1. Technology Entrepreneurship at Eindhoven University of Technology
Professor Leo Verhoef
Faculty of Industrial Engineering & Innovation Sciences
Eindhoven University of Technology

2. Overview Background & regional setting Entrepreneurship education
Incubator facilities
Quo vadis (Challenges)

3. Background
Start-up of new technology-driven firms constitutes 1/3 of growth of the Dutch economy
In this respect, Dutch economy is underperforming relative to the international trend (2/3 of growth of economy)
Dutch government has therefore created several programs stimulating technology entrepreneurship
Eindhoven region leads this process (cf. Brainport)

4. Eindhoven region
Helsinki
Eindhoven region shares 3rd place in EU ranking of most innovative (R&D intensive) regions
Stockholm
Göteborg
Eindhoven
Stuttgart
München

5. Eindhoven University of Technology
Science & technology (research driven) university
Strategic partners include Philips, ASML, Dow, FEI, DAF, MMC and CZE
About 3,000 employees, 640 PhD's and 7,200 students
Technology transfer & commercialization: Innovation Lab
Various entrepreneurship programs:
Undergraduate and master students from all faculties
PhDs
Local and regional SMEs

6. Entrepreneurship Education at TU/e
Target:
Certificate Technology Entrepreneurship
Incubation of Start-ups (Innovation Lab)
Business venture/plan
Minor Entrepreneurship
Graduation projects
Design-oriented learning (OGO) in each BSc program
Master classes in Techno Entrepr.
Skill Development
Master class
Final Project (8 Ects)
Marketing Management Finance etc (22 Ects)
MSc courses (9 Ects)
Knowledge & Awareness
TE courses in several other MSc programs
Intro workshop
Intro sessions
Undergraduate
Master
PhD

7. Activities TU/e Innovation Lab
LARGE INDUSTRY
Acquisition and account management
Developing strategic collaboration
SMALL & MEDIUM SIZE ENTERPRIZES
Front office
Project office and process management
Contacts & matchmaking
START-UPS
Scouting, screening and coaching
Incubator & start-up support
Equity participation
Entrepeneurship development & education
GENERAL
Funding/subsidies: acquisition & support
IPR and legal
Contracts
Match making
Coordinated external marketing and PR
Business development
Project management
Infrastructure / facilities

8. Challenges for the forthcoming yeaRS
Dealing with the tension between scholarly research ad the pragmatic demands of (start-up) companies
Creating full involvement of the whole university community in entrepreneurial activities, i.e. board, students, faculties and staff.
Embedding TU/e Innovation Lab in the academic community (by history: the odd one out)
Creating less dependency on external financial funds
Offering a valuable contribution of Entrepreneurship activities to the core activities of the university
Embedding the university in the local and regional SME community (visa versa)
Creating a real winner amongst the spin-offs (comparable to the situation at Harvard, M.I.T. and Stanford)