2014年-世界发展银行全球_An_Evaluation_and_Impact_Assessment_of_Business_Incubation_Models_in_Eastern_Europe_and_Central_Asia_134页_8mb

Summary of "An Evaluation and Impact Assessment of Business Incubation Models in Eastern Europe & Central Asia"

Core Content

This report evaluates the impact of business incubation models in nine countries across Eastern Europe and Central Asia (ECA): Armenia, Belarus, Kazakhstan, Poland, Romania, the Russian Federation, Serbia, and Turkey. It is part of an infoDev study that aims to understand how incubators contribute to entrepreneurship and innovation development, and to assess the effectiveness and sustainability of these models in the region.

The study focuses on the outcomes of business incubation, key success factors, and provides recommendations for improvement. It is based on primary research conducted through self-completed questionnaires, interviews, and group discussions with incubator managers, graduates, and stakeholders. The findings are supported by data collected from 2010 to 2013 and include both quantitative and qualitative insights.

Main Findings

Outcomes of Business Incubation

• Enterprise Creation: The nine incubators were providing incubation services to 146 firms directly and had incubated a total of 421 firms. They were found to stimulate sector and cluster development, especially in specialized industries such as ICT.
• Innovation Output: 75% of the incubators generated more than one innovative product and more than one R&D collaboration in the past year. Graduates reported developing more than two innovative products on average.
• Job Creation: Upon entering the incubator, only 20% of companies had more than five full-time employees. Post-graduation, 65% of incubated companies had 10 or more employees, with most of these jobs requiring highly skilled employees.
• Tax Contributions: Most incubators contributed positively to tax revenue, indicating a net financial benefit for the region.
• Financing Support: Four incubators directly assist their clients with financing, such as equity investment or low-interest loans, which could serve as new models to reduce the financing gap for early-stage entrepreneurs.
• Ecosystem Development: Incubators act as conveners, fostering dialogue and cooperation among entrepreneurs, investors, and policymakers, which helps in developing a stronger innovation ecosystem.

Success Factors

• Self-Sustainability: Seven out of nine incubators aimed to become self-sustainable, achieving this within two to four years of operation. They rely on a mix of revenue streams, including direct incubation income, office leases, and cross-financing through non-incubation services.
• Managerial Role: The manager is perceived as the main asset of the incubator, due to their ability to provide contacts and access to networks and markets.
• Board Support: The Board of Directors plays a crucial role in providing credibility, leadership, and strategic direction.
• Informal Services: Incubators often provide informal services such as networking and access to finance, which are typically free of charge.
• Sector Focus: A growing number of incubators are sector-focused, particularly in ICT, which has emerged as a key enabler of growth in other sectors.

Key Recommendations

1. Improving Monitoring and Evaluation (M&E) Systems:

   • Develop a robust methodology for assessing and regularly monitoring the performance and impact of incubators on both an individual and regional level.
   • Extend the research methodology to gain a more comprehensive understanding of the real return on investment of incubators.

2. Increasing Early-Stage Financing Opportunities:

   • Scale up innovative financing models that have been piloted by incubators.
   • Use M&E to evaluate and expand these models to benefit a larger population of early-stage entrepreneurs.

3. Enhancing International Market Access:

   • Leverage the region’s transition economy legacy and cultural commonalities (e.g., language, trade agreements) to improve international market access for incubated SMEs.
   • Explore new ways to support incubates in accessing global markets.

4. Promoting Peer-Learning Among Incubators:

   • Identify and share best practices across the ECA region and within each industry.
   • Encourage incubators to act as role models, embodying the values of early-stage enterprise support and showcasing effective business models.

Methodology and Scope

• The study is part of the Creating Sustainable Businesses in the Knowledge Economy (CSBKE) program, a public-private partnership between infoDev, Finland, and Nokia Corporation.
• It analyzed nine business incubators, selected based on stakeholder interviews and performance indicators.
• The study covered a range of topics including the business incubation ecosystem, socio-economic impact, financial management, and the role of incubators in the innovation ecosystem.
• The findings are limited due to the small number of incubators studied, and not all results can be generalized to the entire ECA region.

Conclusion

Business incubation in ECA has shown positive outcomes in fostering entrepreneurship, innovation, and job creation. The study highlights the importance of self-sustainability, effective managerial and board support, and the need for improved M&E systems. It also emphasizes the potential for incubators to play a more active role in enabling international market access and promoting peer-learning among themselves. These insights provide a foundation for scaling and replicating successful incubation models in the region.