avnimelech, schwartz & bar el
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High Tech Development Policy: Israel’s Experience with two Policy InstrumentsTRANSCRIPT
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High Tech Development Policy:Israel’s Experience with two Policy
Instruments
Gil Avnimelech, Dafna Schwartz & Rafi Bar-ElSchool of Management
Ben Gurion University of the Negev
RSA Conference 2008 - April 15, 2008Beer-Sheva, Israel
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Background
�The development Israeli high-tech sectors began during the mid 1960s
�Till 2008 it followed three main phases of development: building pre-conditions (during the 70s and 80s), rapid growth (during the 90s), and post-emergence (since 2001)
�The VC emergence was the main trigger of the Israeli high-tech cluster takeover during the 1990s
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Phase 1a: 1969-1980�
� National strategic decision to develop defense R&D capabilities and significant R&D activity in the BS
1. Extensive expansion of defense R&D industries
2. Creation of the OCS (1969)� financing of R&D in the business sector
� First Israeli Electronic companies (Telrad, 1952; ECI 1961; Teldor, 1966; Elbit 1966)
� First Greenfield investment of semiconductors MNE (Motorula 1964; K&S 1969; IBM 1972; Intel 1974).
� 2 IPOs in NASDAQ (Scitex and Elbit)
�No formal or informal VC activity; Very Few startups
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Phase 1b: 1981-1990
•
� Continues increase in the supply of high-tech
employees; strengthening R&D capabilities; and
development of few large Israeli high-tech companies
� First wave of Israeli ICT startups (less than 250)
� Slow entry of ICT MNE (Freescale 1982; Lucent,
1986; BMC 1988, Microsoft 1989)
� 16 IPOs in NASDAQ and BIRD-F activity -
Establishing the links with the U.S. HT industry
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Triggers for Transition
• The global ICT revolution and economic growth�
continued stream of technological opportunities
• Creation of the Israeli Software industry
• Restructuring of the defense R&D industries
• Stabilization and Liberalization processes in the
Israeli economy
• Significant increase in the OCS grants
� Two targeted ITPs: the Yozma program and the
technological incubators program
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Takeover/Emergence Phase
� A Cumulative growth of VC and startup
activities caused by the: initial triggers &
conditions, supportive environment, positive
feedbacks, and scale economics
� Emergence of the VC industry
� Transition of the cluster toward a startup-
intensive high-tech (ICT) cluster
� A leading worldwide high tech cluster
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THE YOZMA PROGRAM
Objective: Creation of a VC ‘Industry’
• Government Investment 100M$ that leveraged 150M$ from private investors
• Created 1+10 private VC Funds
• Limited Partnership form of VC organization
• Upside incentives and planed privatization
Outcome: VC Industry emergence and significant growth in the high tech cluster
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Israel’s VC Fundraising (M$): 1990-2000
0
700
1,400
2,100
2,800
1990 1992 1994 1996 1998 2000
Source: IVC 2008
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Startups foundation: 1991-2000
7385 87
117 119
152
208
372
0
150
300
450
600
1991 1993 1995 1997 1999
All New Startups
New VC Backed SU
Source: IVC 2008
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Israeli high tech companies that were targets in significant M&A deals 1991-2000
0
8
16
24
32
1991 1992 1993 1994 1995 1996 1997 1998 1999 2000
High Tech M&A deals
VC backed M&A deals
Source: IVC 2008
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Initial Findings - I
� The VC industry emergence had a significant impact on the development of the Israeli high tech cluster
� However, there are significant drawbacks associated with a high tech cluster linked to a dominant VC industry
� Concentration mainly in metropolis areas
� Concentration on narrow technological fields
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Technological Incubator Program
� 28 Incubators were established during 1991-1993
� 4 of them were closedown
� Its privatization began at 2001- almost finished
Its official objective were:
� Supporting entrepreneurs at the earliest stages of
technological development
� Encourage new export oriented industries
� Create new employment opportunities for
technologically skilled persons (immigrants)
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Public vs. Private Investments in Incubators’ Projects
Source: OCS Annual Report 2007
Government incubators budget:~$450M in 17 years (1991-2007)
Private Investments in Incubated Firms: ~$1800M in 17 years
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Summary of Projects 1991-2007
Attracted Private Investment264 (27%)
Exit (IPOs/M&As)
44 (4.5%)
Stopped (Failed)
445 (46%)
Continuing
372 (38%)
Graduated Projects
817 (84%)
Total Projects
1154
Non-Graduated
156 (16%)
CurrentlyIncubated
181
Previous Tenants
973 (100%)
new InvestmentNo
108 (11%)
FireSale
14 (1.4%)
M&As
19 (2%)
IPOs
11 (1.1%)
Incubators Total Exits Valuation
~1.2B
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Israeli Startups (1996-2005)by Regions
100%
5.2%
7.3%
70.7%
16.8%
Entire Population
Total
South
Jerusalem
Center
North
100%100%100%
3.1%16.7%1.3%
9.5%7.5%5.0%
56.5%40.3%79.9%
30.9%35.5%13.8%
VC & Incubator
IncubatorVC Backed
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Israeli Startups (1996-2005)by technological Fields
6.6%20.9%1.9%7.7%CleanTech
100%
12.8%
23.0%
56.5%
Entire Population
Total
Other
Life Science
ICT
100%100%100%
11.0%18.3%7.3%
44.6%42.0%19.7%
36.8%18.8%71.1%
VC & Inc
136
Incubator
864
VC Backed
836
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Initial Findings - II
� The technological incubators program enhanced
the development of the Israeli high tech cluster
� However, the direct results of the incubators are
quite disappointing – very low exit rate
� On the other hand, the incubators do not suffer
from the drawbacks of the VCs – they have more
diversified investment pattern (geographical and
technological)
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Startups Successful Exit by Groups (1996-2005)
9.5%
Entire Population
Total 9.6%4.9%26.7%
VC & Incubator
IncubatorVC Backed
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Conclusions
� There are potential synergies between VC funds and
technological incubators
� We suggest that in the post-emergence phase the
incubators’ objectives should be: 1) dealing with the
drawbacks related to VC investments; and 2)
improving the incubators’ operation & performances
� The privatization process is a step in the right direction
� More generally speaking, there are significant
synergies between different types of financing agent in
the VC market – we should seek to create more
diversified VC markets
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VC-Backed Startups: 1991-2007
0
200
400
600
800
1991 1993 1995 1997 1999 2001 2003 2005 2007
0
100
200
300
400
All New Startups
New VC Backed SU
Sources: IVC 2008
50% VC-Backed
20% VC-Backed
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Comparison of Success Rates ofVarious VC Agents (1991-2000)
43.8%42.7%13.5%All Startups
49.1%
49.2%
44.9%
53.5%
48.8%
49.1%
34.0%
Survival
17.0%33.9%Corporate VC
24.0%26.8%Foreign VC
32.5%22.6%Domestic VC
24.1%22.4%Private Investors
33.6%17.6%Investment Companies
42.7%8.2%Self-Finance & OCS Grants
61.5%3.8%Incubators
Closed Exit
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Investment Stages of Different Types of VC agent in Israel (1991-2000)
0%0%0%100%Incubators
7%
6%
4%
6%
3%
6.0%
Late
40%35%19%All Investments
28%
36%
43%
36%
33%
Early
58%7%CVC
44%14%Foreign LP VC
33%20%Domestic LP VC
36%22%Investment Companies
23%41%Private Investors
MidSeed
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Israeli Startups (1991-2000)Technology Location Quotients
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
All
1.00
0.64
0.78
1.10
1.00
0.93
1.46
1.70
1.69
MD
1.00
0.40
0.84
0.96
1.18
1.22
7.73
1.87
1.44
BIO
1.00
0.68
0.31
0.50
0.74
0.76
1.01
1.57
2.14
Other
0.200.340.13Incubators
1.00
1.36
1.31
1.14
1.10
1.06
0.14
0.57
Soft
1.001.00All Startups
0.551.66CVC
0.891.87Foreign LP VC
1.001.53Domestic LP VC
1.091.17Private Investors
0.891.33Investment Co.
0.450.55Academic Spinout
0.190.63R&D Grants
InternetComm
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Israeli Startups (1991-2000)Geographical Location Quotients
1.00
1.18
1.21
1.14
1.13
1.06
0.72
0.77
0.54
Tel Aviv Metropolis
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
All
1.00
0.31
0.36
0.60
0.53
0.53
1.06
1.48
2.60
North & South
1.23Incubators
1.00
0.67
0.68
0.75
0.94
1.02
2.50
1.41
Haifa & Jerusalem
All Startups
CVC
Foreign LP VC
Domestic LP VC
Private Investors
Investment Companies
Academic Spinout
OCS R&D Grants