Specialized Business Incubator

Transcription

1 Specialized Business Incubator Québec Biotechnology Innovation Centre (QBIC) Business incubation is the sole mission of the organisation Pre-incubation and incubation program Dedicated team (8) to support the start-up company Network of 30 consultants specialized in Life Sciences Part of Biotech City of Greater Montreal Offering a complete park of equipments Selection and graduation policies

2 QBIC: Profile and results Established in 1995, specialized in Life Sciences Non-profit, with the support of governments 30 companies (graduates and residents) Incubator of The Year NBIA Head of an international Bio-incubation Network Consultant in starting new incubators 30 companies 718 jobs Sales: 62M $US

3 International Bio-Incubation Network 1996: Boston Biotech Centre of Excellence Corporation 1999: BUSI Auvergne (France) - Nutrition 2001: Genopole Paris 2003: Parc Cientific de Barcelona 2007: Suzhou biobay (CHINA)

4 QBIC : Soft-Landing 1998: Origenix Technologies (Boston) 1998: Biowor (France) 2000: Kappa Biotech (France) 2003: Innodia (France Canada) 2007: New World Laboratories (Boston) 2009: CytoBio Technics (Canada United Kingdom)

5 QBIC: Technology Platforms NMR LCMS-MS Real-Time PCR Plate Reader Gel Documentation System Cell Culture Labs Microbiology Lab Radio-isotopes Labelling Lab and Counters Centrifuges Many others

6 BIO-CLUSTER A major scientific business community with some world leaders The of Laval counts more than 80 companies in biotechnology, pharmaceuticals, clinical and pre-clinical research, medical technologies, specialized services and equipment manufacturers

7 QBIC s observations (1) Business model Strategic and business plans Team Company recruitment and selection Business mentoring Business financing Environment, synergies, networks

8 QBIC s observations (2) Business Model Value-added approach from the client s perspective Clear, distinct roles: mentoring - real estate Innovative, evolving and flexible Integrated into a larger concept (institutional partners) Independent in its strategies and actions Recruit and rally employees Avoid debt and build a reserve Strike a good balance between internal and external resources

9 QBIC s observations (3) Strategic and Business Plans Different stages of development milestones and deliverables. Applies the same standards to itself (the incubator), i.e. the standards of a solid business plan required for admission. Consults with partners and board of directors when defining orientations and strategies. Diversifies income sources (origin and categories) without losing sight of its vocation. Allocates overhead across various centres or operating sites.

10 QBIC s observations (4) Team Management: business minded foremost, knowledge of technology an asset Always in entrepreneur mode Team values: natural helpers Competent, discreet and knows how to listen A network of screened consultants Leverage effect: mobilizes partners and members of the board

11 QBIC s observations(5) Company Recruitment and Selection Position our offer strategically upstream of the incubator Recruit abroad (biotechnology) Show the location s added value to the decision makers A selection committee and strict criteria (science and business) Remain abreast of changes in the market (start-ups)

12 QBIC s observations (6) Business Mentoring Earn trust Incubation process A skilled broker (APEC certification) Network of screened consultants Mentoring intensity (entrepreneur's profile) Closer monitoring when mentoring is not enough Highly varied advisory services

13 QBIC s observations(7) Business Financing The incubator s main added value Facilitates access to financing Define the right financing strategy Have a preferred network or access Incubator s credentials: selection and coaching Coach the company through its steps Avoid role confusion (incubator investor) Have a small bridge fund

14 QBIC s observations (8) Environment, synergies, networks The incubator is not an island: Technology park Research centres, technology platforms University campus Synergies in and around the incubator Business cluster, consultants, financiers Synergies between the companies in the incubator The incubator s networks (technology, business, international)

15 Conclusion The most successful business incubation programs in the world are managed as companies by real entrepreneurs who are attuned to the market, who constantly review their model and approach, who learn from others and who have strong network connections.