1 Activity A.T2.1 Stakeholders training and hands on workshop on Start-up Ecosystem Canvas DELIVERABLE: D.T2.1.1 Startup Ecosystem Canvas Model (local and Alpine) Final Document Responsible: WP2 Lead IMC University of Applied Sciences Krems CONTEXT: Based on the value chain opportunities developed in WP 1, this document is intended to be used as a guiding map for the stakeholder training and hands on workshop on the Startup Ecosystem Canvas. Moreover, it is intended as a glossary for the O.T.2.2 AS Scale(Up) Action Plan and the O.T.2.3 AS Scale Up Open Platform. This is a working document and thus open for discussion. Suggestions, recommendations and edits are more than welcome. APPROACH • The mapping information was developed through research and a literature review integrating the Start up/scale up policy assessment tool that each PP has filled in having in mind the features of its own ecosystem. • Moreover results from a Meeting on October 5, 2017 with the managing director from the Austrian Startup Ecosystem (www.austrianstartups.com) Markus Raunig were integrated. • Furthermore, it can be used as reference for the didactical design of the Activity A.T.2.2 Stakeholders Training and its deliverables. • This document is intended to be integrated on the Project Website http://www.alpine- space.eu/projects/scale-up-alps/en/home
16
Embed
D-44900.T.2.1.1 Startup Ecosystem Canvas · 2019-12-09 · 6. Concept Startup Ecosystem A startup ecosystem is a segment of the entrepreneurial ecosystem. In general, the startups’
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
1
Activity A.T2.1 Stakeholders training and hands on workshop on Start-up Ecosystem Canvas
DELIVERABLE: D.T2.1.1 Startup Ecosystem Canvas Model (local and Alpine)
Final Document
Responsible: WP2 Lead IMC University of Applied Sciences Krems
CONTEXT:
Based on the value chain opportunities developed in WP 1, this document is intended to be used as a
guiding map for the stakeholder training and hands on workshop on the Startup Ecosystem Canvas.
Moreover, it is intended as a glossary for the O.T.2.2 AS Scale(Up) Action Plan and the O.T.2.3 AS Scale Up
Open Platform. This is a working document and thus open for discussion. Suggestions, recommendations
and edits are more than welcome.
APPROACH
• The mapping information was developed through research and a literature review integrating the
Start up/scale up policy assessment tool that each PP has filled in having in mind the features of its
own ecosystem.
• Moreover results from a Meeting on October 5, 2017 with the managing director from the Austrian
Startup Ecosystem (www.austrianstartups.com) Markus Raunig were integrated.
• Furthermore, it can be used as reference for the didactical design of the Activity A.T.2.2
Stakeholders Training and its deliverables.
• This document is intended to be integrated on the Project Website http://www.alpine-
space.eu/projects/scale-up-alps/en/home
2
Concept Mapping of Resources for Entrepreneurs on their Growth Journey
Concept mapping as Activity A.T2.1 involves three phases within the project: 1) developing questions to
generate ideas about the SCALE(UP) Alps project's purpose and function, 2) gathering input from local
stakeholders and Alpine stakeholders and sorting ideas into themes, and 3) generating concept maps which
will be relevant for the Local Action plan – road Map (D.T2.3.1) and the Alpine Action Plan Road-Map
(D.T2.3.2).
1. Concept Mapping as Basis for a logically organized Map
Concept mapping is a method to represent an individual’s or group’s thinking in form of a picture or a map
(Trochim, 1989). Concept maps display all the ideas a group or individual has to a certain topic and indicate
relationships between ideas. Besides, if necessary, the maps can show relevance and importance of the
ideas (Davies, 2011). Concept maps tend to start with one word or phrase which is the focus of the map
(Novak, 1990). The concept mapping process includes six steps, which are shown in Figure 1.
Figure 1: The Concept Mapping Process
Source: Created by the author after Trochim, p.3 1989
The concept mapping process is accompanied by a facilitator who either is an outside consultant or an
inside group member. The concept mapping process starts with the preparation phase and three major
tasks. First, the facilitator selects, with the parties involved, the participants of the process. Second, they
define a focus and dimensions of what will be conceptualize. Third, they establish a time schedule for the
mapping process. During the generation step, all participants produce various statements to the agreed
focus. People are encouraged to generate a large number of statements without any criticism or validation
of the statements. In the structuring phase, the participants rate their statements and evaluate how the
statements are in relation to each other. Next, the representation step several analysis are conducted. First,
statements are depicted as separate points in a point map. Statements that are sorted together frequently
are shown as points close to each other. Second, the results of this scaling are grouped together into
clusters. These clusters are the outcome of the analysis and are considered as concepts.
3
In the interpretation phase, the facilitator and the participants work through each concept map and agree
on an appropriate name and interpretation for each cluster. Finally, in the utilization step the participants
come back to the starting point and reflect on how the concept map can be used in their focus area
(Trochim, 1989).
For the Scale(Up)Alps project concept mapping was chosen as a methodology for two reasons. First, it is
primarily a group process and so it is especially well-suited Scale(Up)Alps for the project where project
partners of different European regions collaborate. Second, it uses a very structured facilitated approach.
2. Concept of Entrepreneurship
The study of entrepreneurship is multilayered and touches many different disciplines. There is a vast
amount of scientific entrepreneurship literature and a myriad of definitions (Campall & Mitchell, 2012).
Richard Cantillon recognizes entrepreneurs as participants in market exchanges at their own risks in order
to make profits. He was the first who stated that entrepreneurs face risks and have to bear uncertainty
(Cantillon, 1959). In Schumpeter’s concept, entrepreneurship is seen a mechanism to create changes in the
economic system through innovation. For Schumpeter, development is a dynamic process, which disturbs
and interrupts the economic status quo. Entrepreneurs are change agents and catalysts for creative
destruction (Schumpeter, 1934). As an innovator the entrepreneurs finds new combinations which can be
introduction of a new good or quality of a good, introduction of a new method of production, opening of a
new market, utilization of a new source of supply or carrying out of some new organizational forms of the
industry (Schumpeter, 1934). A different approach takes Morrison (2000) and focuses in her approach on
the cultural component of entrepreneurship. The profile that emerges in the study leads to the assumption
that an entrepreneur is someone who “is intelligent and analytical; is an effective risk manager and
networker; possesses a strong set of moral, social and business ethics; exhibits a basic trader’s instinct; and
is dedicated to live-long learning in its many forms”(Morrison, 2000, p. 68). Closing the subject, it has to be
stated that there is not one thing that is really defining an entrepreneur. They all come in various shades
and colors.
3. Concept of Startups
A great variety of definitions for startups exists. Regarding the focus on scaleability Blank focuses on the
businesss model and argues that “a startup is an organization formed to search for a repeatable and
scalable business model” (Blank, 2010). Entrepreneurial behavior and a drive for novelty and innovation are
important traits for startups. Therefore, the following comprehensive definition is proposed: “A startup is a
team of entrepreneurial talent with innovation in process, in identifiable and investable form, in progress
to validate and capture the value of the innovation – with target to grow fast with scalable business model
for maximum impact” (StartupCommons, 2017). To summarize, main characteristics are significant growth
in scales and use of innovative technologies or business models. Besides, startups tend to be newly
founded organization and are not older than ten years (DSM, 2016).
4
Figure 2: Startup Development Phases
Source:
StartupCommons, 2017
Although every startup is unique and has its own challenges we can nevertheless identify different phases
of startup development from a theoretical based perspective. This comprehensive framework documenting
the needs of a startup also serves as a framework for Scale Ups. In the ideation phase, an individual has an
initial business idea and displays entrepreneurial drive. However, there is no confirmed commitment or
team structure yet established. During the conception phase a mission, key milestones and strategy to
reach common goals are established. At the commitment stage, the founders develop their product or
service and sign a shareholder agreement, which defines milestones, time and money use. Key
performance indicators and first growth and revenue are elements of the validation phase. In this phase,
startups search for financial investments for equity, revenue share or future revenue. The scaling period is
characterized by high growth and market traction. Furthermore, the startup try to attract funding in order
to hire new talent and to improve overall quality. During the establishing phase, continued growth and
financial funding is expected. Depending on the mission, the company tries to keep a startup spirit. At this
point, the cofounders and investors either exist the startup or continue to work for the established
company (StartupCommons, 2017).
4. Concept Entrepreneurial Ecosystems
Entrepreneurial ecosystems are spaces in which the combination of social, cultural, political and economic
forces enable the development and growth of new ventures. Furthermore, entrepreneurs and other actors
are stimulated to fund, start or assist in ventures (Spigel, 2015). Components of an entrepreneurial
ecosystem included formal and informal networks, physical infrastructure and a culture of community
(ibid). Spilling (1996) argues that for a successful entrepreneurial ecosystems the ventures develop close
ties with their environment from which they benefit during the development of their business. Bell-
Masterson and Stangler (2015) developed four indicators to measure the vibrancy of an entrepreneurial