University-Industry Interface: Open and Dynamic Business Models to Reduce Spin-offs Risk of Failure

2017 ◽  
pp. 295-335 ◽  
Author(s):  
Angelo Corallo ◽  
Fabrizio Errico ◽  
Laura Fortunato ◽  
Maria Elena Latino ◽  
Marta Menegoli
Keyword(s):  
Business Models ◽  
Risk Of Failure ◽  
University Industry

University-Industry Collaboration With a Focus on Venture Capital Investments

2021 ◽  
pp. 236-264
Author(s):  
Serkan Sahin
Keyword(s):  
Venture Capital ◽  
Capital Markets ◽  
Capital Market ◽  
Business Models ◽  
Market Development ◽  
Capital Investments ◽  
Industry Collaboration ◽  
Start Ups ◽  
Venture Capital Investments ◽  
University Industry

Today, many countries are searching for financing alternatives which may contribute to the development of an economy. Funds provided by venture capitals may be considered as a vital funding source especially for start-ups. In particular, venture capital investments may enhance the available financing alternatives used to finance innovative business ideas. Policies supporting the capital market development may also boost innovative business ideas since the developed capital markets may attract higher amounts of venture capital investments. Hence, it seems possible that policies supporting innovative business ideas may contribute to this goal by supporting the development of the capital markets. This chapter aims to explain business models, financing alternatives, and exit strategies; give information about venture capital investments in Europe; propose a conceptual model for an improved university-industry collaboration via capital market development; and finally, empirically investigate the causal association between venture capital investments and capital market development.

Better The Devil You Don't Know: preference for predictable or uncertain probabilities and the risk of failure

2012 ◽  
Author(s):  
Peter Ayton ◽  
Eugenio Alberdi ◽  
Lorenzo Strigini ◽  
David Wright
Keyword(s):  
Risk Of Failure ◽  
The Devil

Facilitating university-industry collaborations in human factors and ergonomics

2010 ◽  
Author(s):  
Wendy A. Rogers ◽  
Barry Beith ◽  
Jerry Duncan ◽  
Mica Endsley ◽  
Peter Hancock
Keyword(s):  
Human Factors ◽  
Human Factors And Ergonomics ◽  
University Industry

An old friend is better than two new ones? Approaches to market research in the context of digital transformation for the antitrust laws enforcement

2020 ◽  
pp. 37-55 ◽  
Author(s):  
A. E. Shastitko ◽  
O. A. Markova
Keyword(s):  
Business Models ◽  
Rapid Development ◽  
Digital Transformation ◽  
Market Definition ◽  
Type I ◽  
Type Ii ◽  
Digital Platforms ◽  
Advantages And Disadvantages ◽  
Pass Through ◽  
Type Ii Errors

Digital transformation has led to changes in business models of traditional players in the existing markets. What is more, new entrants and new markets appeared, in particular platforms and multisided markets. The emergence and rapid development of platforms are caused primarily by the existence of so called indirect network externalities. Regarding to this, a question arises of whether the existing instruments of competition law enforcement and market analysis are still relevant when analyzing markets with digital platforms? This paper aims at discussing advantages and disadvantages of using various tools to define markets with platforms. In particular, we define the features of the SSNIP test when being applyed to markets with platforms. Furthermore, we analyze adjustment in tests for platform market definition in terms of possible type I and type II errors. All in all, it turns out that to reduce the likelihood of type I and type II errors while applying market definition technique to markets with platforms one should consider the type of platform analyzed: transaction platforms without pass-through and non-transaction matching platforms should be tackled as players in a multisided market, whereas non-transaction platforms should be analyzed as players in several interrelated markets. However, if the platform is allowed to adjust prices, there emerges additional challenge that the regulator and companies may manipulate the results of SSNIP test by applying different models of competition.

Pelatihan Business Plan pada UMKM di Desa Koto Rendah Kecamatan Siulak Kabupaten Kerinci

2020 ◽  
Vol 2 (3) ◽  
pp. 129-132
Author(s):  
Musnaini Musnaini ◽  
Besse Wediawati ◽  
Zulfina Adriani ◽  
Rts Ratnawati ◽  
Dessy Elliyana
Keyword(s):  
Business Models ◽  
Joint Venture ◽  
Business Plan ◽  
Agricultural Products ◽  
Knowledge And Skills ◽  
Business Plans ◽  
Medium Enterprises

Usaha Mikro Kecil Menengah (UMKM) yang berada di Desa Koto rendah, Kecamatan Siulak, Kabupaten Kerinci adalah bentuk Kelompok Usaha Bersama (KUBE) dari ibu-ibu rumah tangga yang mempunyai usaha bisnis dalam kuliner, pembibitan, pengolahan hasil pertanian dan perkebunan sekitar yang mereka miliki maupun penduduk setempat. Kegiatan pengabdian ini adalah untuk meningkatkan pengetahuan dan keterampilan mengenai kemampuan untuk melakukan perencanaan bisnis (Business Plan). Selain itu, untuk memberikan peningkatan keterampilan dalam merencanakan bisnis menggunakan bisnis model. Metode yang akan digunakan untuk mencapai tujuan tersebut adalah dengan pelatihan dan pendampingan membuat rencana bisnis dalam lembar kerja bisnis model canvas.Kata Kunci : UMKM, KUBE Business PlanABSTRACTSmall and Medium Enterprises (MSMEs) located in Koto low Village, Siulak Sub-District, Kerinci Regency is a form of Joint Venture Group (KUBE) of housewives who have business ventures in culinary, nursery, processing of agricultural products and plantations. This devotional activity is to improve knowledge and skills regarding the ability to making a Business Plan. In addition, to provide improved skills in businesses plan using business models. The method that will be used to achieve that goal is by training and mentoring business plans in canvas model business worksheets.Kata Kunci : UMKM, KUBE Business Plan

Business Model Literature Overview

2014 ◽  
pp. 79-130 ◽  
Author(s):  
Ales Novak
Keyword(s):  
Business Model ◽  
Financial Reporting ◽  
Business Models ◽  
Potential Role ◽  
Financial Instruments ◽  
Business Logic ◽  
Literature Overview ◽  
Ifrs 9 ◽  
Definition Of

The term ?business model' has recently attracted increased attention in the context of financial reporting and was formally introduced into the IFRS literature when IFRS 9 Financial Instruments was published in November 2009. However, IFRS 9 did not fully define the term ‘business model'. Furthermore, the literature on business models is quite diverse. It has been conducted in largely isolated fashion; therefore, no generally accepted definition of ?business model' has emerged. Therefore, a better understanding of the notion itself should be developed before further investigating its potential role within financial reporting. The aim of this paper is to highlight some of the perceived key themes and to identify other bases for grouping/organizing the literature based on business models. The contributions this paper makes to the literature are twofold: first, it complements previous review papers on business models; second, it contains a clear position on the distinction between the notions of the business model and strategy, which many authors identify as a key element in better explaining and communicating the notion of the business model. In this author's opinion, the term ‘strategy' is a dynamic and forward-looking notion, a sort of directional roadmap for future courses of action, whereas, ‘business model' is a more static notion, reflecting the conceptualisation of the company's underlying core business logic. The conclusion contains the author's thoughts on the role of the business model in financial reporting.

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