medical device the israeli case. objectives drawing a general “profile” of the israeli...
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Medical Device The Israeli Case
Objectives
Drawing a general “profile” of the Israeli entrepreneur and to draw lessons on the following issues:
1. The origin of entrepreneurs and their motivations.
2. Means of financing according to stage of development
3. Means of protecting IPR.
4. The dynamics of strategic partnering
5. Recruiting of personnel
Medical devices - Definition
An instrument, apparatus, implement, machine, contrivance, implants, in-vitro regent, or other similar components, parts or accessories intended for use in the diagnosis of disease or in the cure, mitigation, treatment or prevention of diseases.
The world Market for Medical Devices
$100 billion $ 43 billion in the U.S market Expected annual growth 1999-2004: 9% Multinational manufacturers are continuously
consolidating in order to establish better presence around the world
The Israeli Market
150 companies market value: $ 400 million $300 million is imported 2/3 of the imports are from the U.S.Annual growth: about 1%
Israel’s Export and Import
0
100
200
300
400
500
600
700
800
1989 1990 1991 1992 1993 1994 1995 1996 1997 1998
$ m
illio
n
imports
exports
Export by Category
Exports by category, 1998
Electromedical equipment
30%Medical X-ray equipment
28%
Other8%
Miscellaneous medical &surgical
instruments34%
Export by Destination
Exports by leading destination, 1998
USA37%
Ireland16%
France3%
Other EU16%
Japan3%
Other16%
Germany5%
Brazil4%
c
Research Sample
10 case studies of companies 3 interviews with incubators 4 incubator companies 1 public company 5 companies employs less then 25 employees 4 companies employ more the 50 employeesAll companies exist more the 4 years (av. 6.2)
Background of Entrepreneurs
Incubators’ entrepreneurs
Extensive academic background
Lack of industrial background
Founding the company alone and not as a team
Background of Entrepreneurs – cont.
Independent entrepreneurs
Extensive industrial experience
Experience in entrepreneurship
Companies are founded by a team of entrepreneurs
Triggers
Incubators’ entrepreneurs
Frustration from the academic world
Self-fulfillment
Idea directly relates to their academic field
Triggers – cont.
Independent entrepreneurs
People with entrepreneurial lifestyle: inventors with many ideas who often implementing one idea and continue to the next one
Self-fulfillment as a senior employee
Firing – Either by their employer or by the VC who insist to replace them
Source of Finance
Pre-Seed Self financing: raising money from
family, friends and personal bank loans Angels: wealthy individuals who invest
in start-ups “Tnufa” program of the MOIT
Source of Finance – cont.
Seed VCs: $300-1000K Technological incubators Self financing Personal bank loans (characterize
companies founded in the early 90s)
Capital for Company Development beyond Seed
Strategic investors: J&J Rounds of capital raising from other VCs Combination of VCs and strategic
investors IPO: $60 million
Contribution of the investors
Incubators Administration Management Attracting investors and strategic partners Allowing entr. to dedicate themselves to
R&D activities Learning environment
Strategic Investors
Door opener Accessibility to information Strategic partnership in marketing R&D assistance is often limited
Venture Capital
Management - mainly as board members. Assist in issues from daily problems to business and marketing
Human resources: assist in recruiting senior staff especially abroad.
Search for strategic partners Assist in raising capital Limited contribution for experienced
entrepreneur
Profiles of Entrepreneurs
The academic The senior employee The serial
Conclusions
Incubators are mostly used by the entrepreneurs of the academic profile
Good incubators provide proper framework for un-experienced entr.in this field
Conclusions - cont
Companies initiated by a team tend to develop faster
Incubators’ rules do not support start-ups to recruit the best team
In some cases incubators assist in the technology transfer process
The contribution of the incubators is directly related to its management quality
Conclusion – cont.
Un-experienced entrepreneurs tend to benefit more from VCs
The contribution of VCs is a function of their specialization in the field.
More emphasis should be given to IPR issues and regulation process. Differences between European and U.S law impede companies development.
Policy Recommendations
Incubators should enable start-up to recruit best management teams. Rules regarding salaries and team occupations need to be changed.
Incubators should give more attention to business development
As success of start-up companies is directly related to the quality of the incubator management there is a need to build a monitoring system to evaluate the incubator mangers performance.
Policy Recommendations – cont.
Incubators are designed to achieve technological achievements. More emphasis on business development is necessary.
There is a need to build a best practice model for incubation based on the international experience in the field
Support should be given to the creation of professional IPR and legal services
Tnufa program should be expanded and work more closely with incubators