process of opportunity recognition, preparing the opportunity for exploitation and the exploitation. In each of these process steps “capital” is gathered in order to be able to start.

Marketing and
Communication of Global
Startups as part of a
university spin-off
programme

Global Start IPS XXXXX
Deliverable # XXX
Prepared by:

December 2004

Marketing and Communication plan
to support a university spin-off programme
for global startups
(Deliverable D8)
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Contents 2

Preface 3

Introduction 4
1. The concept of the entrepreneurial university 4
2. Entrepreneurship, spin-offs and global startups 5
3. The Global Startup Consortium 6

Part 1: market research 9
1. Defining the scope 9
2. Defining the need for a spin-off support programme 12
3. Positioning of spin-off support 14

Part 2: Marketing and Communication 16
AIDA+C 16

Concluding remarks 18

Annex 1: Market Research tools 20
Annex 2: Promotion and Communication tools 41

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Preface

The support of companies to reach their global potential is a difficult task. Many players are
involved in this process; not the least of them is the entrepreneur him/herself. It is always the
entrepreneur who will and can make the final decisions, but others can help to make the right
decisions.

In order to make the entrepreneur or better, the future entrepreneur, aware of what support is
available, the support organisation must reach out and make known what they have for
entrepreneurs like him/her; especially in the case of global startup companies.

This document contains a practical introduction to the topic of marketing and communication of
services for potential global startup companies and entrepreneurs.

December 2004,

Universiteit Twente Universidad Miguel Hernández de Elche

Annemarie Ridder Domingo Galiana
Peter van der Sijde Antonio Verdú

In collaboration with all other GlobalStart partners

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1. Introduction

In this introduction we present some basic background material necessary for the context of
marketing and promotion of global startup companies in a university context. The themes that
are addressed are the following:
1. The concept of the entrepreneurial university
2. Entrepreneurship, spin-offs and global startups
3. The Global Startup Consortium

1.1 The entrepreneurial university

Davies in 1987 already described the characteristics of an entrepreneurial university. Based
on study visits to universities in the USA he identified the following factors that led to the
evolution and development of ‘entrepreneurial and adaptive universities’. The first factor he
identified is demographic trends: universities have to adapt to the needs of other types of
students than just the ordinary full-time students. Universities e.g. have to deal with part-time
students and older students. The second factor is a financial turndown: tighter budget
processes, fewer government funds, etc. The third factor is the relation with industry: in
general this means the breakdown of the ‘ivory tower’ in favour of relations and interaction with
industry. Davies especially mentions here the ‘recognition by universities of the need to play a
helpful role in the regional economic development and the provision of an integrated university
support for the community, especially where that community is under stress” (Davies, 1987, p.
19). The fourth factor is a severe competitive market: a severe competition between
universities, competition with the non-education sector for students, and competition for
research funds. The last factor distinguished by Davies is internal considerations: the
realization that there should be a good and effective as well as an efficient organization.
Clark (1998) identifies five characteristics of entrepreneurial universities:
• A strengthened steering core; this factor concerns the internal organization of a
universities and as such it relates to Davies’ factor ‘internal considerations’.
• An expanded developmental periphery; this factor is about the way a university interacts
with its environment through what kind of organizational unit and through what kinds of
means and programmes. This factor is related with Davies’ factor ‘relation with industry’.
• A diversified funding base. An entrepreneurial university should depend not only on
government funds, but also on other types of funds, e.g. from industry and the European
Union (Framework Programmes). There is a relationship between this characteristic and
what Davies calls ‘financial turndown’.
• A stimulated academic heartland. A university should have a backbone in (inter-,
multidisciplinary) research as strong as possible. As such Davies does not explicitly
mention this characteristic as a factor.
• A new institutional ideal. In an entrepreneurial university there ought to be an atmosphere
of entrepreneurship and innovation in all the layers of the organization.
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In comparison to Davis, Clark adds two important new characteristics: the stimulated academic
heartland and the integrated entrepreneurial attitude of the organisation. Some of the factors
mentioned by Davies are not explicitly mentioned by Clark, but are implicit: the demographic
trends as a factor can be regarded as integrated in both the ‘expanded developmental
periphery’ as in the ‘diversified funding base’; the ‘competitive market’ is also related with the
diversified funding base.
Etzkowitz (see e.g. Etzkovitz & Leydesdorff, 2000) introduces the “triple helix”, the interaction of
the IHE (Institute for Higher Education), industry and the state (government). Goddard
introduces his variant of this, but identifies as a crucial function the management of the
interface between the IHE and the region (industry and –regional- government. All publications
illustrate the importance, but moreover the changing role of the IHEs in the innovation system.

In a recent publication (Tornatzky, Waugaman & Gray, 2002) most of the above-mentioned
ideas are combined into a new model (“Innovation U.”) in which the three important actors
(IHE, government, industry) together produce locally “captured technological outcomes” that
result in economic development. The output of the “triple helix” cooperation is:
• New knowledge: the knowledge from the three different sources, sometimes referred to as
Mode 1, Mode 2 (Gibbons et al, 1994) and even Mode 1.5 (Huff, 2000) new knowledge is
created via new combinations, sharing and cooperation (“knowledge circulation” could be
a term for this new type of “knowledge production”)
• Smart people or improved “human capital”
• State of the art knowledge
• Technology
• Entrepreneurship
The impact becomes visible in the economic development of the region (or city) via these
outputs of “triple helix” cooperation. New companies are created (“entrepreneurship” combined
with “smart people”), “technology” and “new knowledge” contribute to the regional (or local)
innovation (system) and when combined with entrepreneurship it could mean the stimulation
and implementation of knowledge intensive or high-tech companies.

Over the past 25 years a growing number of universities in Europe have developed
entrepreneurial characteristics and have been involved in the support of new company
creation. For others it is still a fairly new activity.

1.2 Entrepreneurship, university spin-offs and global startups

Entrepreneurship is the process of opportunity recognition, preparing the opportunity for
exploitation and the exploitation. In each of these process steps “capital” is gathered in order
to be able to start. The “capitals” a company needs are:
• Social “capital”: every company needs networks and access to networks of buyers,
suppliers, support organisations etc.
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• Cultural “capital”: every organisation needs ways to bring forward it products and
services – it needs knowledge (tacit and/or codified) and skills and competences of the
entrepreneur and the people in the organisation as well as systems and routines (e.g.
administrative systems).
• Economic “capital”: every company uses its resources in the most economic manner
(efficiency) and is in need for money (in cash and/or kinds).
• Strategic “capital”: every company needs focus, a strategy.
The above-mentioned concepts are brought together in the 4SEPs model as depicted below:

{ EMBED PowerPoint.Slide.8 }

University spin-offs are no different from other companies in the sense they go through the
same process. There is, however, some confusion in the literature about what a university
spin-off is. In these guidelines the definition formulated in the UNISPIN project (EU-Innovation
Programme, 4
th
Framework) is adopted:
“A university spin-off is a company that uses the knowledge and/or technology of the university
to start”.
Some (many?) of the university spin-off companies are global startup companies. In the
present project the following definition is adopted for this type of companies:
“Global Startup companies are companies that from inception seek to recognise and exploit
opportunities by combining resources from and selling outputs in multiple regions around the
world”
These companies are the focus in these guidelines.

Many universities in Europe have support programmes for companies that are founded by
their graduates, alumni and researchers. In the framework of the Embryo project (EU-Paxis
First Round) a book with some 20 case studies on support structures and mechanisms in
Europe was produced. In many cases the support structures are developed to support
companies to enter local or regional markets. Global startups do not have a local or a regional
market and even before they enter the market they need to internationalise or globalise. This
highlights the main challenge in the GlobalStart project: how to support (university spin-off)
companies that need to globalise from the inception phase onwards. How can universities
adapt their support structures to the needs of this type of companies or what a support
structure should look like.

1.3 The GlobalStart Consortium

In the GlobalStart project eight European universities participate and work together to improve
the support for global startup companies.

These organisations are:
(1) Universiteit Twente
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(2) Universidad Miguel Hernández de Elche
(3) Universidad de Salamanca
(4) Katholieke Universiteit Leuven Research & Development
(5) University of Warwick
(6) Finance Wales PLC
(&) Vysoké u?ení technické v Brn? (Brno University of Technology)
(8) Universitas Taruensis - Unversity of Tartu

The partners share a desire to:

• promote and foster entrepreneurship in the university environment.
• attract and encourage potential entrepreneurs.
• attract resources for (global) start-up companies (i.e. local investors).
• diffuse the spin-off support (programme) activities among potential and nascent
entrepreneurs.
• promote the spin-off support (programme) and its results among the society.

One of the project’s deliverables are guidelines for marketing and communication of spin-off
support for global startup companies. The guidelines are for the use in our own organisations
but also for a broader target group: we wish to share our experiences, findings and tools with
technology transfer offices and officers (technology transfer function)
1
inside or outside
universities
2
, particularly in the NAC’s (New Access Countries – newest members of the EC)

1
The abbreviation technology transfer function will be used for both technology transfer functions
and offices
2
For simplicity’s sake we include all institutes for higher education in the term universities
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We have aimed these guidelines in particular to those technology transfer functions that have
been involved in ad-hoc spin-off support and are either contemplating or have been assigned
the implementation of a spin-off support programme, a structured approach to supporting
potential entrepreneurs and start-up companies.

In part 1 of the guidelines we’ll describe the steps in market research.
In part 2 we’ll briefly discuss marketing and communication of the spin-off support programme.
In the annexes examples of actual tools are given.

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PART 1: MARKET RESEARCH

Although Global startup companies are the scope of this report and the GlobalStart project, we
focus on university spin-offs. There are several reasons for doing this:
1. The concept of global startups overlaps with the concept of university spin-offs. The majority of
global startups are spin-offs from research carried out at universities or public or private
research laboratories.
2. The participants in the GlobalStart project are either universities or connected with universities.
All participating universities are active in spinning out of companies (see e.g. the report on the
Benchmark study – Deliverable 4) and any communication and marketing action to reach the
group of potential global startup companies would be via all potential university spin-offs.
3. Someone who wants to start a company is not specifically looking for support to realise the
global potential of his/her company, but to realise and support the company. The nature of the
company requires the nature of the support; the (potential) entrepreneur is not (always) aware
of this.

1. DEFINING THE SCOPE

Spin-off support at universities can be organised in different ways, but in general a technology
transfer function is involved. An important determinant for the way the technology transfer
function is set up, is the University Policy. As a consequence of the policy the technology
transfer function can either be part of the University, arisen from and subject to university
policy, or an independent organisation, following its own course. If the technology transfer
function is part of the university, it can be a centralised function for the entire university, or
decentralised per faculty, or even both.
The distinction is most relevant when it comes to resources the technology transfer function
has access to and the perceived position of the organisation in terms of expertise, coverage of
the university and the reputation of its personnel in terms of expertise, determination and
creativity. Although these differences are not the scope of these guidelines, they do influence
the actions of the technology transfer function; in this section (and the report) we focus
specifically on the spin-off support.

Spin-off support can have many forms, varying from ‘passive’ i.e. removing obstacles and
barriers and preparing the stage (although this might take a lot of time and effort) to more
‘active’ support. Our focus is on the active support.

When ‘active’ spin-off support is concerned, we make a distinction between three main levels:
1. Ad-hoc spin-off support activities. Ad-hoc support refers to those situations in which the
(potential) spin-off companies and its entrepreneurs are supported by technology transfer
officers. The entrepreneurs can approach the technology transfer officers for support,
although there is no specific support programme or activities in place. From the technology
transfer officers’ point of view the activities are part of his/her normal activities.
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2. Spin-off support programme. Organising spin-off support activities in ‘a programme’
requires a prior policy decision. It implies that the offer to the participant in the programme
has a structured form and a marked beginning and end. It becomes necessary to
document activities into files and procedures. A database of contacts is set up, possibly
also containing ‘desired contacts’. When university-based, the programme should be part
of the university’s mission; when externally based a suitable legal structure has been
created and its relation to the university for this type of activities should be formulated.
Funding is obtained structurally or on a temporary basis. Extra manpower might be
needed to bring in additional hands and/or expertise.
3. Spin-off support structure. The structure consists of a range of programmes, services
offered and activities carried out inside and outside of the university. The nucleus for the
university is its programme(s) that already has proven its value. A more or less steady flow
of clients is seeking support. A practical network of contacts, offering additional resources
and services has been formed and is actively maintained. Pro-active efforts within the
university to identify opportunities for spin-off creation and spin-off support within and
outside the network are both done and necessary. Funding is obtained structurally or on a
temporary basis.

Spin-off support is usually focused on the region in which a university is located. This area
perspective follows from the ‘third task’ of universities, next to teaching and research, to offer
their services to their region. It is also a practical scope of activities, if the region is the entity
that sets the boundaries for e.g. policymaking, funding, industrial and other networks. Also for
Global startup companies this is the basis for its support, not for its operations.

The main parties in the region that the technology transfer function has to manage its relations
with are the university, regional and/or local government and services, industry and service
industry.
In marketing & communication terms we distinguish stakeholders and target markets (see
Figure 1).

Stakeholders:
The technology transfer function has to understand the stakeholders’ levels of interest and
should keep them involved and interested in spin-off creation and its support, because the
effectiveness of the support provided depends to a greater or lesser extent on their consent
and cooperation. They are:
• University: Policymakers and ‘deciders” (executive board)
• Shareholders (in case of independent technology transfer function)
• Regional government, local municipalities
• Employment agencies
• Chamber of commerce
• Industry and industrial (branch) organisations

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There are two target markets. The first and most important one is the target market of potential
entrepreneurs and the second one the market of intermediaries between the university and the
first target market.

Target market 1: The potential entrepreneurs /potential spin-off creators
The first target market consist of persons who are able and willing to create a company and/or
actually start a company by themselves:
• Researchers (including PhDs and post-docs): Potential entrepreneurs often come from
this group. Researchers often are non-tenured staff members engaged in research that
has potential to spinout its results into a company. This is especially a source for global
startup companies.
• Lecturers (and other staff members): Lecturers and other staff members (often with
tenure) are involved in a wide variety of activities and are well connected in the world of
research. Ideas for spin-offs and global startups often come from persons in this group,
who are more often spin-off creators than entrepreneurs.
• (Under) graduates: Both Bachelor and Master graduates are potential entrepreneurs. In
combination with the aforementioned group they can become the entrepreneur of a spin-
off company with a global potential.

Target market 2: intermediaries
Intermediaries can act as go-betweens in both directions between those individuals and
organisations that seek and offer spin-off support. Occasionally they become spin-off creators
themselves. Intermediaries can be a whole range of individuals and organisations:
• Universities: Every employee of the university should be an ambassador for its spin-off
programme; nevertheless, this specifically holds for scientific or commercial directors of
institutes and faculties (management level), but also for those who are teaching and
otherwise in direct contact with the first target group.
• (Regional) development and/or innovation agencies (including chamber of Commerce):
Entrepreneurship and starting a company nowadays are important issues for (regional)
development. Organisations like these that promote entrepreneurship are likely to come
into contact with potential entrepreneurs.
• Service industry like accountants, business consultants, and subsidy-advisors: Ideas
for spin-off companies (sometimes/often?) arise outside the university, but these ideas
would stand a better chance when supported by a university.
• Funding organisations (e.g. venture funds, banks): It is often thought by entrepreneurs
that money is the most important resource for a company and potential entrepreneurs often
approach funding organisations first.
• Patent offices: Although the first task of a patent office is to register a patent, these offices
are often confronted with questions regarding entrepreneurship and starting a company.
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Figure 1: model of the spin-off support marketing and communication process in a marketing perspective

2. DEFINING THE NEED FOR A SPIN-OFF SUPPORT PROGRAMME

In the change process from giving ad-hoc support to starting up a spin-off support programme
for structural support, one of the most important questions to be answered is, if there is a
market for such a programme and if there is, is it substantial enough at this moment and the
coming years to legitimise a structural approach?

We will describe a number of steps that can supply the technology transfer officer with
information to found its plans for a spin-off support programme on. It depends on the richness
of the information acquired from each step and the desired extent of specification of the plan
(ranging from just an intention till the actual plan in full detail) at what stage of the marketing
research the plans are presented to the Board for approval. It is in any case recommended to
go trough all steps during the programme’s first year.

Step 1: Desk research
In order to investigate the possibilities for a spin-off programme, and especially for global
startups, it is important to make an inventory of the internal (within the university) and external
(region/country) situation and developments that might affect the spin-off programme creation.
Through desk research we can look at history and should be able to get a general idea of the
market with hindsight:
• Facts and figures on the university and the region regarding entrepreneurship and
company creation
o What are the promising / spearhead technologies / activities in the university?
o What is the present state of the IPR (intellectual property rights) portfolio?
• Track records and statistics on companies created by the university in the past
o Did the university support any companies in the past on an ad-hoc basis?
External / Internal
Intermediaries:
Targetmarket
Potential Entrepreneurs
Targetmarket
Tech Trans Function
Supplier of s.o. support
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o Did the university ever invest money in spin-off companies, and if so, how much
and in how many companies?
o Are there companies that are created by alumni of the university that it is proud
of?
The answers to these questions give indications of the necessity of a structural approach. In
view of the topic of global startups, it is advisable to explore, for the companies that were
supported by the university, whether they belonged to this category or not.

Step 2: Survey among potential entrepreneurs and spin-off creators
The next step could be the actual exploration of the potential need for spin-off support. In other
words: to try and estimate whether there could be a more or less ‘steady flow’ of candidates
for a number of years (which horizon is taken, could depend on e.g. planning cycles for
budgeting). Through a survey amongst potential entrepreneurs and spin-off creators (target
market 1) quantitative information can be obtained about the size of the potential present and
future candidates to use spin-off support.
As always a certain percentage of potential entrepreneurs remains out of reach. Nevertheless
via a survey or questionnaire information will become available both for use in policy
documents and to get started with spin-off activities. (See annex 1.1 and 1.2 for an example of
such a questionnaire and tables of results).
At this stage we want to stress the importance of building a good database as a marketing
tool. In the database information on entrepreneurs as well as potential entrepreneurs and spin-
off ideas can be stored and used for product development.

Step 3: Mission and Strategy
Based on the desk research and the potential in the university the (policymakers and the)
university executive board should decide whether or not the university has a task in this
process of spinning out of companies and company formation. The support of spin-off
companies should ideally be included in the mission statement of the university; for many
universities this will be too early to do so and in such a case the university can decide on
setting up a project instead of a programme. The objectives and resources (financial,
manpower and other resources) for a spin-off project ought to be clear, as well as how the
objectives are going to be reached.

Step 4: SWOT-analysis
If the overall situation and figures look promising and the university has decided positively on
its spin-off activities (and included it in the university mission and strategy or in a project) it is
advisable to carry out a so-called SWOT (Strengths, Weaknesses, Opportunities and Threats)
analysis. Through this analysis a technology transfer office can map it’s stronger and weaker
points in relation to the plans for a spin-off support programme:
• Strengths and Weaknesses: Strengths and Weakness are recognized or perceived
within the organisation and are in theory subject to control of the technology transfer
organisation:
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o The human resource situation: does the technology transfer organization have the
right skills and expertise to support the entrepreneurship process?
o The financial resource situation: does the technology transfer organisation have
direct or indirect assess to financial resources for spin-off entrepreneurs?
o Other weaknesses and strengths.
• Opportunities and Threats: Opportunities and Threats occur in society and are beyond
direct control of the technology transfer office, but do influence its activities:
o Does the region actively support entrepreneurship with policy and other initiatives
o What are the expanding industrial sectors?
o What are the stimulated industrial activities (e.g. biomedical) or type of
entrepreneurs (e.g. female or technopreneurs)?
o Other opportunities and threats

The result of these four steps is a start document for the support of university spin-offs and
global startups.

3. POSITIONING OF SPIN-OFF SUPPORT

If the target markets seem sufficiently sizeable and accessible, the next steps are the design
and implementation of the spin-off support programme; however, the scope of this document
is not the design and implementation of a university spin-off programme. A basic choice about
the programme is it’s positioning. An important aspect in this respect is the level of ambition
the technology transfer function has for the programme, in quantitative and qualitative
parameters. Will it be ‘just’ aiming for the creation of spin-offs (generic approach), or will it
focus on stimulation of the creation of a particular kind of spin-offs (targeted approach, e.g. on
global startups)? The programme’s ambition level is reflected in the programme’s mission.
Usually, at the start a spin-off programme will very often have a generic approach and over
time develop into more specific directions. Another basic choice concerns market orientation.
The technology transfer function can choose an “offer” orientated (“push”) approach (‘sell’
what you have on offer), or it can decide on a more market-oriented approach (offer what you
can ‘sell’, the “pull situation”). Ideally the programme should be an interpretation of the
information about the technology transfer function’s target market(s) and the technology
transfer function’s position as it emerged from the SWOT analysis. In other words: the
technology transfer function’s offer should be a PMC (product market combination) or SMC
(Service market combination). This requires obtaining qualitative information from the potential
entrepreneurs that gave a positive reaction to the earlier questionnaire, with respect to their
perceived needs. As this is vital information for the start-up of the spin-off support programme,
a face-to-face interview would be the best way to obtain this information. An alternative could
be an on-line questionnaire, preferably followed up by face-to-face feedback.
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The results might shed a different light on the technology transfer function’s perception of its
strengths and weaknesses regarding their service offer. It might be necessary to adapt
elements of the programme.

In the end the information matrix of on the one hand the technology transfer function’s market,
target markets, potential clients and their perceived needs, and on the other the technology
transfer function’s relative position in the spin-off support domain, results in a go / no-go
decision about starting a spin-off support programme in the present situation
3
. A no-go
decision might result in an action plan to try and remove the obstacles in the present situation,
to see if another attempt can be made at a later date.
If there seems to be a quantitative and qualitative fit between the potential needs and the
services the technology transfer function can offer, it will be a go-decision.

Once the spin-off support programme is operational the technology transfer function wants to
promote it and communicate its existence. This should ideally be laid down in a marketing and
communication plan that defines how the services (which media, which frequency and aimed
at which target group) which activities service) will be promoted. The four target groups
identified in the market research (potential entrepreneurs, intermediaries, stakeholders and
society in general) will be the targets for marketing and communication.
It is sensible to have an annual calendar planned in advance. This serves at least two
purposes: it helps to organise the ttf’s activities effectively and it might help prevent the
organisation of overlapping activities by others

3
with respect to the ‘shelf life’ of the information obtained, the entire procedure should take as little
time as possible, and certainly no longer than an academic year, as this is the normal border for
changes in the potential entrepreneurs from the students population
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PART 2: MARKETING AND COMMUNICATION

In the framework of the EU-Innovation Programme UTRANS project an existing model for
marketing, promotion and communication has been elaborated for use in the context of university
spin-offs. This model is the AIDA+C model.

AIDA+C model
AIDA stands for Attention – Interest – Desire – Action; the final C for Confirmation. In general the
model aims at studying the perception of the customer in relation to a product, which is offered to
him. Marketing studies have assessed several stages in the customer’s perception of a product,
before his decision to purchase. A technology transfer offices faces a similar situation. It has to
persuade (potential) entrepreneurs to (start up a business and) use its services.

Awareness: It is first of all necessary to raise awareness amongst target markets and
stakeholders of the spin-off support programme, for example in a kick-off seminar or introductory
course (see annex 2.3 and 2.4 for an example of an invitation letter and promotion poster).
Although awareness will be created via special events, also some general tools for this purpose
can be mentioned, e.g.:
- A website
4
:
• No special effort is needed to draw the general public’s attention to the site
• The stakeholders can be informed about the website in a written mailing, preferably
personally addressed.
• The intermediaries could be made aware of the website’s existence by sending them a
personalized letter with the new information leaflet about the Spin-off programme. This
mailing should be followed up by a personal call within a month for feedback and may be
an appointment to discuss the programme’s features in depth.
- A newsletter:
• Stakeholders could receive a quarterly hardcopy newsletter, with as many success stories
as possible: about new companies created, interesting new contacts, propositions, funding
options, resources, equipment, coaches, etc. etc. Reference could be made to a digital
newsletter on the website, that could be the same as the hardcopy versions four times and
four times annually a purely digital ‘latest news’
• The intermediaries could be sent an e-mail eight times a year, pointing at the digital
newsletter.
- A ‘fair’ or any other event:
• Once or twice a year an event should be organised. The timing for such an event is
important: in northern European countries the best hours would be late afternoon and/or
early evening. For intermediaries this serves as a reward for their involvement and helps
to keep their interest in new company creation alive and vivid. For the (potential) young
entrepreneurs is a possibility to ‘show off’ and for all visitors it should be a platform to

4
It is beyond the scope of these guidelines to discuss features a good website should have.
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exchange opinions and views, and strange as it may sound, gossip. It should be
enjoyable, not ‘hard work’. Business dressed up as fun and vice versa.

Interest: As a follow up on the first contact is it necessary to awake or raise the interest of the
target markets. Aim is to reinforce awareness in order to increase motivation to become an
entrepreneur. Different types of potential entrepreneurs will be triggered and motivated by different
“bait” In many cases interest may come from themselves, while in others the encouragement may
come from outside. From a study among the entrepreneurs started under the TOP programme at
the University of Twente it appeared that it took the candidates on average between 1,5 and 4,5
months to decide on entering the programme. With respect to (under) graduates this means the
timing of actions is an issue of importance (see annex 1.5).

Desire: The 3
rd
stage in this marketing concept is to kindle a desire for becoming an entrepreneur.
This interest becomes manifest and may be strengthened by suitable training programmes.
Entrepreneurs-to-be may be advised in the (further) development of ideas or products. They
should be brought in touch with (networks of) entrepreneurs, that can act as champions and inform
them about the personal and professional satisfaction they get from having created their own
company and being professionally autonomous. This level of intensity is generally fed by courses
in the methodology of business start-up that does not aim at simply acquiring new knowledge but
above all motivates business startup.

Action: At this stage the level of interest results in the implementation of an action plan, leading to
a start-up. The preparation of a business plan expresses the desire to start up one’s own business
and gives a complete and structured overview of the various aspects to be dealt with and the tasks
to be accomplished. Its production usually requires advice on financial, marketing and/or technical
issues. The business plan is as much a ‘pedagogic’ exercise, as an operational element and its
complete production by the entrepreneur-to-be is vital. Guidance and coaching at this stage are
essential. Business plan competitions can also help to fulfil these functions (see annex 2.5 for an
example).

Confirmation: This final, fifth stage is vital for a marketing approach as it concerns the prolonged
use of the services, Aida could be paraphrased as the ‘sales’ of the spin-off support programme,
whereas marketing strives for continuity, lasting ‘consumer’ satisfaction. It is necessary to go on
feeding the motivation of the new entrepreneur after the company’s start up. It may be necessary
to encourage him in his daily activities and affirm his choice to become an entrepreneur.
Organising regular informal gatherings for young and junior entrepreneurs with their more
experienced predecessors to exchange personal experiences and ‘hints and tips’, or having a
thematic session, e.g. at lunch meetings (not taking to much of their precious time), has proven to
be a successful format at this stage.

{PAGE }
CONCLUDING REMARKS

The essence of a marketing approach is continuity of the relationship with the target groups. A
technology transfer office should first of all strive for enduring relationships with the entrepreneurs,
also after they ended their active participation in the programme. This is beneficial, for a variety of
reasons. The entrepreneurs maintain a ‘state-of the-art’ network and from the ttf’s point of view the
entrepreneurs:
• can be useful 'material' for research;
• can do suggestions for improvement of the spin-off support programme;
• can act as coaches and mentors for future entrepreneurs;
• can be role models for both the success of an entrepreneurial career as well as a your
spin off support programme.

Success stories help image building for the programme among the target groups and
stakeholders.

ANNEXES

Part 1: Market Research tools page 20

1. Example of a basic feasibility survey 21
2. Example of a basic feasibility questionnaire and invitation letter 22
3. Examples of a basic SWOT (strengths, weaknesses, opportunities & threats) 25
analysis
4. Example of an advanced feasibility study 27
5. Example of an advanced market study 32

Part 2: Promotion and Communication tools 41

1. Example of a marketing and promotion plan for a spin off support programme 42
2. Examples of marketing and communication tools: 44
1. Websites 44
2. Information leaflet to promote a spin-off support programme. 53
3. Poster to promote a spin-off support programme 56
4. Invitation letter to a kick-off seminar to promote a support project. 57
5. Invitation letter and poster to promote a business plan competition 60
3. Publicity 62

{PAGE }

Part 1

Market Research Tools

{PAGE }
1.1 EXAMPLE OF A BASIC FEASIBILITY SURVEY

A basic feasibility survey can be carried out in many different ways. For example, a focus group in
which persons representing the target groups participate can be a good approach. Another
approaches are the interview and the questionnaire. Whatever the form the outcomes of the focus
group, interviews and/or questionnaire must give a (more or less) representative answer to the
questions formulated in the two tables below.

Table 1: overview of potential users of a spin-off support programme

Potential entrepreneurs:
Ideas for a
business
Started a
company
Know
anyone with
ideas for a
business
Interested in
further
cooperation
Wants to
be kept
informed
Graduates / phd students
• John L. (Physics, graduate)
• Paul M. (Ph.D. chemistry)
• ……….

Lecturers / researchers
• Ringo S. (innovation course)
• Iggy P. (educational techn.)
• …

University management level
o University board members
o George H. (manager nano-
research lab)
o …

Etc.
• …
• …
• …

Table 2: Overview of intermediaries and their usability.

Intermediaries
Know
anyone
with ideas
for a
business
Know
anyone
who
recently
started a
business
Interested in
further
cooperation
Willing to
cooperate /
supply
services
Wants to be
kept informed
Regional development agencies:
East
Central
Local Council

Commercial services:
• Accountant x
• Business consultants B2B
• Subsidy-advisor BPS

Funding organisations:
• Venture fund XXX
• Bank Y (Frank Z, area
manager)
• Bank Z
• Michael J. (business
angel)

Patent office
• …

Etc
• …
• …
• …

{PAGE }
1.2 QUESTIONNAIRE AND INVITATION LETTER AMONG STUDENTS

As mentioned in the previous section a questionnaire among students in a university is a way to
collect information on how entrepreneurship “lives” in this group. Recently, Saxion Universities for
Professional Education (Enschede, Netherlands) sent out an invitation letter to its students and a
short questionnaire.

Invitation letter

BEN JIJ ER ZO EEN?

Een ondernemende student die een
eigen bedrijf wil starten of de zaak
van je ouders overneemt? Of heb je
naast je studie al een eigen
onderneming? In de techniek, in de
zakelijke dienstverlening, in de
gezondheidszorg, in het onderwijs
of in welke richting dan ook?
Je staat in de Saxion Hogescholen
niet alleen. Vele medestudenten,
buiten de studenten die voor de
opleiding Small Business hebben
gekozen, hebben dezelfde ambitie
zonder dat je ze kent. Waarom
niet? Het had geen zin om te
roepen, dat je ondernemer wilde
worden, want tot nu toe bood de
Hogeschool je te

weinig hulp bij je plannen om je te
ontplooien als ondernemer.
Aan het feit dat voor een jonge
ondernemer, buiten vakkennis
aanvullende kennis en
vaardigheden nodig zijn om de start
van zijn of haar bedrijf succesvoller
te maken, werd voorbij gegaan.

Maar nu is er het lectoraat
Kennisinnovatief Ondernemerschap
(KIO) en het Saxion Centrum voor
Innovatie en Ondernemerschap
(S-CIO). Het KIO houdt zich vooral
bezig met onderzoek en
ontwikkeling en het S-CIO met
praktische hulp bij vragen op het
gebied van ondernemerschap.
Uiteraard werken het KIO en het S-
CIO sterk samen.
Om nu een beeld te krijgen van het
al bestaande ondernemerschap
binnen de Saxion Hogescholen
hebben we een enquête opgesteld
die zeer snel in te vullen is, maar
waar veel werk uit voort komt voor
het KIO en het S-CIO.
Geef antwoord op de vragen en je
wordt beloond!

{ EMBED PowerPoint.Slide.8 }
Questionnaire

Inleiding:
Ondernemen en ondernemerschap zijn belangrijke thema's in de
maatschappij en aan onze hogeschool. Om studenten in de gelegenheid te
stellen ondernemende competenties te verwerven is het Saxion Centrum
voor Innovatie en Ondernemerschap (S-CIO) opgericht. Het S-CIO richt zich
op ondernemerschap en innovatie binnen Saxion en wordt het centrale
aanspreek- en coördinatiepunt voor alle opleidingen. Een belangrijk
onderdeel van het S-CIO is de aandacht voor de startende ondernemer
binnen de Saxion Hogescholen. Zo bestaat er op dit moment al een "minor"
op het gebied van ondernemerschap, een toenemend aantal studenten start
een bedrijf tijdens of direct na de studie en sommigen starten een bedrijf na
een aantal jaren in het bedrijfsleven te hebben gewerkt.
Het lectoraat Kennisinnovatief Ondernemerschap, dat zich naast een aantal
hoofdlijnen zoals de carrière van de afgestudeerde student, de stimulering
van het ondernemerschap binnen het onderwijs, richt op onderzoek en
ontwikkeling van het ondernemerschaponderwijs wil graag (meer) inzicht
krijgen in ondernemerschap en hoe dit onder onze studenten leeft.

De Saxion Hogescholen en je eigen opleiding vragen je medewerking voor deze
enquête. De uitkomsten zijn van groot belang voor een ondernemingsgericht
opleidingsprogramma.

1. Aan welke hogeschool studeer je?
Saxion Hogeschool Enschede
Saxion Hogeschool Deventer
Saxion Hogeschool Apeldoorn

2. Bij welke academie volg jij je opleiding?
Communicatie, Informatietechnologie & Informatiemanagement
Toegepaste Kunst & Techniek
Lifescience, Engineering & Design
Pedagogiek & Onderwijs
Commercieel Technische Bedrijfskunde
Gezondheidszorg
Mens & Maatschappij
Marketing & International Management
Financiën €conomie & Management
Bestuur & Recht
Conservatorium
Bedrijfskunde & Ondernemen
Ruimtelijke Ontwikkeling & Bouw
Mens & Arbeid
Hospitality Business School

3. In welk jaar ben je begonnen met studeren?
1996 of eerder
1997 – 1998
1999 – 2000
2001 – 2002
2003 - 2004

4. Hoe oud ben je?
17 jaar of jonger
18 – 19 jaar
20 – 21 jaar
22 – 23 jaar
24 jaar of ouder
{PAGE }

5. Heb je al een eigen onderneming?
Ja
Nee
Nee, maar ik ben van plan binnen een jaar te beginnen.

6. Zou je een eigen bedrijf willen starten?
Ja
Nee
Misschien

7. Heb je interesse in ondernemerschap?
Ja
Nee

8. Wil je meewerken aan vervolgonderzoek?
Ja, en mijn e-mailadres is: ……………………..
Nee

Bedankt voor je medewerking
{PAGE }
1.3 EXAMPLES OF A BASIC SWOT ANALYSIS

SWOT is a method for the identification of the strong and weak point in the organisation as well as
the opportunities and threats in the environment. The Tables below are support “tools” that give
indications of important issues. Of course, every university and every region is different.

Table 1 Example of an external analysis (from the technology transfer function’s
perspective)

Technology transfer function: external
audit entrepreneurial characteristics
Opportunities
(in XXX – X
high – low )
Threats
(in XXX – X
high – low )
Neutral
X
Competition other IHEs regarding spin-
offs
• At regional level
• At national level
• At international level

XXX

X

In the next 5 yrs expected numbers of
• Undergraduates enlisting
• Ph.D. positions

XX
X

Budget security
• Amount
• Fixed for the next .. yrs.

X

University policy in favour of UII
• At board level
• At faculty-institute management level
• At operational level

X

XX

X

Strength of University-Industry relations
• At board level
• At faculty-institute management level
• At operational level

Total score 6 4 1

Table 2 Example of an external analysis based on regional (competitive) factors

Technology transfer function: external
audit regional position
Opportunities
(in XXX – X
high – low )
Threats
(in XXX – X
high – low )
Neutral
X
Science park on/near the university (offering
s.o. support)
XXX*)
Incubator on/near the university (offering
spin-off support )
X X?
Networks offering (spin-off support) X
Regional development agencies (offering spin-
off support )

Commercial services like accountants, business
consultants, subsidy-advisors offering (spin-off
support)

Funding organisations (e.g. venture funds, banks)
offering spin-off. support
XX
Patent offices (offering spin-off support) XX
Etc.…………
Total score 6 3 1

{PAGE }
Table 3 Internal analyses of technology transfer function’s resources

TTF X Internal audit: resources Strength
(in XXX – X
high – low )
Weakness
(in XXX – X
high – low )
Neutral
Spin-off support experience xx
Qualified and sufficient staff x
Project management experience x
Business experience x
(Access to external) funding x
Network contacts at:
• Univ. board level
• Faculty levels
• Students(organisations) levels
networks

xxx
xxx
x

Access to industrial and entrepreneurial
networks

x

Etc………………..
Total balance 10 2 2

Table 4 internal analysis of spin off support services on offer

Technology Transfer Function: Internal
audit
Strength Weakness Neutral

Office space x
Professional equipment x
Administrative support x
Management support x
Financial services x
Etc. ….
Total balance 2 2 1

The four tables are the basis for a strategic discussion. Main items for discussion are:
• How can we transform a threat into an opportunity
• How can a weakness in the organization be turned into a strength
• What are the opportunities and is there expertise in the organisation to exploit these
{PAGE }
1.4 EXAMPLE OF AN ADVANCED FEASIBILITY STUDY

In this section we present a guide to carry out an advanced feasibility study. It is a step-by-step
guide that can be followed.

What to do?

Fill in the frames below in the perspective of a new spin-off support programme to be offered by
the technology transfer function.

Internal analysis

Mapping your own situation, knowing your strengths and weaknesses and your relative position in
the market is essential for developing a mission and strategy, to guide your actions and objectives.

External analysis

It is the market, which decides if your spin-off support can be successful, or not. Besides the
market there are more macro factors that influence your spin-off support and its accomplishments;
e.g. economic situation, legislation, technological developments, socio-demographic factors etc.
A thorough analysis of possible opportunities and threats is important for strategic decisions.

Market analysis

External analysis

• Give a qualitative description of (what you consider to be) the total market; pay attention to trends,
new developments, innovation
• Give a quantitative description of the market: size, demographics, and economic situation. Make
use of existing surveys / statistics (state your information source).

Internal analysis

• Describe in detail your products/services characteristics, lifecycle etc., ranking them to the extent
in which they are unique / highly competitive in your region.

• Give a description of client(group)s, according to company type, personal background,
products/services used

Product/service-market combinations (PMCs)

{PAGE }
Now you can describe your PMCs. Per PMC, give a description, as accurate as possible, of your
(potential) client (group)s and their motives to use which of your services.

Competitive factors

Describe, per PMC, your most important competitors. Use a competition analyses:
• Current competitors
• Substitutes, alternative products or services.

Other external factors

Describe the influence of other external factors in terms of opportunities and threats
• Government
• Legislation
• European standards
• Social and cultural developments

Mission

The mission is a statement of your spin-off support’s social function, on the short and the and long
run what does your spin-off support stand for? Spin-off support strives to accomplish certain
things; what is your intention? A mission gives the spin-off support a part of its identity.

{PAGE }

Strategy and strategic objectives

The strategy briefly describes how you want to fill in your mission. In a strategy you should choose
a focal point: products/services or client (group)s. The strategic decisions are a translation of the
strategy into more concrete, measurable objectives with a time path (1 to 5 years).

Specific objectives

From the strategic objectives you must choose a few, from which the short-term objectives are
extracted. These objectives are mostly operational decisions and cover a period of 1 to 2 years.

Marketing objectives

Describe in a few sentences what objective you wish to accomplish with your marketing strategy. It
is essential to think client-minded. Do not confuse this with the strategic focal point that you have
chosen, if this is products/services. Even with these as focal point, it is important to be client-
minded.

Marketing strategy

Describe per PMC how you are going to do the marketing for it. Make use of the marketing P’s
while describing your marketing policy. Do not see the marketing mix instruments as tight rules,
but use them to structure your creative ideas.
Describe if all the PMC’s fit the mission and strategy of the spin-off support, and state the relative
importance of the PMC to another. Also describe the use of the marketing instruments, and for
which PMC you wish to use them.
{PAGE }

The marketing P’s

Pay attention to consistency and synergy while using the marketing instruments. At the end
describe how the marketing budget will be divided over the instruments. This is useful for your
future cost analyses.

Price
Give a description of your price strategy and the structure of the prices (e.g. cost-price, competition
oriented, percentage). Also describe your profit margin and your credit and discount policy.

Place
Describe your distribution channels and the staff you are going to use to obtain your focal market.
Give a description of the costs per distribution channel and describe the geographic location in
which you will operate.

Promotion
Analyse the multiple promotional techniques. Describe which techniques and tools (or a
combination of them) you will use to bring the product under the attention of the customer. Give a
survey of cost per technique/tool. Calculate the costs per customer. Select the most efficient
technique. Especially with a start-up, personal advertising is most effective.

{PAGE }

Product
Describe the aspects of the products, which you will use in promoting this product. Which product
characteristics are important as buying motives?

Presentation and personnel
Describe the image you wish to have. Show that your marketing strategy and the services you
offer are consistent with your image.

{PAGE }
1.5 EXAMPLE OF AN ADVANCED MARKET STUDY

In this section we report on a market study that was carried out at the University of Twente to
determine the future direction of the TOP programme.

Contents:

• Introduction
• Market study
• Intake of entrepreneurs
• Summary of the market study results
• Policy discussion on strategic choices for the programme’s future

Introduction

Institutes for Higher Education can stimulate the company creation by having a programme for
spin-offs. A spin-off programme is a structural approach using a defined set of activities and
measures, as opposed to incidental spin-off support. A spin-off programme should be embedded
in the university’s policy. To make such a programme function as a tool for (strategic)
management, it must contain well-identified (measurable) targets and a marketing and
communication plan to help reach these targets.

In most cases a programme can be qualified as a “generic” product: one solution fits all. To reach
its annual target, marketing efforts could be minimal. However, there can be many reasons why a
generic approach simply “will not do”. This is the case, for example, if the aim of a spin-off
programme is “increase of high-tech companies” or “emancipation of women”.
We formulated the following specific targets that the Executive Board of a University might wish a
programme to aim for:
• increase the number of participants in the programme (in a particular area)
• increase the participation of women
• lower the average entry age of participants
• shorten time lapse between graduation and entering the programme
• increase the number of companies with fast growth potential (“gazelles”)

We used the existing data from the TOP evaluation 2001 database. The TOP programme has
been operational since 1984. Its annual target has been to create 15-20 high-tech companies. 219
spin-off companies were founded between 1984 and 2001. Six studies evaluated and analysed the
emergence and growth of TOP companies (Van der Meer & Van Tilburg 1980, 1984, 190, 1993,
1997, 2001).
The data are output-oriented. However, a marketing and communication plan for a programme
involves the input side, so we had to deduce the input data we needed. Input data were produced
on:

• Overall intake
• Intake in relation to number of graduates
• Intake per faculty / discipline compared with average intake per graduates
• Female entrepreneurs
• Age of the entrepreneurs

In the following paragraphs a summary of the market study is presented.

The market study

Figure 1 shows the research model. The entrepreneur is in the centre. We looked at his
background, particular at the background of those coming from the university of Twente and
related this information to the types of companies the entrepreneurs created. We also looked at
the entrepreneurs’ motivations for starting a company, which elements of the programme appealed
to them in particular and the time it took them to start-up. To put this information in context, some
general intake data were also gathered. The population of the market study was 178
{PAGE }
entrepreneurs. Our goal was to define one of more profiles of -entrepreneurs. These profiles would
give us vital information for the marketing and communication plan as to
• How and when to create students’ “awareness” of the option of becoming an entrepreneur
(communication), and
• Which motivational elements should be stressed (or left out) for which target group, to create
“interest” and “desire” to really become an entrepreneur (marketing)

{ EMBED PowerPoint.Slide.8 }
Figure 1: Research model

The intake of entrepreneurs

• The overall picture
The overall intake over the full time span 1984-2000 (see Figure 2) shows four peaks:
Computer Science (4), Industrial Engineering & Management (2), Mechanical Engineering (1)
and “other”(3). This remains the same when looking at the last five years, although the relative
positions changed: Computer Science became no 1, Mechanical Engineering, Industrial
Engineering & Management and “other” respectively 2, 3 and 4. The scores of Mathematical
Science have always been low and no entrepreneurs started between 1996 and 2000.

• TOP-intake in relation to number of graduates
If one looks at the annual number of start-ups supported by the programme and relates this to
the number of graduates the university produces in the same year, the data show that in the
period 1996 – 2000 this relation is 2.2%. This means that on average each year 2.2% of the
number of the graduates start-up a company and receive support via the programme (see
Figure 3). The figure also shows that the annual intake fluctuates between 1% and 4.5%. The
numbers should be compared with other universities in order to benchmark our performance.
For the time being we can only set our “internal” benchmark, derived from past performance.

{ EMBED PowerPoint.Slide.8 }
Figure 2: overall intake per discipline* 1984 – 2000 and during the past 5 yrs.

* Explanation of the disciplines: CS – Computer Science; ES&T – Educational Science & Technology; IE&M
– Industrial Engineering & Management; PA&PP – Public Administration & Public Policy; P&SS –
Philosophy & Social Science; CT – Chemical Technology; AP – Applied Physics; EE – Electrical
Engineering; ME – Mechanical Engineering; MS – Mathematical Science. “Other” includes entrepreneurs
coming from other universities or industry.

{ EMBED PowerPoint.Slide.8 }
Figure 3 participants / graduate ratio (Percentage of participants per number of graduates in the same year)

{PAGE }
• Intake per faculty / discipline compared with average intake per graduates
Figure 4 shows the intake per faculty 1996-2000, related to the number of graduates in the same
year. Above the average score of 2.2% are the scores of Computer Science (1), Mechanical
Engineering (2), Philosophy & Social Science (3) and Educational Science & Technology (4).
Looking at 2000 only, the basic picture is the same, but relative positions switched: No1 now is
Educational Science & Technology, followed by Philosophy & Social Studies, Computer Science
and Mechanical Engineering.

{ EMBED PowerPoint.Slide.8 }
Figure 4 participants / discipline ratio (av., min., max.) during the last 5 yrs and in 2000.

• Female entrepreneurs
In the past couple of years there has been low participation of women in the programme. As it
appeared from the survey, among 110 companies there were only 7 female entrepreneurs. Table 1
shows that woman-entrepreneurs originate from the social science faculties (one from the
department of Educational Science and Technology, two from the department of Philosophy of
Science and Technology, and one from the department of Public Management and Public Policy),
and three entrepreneurs cannot be traced back to one of the departments. The average
participation of women in the programme is 6.4%.
When this figure is compared with the percentage of women among the first year students (which
is 33% for the academic year 2001 – 2002), then one conclusion can be drawn: the number of
participating females is disproportionately low.

• Age of the entrepreneurs
In 1984-2000 the amount of indirect intakes in the programme (i.e. entrepreneurs that didn’t enter
straight after graduation), was approx. twice that of the direct intakes. The 96-2000 period shows
the same ratio. However, compared to the entire period, during the last 5 years the average age of
the direct intakes increased with almost 1,5 yrs., whereas that of the indirect intakes decreased
with over 2 yrs. See Table 2 and Figure 5.

{ EMBED PowerPoint.Slide.8 }
Table 2: average age when entering the programme

{ EMBED PowerPoint.Slide.8 }
Figure 5 average age of entering the programme in 1984-2000 and 1996-2000

• Duration of the start-up process
The pre-start phase is the time from “awareness” to “action”, i.e. from the moment the
entrepreneur started considering his future as an entrepreneur, till the moment he enrolled in the
programme.

Looking at the period between 1996 and 2000 it took the candidates on average between 1,5 and
4,5 months to decide on entering the programme.

{ EMBED PowerPoint.Slide.8 }
Table 3: pre-start phase until entering the programme 1996 - 2000

• Motivation profiles of participants
All motivational aspects for becoming an entrepreneur that the participants with a university
background mentioned in the original survey were related to their discipline.
The motivational aspects were grouped into 4, maximally opposing categories: “self realization”
versus “money-driven” and “opportunity” versus “independence”
5
. This is shown in the “spider’s
web” below (Figure 6). Each discipline has its own profile.

{ EMBED PowerPoint.Slide.8 }
Figure 6 Motivation Profiles per discipline

5
Self realization dealt with aspects like: always wanted to be an entrepreneur and looking for a challenge, whereas
“opportunity” included elements like: easy access to (financial) support (including TOP), or already having leads to
prospects.
{PAGE }

In Figure 7 we categorised the disciplines into three mainstreams: Technical Studies, Social
Sciences and Information & Communication, and represented them in three separate spider’s
web drawings. The fourth web is of the female participation.
The three mainstreams each have their own characteristic shape:
• For the Technical Studies profile opportunity and independence are the distinguishing
motivations.
• The Information and Communication profile shows the opposite: self-realization and
financial drive.
• The Social Science profile is much less outspoken: all motivations occur with slight
emphasis on independence and self-realization.
The female profile strongly opts for self-realization and independence and resembles the Social
Science profile.

{ EMBED PowerPoint.Slide.8 }
Figure 7: Motivational Profiles per mainstream

• Company growth-expectations related to the department of origin of the entrepreneur
Here we combined information from the input side of the TOP programme, the entrepreneur and
his background and motives, to the output side: the realised and perceived growth potential of
his company. We related the company’s size in fte (full time jobs) to the background of the
entrepreneurs. We looked at the real growth figures in 1997, 1998 and 2000 and the
entrepreneurs’ expectations in 2000 for the year 2003 (see Table 4). To draw conclusions about
the growth potential of the companies involved, these data need further analysis, as well
enrichment with other data concerning growth potential, such as e.g. turnover, market share,
etc.

{ EMBED PowerPoint.Slide.8 }
Table 4: companies: realised and expected growth in fte, in relation to discipline

Summary of the market study results

We have been able to collect and analyse existing data of the TOP programme in view of a
possible use of a spin-off support programme as a strategic instrument to attain certain goals,
focusing on particular market segments, with their own targeted marketing and communication
plan.

The goals we took into consideration were:

You can influence the output of a programme starting at its input side. We were able to find some
clues that will help prepare a marketing- and communication plan for the target groups we would
have to address, in order to reach these goals:
• The profiles provide valuable information on “what” we should (and should not) offer to the
stimulate entrepreneurship in the different mainstreams.
• We have information (not in this report) on the time of year most companies of the three
mainstreams register their company with the Chamber of Commerce (a criterion for entering
the TOP programme), so we also know something about “when” we should approach prospect
entrepreneurs.
• On “how” to communicate with the target groups we have no new information.

Table 5 shows the profile of the “average” TOP entrepreneur

{ EMBED PowerPoint.Slide.8 }
Table 5: the profile of the average TOP entrepreneur.

The five issues for discussion with the University’s Executive Board, on implementing (some of)
the results of the market study into the university’s policy on support for spin-off creation, were:

{PAGE }
• Benchmark for participation in the programme
The number of persons that start a company equals the average 2.2% of the number of graduates
at the Master-level. Is the 2.2% some kind of “benchmark” or does our objective have to change?
Could we image it to be lower? Should it be higher? It is possible to set goals to enlarge this
percentage?

• Increase the participation in the programme (in certain areas)
The participants originate from almost all disciplines. Should the programme remain an instrument
open to all graduates from all disciplines, or should it be more focused on the focal research areas
of the university. Or both?

• Increase female participation in the programme
The number of women in the programme is rather low. The percentage of female students at the
university is increasing (especially in the non-technical departments). Should there be more
emphasis on the recruitment of women?

• Entry age
The average age for entering the programme is (still) fairly high: 32 yrs. Should an effort be made
to get more graduates to enrol immediately after graduation? Or do we consider experience gained
elsewhere as a benefit for successful entrepreneurship. In other words, should we stimulate direct
entry in the programme, and/or diversify the programme for direct / indirect participants?

• “Gazelles”
From the data it appears that some companies started under TOP have realised a stronger growth
than others, and that there are differences in the expectations towards growths. Should the
university focus (more) on the so-called “gazelles” (fast growing companies)?

An oral report based on the above was presented to the Executive Board and it was decided that the
direction of the TOP programme did need no changes
.
{PAGE }

Part 2

Promotion and Communication tools
{PAGE }
2.1 EXAMPLE OF A MARKETING AND PROMOTION PLAN FOR A SPIN-OFF SUPPORT
PROGRAMME

1. OBJECTIVES OF THE MARKETING AND PROMOTION PLAN:
• To promote and foster entrepreneurship in the university environment.
• To attract and encourage potential entrepreneurs.
• To attract resources for new companies (i.e. local investors).
• The diffusion of the spin-off programme activities among potential and nascent entrepreneurs.
• The promotion of the spin-off programme and its results among the society.

Targets groups of the marketing and promotion plan:
• Potential university entrepreneurs (graduates, undergraduates, PhD candidates, researchers,
lecturers)
• Potential investors.
• Society in general.

2. ENTREPRENEURSHIP ENCOURAGEMENT ACTIVITIES:
Apart from encouraging entrepreneurship in the university environment, these activities are a
good way to promote the spin-off programme among potential users. The activities, included in
the annual plan of promotion of the programme for entrepreneurs, are mainly entrepreneurship
motivation conferences and workshops.

Activities are developed in the four campuses in a regular basis with the participation of
businessmen and entrepreneurship support entities of the region. The main activities are:

Promotion meetings
Informal meetings between the potential entrepreneurs and the representatives of the
programme are developed; talking about general subjects of business creation and more
specific subjects related to the projects of the entrepreneurs:

• Conferences focused on subjects related to start-up companies.
• Workshops to present successful experiences in creation of start-ups, in order to show
good practice and references to potential entrepreneurs.

Business creation award
Addressed to university students, the spin-off programme carries out the business ideas
awards “Innova-Emprende” (Innova-Start-up).

Meetings with investors
TO is in charge of organising meetings with potential investors in order to present them the
research results and business projects which need external investment.

3. COMMUNICATION TOOLS AND MECHANISMS:

Promotion of the above mentioned entrepreneurship encouragement activities, as well as the
specific promotion of programme services, are supported with diffusion materials (brochures,
posters, handbooks for business creation, etc.), press advertisements, and a website including
information and restricted access for university entrepreneurs.

{PAGE }
Promotion materials

Handbook for business creation Brochure including general information on
the spin-off programme and its objectives, in order to make it known among the potential
entrepreneurs.

Specific actions
To foster participation of second cycle degree students, they have the opportunity of enrol the
programme when they make their university matriculation in the start of the academic year. At
the computer screen appears the possibility of enrol it.
Also, students who develop a business plan are rewarded with free elective credits.

Website: { HYPERLINK "http://www.umh.es/observatorio/peu/" }

In this website entrepreneurs can find general information about the support activities of the
spin-off programme, enrol the events organised as well as useful information related to the
start-up of a business (funds, business plans models, cases of successful university start-ups,
etc.):
• Provide complete information about the spin-off programme for all the target groups.
• Cases of successful technology based enterprises.
• Presentation and progress of the start-ups enrolled in the programme.
• Reports and documentation available to the potential entrepreneurs.
• Events organised by the network: courses, informative conferences, workshops, etc.
• Other related events.

Press diffusion
Entrepreneurship encouragement activities and training activities are, in a regular basis,
advertised in local press, as well as specific news of the spin-off programme.

4. PLANNING AND MANAGEMENT

The communication and promotion plan requires the management of resources and activities
before its implementation. The planning includes a schedule comprising the communication
tools and mechanisms in accordance with the time schedule set for its development, and
selecting the responsible staff members for each item.

Planning is supported with the Computer Management System. In addition of managing
entrepreneurs database, this system also allows to manage entrepreneurship encouragement
activities:
• Managing applications of entrepreneurs.
• Managing contents of activities
• Updating data on website.

{PAGE }
2. EXAMPLES OF MARKETING AND COMMUNICATION TOOLS

2.1 Websites: The Elche “Programme for Entrepreneurs “ website

The website is in fact a web based spin-off support tool. It fulfills 3 functions:
• Display of the full array of services offered in the spin-off support programme
• Interactive application that enables entrepreneurs to register on-line for all services
• Data management for both the individual entrepreneurs (their own file) and the technology
transfer office: full programme and individual participants statistics)

The potential entrepreneurs have the option of on-line enrolment in the Programme for
Entrepreneurs (PEU) through the website.

{PAGE }

The PEU website shows a checklist of programmed courses and conferences related to business
creation. Entrepreneurs can enrol on-line in these activities.

COMPUTER MANAGEMENT SYSTEM
Entrepreneurs enrolled in the Programme are managed with this software. Apart of managing data
of contact, etc., it shows for each entrepreneur their attendance to courses and other activities.
The software also manages data of start-ups.

{PAGE }
2.1 Websites: The KU Leuven website

On the ‘front page’ of the site the university’s mission and focal products/services ranges are
stated. One level deeper these are explained in greater detail.

One level deeper the services are explained in more detail. On the next pages you’ll see the sites
referring to services with respect to protection / commercialisation / licensing (including
technologies available for licensing) of research results and new company creation.

{PAGE }

From this may be derived that target groups are:
• Companies with a research demand.
• University research groups wishing to protect and/or commercialise their research results
• Potential entrepreneurs who have a support/networks need that fits the university’s offer.
Statistics on the new companies that the university helped to create (numbers per year, total
annual turnover) serve as proof of the successes of the KU Leuven support.
This site is offer orientated and demonstrates the university’s expertise and successes.

{PAGE }

2.1 Websites: The Wales spin-out website

On its front page the viewers’ attention is captured with help of linguistics.
The site arouses curiosity and raises expectations at the same time.

{PAGE }

A step-by-step-guide menu tuned to the mental process, that a potential entrepreneur is likely to
go through, shows a brief outline of the full range of products/services and some basic questions
and needs the entrepreneur may experience at that stage of his personal development. One level
deeper the questions of the entrepreneur are the organising principle to give the complete picture
of the support’s content and accompanying procedures. An overview of the companies the Wales
Spinout Programme helped to create, serves as proof for the success of the approach. The site is
customer orientated.
{PAGE }
2.1 Websites: The Warwick Ventures website

On the ‘front page’ of Warwick ventures’ site the mission and focal areas are stated.
One level deeper these are explained in greater detail.

{PAGE }

From this may be derived that target groups are:
• Persons or organizations with a need for information on Intellectual property
• Research groups from universities in the projects and partnerships Warwick Ventures
participates in.
Interaction with target groups (thus database building) is stimulated through online event
registration and newsletter registration, as well as through the promotion of award-winning (start-
up) business competitions.

{PAGE }

An overview of the Technology Portfolio the Warwick ventures supported serves as proof of the
successes of the Warwick Ventures approach

{PAGE }

2.2 Information leaflet to promote a spin-off support programme

Frontpage

Page 1: Explanation of the objectives of the TOP Programme
{PAGE }

Page 2/3: Description of target groups and concrete contents of the offer in TOP programme
{PAGE }

Page 4: explanation of the people executing the TOP programme and the entrée procedure

Back page: reply card for different requests

{PAGE }
2.3 Poster to promote a business creation course

{PAGE }
2.4 Invitation letter to a kick-off seminar to promote a support project

This is an example of an indirect, long term, “push” approach towards entrepreneurship and
company creation, by stimulating the development of a new ICT market: for WAP (Wireless
Application Protocol) products and services. The WAP project was a sub project as part of a
regional ICT project within the framework of a national support programme by the Dutch Ministry of
Economic Affairs to strengthen the ICT sector. The project consisted of awareness creation for
product / market development and company creation through innovative technologies.
The WAP project was brought to the attention through a personal mailing to members of all
relevant networks of the project partners, which were the 16 dominant regional players (from
university, industry, service organisations) in Twente, in the broad area of ICT, inviting them to a
kick-off seminar. Programme and replyform are added. This could serve as an example of
regional support with global potential.
Geachte heer, mevrouw,

Eind vorig jaar is niet alleen Twinning Center Twente opgericht, maar ook ICTwente NV. Deze
laatste organisatie is opgezet als regionaal platform voor het ontwikkelen van nieuwe initiatieven
op ICT-terrein. In dat kader nodigen wij u uit voor een bijeenkomst over WAP op dinsdag 22
februari 2000.

WAP (Wireless Application Protocol) is een aanduiding van een nieuwe ontwikkeling: de koppeling
tussen mobiele telefonie en Internet. WAP is “hot” op dit moment en belooft ontwikkelingen die,
qua dynamiek, vergelijkbaar zijn met Internet. Dat betekent dat er voor startende en bestaande
ondernemers grote kansen liggen.

WAP maakt in feite mobiel gebruik van Internet mogelijk. Binnen de beperkingen van de grootte
van het scherm van uw mobiele telefoon kunt u, in principe, alles doen wat thuis of op het werk op
uw PC mogelijk is. U hoeft er niet meer voor naar huis te gaan of een Internet café op te zoeken,
uw telefoon is uw toegang tot Internet. Dat biedt hele nieuwe mogelijkheden, zoals de koppeling
van geografische plaatsbepaling aan locale informatievoorziening. Hoe vaak vraagt u zich
onderweg niet af, of er ergens in de buurt een plaats is waar u snel een hapje kunt eten, of een
bloemetje kunt kopen? WAP maakt het mogelijk om met uw mobiele telefoon terstond antwoord te
krijgen, inclusief de informatie hoe u moet lopen van waar u staat naar de plaats die u zoekt.

Het aantal toepassingen van WAP is onbeperkt….. en verreweg de meeste daarvan moeten nog
worden verzonnen en gerealiseerd. De enige begrenzingen lijken te liggen in de fantasie en de
mogelijkheden die om te zetten in een markt. WAP biedt dus grote kansen voor ondernemers, en
Twente biedt mogelijkheden om van die kansen een succes te maken. In dit kader bieden CMG,
Ericsson en het CTIT (Centrum voor Telematica en Informatie Technologie) belangeloos
faciliteiten aan voor de realisatie van nieuwe diensten. Twinning en het Innofonds kunnen plannen
financieren. Thema van de bijeenkomst van 22 februari is dan ook: “De kansen die WAP biedt
voor ondernemers”.

In de bijeenkomst worden de perspectieven voor WAP geschilderd door Rob Cremers, één van de
meest vooraanstaande “trend-watchers” in Nederland. Een panel van mensen met hands-on
ervaring in de ontwikkeling van WAP belicht verschillende aspecten van WAP. Tijdens de
bijeenkomst wordt duidelijk gemaakt wat er voor nodig is om op de WAP trein te springen en waar
binnen Twente mogelijkheden liggen om support te krijgen voor de ontwikkeling van WAP
toepassingen, -markten en –bedrijven.

Wij verwachten een groot aantal ondernemende geesten en verzoeken u dan ook het bijgaande
formulier per fax retour te sturen.

Met een vriendelijke groet,
J.W. Vasbinder
directeur ICTwente N.V.
{PAGE }
PROGRAMMA DINSDAGAVOND 22 FEBRUARI

Onderwerp: “De kansen die WAP biedt voor ondernemers”

Locatie: Ondernemingshuis Twente, Twentezaal, Hengelosestraat 585, Enschede

19.00 – 19.30 uur: Ontvangst

19.30 – 19.35 uur: Opening, door Jan Wouter Vasbinder, directeur ICTwente N.V.

19.35 – 20.35 uur: Presentatie door Rob Cremers, trendwatcher van technotrends

20.35 – 20.45 uur: Pauze

20.45 – 21.30 uur: Paneldiscussie over de technische mogelijkheden van WAP
en de marktverwachtingen

21.30 – 21.40 uur: Presentatie Gruus van Woerkom: beschikbare faciliteiten voor
WAP-diensten bij CMG, Ericsson en CTIT

21.50 uur : Sluiting. Start informele gedeelte met een hapje en een drankje.

----------------------------------------------------------------------------------------------------------------------------

Deze avond op 22 februari is de eerste in een reeks bijeenkomsten over nieuwe onderwerpen in
de Informatie en Communicatie Technologie. Een initiatief van:

CMG Ericsson
Lucent Technologies Hollandse Signaalapparaten
CTIT Telematica Instituut
Universiteit Twente TOP
Hogeschool Enschede Technologie Kring Twente
Twinning Innofonds Twente
University Student Enterprises Verenigde Ondernemende Studenten
Kamer van Koophandel Veluwe en Twente OOM N.V.

----------------------------------------------------------------------------------------------------------------------------

Organisatie van de bijeenkomsten is in handen van ICTwente N.V. een organisatie, die is opgezet
als regionaal platform gericht op stimulering van initiatieven en activiteiten op het gebied van
Informatie en Communicatie Technologie.
{PAGE }
Antwoordfax

Bijeenkomst
“De kansen die WAP biedt voor ondernemers”
dinsdag 22 februari 2000

Ondernemingshuis Twente, Twentezaal

O Ja, ik kom op de eerste bijeenkomst in het kader van ICTwente over “De kansen die WAP
biedt voor ondernemers”

O Helaas kan ik niet aanwezig zijn op 22 februari a.s., maar ik wil graag op de hoogte blijven
van de activiteiten die in het kader van ICTwente worden georganiseerd.

O Ik ben niet geïnteresseerd in de bijeenkomsten die ICTwente organiseert. Graag wil ik u
vragen mijn naam en adresgegevens uit uw mailingbestand te halen.

(a.u.b . in blokletters invullen)

Naam bedrijf :…………………………………………………………………………………

Naam :…………………………………Voorletters:…………Titel:…………m/v

Functie :…………………………………………………………………………………

Adres bedrijf :…………………………………………………………………………………

Postcode en plaats :…………………………………………………………………………………

Telefoonnummer :……………………………………Faxnummer: ……………………………

Email :…………………………………………………………………………………

Ik kom samen met :

Naam :……………………………………Voorletters: ………Titel:…………m/v

A.u.b. dit antwoordformulier voor 11 februari aanstaande terugzenden naar BTC Twinning Center
Twente, t.a.v. mevr. Mirella Smit.
Faxnummer: 053 - 433 74 15

Voor vragen kunt u terecht bij de OOM, dhr. Hans van der Stappen,
telefoonnumer: 053 – 484 96 49.
{PAGE }
2.5 Invitation letter and poster to promote an international business plan competition

New Venture 2005 has started!

The organisation of New Venture invites you to join the business plan competition. It offers you a
unique opportunity to develop your innovative concept into an effective business plan. Anyone with
an innovative concept who wants to start a business is welcome to participate in New Venture, free
of charge. Dutch business coaches and consultants will be supporting you.
All contributions for each round will be evaluated by the jury and all participants will receive
feedback after each round. The New Venture jury consists of Venture Capitalists who evaluate
business plans as part of their professional activities.

Course of the Contest
The contest consists out of three rounds, each one of which will be completed with a prize. The
first round evaluates the innovative concept. Participating is easy since you will only have to write
down your idea on 1 or 2 A4 papers. You’ll find the requirements on our website ({ HYPERLINK
"http://www.newventure.nl" }). There you can also order for a participation set by filling out the
participation form ({ HYPERLINK "http://www.newventure.nl/deelnemen/aanvragen" }). Keep the
deadline in mind though! The first round closes on november 9th at 18.00 hrs.

In the second round the feasibility of the innovative concept will be evaluated; the feasibility test.
The third round is concerned with the business plan. In round two and three extensive support is
available in the form of coaching and seminars.

Winner New Venture 2004
UTwente is known as entrepreneurial research University. One of last years winners proved that to
be true. Yuri Udalov (a researcher of UTwente) has won all three rounds of New Venture 2004 with
“Lamb”, a detecting device for both metal and non-metal landmines. To find out more about this,
please surf to { HYPERLINK "http://www.newventure.nl" }

Deadlines
Round 1: Tuesday November 9, 2004
Round 2: Thursday March 3, 2005
Round 3: Thursday May 19, 2005

The prize money
Round 1: The Concept, 10 prizes of € 500
Round 2: The Feasibility Test, 10 prizes of € 1.000
Round 3: The Business Plan, 3 prizes of € 25.000 and two extra prizes of € 5.000 for the best
plans from educational institutions (this does not mean that the plans from educational institutions
do not qualify for the three prizes of € 25.000).

{PAGE }
Our Network
The New Venture Network is made up of The Advisory Body, the sponsors, the jury, general
coaches, specialized consultants, universities, research centres, other speakers and former
contest participants. The competition was first set up by McKinsey & Company and is being
organised by de Baak Management Centrum VNO-NCW since 2000.

More information
To find out more about the New Venture business plan competition, surf to { HYPERLINK
"http://www.newventure.nl" } or call 0900 – 2020 999.

Do not miss the chance of turning your idea into a successful business!
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3. Examples of publicity

A spin-off support activity, project or programme can be promoted by (controlled) publicity.
Sending a press release to appropriate newspapers and/or magazines at the appropriate time
might trigger favourable press attention for any event. If presscontacts are managed
adequately, a more or less ‘structural’ press interest for your activities could result in more in-
depth media coverage. Of course the best way to ensure media attention is to be very
successful and take pride in it!

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