ot 2.1 policy model on local and alpine ecosystem …...the policy model on local and alpine...
TRANSCRIPT
Revised Version – May 2019
OT 2.1 Policy Model on Local and
Alpine Ecosystem Acceleration
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OUTPUT
O.T.2.1 Policy Model on Local & Alpine Ecosystem
Summary
This document contains a comprehensive European approach on the Alpine Space level as outcome
of the SCALE(up)ALPS project to start-up/scale-up support with meaningful existing and new policies
that need ingenious implementation in the Alpine Region to support scaling processes of the
European Start-ups. This document has been produced within the frame of the SCALE(up)ALPS
project, funded by the Alpine Space INTERREG Programme of the European Commission. The
specific aims of this document are to examine the perspectives of scale-up founders and managers
regarding concepts of ‘scaling up’ and ‘scalability’ in the context of the Alpine Space regional
development, generate an agreed definition of ‘scalability’ and identify intervention and research
design factors perceived by scale-up founders, managers and policy-makers to increase the
likelihood and potential for interventions to be implemented on a more widespread basis within the
Alpine Space.
Disclaimer
This document was prepared referring in most parts on the Guidelines prepared by the EU regarding
Impact Assessment (https://ec.europa.eu/info/sites/info/files/better-regulation-guidelines-impact-
assessment.pdf). “The impact assessment process is about gathering and analyzing evidence to
support policymaking. It verifies the existence of a problem, identifies its underlying causes, assesses
whether EU action is needed, and analyses the advantages and disadvantages of available
solutions.”
The information and perspectives set out in this Policy Model Output Document are those of the
authors and do not necessarily reflect the official opinion of the European Commission or the project
partners’ regions. Neither the European Commission institutions and bodies nor any person acting
on their behalf may be held responsible for the use that may be made of the information contained
therein. Reproduction is authorized, provided the source is acknowledged, unless otherwise stated.
For use/reproduction of third party material specified as such, permission must be obtained from
the copyright.
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Table of Contents Summary ......................................................................................................................................... 1
1. Introduction ............................................................................................................................ 4
1.1 Main Purposes of the Policy Model on Local and Alpine Ecosystem Acceleration ................... 5
1.2 Methodology ............................................................................................................................. 7
1.3 Seven Objectives of the Policy Model on Ecosystem Acceleration ........................................... 9
2. Impact Assessment: Objectives 1-4 ........................................................................................ 10
2.1 Objective 1: Solving the Growth Problems for Scale-ups in the Alpine Region ...................... 10
2.2 Objective 2: Reasons for Policy Developments and Actions in the EU and the Alpine Region 14
2.3 Objective 3: Forms of Outcomes and Achievements .............................................................. 20
2.4 Objective 4: Actions to Reach Objectives ................................................................................ 27
3 Other Policy Proposals for Scale-ups in the Alpine Space ....................................................... 28
3.1 Goal A: Increase the Number of Scale-up Companies ...................................................... 28
3.2 Goal B: Facilitate the Access to Finance Options Finance ....................................................... 28
3.3 Goal C: Enhance Business Conditions ................................................................................ 31
3.4 Goal D: Macro Level Policy Goals ............................................................................................ 32
4. Impact Assessment: Objectives 5-6 ........................................................................................ 34
4.1 Objective 5: Economics, Social and Environmental Impacts ................................................... 34
4.2 Objective 6: Comparison of Actions (effectiveness, efficiency and coherence) ..................... 37
5. Policy Proposals for Scale-ups in the Alpine Space ................................................................. 38
6. Impact Assessment: Objective 7 ............................................................................................. 40
7. Monitoring of Policy Development – Evaluation of Proposal .................................................. 41
7.1 Actions for Monitoring [template] .......................................................................................... 41
7.2 Monitoring of Capacity Building in the SCALE(up)ALPS Project .............................................. 42
8. ANNEX: Documentation of Policy Model Development on local & alpine Ecosystem .............. 47
8.1 Local Policy Action Groups (LPAG) activity ........................................................................ 47
8.2 Regional Policy Action Group .................................................................................................. 52
8.3 Alpine Space Scaleup Action Plan Ecosystem Conference ...................................................... 56
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8.4 CERN – NTNU Screening Week 2018 ................................................................................. 61
8.5 European Region Danube – Vltava: Conference ..................................................................... 62
8.5 Deggendorf: Silicon Valley Programm and Best Practice Example the German Accelerator
in the Silicon Valley ....................................................................................................................... 64
List of Figures:
Figure 1: The Scale(Up) Alps Framework of Output 2.1 .......................................................................... 4
Figure 2: Strategic Dimension of the Policy Model Definition in the SCALE(up)ALPS Project ................ 6
Figure 3: Methodologies for Policy Formulation and Implementation ................................................... 8
Figure 4: Six pillars of the Startup Manifesto Policy Tracker ................................................................. 16
Figure 5: The 6 Chapters of the Scale-Up Manifesto ............................................................................ 17
Figure 6: Online Crowdsourcing – Swedish Startup and Scaleup manifesto ........................................ 17
Figure 7: Online Crowdsourcing – Digital Mapping of Scale-ups and Support Organizations .............. 18
Figure 8: Policy Model Canvas as Method for Discussion ..................................................................... 21
Figure 9: Alpine Space Scaleup Policy Model Canvas ............................................................................ 22
Figure 10: Peer-to-Peer Action example: Peer Learning Lab in the Project .......................................... 25
Figure 11: Summary and Links of Stimulating Actions and Goals for Scale-ups ................................... 27
Figure 13: Macro-Level Policy Framework for the ASS3-Policy Model ................................................. 32
Figure 14: Microlearning on Scale-ups – Example from the Scale-up Alps Project .............................. 35
Figure 15: Scale-up Ecosystem Web Based Training – Example from the SCALE(up)ALPS Project ...... 36
Figure 16: A framework for Competence Profiles of Scale-up Founders and Managers ...................... 44
Figure 17: Example - Policy Intervention Model for Talent and Leadership Development .................. 45
List of Tables:
Table 1: Policy Model Framework Structure (Source: Own representation) .......................................... 9
Table 2: Structure of Stakeholder Integration for Policy Development ................................................ 19
Table 3: Funding Schemes for Scale-ups and Startups in the Alpine Space .......................................... 30
Table 4: Good Practice Example Austria – Funding Schemes by the FFG ............................................. 30
Table 5: Monitoring Template ............................................................................................................... 41
Table 6: Capacity Building of Policy Makers in the Scale-up Alps Project ............................................. 46
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1. Introduction
The SCALE(up)ALPS project has activities in 6 Alpine countries covering the regions of Piedmont (IT),
Veneto (IT), Upper Bavaria (DE), Vienna and Lower Austria (AT), Carinthia (AT), Provence Côte D’Azure
(FR), Canton Ticino (CH) and the area of Slovenia (SI) and can therefore be considered a representative
mirror of the Alpine ecosystem. Like the overall area of the Alpine Space even SCALE(up)ALPS is
composed of territories with “contrasted demographic, social and economic trends and a great cultural
and linguistic diversity. This diversity goes along with a great variety of governance systems and
traditions”. This Output 2.1 builds on prior results from the SCALE(up)ALPS project which were
elaborated in Work Package 1 which focused on scale-up Sector Analysis (1.) as well as a Policy
Intervention and Selection (2.) with actions to be found in the Deliverable DT 1.2.3. The delivered
knowledge has its producers, beneficiaries and contributors. These can be broadly divided into policy
makers (beneficiaries), researchers and analysts (knowledge producers) and stakeholders such as
Entrepreneurs, business support organisations and the public who can be beneficiaries, but also
contributors of information and insights for the analysis. This output contributes to the Policy Model
Definition (3.) in the SCALE(up)ALPS Project which then leads to the development of a sustainability
plan (4.) as well as the Scale-up Roadmap (5.) followed by the Implementation of a Memorandum of
Understanding for the Alpine Space (6.) and the Monitoring and Evaluation of the Policy Model (7.).
Figure 1: The Scale(Up) Alps Framework of Output 2.1
Source: Own Representation
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1.1 Main Purposes of the Policy Model on Local and Alpine Ecosystem Acceleration
This document illustrates how SCALE(up)ALPS have identified innovative policy schemes to favor a
strategic approach to Scale up ecosystem growth. Based on previous activities and results obtained in
T1 and T2, it collects and display with a logical framework approach, a set of interventions proposals,
support schemes and business conditions development, able to help both policy makers and the other
ecosystem stakeholders, in enhancing the framework conditions for scale-ups in the Alpine Space area.
Seven objectives were identified and will be discussed in detail in order to create the basis for policy
development for scale-ups in the Alpine Region. This output considered several target groups such as
local, regional and national governments, high growth firms, SMEs, business support organizations,
research facilities and public institutions.
The Policy Model on Local and Alpine Ecosystem Acceleration builds on two main Policy Aims which
were identified in Work Package T1 and T2 as results of the Scale-up Sector Analysis and Policy
Intervention and Selection. The overall aim is to make the Alpine Space open and polycentric for scale-
ups.
Therefore the first Policy aims at Openness:
• The Policy Model will be oriented towards opening up Alpine Space markets while promoting
global growth of scale-ups.
• Its goal is to enhance the efficiency and coverage of Alpine Space networks for start-ups and
scale-ups in various industries.
• It will facilitate the cooperation in cross-border regions in the Alpine Space by promoting co-
development with Neighbouring regions and cross-regional activities.
• It therefore tries to mitigate, and adapt territories to systematic support for scale-ups.
The second Policy aims at Polycentricity
• The Policy Model will enhance renewal of Alpine Space cities by enhancing innovation by
start-ups and scale-ups.
• It will be promoting secondary city/regions as hubs for scale-ups.
• It aims to reduce brain-drain from the countryside and should improve valorising of co-
working spaces and innovative landscapes in the Alpine Space.
• It there should be unleashing regional diversity and endogenous development for scale-ups.
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Based on these two policy aims this Output 2.1 outlines a Policy Model on Local and Alpine Ecosystem
Acceleration which should test or validate and transfer innovative policy schemes for Strategic Scale-
up, ecosystem growth, through regulatory interventions, proposals, funding schemes definition,
business conditions enhancing opening policy, scale-up policy makers capacity according to the project
proposal. Its objective is to give a comprehensive overview of the concept of scale-ups from the
perspective of founders, managers and policy makers for scale-ups in Alpine Space. This document can
also be used to feed the process of continuous policies improvement, animating the discussion with
each ecosystem’s stakeholders and, specifically with the Alpine Space Scale-up Policy committee.
Output 2.1 with its main aims openness and polycentricity clearly considers the strategic dimension
of policy development in the SCALE(up)ALPS project and makes a difference between strategic goals
on a short-term, medium-term and long term level. The first and direct strategic impact from the
project results in actions supporting openness (e.g. open learning between scale-ups from different
regions in the Alpine Space), but also exchange of experiences (e.g. conferences, workshops etc.)
Examples for the impact of these policies on a mid-term level are a change of actions and behavior as
well as decision making with regard to scale-up Companies in the Alpine Space. Examples for a long
term perspective the social and economic conditions for scale-ups in the Alpine Space will be improved.
This is illustrated by the figure below.
Figure 2: Strategic Dimension of the Policy Model Definition in the SCALE(up)ALPS Project
Source: Own Representation
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1.2 Methodology
The principal methodology for this output has been a content analysis of existing policy and procedure
templates with regard to scale-ups, in addition to concrete policy examples from a selection of
European and International institutions and support organisations.
The policy objectives and key strategies are presented in the next section 1.3 with regard to results-
based goals, programs and actions of the SCALE(up)ALPS Project.
General objectives: addresses a given challenge and is linked to a target as an expected
outcome
Programs or specific objectives: addresses the underlying cause of the challenge and is
linked to targets as intermediary outcomes
Activities and Actions: with their corresponding activity targets as outputs
The project SCALE(up)ALPS applied and combined several methodologies which aim to interlink
already existing patterns and providing Alpine Space regions approaches to transfer globally through
a well-known start-up based method, engaging local community builders and founders in long term
initiatives. The project applies public-private collaborations and operates in a lean and result oriented
perspective, together with stakeholders in the start-up sector to validate and implement the measures.
The guiding principles are empowerment: Knowledge is generated locally and remains available,
respect: Local intellectual and knowhow are respected; localization: Local materials & representations
are extensively used, Inclusiveness of all groups granted.
Furthermore, on the methodology described in the application form two additional approaches were
implemented. First, the Alpine Space (AS) Scale-up Platform is used to inform stakeholder about the
developed tools and trainings, receive feedback and foster collaboration and regional ecosystems.
Second, a AS conference for start-up ecosystem stakeholders was established to network and
exchange experiences among stakeholders, business support organizations, research facilities and
public institutions. Therefore all SCALE(up)ALPS project partners contributed in the data collection
process. Each partner conducted project activities in their community and engaged different key
stakeholders. The process thus directly involved the local and regional scale-up ecosystem. Besides,
secondary data was collected, which is the theoretical groundwork for this report.
The following figure three illustrates the multiple methods approach that was taken in the
SCALE(up)ALPS project. We distinguish approaches used for policy formulation and those used for
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policy implementation (which also took place in a short term format during the first phases of the
project).
Figure 3: Methodologies for Policy Formulation and Implementation (Source: Own Representation)
We present now two specific examples to illustrate how qualitative methods were used in the project.
The project team did Interviews, organized Focus Groups and did collective mind-mapping within the
first phases of the project for setting policy priorities and key strategies for scale-ups in the Alpine
Space.
1. Policies and strategies are defined through policy dialogue led by the SCALE(up)ALPS
consortium integrating local and regional government, business support organizations and
relevant stakeholders.
2. Analysis of Policies and strategies: Address the challenges identified during the scale-up sector
analysis. This was done evidence-based, and based on an explicit causal chain. The analysis
found in T1 and T2 Policy priorities which were documented as key strategies and/or actions
accompanied by specific and measurable for target targets to measure the sector
performances for scale-ups and their support in economic development.
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1.3 Seven Objectives of the Policy Model on Ecosystem Acceleration
This Policy Model on Ecosystem Acceleration uses the Logical Framework of referencing the procedural
steps for Impact Assessments (IA)1 as a guiding line. The Impact Assessment supports the decision-
making process and provides a suitable framework for policy development. The consortium of the
project selected this framework for policy development as it also considers the Impact Assessment of
Policies. Therefore this framework was implemented for the development of the Policy Model on
Ecosystem Acceleration. It is organized around 7 main objectives and each of them considers 4 sub-
questions (1. Awareness, 2. Objectives and Actions, 3. Impacts, 4. Evaluation) for scale-ups in the Alpine
Space. It acts as a framework and passes a tool for policy developments for scale-ups in the Alpine
space.
Table 1: Policy Model Framework Structure (Source: Own representation)
7 Objectives as Orientation for Policy Development for Scale-ups in the Alpine Space
General Objective Programs and specific objectives Categories Target Groups
Objectives (1-2)
Growth and
Relevance
1. Solving the growth problems for
scale-ups in the Alpine Region
2. Reasons for policy developments
and actions in the EU and the
Alpine Region
Awareness
Local/regional/national
Government
SME/support Institutions
Public
Objectives (3-4)
Outcomes,
Achievements
3. Forms of outcomes and
achievements
4. Actions to reach Objectives
Actions
Local/regional/national
Government
SME/support Institutions
Public
Objectives (5-6)
Economics,
Impact and
Effectivness
5. Economics, Social and
Environmental Impacts
6. Comparison of actions
(effectiveness, efficiency and
coherence)
Impacts
Local/regional/national
Government
SME/support Institutions
Public
Objective (7)
Monitoring and
Evaluation
7. Organization of monitoring and
evaluations
Evaluation
Local/regional/national
Government
SME/support Institutions
Public
1 Impact Assessments (IA): The process of gathering and analyzing evidence to support policymaking. It verifies
the existence of a problem, identifies its underlying causes, assesses whether EU action is needed, and analyses
the advantages and disadvantages of available solutions. Impact assessment promotes more informed decision-
making and contributes to better regulation which delivers the full benefits of policies at minimum cost while
respecting the principles of subsidiarity and proportionality. An impact assessment is required for Commission
initiatives that are likely to have significant economic, environmental or social impacts.
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2. Impact Assessment: Objectives 1-4
In this section four main objectives will be discussed in detail. First, two goals address the issue of
awareness for scale-ups in the Alpine Space. Second, objectives and actions with regards to scale-ups
are explored.
2.1 Objective 1: Solving the Growth Problems for Scale-ups in the Alpine Region
The first question starts by verifying the existence of a problem, identifying who is affected, estimating
the problem's scale, analyzing its causes and consequences, and assessing its likelihood to persist in
the absence of (further) EU policy intervention. The answer to this question should give policymakers
the information needed to decide whether there is a problem for which a policy response may be
warranted High quality policy proposals are built on a clear definition of the problem and its underlying
causes (so-called “problem drivers”). (https://ec.europa.eu/info/sites/info/files/better-regulation-
guidelines-impact-assessment.pdf)
The main goal of the first question is to identify and compare different definitions on the term “scale-
up”. The term start-up is well known nowadays. There are many local start-ups, but when looking at
the next step, the scale-up, we see that the not many companies are participating in international
growth. Many startups are established year to year. But not all of them succeed to survive the first
year. For the startups that survived the first year, a further success is not certain. Nearly a half of the
startups still fail to maintain their business. Of course, all of these businesses want to be successful.
Therefore, all of them have huge growth ambitions. This phase where startups reach the next level or
step, is called scale-up. Although spontaneous scale-up is possible, scale-up models focus on planned
expansion and institutionalization of businesses.
Vertical scale-up involves institutionalizing this type of businesses through policy, regulatory,
budgetary, or other innovation system changes. Often, policies and norms adopted at the national or
ministerial level must move through all of the levels of a decentralized startup infrastructure system
in regions to become standard practice. Horizontal scale-up, sometimes also called “spread,” involves
replicating an intervention in different geographic regions or extending it to a wider area. This is also
one of the aims of the SCALE(up)ALPS Project, but it has to be stated that moving in this direction also
does not happen automatically, because incubation and startup managers and providers in different
settings are likely to have varying levels of skills and experience with scale-ups (as only a small
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percentage of startups will pursue this pathway) or because startup’ needs may differ.
Functional scale-up, or “diversification,” involves testing or adding a new innovation to an existing
one.
Age and Size play a vital role in the success of a startup. The older they get, the more confident they
are in the way of organizing their business. Furthermore, startups face internal and external challenges
during a scale-up attempt. Some of them are: the creation of a clear vision/mission statement, hiring
suiting employees, creating customer satisfaction, brand communication, responding to market
changes etc. (FutureKings, 2018, p. 6) “Thus, it is understood that one modality of entrepreneurship
makes a very important impact on the economy and stands out from the others: scale-up companies”
(Daunfeldt, Elert, & Johansson, 2014; Isenberg, 2012; Mason & Brown, 2013). These companies are
conceived of as a type of HGF (High Growth Firm), but with particular characteristics. They have more
than 10 employees, revenue growth over 20% a year for at least three consecutive years and dominate
a business model with possible scale-up (Monteiro, 2017).”
Coming back to growth ambitions. It is common knowledge that young startups have big ambitions.
“The older and the bigger the start-up, the more ambitious their growth targets.” That means, that the
confidence of a startup grows as soon as they survive their first year and start to scale. More than 70%
of the young starts are confident of meeting these targets. But, when these businesses were asked
about the challenges they may face, both internally and externally, gaps in their confidence started to
appear. So, it seems like they are not meeting these problems as well as they should be. To summarize,
as these startups have very high growth ambitions, there are also some problems that arise. These
problems could, for example, be gaps in confident how to organize areas of the business that are ready
to grow. But to handle these problems, startups need to start organizing their business. Otherwise,
they can´t reach their goals and ambitions. These goals can range from revenue growth to expanding
their products, services and employees and to most important one, to survive. This process can also
be named as “to scale-up”.
“These enterprises with potential for high growth and job creation have propelled and transformed
diverse sectors of the economy. The same study found that while a conventional firm hires on average
0.34 employees per year, a scale-up creates a hundred times more opportunities in the same period
(Medeiros da Rosa, Cotta de Mello & Castro Ferreira, 2018, p. 1-2).
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Scale up is an entrepreneurial development stage of a business that comes after stand-up and start-
up. (Rossetti, Nepelski & Cardona, 2018, p. 40) In this stage a business is already more established
compared to the stand-up and scale-up phase and in terms of policy support it requires boosting
(Rossetti, Nepelski & Cardona, 2018, p. 16). Boosting means for example setting highly selective
initiatives based on strong growth motivation, progressive control on milestone achievement, hands-
on support on achieving milestones, encouraging equity funding and to promote the exchange of
experiential insights for rapid growth. (Rossetti, Nepelski & Cardona, 2018 p. 16). Here, the main goals
are market expansion and economic growth (Rossetti, Nepelski & Cardona, 2018 p. 10). The scale up
stage of a business is a phase, in which the fundamental challenges of getting their startup organized
for growth becomes more and more important (Future Kings Limited, 2018, p. 3). Furthermore,
businesses in the scale up stage face numerous of challenges, which are different to the stage of which
a start up is in (Future Kings, 2018, p.6). One challenge would be the increased demand for employees.
(Future Kings Limited, 2018, p.10). Based on the definition work we identified methodologies/action
plans for improving local/regional conditions for scaling up of businesses, including.
As an example the consortium implemented Action 24 from DT1.2.3 and Action 24. The scale up
ambassadors. This is a role that is considered important by the members of the LPAG is that of the
ambassador. This can be seen from different points of view. We can imagine a scale up ambassador
who regularly visits educational institutions to present opportunities and pick up young people when
they are most receptive. On the other side the ambassadors can attend to national and international
events to promote its local ecosystem and share insights about it. Moreover even the local scale up
can turn into ambassadors and promote their territories and also foreign students, for instance from
Erasmus program, can be involved in the local ecosystem and act as ambassadors when they go back
home. IMC created the SASA programme which is the Scaleup Alps Students Ambassador Programme
with more than 100 students as Participants and informed local stakeholders, SME and business
support organizations about the SASA programme.
Moreover Action 23. Showcasing scale ups from DT 1.2.3 was implemented. This was intended as
Role Models / Show Cases can be helpful as a strong stimulus and emulation has always been a
powerful tool to promote business development. Intermediaries should therefore be able to collect
and show success stories of companies that have made the growth path also to give others the
elements that can be replicated to achieve similar results.The LPAG activated by each partner involved
about seventy people coming from the different Regions covered by the Scale Up Alps partnerships.
The total number of people involved in the discussions at local level, including both the attendees to
the workshops and the interviews, sum up to more than one-hundred and ten.
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Objective 1: What is the problem of Scale-ups and why is it a problem?
Scale-ups are defined by their size (number of employees), their ability to produce a revenue
growth of a certain threshold, as well as by their ability to dominate a scale-up business model. As
per the Review of International Business, in order to be considered a scale-up, the business must
have at least 10 employees and a yearly revenue growth of at least 20% in three consecutive years.
Scale up is an entrepreneurial development stage of a business that comes after stand-up and
start-up. Boosting means for example setting highly selective initiatives based on strong growth
motivation, progressive control on milestone achievement, hands-on support on achieving
milestones, encouraging equity funding and to promote the exchange of experiential insights for
rapid growth. The scale up stage of a business is a phase, in which the fundamental challenges of
getting their startup organized for growth becomes more and more important. Furthermore,
businesses in the scale up stage face numerous of challenges, which are different to the stage of
which a start-up is in, one challenge is the increased demand for employees.
References: Isenberg, D. (2012). Focus Entrepreneurship Policy on Scale-Up, Not Start-Up. Harvard Business Review, (November
30th), 2–3. https://doi.org/10.1002/smj.2272/abstract
Onetti, A. (2014, 07 29). Scaleups. When does a Startup turn into a scaleup. Retrieved from Startup Europe Partnerships: https://startupeuropepartnership.eu/scaleups-when-does-a-startup-turn-into-a-scaleup/
Rossetti, F., Nepelski, D. and Cardona, M, The Startup Europe Ecosystem. Analysis of the Startup Europe projects and of their beneficiaries, EUR 29134 EN, Publications Office of the European Union, Luxembourg, 2018, ISBN 978-92-79-80358-1, doi:10.2760/78946, JRC110945.
Rosa, F. M. da, Mello, R. C. de, Ferreira, V. A. de C. (2018) O fenômeno da internacionalização e as empresas scale-up: uma revisão sistemática da literatura. Internext – Review of International Business, 13 (2), 71-85. DOI: http://dx.doi.org/10.18568/1980-4865.13271-85
Sebrae, Endeavor, & Neoway. (2017). Scale-Up Rio. Rio de Janeiro: Sebrae-RJ. Retrieved from http://www.sebrae.com.br/Sebrae/PortalSebrae/UFs/RJ/Anexos/PESQUISASCALEUPSRJ_final.pdf
Future Kings Limited 2018
Usage of this section as Input: This section is a short summary to be used to inform business
support organizations, SME, local, regional and national government about the definition of scale-
ups. It is also relevant in communication with the public society so that the term scale-up gets
more common to enhance the visibility of scale-ups. See objectives 5 and 6 for Examples of Impact
Measures and transfer.
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2.2 Objective 2: Reasons for Policy Developments and Actions in the EU and the Alpine
Region
After outlining the problems and challenges that scale-ups face, this section of the output analyses to
what extent EU Member States can resolve the problem sufficiently and whether the EU has the
competence to act. The answer to this question should give policymakers the information needed to
decide whether a policy response at the EU level is needed.
2.2.1 Scale-up Initiatives at EU level
At a European Level the Start-up and Scale-up initiative is based on a communication from the
European Commission (Europe’s next leaders: the Start-up and Scale-up Initiative), released in 2016,
which two main objectives are first to remove barriers to scaling up in the single market with
ecosystem building projects and second to develop networking opportunities, enhancing the start-up
ecosystem - by connecting clusters, people, and local ecosystems across Europe. Three major barriers
were identified as results of a public consultation by the European Commission in 2016 (https://eur-
lex.europa.eu/legal-content/EN/TXT/HTML/?uri=CELEX:52016DC0733&from=EN):
1. start-ups looking to scale up still face too many regulatory and administrative barriers
especially in a cross-border situation;
2. for both start-ups and scale-ups, too few opportunities exist to find and engage with potential
partners in finance, business and local authorities;
3. accessing finance is one of the biggest barrier to scaling up.
(https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=COM%3A2016%3A733%3AFIN)
Scale-ups, growing quickly with the right help and ambition, can be greatly beneficial to economies.
In order to support scale-ups many frameworks and approaches for scaling up businesses in Europe
have been developed and tested in recent years. The basic document for the analysis of Policy Models
to support scale-ups in the Alpine Region is the Entrepreneurship 2020 Action Plan (2010). It
formulated comprehensive support of the EU start-ups in three action pillars:
Entrepreneurial education and training to support growth and business creation;
Creation of environment where entrepreneurs can flourish and grow;
Role models and reaching out to specific groups.
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2.2.3 Scale-up Policy Framework – Harmonization
An open issue is the question how to ensure an enhancement of scale-up acceleration as political
issue. Regarding start-ups for this objective, in 2013 nine successful European entrepreneurs –
founders and cofounders of eight fast-growing, cutting-edge, globally competitive Internet start-ups
teamed up to write the Start-up Manifesto, a 14-page roadmap containing 22 action points, drafted
to spur discussion on improving the start-up ecosystem and digital-era performance in the European
Union’s 28 member states (see http://www.startupmanifesto.eu for more). Its 22 actions in 5 areas
as a whole should create favorable conditions for the future success of European businesses: 1) in
the Education and skills area actions like making teachers digitally competent and confident, teaching
children the principles, processes and the passion for entrepreneurship from a young age or
encouraging university students to start a business before they graduate; 2) in the access to talent
area actions like turning Europe into the easiest place for highly-skilled talent to start a company and
get a job by rolling out a pan-European Start-up Visa or Bringing the best brains back home; 3) in the
Access to capital area actions like increasing private and institutional investment in start-ups.2
Of course, the Startup Manifesto has limitations to be mentioned. It is not an official document, and
the authors do not officially represent all the startup community. The Startup Manifesto has five key
pillars. The European Digital Forum added a sixth pillar on “overall institutions framework,” in its 2016
2 See https://www.degruyter.com/downloadpdf/j/cplbu.2017.3.issue-1/cplbu-2017-0009/cplbu-2017-0009.pdf
Using Crowdsourcing for Policy Making – Action: Online Policy Tracker
The Startup Manifesto Policy Tracker began in 2013 as an online experiment. Less than a year after
publication of the Startup Manifesto, a website (www.europeandigitalforum.eu/
startup-manifest-policy-tracker) was created to invite crowdsourcing on national policy progress
towards implementing success in adopting the measures set out in the Startup Manifesto.
Just as for the previous Startup Manifesto, the Scaleup Manifesto Policy Tracker was created in
2016 – an online tool for tracking implementation. The Tracker translates the 49 specific
recommendations into concrete policies whose implementation – or non-implementation – can be
observed and followed. The intention is to shed light on what is or isn’t happening at EC, member-
state level – but also by startups and their ecosystem.
References:
https://crowdsourcingweek.com/session/startup-manifesto-movement-crowdsourcing-policy-input/
http://www.europeandigitalforum.eu/index.php/component/attachments/attachments?id=311&task=
view
16
Startup Nation Scoreboard and broke the five categories down into concrete actions where it was
possible to measure progress.
Figure 4: Six pillars of the Startup Manifesto Policy Tracker
Source: http://www.europeandigitalforum.eu/index.php/component/attachments/attachments?id=311&task=view
In September 2016 the Scale-Up Manifesto with 49 recommendations and a comprehensive to-do
list assigning tasks to key stakeholders in the startup/scale-up ecosystem was presented.3 The
recommendations are divided into six thematic chapters, each built around a verb. The Chapters are
listed in figure 5.
3 Source: http://scaleupeuropemanifesto.eu/
17
Figure 5: The 6 Chapters of the Scale-Up Manifesto
CHAPTER 1 COMPLETE THE SINGLE MARKET CONTAINS 9 ACTIONS, E.G. VAT SIMPLIFICATION OR SME TEST WITH SCALE
UP EXTENSION.
IN THE CHAPTER 2 MOBILISE CAPITAL THERE ARE 3 ACTIONS, E.G. TAX INCENTIVES FOR GROWTH OR DEVELOPMENT OF
ALTERNATIVE MARKETS ON LOCAL STOCK EXCHANGES.
CHAPTER 3 ACTIVATE TALENT CONTAINS 4 ACTIONS, E.G. COORDINATED CUT IN NON-WAGE LABOUR COSTS OR EASIER
HIRING OF EUROPEAN WORKERS AS WELL AS SKILLED NON-EUROPEANS.
IN THE CHAPTER 4 POWER INNOVATION THERE ARE 5 ACTIONS, E.G. USE OF „SANDBOXES“ BY REGULATORS OR OPENING
RESEARCH AND INNOVATION FUNDING TO WIDER COMMUNITY.
CHAPTER 5 BROADEN EDUCATION CONTAINS 4 ACTIONS, E.G. BROADENING EDUCATION OF ENTREPRENEURSHIP AND
ICT SKILLS.
IN THE CHAPTER 6 MONITOR, MEASURE AND EVALUATION THERE ARE 3 ACTIONS, E.G. ANNUAL TRACKING AND
EVALUATION OF THE EUROPEAN START-UP/SCALE-UP SCENE OR ANNUAL MEETINGS OF THE EUROPEAN START-UP
NETWORK WITH HIGH-LEVEL PATRONAGE. Source: http://scaleupeuropemanifesto.eu/
A similar example can be found in Sweden. The Swedish Start-up and Scale-up manifesto website is
also tracking policy development online for start-ups and scale-ups in Sweden. On their website they
inform that “Both individual entrepreneurs, startups, and actors within the startup community have
come together and stand united behind the manifesto.” and it is an initiative by the public to support
startups and scale-ups in Sweden.
Figure 6: Online Crowdsourcing – Swedish Startup and Scaleup manifesto
Extracted screenshot from: https://en.startupmanifesto.se/
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In 2018 the OECD has identified framework policies as being critical to unleashing the growth potential
of young firms and SMEs, especially in high-risk sectors
(https://www.oecd.org/cfe/smes/ministerial/documents/2018-SME-Ministerial-Conference-Plenary-
Session-1.pdf). Start-ups are particularly exposed to the policy environment and local and national
framework conditions, due in part to credit constraints and weaker resilience relative to incumbents.
For innovative businesses in general, administrative framework, government regulations and public
policies that impact the operation of firms can influence the growth of innovative companies.
Within the Interreg Alpine Space SCALE(up)ALPS Project the creation of a visual representation of
scale-ups in the Alpine Space also followed an online tracking approach. All relevant institutions (Scale-
ups, business support organizations, stakeholders) have the opportunity to enter data about their
support activities online and likewise a visual representation of the Scale-up Network in the Alpine
Space is built up. This bottom-up approach aims to support policy development by enhancing
knowledge about the number and density of the network of scale-ups within the Alpine Space. The
SCALE(up)ALPS Map helps businesses realize these benefits by providing up-to-date information on
available support services in one place. It enables users (stakeholders and the public) to build a
comprehensive picture of the available services that impact their operations and growth processes
based on the sector and countries they operate in.
Figure 7: Online Crowdsourcing – Digital Mapping of Scale-ups and Support Organizations
Source: Extracted Screenshot from: http://scaleupalps.to.camcom.it/)
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Summing up there are two important approaches in the strategic orientation towards policy
development for enhancement of scale-up acceleration as political issue. One approach is Top-Down
from EU and national governments to create legal frameworks for scale-ups and harmonize them
with those for start-ups. The other approach is bottom-up with refers to new approaches such as
crowdsourcing policies and involves stakeholders such as startups, SMEs, established companies,
entrepreneurs, business support organizations and the public. They rely on widely used social media
channels (e.g. Facebook, Twitter) in order to reach a high number of reactions for integrating society
in policy development suggestions (e.g. Manifesto) or collect data on startup and scale-up activities
in the Alpine Space (e.g. SCALE(up)ALPS project).
Table 2 illustrates the different target groups based on the structure developed within the
SCALE(up)ALPS project. The bottom-Up Approach would focus on collecting policy relevant
information in local settings (local or regional) but moreover the Alpine Space Action Groups are
integrated through feedback loops for suggestions on policy development on a broader level. While
the local approach focuses on activities of municipalities and business support organizations (e.g.
Information Day, Welcome Day for Scale-ups, Information Packages, Training and Workshops) the
Alpine approach has stakeholders with a focus on the development and growth of scale-ups as
targets.
Table 2: Structure of Stakeholder Integration for Policy Development
Local Action Groups Regional Action Groups Alpine Space Action Groups
Target Groups Target Groups Target Groups
Municipalities Regional Ministries Ministries
Urban/Rural Government Regional Governments Governments
Business Support
Organizations, Startups and
Scale-ups, SMEs, public
Business Support
Organizations, Regional public
/ private Pre-Incubators,
Incubators, Business Angel
Networks, Accelerators
Enterprise Europe Network
Scale-up Alps Network
Business Support
Organizations,
private Pre-Incubators,
Incubators Networks, Business
Angel Networks, Accelerators
Quantities:
1.000 – 150.00 people
Quantities
150.000 – 250.000
Inhabitants of Alpine Space
States (Austria, France,
Germany, Italy, Lichtenstein,
Slovenia and Switzerland)
Source: Scale-up Alps Project
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Concluding, there are three important reasons why harmonization of frameworks to enhance scale-up
acceleration are required. First a simplified administrative framework can encourage business
entrepreneurship by reducing barriers. In contrast, substantial costs and complex registration
processes can discourage entrepreneurial activity. Second framework harmonization can simplify
lengthy and costly company registration procedures that divert human and financial resources away
from business activity, just when the company is the most fragile in its growth. Finally, burdensome
entry regulations may also encourage entrepreneurs to conduct their business activities in the informal
sector, particularly in environments where the legal context is weak, as is often the case in less
developed economies. The consequence is that entrepreneurs are deprived of access to opportunities
and protections that the law provides, which might be detrimental for their business expansion.
2.3 Objective 3: Forms of Outcomes and Achievements
In this section the impact assessment (IA) sets out what policy should achieve for scale-ups in the
Alpine Space. The objectives of policy action should be clearly identified, including the level of policy
ambition and the criteria against which alternative policy options would be compared and the success
of any initiative assessed.
The vertical, horizontal and functional scale-up aspect (see Objective 1) need to be considered to
define objectives as they are highly relevant in the SCALE(up)ALPS project with its focus on start-ups
and scale-ups in the Alpine space and therefore stakeholders at all levels – regional, national and at
the Alpine Space level are the basis for community building in these European regions.
2.3.1 Objectives – Canvas Development for Scale-up Policies in the Alpine Space
The usage of a canvas as guiding concept for Scale-up Policies in the Alpine Space is the result of a
series of extensive discussions and consultations held in workshops with local, regional and Alpine
Space policy action groups in the first phase of the Scale-up Alps projects which were attended by
leading experts from various sectors, business support organizations, and research institutions. The
results of the discussions on Scale-up Policies were integrated in a Policy Model Canvas. This canvas is
a method used in the paper “Digital Policy Playbook 2017: Approaches to National Digital Governance,”
where the authors also examined a number of case studies from around the world to develop a
“playbook” that can help leaders in designing digital policies that maximize the forthcoming
opportunities and effectively meet the challenges (http://thegovlab.org/introducing-the-digital-
policy-model-canvas/). The authors of the canvas (see below) suggest that the design and
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implementation of such a canvas can be applied to a specific problem and/or geographic context. The
problem was defined as the support of scale-ups and the region selected was the Alpine Space within
a European context.
Figure 8: Policy Model Canvas as Method for Discussion
The policy canvas was adapted an after the discussion in the local, regional and Alpine Space policy
groups (see Annex 8.1 and Annex 8.2). For the policy groups three core three core objectives were
defined, which in combination are characteristic for the novelty of the approach:
1. Focus on the identification and development of scale-up competences
2. Facilitation of growth-based cross-regional cooperation
3. Involvement of clusters, institutions and stakeholders along the entire process
An important element is to highlight the role of stakeholders and governments when building policies
for scale-ups. “Government Open Source Models (GOSMs) refer to the idea that government-
developed models, whose purpose is to design and evaluate policy, are freely available to everyone to
use, distribute, and modify without restrictions. The community could potentially improve the quality,
Source: http://www3.weforum.org/docs/DPM_Canvas_d1_0.pdf
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reliability, and accuracy of policy modeling, creating new data-driven apps that benefit the public4.”
The Alpine Space Scale-up Policy Model is built using the Canvas approach as this is a widely used
method in a Design-based working approach. It served the project well in the conceptual development
of important policy areas for scale-ups in the Alpine Space. It considers 9 areas for proposals of
regulatory interventions. The first area is the vision for scaleups (1.), it highlights the rrgency (2.) of the
problem and reflects upon the Alpine Space context (3.) and relevant Instruments (4.) and the needed
Investment (5.). It distinguishes between an enablement zone and an engagement zone with
opportunities (6.) for policy building, the integration of stakeholders (7.), the required action (8.) and
the 2 path way of communication linked to it (9.). The model summarizes all 9 elements on one single
page. Moreover it is useful to inform local, national and Alpine Space Groups about areas for policy
development for scale-ups.
Figure 9: Alpine Space Scaleup Policy Model Canvas
4 http:// https://opensource.com/article/17/1/government-open-source-models
Source: Own Representation
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Based on these 9 areas for policy proposals for regulatory interventions we derived the following
Action Plan goals for the Scaleup Alps Platform Development as actions for Startups and Scaleups in
the Alpine Space. This can be translated into a set of actions and goals. In this section we introduce
the set of Action listed in D.T1.2.3, referring to the three main goals mentioned before.
GOAL 1: Stimulating growth in individual companies
Some countries in the Alpine Space have policies aimed at stimulating individual companies. Many of
the programs build on accelerator type models and most of them have a specialized sector focus. The
German Accelerator program for example offers mentoring with experienced entrepreneurs, boot
camps, access to the worlds’ hotspots and so on as well as technology and life sciences start-ups (see
Annex 8.5).
Actions addressed to Public Administrations:
• Action 3. Paid sabbatical periods for scientists and researchers
• Action 4. Scale up Vouchers for talents
• Action 6. Coupling Funding with Support.
• Action 7. New tools.
• Action 9. Taxation
• Action 11. Regulations, bureaucracy and legal framework.
Actions targeted at Intermediaries
• Action 16. Other specialized services
• Action 21. Support the development of re-start-up.
• Action 23. Showcasing scale ups.
• Action 25. Cooperating with Clusters
The goal is to increase the number of scale-ups in the Alpine Region. Moreover there are 4 different
objectives that ca be mentioned:
1. Accelerating Commercialization — helps small and medium businesses, entrepreneurs and
researchers to commercialize novel products, services and processes.
2. Business Management — provides access to a national network of experienced business
advisers and facilitators to assist you to improve your business practices, become more
competitive, and take advantage of growth and collaboration opportunities in order to
increase your business’s capability to trade in Australian markets and/or markets in other
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countries.
3. Incubator Support — assists new and existing incubators to improve the prospects of Alpine
Space scale-ups achieving commercial success in international markets, through helping them
to develop their business capabilities.
4. Innovation Connections — experienced Innovation Facilitators work with scale-ups to identify
knowledge gaps that are preventing the business growth. The outcome is an Innovation
Facilitation Report.
GOAL 2: Stimulating the supply/quality of resources in the ecosystem
A scale-up company is pulling resources toward itself as it grows. Among countries in the Alpine Space
most policies are aimed at increasing the supply of capital. Some countries have chosen to use fiscal
measures to increase access to capital. The aim of the Scale-up Alps platform is the establish peer-to-
peer relations between resource seeking companies and providers through the platform. An
applicative solution to establish peer-to-peer relations was the implemented platform in the project.
Moreover social media channels were used to inform Scale-ups and relevant stakeholders to enhance
peer learning. Therefore a peer learning lab was established as action to support exchange of
experiences. Accelerating Commercialization provides successful applicants access to expert guidance
and grants to find the right commercialization solutions for novel products, processes and services.
Accelerating Commercialization offers the following services and grants:
• Commercialization Guidance
• Accelerating Commercialization Grant
• Portfolio Services.
The goal of the peer learning lab was to provide practical support for businesses that includes:
• Advice from people with relevant private sector experience
• Co-funded grants to commercialize new products, processes and services
• Funding to take advantage of business improvement and growth opportunities
• Connection and collaboration opportunities.
Actions addressed to Public Administrations
• Action 2. Promote Scale-up companies internationally
• Action 5. Building a market for innovative start up and scale up through the PCP and PPI
• Action 8. Support with administrative tasks.
• Action 10. Merging of subsidies across borders.
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Actions targeted at Intermediaries
• Action 15. Supporting exchange of experiences through coaching services
• Action 20. Establishing local working groups
• Action 22. Strengthen the contact and network to distribution partners
• Action 26. Explore the banking services
The goal is to facilitate the access to capital for high growth firms.
Figure 10: Peer-to-Peer Action example: Peer Learning Lab in the Project
Source: https://twitter.com/scaleupalps?lang=de
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GOAL 3: Stimulating stronger links in the ecosystems
The Alpine Space Policy Model aims to build stronger links within the Alpine Space, although careful
implementation is needed here. The instrument for implementation is the SCALE(up)ALPS platform
which provides the opportunity for start-ups and scale-ups to register and communicate using the
virtual space as a platform for collaboration. They can meet and these meetings will build bridges
among the groups and increase the interaction among them.
The goal is to build up a strong network for scale-ups in the Alpine Space. As an example the goal of
the business advice and facilitation services to scale-ups businesses is that they should help build
capacity, improve capability, extend networks and take advantage of growth opportunities in
Australian and/or markets in other countries. Independent advisers and facilitators provide business
advice and facilitation services to eligible businesses for business evaluation, growth services and
supply chain facilitation. Supply chain facilitation provides support to strengthen opportunities,
improvements and linkages within an identified supply chain opportunity to improve your business’s
capability to contribute to your purchaser’s trade in Alpine markets and markets in other countries. At
no cost to your business, a skilled business adviser or facilitator will work closely with your business to
offer practical ways to: connect with and supply existing and new markets in Alpine markets and/or
markets in other countries; generate sustainable business growth and find opportunities to connect
and network with customers and suppliers for scale-ups.
Actions addressed to Public Administration
• Action 1. The need for a Coordination action
• Action 12. Comparison with other Acceleration programmes.
• Action 13. Monitoring of implemented policies.
Actions addressed to Intermediaries
• Action 14. The network approach
• Action 17. Using tools to ease the identification of promising scale up.
• Action 18. Join global networks to share methodologies and experiences
• Action 19. Create networks of investors and sponsors
• Action 24. The scale up ambassadors
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Figure 11: Summary and Links of Stimulating Actions and Goals for Scale-ups
Source: Own Representation
2.4 Objective 4: Actions to Reach Objectives
Once a set of policy options is selected, a robust assessment should be carried out of their economic,
social and environmental impacts and of who will be affected. At the end of this process, policymakers
should know to what extent different policy options would meet their objectives, with what benefits,
at what cost, with what implications for different stakeholders, and at what risk of unintended
consequences.https://ec.europa.eu/info/sites/info/files/better-regulation-guidelines-impact-
assessment.pdf
Building on previous project activities from Work Package one, various actions addressing different
stakeholders need to be implemented in order to reach the objectives. Which ones depend on the
state of the different areas and can be discussed with the same LPAG/ASPAG approach tested in
SCALE(up)ALPS.
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3 Other Policy Proposals for Scale-ups in the Alpine Space
In this chapter further proposals to increase the number of scale-ups, access to financial means,
enhancement of business conditions and macro level policy proposals are presented. The proposals
target the objectives 1-4, which are examined in chapter 2 and derive from other topics discussed
during the SCALE(up)ALPS meetings and public events.
3.1 Goal A: Increase the Number of Scale-up Companies
In this section several options are mentioned to achieve the vision described in the Scale-up Alps Policy
Canvas.
3.1.1. Proposal 1: Alpine Space Scaleup Observatory
No official definition of a scale-up company exists, so the first task was to gather information how to
define scale-ups and relevant terms around scale-ups. This research activity will allow to build an
Alpine Space Scale-up for identification of scale-ups in the future. This observatory will then be able to
serve and visualize maps based on data on scaleups across the Alpine Space. Already implemented as
a tool and transferable is the Scaleup Open Platform, which allows to potentially create lists of scale-
up companies, so that local public and private sector organizations can identify, target and evaluate
their support to scale-up companies.
3.1.2 Proposal 2: Learning enhancements: Think Tanks for Scale-ups in the Alpine Space
The project has also created Think Tanks for Scale-ups in the Alpine Space through integrating joint
activities and supported mutual learning between regions in the Alpine Space. One action was the
Alpine Space Conference that was held in order to exchange ideas how to further support scale-ups in
the region.
3.2 Goal B: Facilitate the Access to Finance Options Finance
3.2.1 Proposal 1: Funding Schemes
The access to Funding Schemes in the Alpine Space for start-ups and scale-ups is characterised by a
great variety. Much of this variety has its roots in the context of the national, regional or sectoral
innovation system being targeted, each requiring different policy designs that must take into account
a unique set of public policy and governance arrangements that have evolved over time and been
shaped by history. According to Isenberg, the ecosystem consists of hundreds of specific elements that,
for convenience, are grouped into six general domains: a conductive culture, enabling policies and
29
leadership, availability of appropriate finance, quality human capital, venture-friendly markets for
products, and a range of institutional and infrastructural supports. In May 2018 the Startup Europe
Partnership published an open letter regarding the funding and role of EU support schemes within the
entrepreneurial ecosystem (https://startupeuropepartnership.eu/how-eu-programmes-can-help-
innovators-and-startups/):
“1. Support the Ecosystem rather than the single actors EU programmes should not directly support
startups/innovators rather the ecosystem by facilitating and fostering networking and international
outreach to other regions’ ecosystems and actions aimed at making the ecosystem visible and
attractive for investors and talent from outside Europe.
2. Fuel the Investors rather than the Startups EU programmes should not be scattered across multiple
financial instruments and grants rather be as much as possible concentrated and channeled through a
single EU agency to private financial operators. Rather than directly provide capital to startups EU
funding should be invested into venture capital funds directly (public entities as LP of funds) or indirectly
(public entities as LP of funds of funds). Alternatively public funds might be invested directly into startup
companies but only in combination with investments from private funds and accelerators (matching
funds like Yozma in Israel). In case of public investment into private VC funds, management fees should
be zeroed or consistently reduced and define other mechanisms to incentive/de-risk the VC managers
(e.g buyout schemes for the investment made into the fund) to use all their means to support their
investments to grow at international scale.
3. Support the later stage rather the early stage
Europe needs to produce its own startup champions. EU Support should focus to preferably support the
startups in the growth phase (i.e. the scaleups) rather than the early stage startups.”
Moreover there is some criticism that funding in the field of startups and scale-ups is mainly focused
on the first group. Daniel Isenberg, a professor at Babson College in the US, who specializes in
entrepreneurship, says policy to create environments that favor entrepreneurs has been tilted “90/10”
in favor of start-ups. It now needs to favor scale-ups (https://www.ft.com/content/ac7fe8b2-1202-
11e6-91da-096d89bd2173). This is in line with the argumentation from the Startup Europe Partnership
and also underlines the support of funding schemes for later stages.
30
Table 3: Funding Schemes for Scale-ups and Startups in the Alpine Space
Pre-Seed & Seed Early Stage Later Stage
Incubators Incubators & Accelerators Accelerators
Crowdfunding Venture Capital Venture Funds
Crowdsourcing Corporate Venture Capital Corporate Venture Capital
3F – Family, Friends,
Foolhardy Investors
Public Loans
Subsidies Business Angels Business Angels
Owners Equity
Source: Own Representation
PROPOSAL 1:
In the Local Policy Action Groups different funding schemes for start-ups and scale-ups were discussed
and one example of Good Practice was the funding schemes by the Austrian Promotion Agency FFG
which has a strong focus on different development phases of the companies.
Table 4: Good Practice Example Austria – Funding Schemes by the FFG
At the heart of any successful business venture is a good idea. The Austrian Research Promotion Agency
(FFG) is offering targeted and coordinated funding schemes and services to help turn these ideas into
successful products and services.
Start-ups usually go through the following development phases:
Pre-seed phase: Evaluation of initial ideas preceding start-up.
Seed phase: Establishment of the company with the aim to implement a specific idea; search for
investors.
Development phase: Implementation of the research and development project to realise the idea or
innovation.
Prototype phase: Development and production of first prototype; involvement of pilot customers and
friendly customers.
Market entry: Market introduction, production start-up and start of intensive marketing.
The FFG offers tailored support for innovative business ventures in any phase of the start-up process
RSA: Assistance in the establishment of spin-offs for the exploitation of development results obtained
from university projects.
Placements: Funding of R&D related placements for pupils.
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COIN networks: Support in establishing interdisciplinary cross-sector networks.
AplusB: Austrian start-up programme for the support of academic spin-offs.
Projekt.Start: Assistance in preparing applications for start-up funding.
Innovation Voucher: Promotion of cooperation between companies and university or non-university
research institutions.
Start-Up Funding: Support in the implementation of a research and development project, starting from
the idea through to the prototype stage.
Feasibility Studies: Assistance in examining the technical feasibility of an idea or development
approach.
Markt.Start: Support in the production and market introduction (including distribution) of products
developed as part of an FFG-funded R&D project.
Clinical trials (KLIPHA): Funding of phase I and II clinical trials for the development of new medicines
and treatments.
Thematic programmes: Calls for proposals for projects on clearly defined topics, which are mainly
targeted at consortia.
Source: https://www.ffg.at/en/Start-up/FFG-Funding
PROPOSAL 2:
Another idea is rooted in the Scaleup Manifesto. As the awareness for the need of funding is growing
several big players have begun to take steps. The European Commission has floated the idea of a “fund
of funds,” which would invest alongside European venture capital and bring more money to innovative
ideas (http://scaleupeuropemanifesto.eu/).
3.3 Goal C: Enhance Business Conditions
3.3.1 Proposal 1: Decision Maker Engagement
Another proposal for policy development is the focus on Business Conditions in the Alpine Space. The
Alpine Space is an important region for Startups and Scaleups. Newly founded companies play an
important role in the ecosystem and may turn into Scaleups and a few factors may be decisive for the
success of this strategy.
3.3.1 Proposal 2: Amalgamation of scale-ups in the ecosystem
In the Alpine Region, newly founded companies should also be seen as the future backbone of the
economy — closing the gap with foreign-owned companies, integrating into value chains, enriching
existing and creating new industries — and thus major contributors to the structural change necessary
to modernise the economy and keep it competitive in the long run.
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3.4 Goal D: Macro Level Policy Goals
At the macro level, national laws and policies (or state/province laws in decentralized systems) provide
overall guidance for the Scale-up Ecosystem. The legal and regulatory level is important for authorizing
macro policies. Macro-level (national/state/provincial) policies usually define the goals, objectives, and
desired outcomes of services with regard to start-ups and scale-ups.
PROPOSAL 1(EUSALP Committee):
Macro-level policies for the Alpine Space for scale-ups present the priorities and outline scale-up
support goals are to be achieved. In the project partnering countries, strategies for the start-up sector
are guided by established sector-wide approaches and related funding arrangements, such as public
incubators, accelerators and business angel networks. These arrangements establish partnerships
between the government and startups and tie streams of funding to a set of agreed-on outcomes.
Figure 12: Macro-Level Policy Framework for the ASS3-Policy Model
(Source: Own Representation)
Alpine Space Scaleup System Building Blocks
Service Delivery
Workforce
Information
Financing
Leadership / Governance
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PROPOSAL 2 (Macro-level policies):
To put macro-level policies into practice for scale-ups in the Alpine Space, action plans and regulations
outline what, how, who, when, and where resources and efforts are needed. In each partnering
country of the SCALE(up)ALPS project in the Alpine Space, the names of the plans and who has
authority over them may differ. One important step for policy building for scale-ups is to ensure in the
SCALE(up)ALPS that the policy intervention for scale-ups is identified as a national priority in the
strategy. For example macro-level financing encompasses the financial, human, material, and other
resources needed to carry out plans. National start-up budgets may contain specific line items or
directives regarding how funds are meant to be used, or they may grant lump sums to regions or
districts, devolving resource-allocation responsibility to lower levels of the system in order to support
start-ups and scale-ups in communities, provinces and regions in the Alpine Economic Context.
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4. Impact Assessment: Objectives 5-6
In the following section economic, social and environmental impact of scale-ups is addressed. This
information is valuable for local, regional and national governments, SMEs, research institutions and
support organizations.
4.1 Objective 5: Economics, Social and Environmental Impacts
In this section the output discusses how to tackle the identified problems and meet the policy
objectives. What actions and measures would affected parties need to take in order to comply or to
enforce compliance?; Would these actions realistically be taken in practice (for example, risks of
noncompliance may high if compliance costs for business are substantial but this risk may be reduced
if public authorities are obliged to promote compliance)?; Would this allow the objectives to be
reached?
The development of the start-up ecosystem is part of this larger change process. Start-ups contribute
to structural change and may change the course of action in companies, industries and the public
sector. Apart from the start-up ecosystem, the government will have its greatest impact on the future
course of action by bringing the education and research system, as well as the business environment,
up to par with the challenges of this change process.
Marmer et al. (2017) in their research of 3,200 start-ups developed a systematic approach to
evaluation of scale up readiness of companies.5 They evaluated each start-up by five interdependent
core dimensions: 1. Customer, 2. Product, 3. Team, 4. Business Model and 5. Financials. They
emphasise that a start-up aiming to become a high-growth company can maximize its speed of
progress by keeping these five core dimensions in balance.
Consistent start-ups keep the customer dimension, the primary indicator of progress in a start-up, in
tune with product, team, financials and business model. This means that each dimension progresses
evenly compared to the others. Inconsistent start-ups have one or more of these dimensions far ahead
or far behind the customer dimension. Premature scaling is the predominant form of inconsistency
5 Marmer, M. et al. (2012). Startup Genome Report Extra on Premature Scaling (edited March 2012). Retrieved
January 6, 2018 from: http://interactivelab.org/Startup_Genome_Report_Extra_Premature_Scaling_vers.pdf
35
when one or more dimensions are ahead of the customer dimension.6 Spreading the knowledge about
scale-ups is an important element with impact on Economy, Society and Environment.
4.1.1 Action to take: Awareness through Microlearning
Microlearning is a method of education that delivers content in short, specific bursts. It can be offered
in many convenient formats such as videos, articles or activities that present information in small
chunks rather than long-form training courses. It is not a replacement for formal learning, rather a
supplement that gives users more control over their own learning. How and why is it effective? It works
for the general public and especially for the younger generation, eg. Millenials. They are the fastest
growing work population and will make up at least half of the workforce by 2020. The average
attention span is 90 seconds. Big changes have a 70% failure rate. On average, employees have 1% of
a typical work week to focus on training. Learners forget 79% of new information within days.
https://www.thesecurityawarenesscompany.com/2017/02/16/microlearning-security-awareness/
Achievement/Tool from the Scaleup Alps project: Microlearning on Scaleups
Within the Scaleup Alps project a Micolearning approach was developed and 24 learning nuggets which
allow to learn about the Topic of Scaleups and Scaleup challenges in less than one month were created.
The access to this information was easy and convenient as Twitter was used as a social media channel.
Figure 13: Microlearning on Scale-ups – Example from the Scale-up Alps Project
6 See https://www.degruyter.com/downloadpdf/j/cplbu.2017.3.issue-1/cplbu-2017-0009/cplbu-2017-0009.pdf
Source: https://twitter.com/scaleupalps?lang=de
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4.1.2 Action to take: Knowledge Exchange
The SCALE(up)ALPS Open Platform is designed to promote and share information and good practices
amongst start-ups, SMEs, business support institutions and others. This webplatform pulls together
the most important resources to help these companies improve horizontal and vertical scaleability.
4.1.3 Achievement/Tool from the SCALE(up)ALPS project: Web Based Trainings
One achievement from the SCALE(up)ALPS project was the knowledge exchange about the Ecosystem
Canvas with the target group of stakeholders such as business support institutions. They could access
the Web Based Training online and learn and exchange their knowledge about their local business
ecosystems.
Figure 14: Scale-up Ecosystem Web Based Training – Example from the SCALE(up)ALPS Project
4.1.4 Action to take: Scale-up Alps Experimentation Fund
While the previous described actions focus on creation of awareness for the society and the public,
the impact for the economy would be specific funds for scale-ups by the European Commission. Such
a fund in the Alpine Space would provide resources and focuses on developing new innovative
programs aimed at supporting innovation and growth of scale-ups. The Fund should co-finance pilot
innovative support programs in Member States in the Alpine Space but on the condition that they are
evaluated rigorously.
Source: https://twitter.com/scaleupalps?lang=de
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4.2 Objective 6: Comparison of Actions (effectiveness, efficiency and coherence)
Based on the assessment of the various impacts and their distribution across affected
stakeholders, this section discusses 6 different policy proposals and compares them in terms of their
effectiveness, efficiency and coherence.
https://ec.europa.eu/info/sites/info/files/better-regulation-guidelines-impact-assessment.pdf
38
5. Policy Proposals for Scale-ups in the Alpine Space
The Alpine Space Scale-up Action Plan Ecosystem Conference provided a platform to compare
Business Conditions in the Start-up Ecosystem for local and trans-regional actors to exchange their
experience and share their vision for Scale-ups in the Alpine Space. The participants elaborated and
worked on the actions for Alpine Space Scale-up Action Plan. International and European keynote
speakers provided thematic inputs and in-depth-knowledge to the related issues. Besides, two creative
design-thinking workshop sessions enabled the conference participants to advance their ideas for the
Alpine Space Action Plan. The members of the conference produced the following ideas for a
Memorandum of Understanding of Alpine Space Scale-up Support Policies.
The Results from the Discussion of the Local Policy Action Groups and the meeting of the Alpine Space
Working Group at the Workshop held in Munich November 2017 yielded the following six policy
Proposals for scale-ups
1. “Connecting through Hubs” — supporting the start-up and scale-up ecosystem. Create a
Connecting Hub with the following tasks: linking start-ups and scale-ups with stakeholders,
making them visible to the outside world, providing information on initiatives and support
measures, collecting data to monitor the system, promoting the participation of start-ups and
SMEs in public procurement and helping the ecosystem to learn fast by setting up Communities
of Practice through the Scale-up Alps Platform.
2. “Facilitate the Movement in the Alpine Space” – Legal reforms of funding schemes are
required in the Alpine Space to facilitate the movement between countries within this region.
Eliminate unfavourable regulations for start-ups. Information on this would be provided on the
Scale-up Alps Platform.
3. “Provide more overview on the demand- and success driven incubator programmes”. Invite
existing support organisations and incubators to the Scale-up Alps Platform in order to
demonstrate and visualize them for start-ups and scale-ups seeking support and funding.
4. “Accelerate and let go” — build up a peer-to-peer network in order to profit from international
experience and support smart specialisation at home. Set-up the Scale-up Alps Platform and
use it as a brokering service assisting Scale-ups to apply to and access international
39
accelerators. This offers companies access to the highest-quality mentoring, international top
investors and corporate customers, with relatively small public investment. Support a single
privately operated internationally oriented accelerator in a selected smart specialisation area.
5. “Integration of innovation centers and universities” - Renew the framework for the
commercialisation of research. Develop joint principles and processes for universities regarding
technology transfer and scale-ups. Support universities in establishing a model and clear rules
concerning the use of research infrastructures for commercial purposes.
6. “Let the business ambassadors fly” — mobilising knowledge creation on scale-ups. Support the
creation of Scaleup Ambassador networks and a community of Ambassadors in the Alpine
Space. Create a certification process for Scale-up Student Ambassadors that will then be able
to attract talent and human resources for working with and for scale-ups. The first Ambassador
programme should be operational in 2018 and the second should start in 2019.
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6. Impact Assessment: Objective 7
Objective 7: Organization of Monitoring and Evaluations
This section of the output discusses how to monitoring and evaluate arrangements to track whether
the policy measure actually delivers the intended results and to inform any future revisions of the
policy. At the end of this section, policymakers should know how the policy will be monitored and
evaluated, allowing for future policy-adjustments whenever needed.
https://ec.europa.eu/info/sites/info/files/better-regulation-guidelines-impact-assessment.pdf
The SCALE(up)ALPS project developed a template for future Policy Proposals regarding start-ups and
scale-ups in the Alpine Space in order to track suggestions (see next page).
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7. Monitoring of Policy Development – Evaluation of Proposal
In this chapter discusses different actions to evaluate and monitor new policy development proposales
for scale-ups in the Alpine Space.
7.1 Actions for Monitoring [template]
All four elements will be evaluated when a new policy suggestion is developed. The six policy proposals
of the previous point ARE at the core of this section. Table five shows a template for the monitoring
process. When defending policies and monitoring them, each proposal needs to be addressed
following the four steps foreseen in the following template. These four steps are:
1- Background/Reason for proposed policy
2- Overview of proposed policy
3- Stakeholders
4- Costs/resource requirements
Table 5: Monitoring Template
Submission date:
Policy Sponsor:
Approving Official(s): [subject to Alpine Space committee approval]
Responsible Person: [subject to Alpine Space Committee approval]
NEW POLICY PROPOSAL for [TITLE OF POLICY]
I. Background/Reason for Proposed Policy
[Explain any relevant background to and reasons for the proposed policy. Indicate whether the policy
is a new policy or a revision to an existing policy. If relevant, discuss how the proposed policy relates
to existing policies. Identify any legal or regulatory requirements that the proposed policy aims to
address.]
II. Overview of Proposed Policy
[Summarize the principles of the proposed policy and briefly outline the procedures to be used to
implement it.]
III. Stakeholders
[List the stakeholders who are most knowledgeable about the subject matter of the proposed policy
and/or would be most affected by the proposed policy.
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These stakeholders may be consulted during the development of the proposed policy, along with other
stakeholders as determined by the Alpine Space Committee. The Alpine Space Committee can assist in
identifying potential stakeholders.]
IV. Costs/Resource Requirements
[To the extent feasible, identify anticipated cost or resource requirements of the proposed policy,
including any human, financial, operational, technological, or other resources that will be needed to
carry out the policy.]
Source: Alpine Space Committee
7.2 Monitoring of Capacity Building in the SCALE(up)ALPS Project
The purpose of capacity building process is to apprise and train the regulators and policy makers in the
Alpine Space about the international instruments for start-ups and scale-ups like Ecosystem Canvas,
Sustainable Development Goals (SDG) for scale-ups and Innovation and Growth Patterns. This project
aims to to build capacities for: (i) deepening our understanding of scale-ups and their business models,
(ii) the identification of competence profiles with regard to required and acquired skills of scale-ups
and (iii) the identification of practical interventions (Toolbox for Scaleups) at various levels within their
growth and development.
8.2.1 Monitoring the Process
By gaining a range of models and strategies to represent scale-up competencies in firms, human
resource managers will be able and apply competency models throughout firm levels to differentiate
their growth processes and meet the needs of international customers. Overall the focus of this Policy
Building aspect is to find out the role of different factors of scale-up competencies in the Alpine Space.
Sub-policies include the following objectives:
1. To find out the impact of competency management activities to enhance the individual
competencies as assets of scale-up founders.
2. To explore the factors underlying the success of competence transformation of scale-up
managers.
3. To investigate the role of competence development within specific fields such as human
ressource management, finance and organisational development.
4. To find out the determinants of scale-up competencies and how those affect the growth and
transformation process
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This monitoring process should cover the following elements:
Investigate the barriers to Scale-up Growth and inform Policy Makers about them;
Analyse policies that influence the start-ups and scale-ups in specific sectors;
Analyse the international instruments/policies and their underlying principles;
Develop a policy framework for mainstreaming the start-up and scale-up based funding
schemes;
Analyse key dimensions of horizontal and Vertical Scaleability taking into consideration the
availability of financial resource(s);
Prepare a framework document and study material, including e-Training on scale-ups;
Organise a conference focusing on scale-ups in the Alpine Space covering the start-up and
scale-up experiences and key learnings;
Organise a training / awareness workshop for regulators and policy makers.
Monitoring of expected Impact:
Adoption of new policies and regulations in the Alpine Space that accelerate the devel-opment
of scale-ups;
Replication in other European Union Member States and third countries.
8.2.2 Monitoring Tool for Capacity Building
The most important tool of competency management is the modeling of competency profiles. A
competency model can be defined as “a descriptive tool that identifies the competencies needed to
perform a role, effectively in the organization and help the business meet its strategic objectives”
(Sampson & Fytros, 2008).
The existence of a monitoring tool helps companies to manage more efficiently their employees by
providing the opportunity to recruit new employees in an optimal manner, to assign the right tasks to
the right people and to improve their skills by vocational training.
The competency profiles are distinguished in two types, depending on challenges the scale-up faces:
(1) Required Skills Profile: They specify the requirements (in terms of skills) which must be met by
a candidate for a specific position.
(2) Acquired Skills Profile: They specify the obtained, the actual competencies of employees.
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Figure 15: A framework for Competence Profiles of Scale-up Founders and Managers
Source: Own Representation
8.2.3 Publication of Monitoring Results – Scaleups
As the knowledge about scale-ups needs to be spread based on data derived from assessing the
readiness of human factors and work environments towards the growth and transformation process
in a scale-up. These results need to be communicated within the Scale-up Ecosystem in the Alpine
Space. This can be supported by providing information material and targeted recommendations of
learning resources for scale-ups.
Many policy constraints that prevent the adoption of new practices occur in the vast arena between
national policies and the point of service delivery (e.g. by Accelerators, Incubators) —a domain that
we call “operational policies.” Operational policies are the rules, regulations, codes, guidelines, and
administrative norms that governments use to translate national laws and policies into programs and
services. Many constraints to scale-up occur at an operational level but have roots in policy and thus
can be considered operational policy barriers.
In order to discuss and transfer knowledge between the macro-level and regional networks the
45
SCALE(up)ALPS project consortium defined a structured approach to discuss relevant operational
policies for scale-up Support in the Alpine Space. Within the project Local Policy Action Groups,
Regional Policy Action Groups and an Alpine Space Network should be created in order to address
policy issues relevant for the development of Startups and Scaleups.
The following illustration contains examples of operational policy barriers that were discussed for
changes in the policy support for scale-ups in the Alpine Space as building blocks when developing the
Policy model on local & alpine Ecosystems in the Project:
Talent and Leadership Development: Restrictions regarding the access to skilled workforce
and people seeking jobs in scaleups.
Financing: The topic was chosen to develop and discuss Policies within the Alpine Space and
relevant actions to enhance the financial support of Startups and Scaleups.
Access to Markets: This was relevant as all the regions within the Alpine Space should be
targeted by Policy Model and related Interventions.
Figure 16: Example - Policy Intervention Model for Talent and Leadership Development
Source: Own Representation
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Summarizing the approaches the Alpine Space Policy Model Canvas was not only conceptualized during
the Scaleup Alps project but also implemented through several different working groups at local,
regional and on the Alpine Space level by Experts from the Startup Infrastructure with different levels
The following table provides an overview of different capacity Building acivities within the first phases
of the Scaleup Alps project.
Table 6: Capacity Building of Policy Makers in the Scale-up Alps Project
Building Capacities of Policy
Makers
Access / Registration Target Groups
Trainings on Scaleups (Marketing,
Finance, Human Ressource
Management)
Scaleup Alps Online Platform Entrepreneurs, Consultants
Peer-to-Peer Learning Network Scaleup Alps Online Platform Entrepreneurs, Consultants
E-Portfolio (Validation of Prior
Knowledge on Scaleups)
Scaleup Alps Online Platform Policy Makers
Alpine Space Action Conference Scaleup Alps Online Platform Acadmics, Public,
Entrepreneurs, Consultants
Scaleup Pattern Cards Download Scaleup Alps Online
Platform (soon)
Consultants, Policy Makers
Scaleup Ecosystem Canvas Scaleup Alps Online Platform Policy Makers
Scaleup Alps Student Ambassador
Programme
Scaleup Alps Online Platform Public (Students)
Source: Own Representation
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8. ANNEX: Documentation of Policy Model Development on local & alpine
Ecosystem
8.1 Local Policy Action Groups (LPAG) activity
Example of a Local Policy Action Group from the project partner IMC FH Krems
LPAG MEMBER
NAME
ORGANISATION
INSTITUTION
Role/competence of the LPAG member (and
his/her organization)
DI Dr. Mathias
Slatner
Kremser Wirtschaftsservice
Head of the city of Krems governmental service
point for founders and resettlements of
companies, support for local firms and new
ventures; Interested in discussing the needs and
challenges for scale ups with other stakeholders
in the ecosystem
DI Dr. Doris
Agneter
tecnet equity CEO of Tecnet equity leading venture capital and
technology transfer firm in Krems, concerned
about financing opportunities for scale ups
Mag. Michael Moll
accent Gründerservice GmbH CEO of Accent Gründerservice GmbH, an
incubator from the federal state Lower Austria
with a focus on technology intensive and
innovative startups, who is looking forward to
discuss support opportunities for scale ups
Dr. Stephan
Grasser
IMC University of Applied Sciences Krems Head of Institute International Business
Ing. Peiman Zamani
accent Gründerservice GmbH Projectmanager at Accent Gründerservice
GmbH, the incubator offers funding and
expertise such as individualized coaching and
support strategic business planning, using the
chance to discuss hands on measures to assist
scale ups
Markus Raunig,
MSc
Austrian Startups e.V. Managing director of Austrian Startups, a non-
profit platform with the aim to connect and
strengthen the Austrian start up ecosystem, he
brings insides from the regional startup scene
Mag.(FH) Florian
Ruhdorfer
IMC Co-Working Space Director of the only co-working space in the city
of Krems, interest in cooperation opportunities
between co-working spaces and scaleups
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DI Stefan Kreppel Österreichische
Forschungsförderungsgesellschaft
WebsiteRoutenplaner, FFG
Program Director Start Up at FFG Österreichische
Forschungsförderungsgesellschaf, focuses on
new ideas to support scaleups
Mag. Michael
Drochter
RIZ Niederösterreis Gründer Agentur
Ges.m.b.H
Division Manager of Startup Support at RIZ
Niederösterreichs Gründeragentur Ges.m.b.H,
wish to expand the local network
DI Gregor Cholewa KnowledgeFox Co-Founder and CEO of the scale up
KnowledgeFox, concerned for special needs and
challenges of scaleups,
Jürgen Milde-
Ennöckl
tecnet equity Investment manager at tecnet equity, a venture
capital firm in Lower Austria
Elfi Furtmüller Austria Wirtschaftsakademie Wien Senior Researcher
ASPAG Alpine Space Policy Action group German Members
Christian Gnam Invest In Bavaria Head of Investor Services, Invest in Bavaria
Martin Reichel BayFOR Managing Director of BayFOR
Dr. Raymond Saller City of Munich Economic Development Strategies at City of
Munich
Alexander
Schmidbauer
City of Munich Manager Startup Support at City of Munich
Mariela Sievers BICCnet IuK-Cluster BICCnet
Agenda
4:00 – 4:30pm Introduction and Overview of the project “Scale(Up)Alps”
4:30 – 5:30pm Alpine Café Workshop: “From StartUp to ScaleUp” and mapping the scale-up ecosystem
5:30 – 6:00pm Discussion of strength and weaknesses of the local ecosystem
Workshop #1: Local Policy Action Group Workshop
Venue: IMC Co-Working Space, Krems an der Donau, Austria,
organized by Tina Gruber-Mücke Phd and Sophie Koschitz, MA from IMC University of Applied Sciences
Date: 08.11.2017, 4pm – 6pm
49
Workshop preparation & topic discussed
The first workshop with the local policy action group of Lower Austria and Vienna took place on November
8th at the newly opened IMC Co-Working Space in the city of Krems. The participants formed a
heterogeneous group with backgrounds in venture capital, bank and financial services, accelerators,
universities, municipality, business development and founder services.
The workshop was organized by Tina Gruber-Mücke and Sophie Koschitz. With the invitation of the
workshop the participants received as well the program and access plan to the venue. Ms. Tina Gruber-
Mücke opened the event and as the first part of the workshop she introduced the Scale(Up)Alps project
and its goals. Besides it was important to inform the members of the local policy action group about past
activities and project results. To round up the introduction an overview of current events and information
on the up-to-date process was given.
The presentation continued with an introduction to concept mapping and the notion of startup
ecosystems. Three examples (Sophia Antipolis, Turin, Slovenia) got presented by Sophie Koschitz. The aim
was to give a first look on different elements and features of a startup ecosystem. In the end of the
presentation the startup ecosystem canvas and its concept was introduced.
For the main part of the workshop, participants arranged themselves around a big table, equipped with
large multicolored post-its and pencils. The group started a vibrant discussions about various key figures
of the local startup ecosystem and wrote down names, companies, institutions and associations. Together
they stated multiple actors with whom they interact frequently and they considered as important. The
concept of the startup ecosystem canvas was an interesting starting point for debate. For example some
classifications and order of categories were heavily discussed. The placement of actors was not always
easy to sort into categories. Furthermore, it was discovered during the discussion session that for some
parts of the startup ecosystem canvas for Lower Austria and Vienna only few actors could be identified or
stayed empty. One significant cap in the ecosystem discovered was the category makerspaces. The
participants could not identify a single makerspace with equipment and machinery for prototypes and
developing products. In the final discussion round the participants reflected strength and weaknesses of
the local startup ecosystem. Two participants reported, 10 years ago the local policy stakeholder started
to actively develop the startup ecosystem. Today, a stable finance system, technopols and research
facilities exists. The participants emphasize the need specialization in order to succeed in the future.
Weaknesses of the ecosystem is the topographical structure of Lower Austria. The rural areas are located
50
far away from each other and in some areas strong networks and opportunities for exchange is missing.
In conclusion, a first draft to the local startup ecosystem was created and key actors in the system
identified. Furthermore, strength, weaknesses and caps of the local startup ecosystem were discussed.
List of signatures & pictures
51
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8.2 Regional Policy Action Group
Example for a Regional Policy Action Group from the project partners IMC FH Krems and
UnternehmerTUM.
Agenda
12:00 – 13:00 Optional Lunch (Cantineria Herr Lichtenberg)
13:00 – 13:15 Welcome (Prof. Dr. Tina Gruber-Mücke + Silvia Dell’Olio)
13:15 – 13:45 Presentation Round (everybody)
13:45 – 14:15 Presentation from Results from LPAG Workshops (Sophie Koschitz + Maria del mar Mitjavila)
14:15 – 14:30 Pause
13:30 – 14:45 Presentation of Workshop: goals and format
14:45 – 15:45 Scaleup Workshop
15:45 – 16:00 Pause
16:00 – 17:30 Presentation of each Road Map and Feedback
17:30 – 18:00 Closing Remarks
Workshop content & topic discussed
The regional policy action group workshop was opened by Silvia Dell’Olio, followed by an introduction round of all
participants. Since the members the regional policy action group are from Germany and Austria, the communication
language was German. The participants made up a diverse group of people with work experience in research centers,
universities, scaleups, municipalities, accelerators and startup support services.
The group received a short presentation of the Scale(Up)Alps project. The projects’ goals, past and current activities
were introduced. Besides, results of the facilitated local policy action groups in Germany and Austria were presented.
As an introduction to the concept of startup ecosystem mapping and the startup ecosystem canvas, four examples
(Turin, Sophia Antipolis, Slovenia, St. Louis) of categorizing the local startup ecosystem were presented. The
participants received a blue print of an startup ecosystem canvas and drafts of exciting startup ecosystem canvases
(Munich and Croatia were used). These handouts initiated the first round of discussion between participants.
Feedback form the participants concerned the categorization of the canvas. They stated that it is difficult to match
Workshop #2: Alpine Space Regional Policy Action Group
Venue: UnternehmerTum Garching bei München
Date: 21.11.17 12am – 6pm
Organizers: Silvia Dell‘Olio, Executive Director International Affairs, UnternehmerTUM GmbH,
María del Mar Mitjavila Bedmar, Coordinator Community Building, UnternehmerTUM GmbH, Dr.
Tina Gruber-Mücke, Professor for Entrepreneurship, IMC University of Applied Sciences Krems,
Sophie Koschitz, MA, Department of Business, IMC University of Applied Sciences Krems, Eugenie
Wirz, Coordinator International Cooperations, UnternehmerTUM GmbH
53
the organizations to the right category. Besides, there are multiple opinion about companies and were they belong
on the canvas. One participant stated, that it should be considered for whom the canvas is useful. Who will look at it
and benefit from it? Finally, the strength and weaknesses of ecosystem in Munich and Lower Austria/Vienna were
discussed. To summarize, a strength of Munich is the strong network and diversity of key players. However, Munich
has higher living costs and an image of being more conservative and traditional. From a policy standpoint, there
governmental and taxation differences for a business if they are located directly in the city Munich and metropolitan
area outside of the city limits. For Lower Austria, a high quality-of-life is regarded a strength. Similar to the situation
in Munich, governmental barriers between the city of Vienna and the state Lower Austria are mentioned. The
workshop continued with the main activity: developing a road map for scaleups. Three large pin walls with posters
to the three main topics (access to talent, market and finance) were allocated in the room. The participants gathered
around and reflected on their own, then they wrote down their answers on post-its. The post-its were put on the
posters and the group discussed the selected topics. This process was repeated three times. Bellow, the results of
the workshop are presented.
How can we help scaleups to find the right people?
How can we support leadership development?
Main part of the discussion here was the specific infrastructure need of scaleups. Participants state that
there are many support systems for startups, however, less so for scaleups. One group member raised the
question: What happens post co-working space? Idea by the group: create matchmaking possibilities in
the area of infrastructure. Help scale ups to find the right facilities which could be e.g. empty production
sites of established companies.
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How can we facilitate access to markets on a policy level?
Result from the workshop here is to strengthen the contact and network to distribution partners,
industry representatives and partners for possible cooperation in order to bypass the time-to-market.
Idea was to pitch in front of corporates, not only investors but possible cooperation partners.
How can we develop the ecosystem to improve financing of start-ups and scale-ups?
55
Ideas resulting from the discussion were are merging of subsidies across borders, create contact points
for companies and prepare case studies / best practices for start-ups to learn from. Besides, a gap
between financing startups and scaleups was discussed. Few companies can afford an M&A consultant.
In this situation a Business Angel with knowledge and financial sources could be helpful.
List of signatures & pictures
Interview: Markus Raunig
Venue: Wien
Date: 15.11.17 4pm-5:30pm
56
Examples of Expert Interviews: face-to-face and Skype Interviews
The interviews were conducted to receive feedback and input on the start-up ecosystem
canvas and the local start-up ecosystem in general. The review process was conducted
through two face-to-face interviews and one skype interview. Hereby we gained additional
insights on key players and the strength and weaknesses of the local start-up ecosystem.
8.3 Alpine Space Scaleup Action Plan Ecosystem Conference
Conference Programme
April 9, 2018
9:00 am to 10:00 am Registration in the foyer of room P.E.04
10:00 am to 11:00 am
Room P.E.04
Opening Ceremony and Keynote Associate Professor Dan McCole, Ph.D.,
MBA,
Michigan State University
11:00 am to 01:30 pm
Room P.E.04
Workshop: Designing Ecosystems for Scaleups in the Alpine Space
01:30 pm to 02:00 pm
Interview: Jürgen
Venue: Skype Interview
Date: 08.11.17 9am – 10am
Interview: Elfie Furtmüller
Venue: Linz
Date: 14.12.17 6pm – 8:30pm
Conference: Alpine Space Scaleup Action Plan Ecosystem Conference
Venue: IMC University of Applied Sciences Krems.
Date: 09.-10.04.2018
Organizers: Prof. Tina Gruber-Mücke, Phd. Professor for Entrepreneurship, IMC University of Applied Sciences
Krems, Sophie Koschitz, MA, Department of Business, IMC University of Applied Sciences Krems
57
Room P.E.04
Presentation: Startup and Growth Support in the Alpine Space – Exchange
of Experiences
03:00 pm to 04:30 pm
Coffee Break
Room P.E.04
Workshop: Action Plan for Scaleups in the Alpine Space
Dr. Tina Gruber-Muecke, IMC University of Applied Sciences Krems
04:30 pm to 05:30 pm
Room P.E.04
Thematic Input: Resilience for Startups and Scaleups -
Dr. Florian Minichberger, University of Linz
05:30 pm to 06:00 pm
Room P. E.04
Keynote: Startups and Scaleups in the United States –
Jeffrey M. Shepard, Ph.D., Executive Director of the S-Lab
Faculty, MA in Management - Saybrook University (Virtual Presentation)
April 10, 2018
09:30 am to 10:00 am Registration for New Visitors in the foyer of room P.E.04
10:00 am to 11:00 am
Room P.E.04
Thematic Input: Building Communities for Startups and Scaleups
Jesus Iglesias Saugar, Ecopreneurs for the Climate - Eco-entrepreneurs,
ecosystems and cities crowdsourcing climate solutions (Virtual
Presentation)
Veneta Buchegger, Silicon Alps
11:00 am to 01:00 pm
Rooms P.E.04 and P.2.04
Parallel Workshops (separate registration needed)
Workshop: Community Building for Startups and Scaleups in the Alpine
58
Space
Workshop: Finance – Access to Finance for Scaleups
Workshop: Marketing – Access to Markets for Scaleups
Workshop: Business Model Development for Scaleups
01:00 pm to 02:00 pm
Room P.E.04
Thematic Input: Building Networks for Startups and Scaleups -
Dr. Stephan Jung, Director Wexelerate
02:00 pm to 02:15 pm
02:15 pm to 03:00 pm
Room P.E.04
Thematic Input: Ecosystem for Migrant Entrepreneurship
MMag. Isabella Skrivanek, Danube University Krems
Closing Ceremonies and visit to the IMC Coworking Space
03:00 pm to 04:00 pm
Room P.E.04
Presentation: Ecosystem Action Plan and Roadmap
Scale(up) Alps Project Partners only
Pictures
59
60
Principles
Principle 1
Raises awareness and provide information about scaleups.
Actions:
Platform as information and communication tool
Information about sector / competence fields
Information package e.g. building videos
Lighthouse projects: CEOs / referrals
Principle 2
Directly support scaleup development.
Actions:
Collaboration with other projects and events e.g. E+B, screen what there are offering and contact them, using
existing networks
Nitro Events
Exchange for employees of scaleups e.g. internship exchange programme (pattern from Erasmus+ Programme)
360° diagnoses tool to screen scaleups to adapt it to the Alpine Space
Contact hub (sectorial) in each region / country
Technology / Knowledge transformation
Principle 3
Policy development and contribution to policy implement.
Actions:
EUSALP engagement
Startup organization at national level
National Level -> regional level
Strength resilience & culture of failure
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8.4 CERN – NTNU Screening Week 2018
Overall, the CERN-NTNU Screening Week 2018 presented a platform to show-case the EU-Interreg
Alpine Space Project “SCALE(up)ALPS” to policy makers, industry representatives, researchers and
students at the most prestigious international research center CERN in Europe. The event facilitated
to gain access to these from the project pre-determined target groups.
Participants:
Florian Schirg, accent Gründerservice GmbH
Johannes Abrosch, Fachhochschule Oberösterreich
Mariella Pfannenspiel, Fachhochschule Wieselburg
Dr. Buhuslav, economics minister of Lower Austria
Doris Agneter, tecnet equity
Michael Moll, Accent Gründerservice
Thomas Nennadal, Accent Gründerservice
Ranveig Strom, CERN Entrepreneurship Developer, CERN
Mariella Cirilli, Section leader at Knowledge Transfer Department, CERN
Markus Nordberg, Head of Resources Development of CERN
Benjamin Frisch, Knowledge Transfer Officer, CERN
Giovanni Anelli, Group Leader Knowledge Transfer Group, CERN
Erlend Dehlin, Associate Professor NTNU University
Even Haug Larsen, Assistant Professor and business developer at NTNU School of
Entrepreneurship
20 NTNU Students
Official opening of the CERN-NTNU Screening Week by Ranveig Strom and Markus Nordberg
Introduction and information about the Screening Week, short presentation about the IdeaSquare and
the beginning of the group works.
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The Austrian economics delegation (economics representative from Lower Austria Dr. Bohuslav,
Venture Capitalist Tecnet, Accent) are visiting the IdeaSquare and met up with the Austrian
participants.
8.5 European Region Danube – Vltava: Conference
The conference dealt with the issue of digital transformation, manufacturing and qualifications for in
the area of digitalization. In separate workshops the creation of networks for start-ups and scale-ups
in the EDM region were discussed. Experiences and proposals from the Scale(up)Alps were presented.
The Ecosystem Canvas Model was introduced to new stakeholders.
Contacts / Target Group:
Barbara Stadler, M.A. , Projekt Management Bezirk Oberpfalz Tamara Schneider, Netzwerkmanagerin, Inn.Kubator Passau Barbara Daferner, EDM Karin Martins, EDM Romana Sadravetz, Leiterin der EDM Geschäftstelle, Iris Reingrbuber, Business Upper Austria Magdalena Gruber, wissenschaftliche Mitarbeiterin, Big Data Centrum THD, Mag. Wolfgang Bliem, Head of IBW, Institut für Bildungsforschung der Wirtschaft AT Dr. Georg Loscher, wissenschaftlicher Mitarbeiter Universität der Bundeswehr München
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Dr. Thomas Metten, TRIO Hochschulverbund Transfer und Innovation Ostbayern
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8.5 Deggendorf: Silicon Valley Programm and Best Practice Example the German Accelerator
in the Silicon Valley
The study trip examined the German Accelerator in Silicon Valley and the Silicon Valley Program
facilitated by the University of Applied Sciences Deggendorf. The activities from Scale(up)Alps project
were presented and the German Accelerator as a best practice example identified. The mission of the
German Accelerator Silicon Valley is to high-potential German startups’ successful entry into the U.S.
market. The program is designed specifically for mid- and later-stage startups with the objective of
developing the foundation for fast growth. The program provides expert mentoring, an extensive
network, and tailored curriculum that is customized to each company’s requirements and objectives.
Contacts / Target Groups
Alexander Dorn, Venture Development Hochschule Deggendorf Tom Geiß, THD Startup Campus Wolfgang Dorner, THD Startup Campus Peter, Mieder, Programmleiter Silicon Valley Program Johann Nagengast, Studiengangs Leitung MBA General Management Al Bruno, Professor Santa Clara University, Mentor and Angel Investor Pat Guerra, Professor Santa Clara University, Mentor and Angel Investor Startup Dillion Startup B+ Startup Power Coffee