PANEL 1A Infrastructure for Enterprise Innovation Hubs

1. PANEL 1A Infrastructure for Enterprise Innovation Hubs

2. Greater Cambridge PartnershipInfrastructure for Enterprise – Innovation Hubs18 April 2007 Martin Garratt, Director

3. Introduction • Background to Greater Cambridge Partnership (GCP) • Sub Regional Economic Strategy • Infrastructure for Enterprise – the Hardware • Infrastructure for Enterprise – the Software • Conclusion

4. Background • Sub-Regional Economic Partnership (SREP) for the Greater Cambridge area • Public/Private/Community Sector Boards • Funded by EEDA, County Council and District Councils and Private Sector • 25 mile radius of Cambridge

5. Greater Cambridge Area

6. Sub Regional Economic Strategy • Goal 1: Encouraging global success in entrepreneurship, research and development and business growth across the high tech cluster • Goal 2: Encouraging business growth and economic development which will underpin a growing and sustainable sub-regional economy • Goal 3: Developing a skills base to support a world class economy • Goal 4: Benefiting all across the Sub-Region • Goal 5: Creating a high quality place to live work and visit

7. Enterprise Hubs Technology Hub Life Sciences Hub Growth Programme & Facility Babraham Pre-start Facility Cambridge University The Learning Collaboration Papworth Start-up Facility SJIC Addenbrooke’s

8. Enterprise Hubs Technology

9. High Value Manufacturing

10. Case Study • Hearing aid technology company • Sell technology on a chip at £1.1m p.a. • Business model for £65m by 2009 • Supply chain • Photo fabrication St Neots • Tool and mould Haverhill • Packaging Ely • Plastic painting / printing Cambridge • Coil winding Bar Hill • Assembly Kings Lynn

11. Business Parks

12. Enterprise – the Software • Technopole Group • Centre for Entrepreneurial Learning • Sector Networks

13. Sector Networks CHASE

14. Enterprise – the Software • i-Teams • Women in SET • Business Planning Competition

15. Business Planning Competition

16. International Relations Focus * Including SF, SJ, SD

17. Conclusion • GCP – senior level economic partnership • Strategic plan for area • Enterprise support – hardware & software www.gcp.uk.net

18. Infrastructure for enterprise hubsSt John’s Innovation Centre and the Institute for Manufacturing Dr Tim Minshall University of Cambridge Institute for Manufacturing (www.ifm.eng.cam.ac.uk) & St John’s Innovation Centre Ltd (www.stjohns.co.uk)

19. www.fundingtechnology.org New

20. University of Cambridge Colleges + Central administration + Academic departments Engineering +

21. St John’s Innovation Centre is wholly-owned by St John’s College and houses about 50 businesses with a wide range of sizes – providing office and laboratory space as well as support infrastructure

22. Incubation elements Credibility Accommodation Funds Entrepreneurs Ideas Connections Expertise Advice Partnerships Networks People

24. St. John’s Innovation Centre Ltd. • Formed in 1987 • 100% owned by St. John’s College, Cambridge • Three aims: • Return on investment for St. John’s College • Supportive environment for start-up and growth of new technology ventures • Encouragement of technology transfer

25. Tenant mix and size 25 support services 20 31% 15 software 49% 10 5 other tech 0 14% biotech 1 - 5 6 - 15 16 - 50 > 50 6% Number of employees

26. ‘Seed’ Incubation Growth Incubation Independent Growth SJIC ‘extra’ activities SJIC core business Business development & incubation

27. SJIC also provides: • Enterprise Link • Networking for new technology entrepreneurs • Innovation Relay Centre • Technology partnerships • Close integration with University of Cambridge • Access to: • Facilities • Expertise • Students • Graduates

28. University of Cambridge Colleges + Central administration + Academic departments Engineering +

29. Help industry to create wealth more effectively. The Institute for Manufacturing RESEARCH GOVERNMENT INDUSTRY UNIVERSITIES Services EDUCATION

30. Role of universities in the knowledge economy • Graduates • ‘regenerating the gene pool of industry’ • Research • Public availability of leading edge outputs • ‘Intermediate activities’ • Consultancy, executive education, student projects, use of university labs and workshops,… • Licensing • Packaged intellectual property • Spin-outs • Formation of new commercial entities

31. Example: Students projects

32. Example: Research approach • Tech-based start-ups • significant generators of innovation but typically resource constrained. • Larger companies • need access to new innovations and to source them from wherever they are generated.

34. 1Limited A simple problem .. Business model, financing, growth, .. Structure, approach, experiences,.. Established firm Start-up Why? How?

35. Complexity .. Other established firms Other start-ups Other start-ups Other start-ups Investment (corporate VC) Investors Lawyers Lawyers Established firm Partnerships Partnerships Start-up Services Why? Consultants How? IP, investment Grants, support Universities Public agencies Grants Grants Research collaboration

36. Problems working with large firms • How to get in? • Who to talk to? • How to cope with organisational change? • Very slow decision cycles • How to understand what they really want? • Trust?

38. Problems of working with start-ups • IP • Roadmaps (can’t share) • Brand abuse • Financial stability • Over promise / under–deliver • Technology, product or solution? • Can it be manufactured?

39. Integrated outputs • A website providing introductory information on this topic – case studies, short briefing papers, sources of further information, etc. • A series of evening workshops held at local technology business incubators and science parks • A toolkit (workbook, presentations, checklists) plus training sessions for advisors and mentors.

40. RESEARCH GOVERNMENT INDUSTRY UNIVERSITIES Services EDUCATION

41. Patient investment Management style Business model Pump-priming funding ‘Non-traditional’ academics Cambridge structure Constraints and replicability

42. University of Cambridge Colleges + Central administration + Academic departments Engineering +

43. www.fundingtechnology.org New

44. Inca Digital Printers Ltd. Nigel R. Puttergill

45. Inca Digital Printers – the beginning • Founded May 2000, by Bill Baxter (CEO) and six colleagues • Purpose – to develop, build and sell industrial / commercial UV inkjet printers • Spin-off from Cambridge Consultants (one of many)

46. Advent Venture Partners (AVP) Cambridge Consultants Ltd (CCL) £600k CCL 15% AVP 35% 7 people + IP £1.5M ESOP Founders 39% Venture Capital Funded At launch (May 2000) Inca was valued at £6M A second round raised £2M leaving: Advent Venture Partners 36% Small financial investor 3% Cambridge Consultants 14% Founders 37% ESOP 10%

47. Financials Inca grew quickly and is cash neutral

48. The Products & Awards Columbia Turbo Spyder 320 Queen’s Award for Enterprise: International Trade - 2005 Queen’s Award for Enterprise: Innovation - 2005

49. The importance of Cambridge to Inca’s success • Easy to form a spin-off company in Cambridge • It’s an established process • There is local expertise • Specialized legal resources (IP & company set-up) • Cambridge has high profile for VC companies • Tax incentives (EMI & EIS) • Large pool of technical resource (people)

50. NEWS RELEASE Dainippon Screen acquires Inca Digital Printers Acquisition links innovative wide format digital inkjet specialist with world’s leading manufacturer of equipment for the digital prepress, printing, semiconductor and flat panel display industries. 2nd June 2005 : TodayDainippon Screen Mfg. Co., Ltd (Kyoto, Japan) announces that it has acquired Inca Digital Printers, the specialist wide-format digital inkjet printer manufacturer, in an agreement totaling UK pounds products perfectly. Significantly, Inca’s expertise gives us access to important new markets in industrial printing and packaging. By combining Inca’s expertise in wide format inkjet printing, with Screen’s considerable experience in the media technology, semi-conductor and flat-panel display industries we can further strengthen and grow Inca and Dainippon Screen’s businesses, while working together to develop new applications across multiple sectors in the future.” The Exit