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비즈니스 인큐베이터의 경영 성과 향상 및 차별화 전략 수립에 대한 연구

A Study on Enhancing Managerial Performance of Business Incubators and Developing Differentiation Strategy

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주제분류학제간연구

초록

Purpose: This study provide the matching mechanism between startup and business incubator to enhance managerial performance of business incubator. In addition, we propose the differentiation strategy for business incubator based on the needs of startups. Methods: In order to carry out the research, we surveyed 216 startups who already have invested in venture capitals and angel investors and currently residing in business incubator and 30 venture capitals and angel investors. Based on survey results, we develop a business incubator capability table matching startup with business incubator. Results: Satisfaction and importance of the supporting programs varied depending on the startup experience and startup lifecycle. As a result, we recommended a R&D center for machinery/material, bio/medical and electric/electronics startups and individual office for ICT and knowledge service startups. In addition, we suggested a differentiation strategy to BI in university specialized for machinery/material, privately operated BI for electric/electronic, (local)government, R&D center and individual office for knowledge service respectively. Conclusion: In this study, business incubator capability table is applied to match startup with business incubator and it could be applied to evaluate the current status of business incubator. Furthermore, it will help to establish a future strategic direction for business incubator.

Abstract

Purpose: This study provide the matching mechanism between startup and business incubator to enhance managerial performance of business incubator. In addition, we propose the differentiation strategy for business incubator based on the needs of startups. Methods: In order to carry out the research, we surveyed 216 startups who already have invested in venture capitals and angel investors and currently residing in business incubator and 30 venture capitals and angel investors. Based on survey results, we develop a business incubator capability table matching startup with business incubator. Results: Satisfaction and importance of the supporting programs varied depending on the startup experience and startup lifecycle. As a result, we recommended a R&D center for machinery/material, bio/medical and electric/electronics startups and individual office for ICT and knowledge service startups. In addition, we suggested a differentiation strategy to BI in university specialized for machinery/material, privately operated BI for electric/electronic, (local)government, R&D center and individual office for knowledge service respectively. Conclusion: In this study, business incubator capability table is applied to match startup with business incubator and it could be applied to evaluate the current status of business incubator. Furthermore, it will help to establish a future strategic direction for business incubator.

참고문헌 (29)

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