Nanosolar Case (B2B Marketing)

Organizational Behavior Course Overview

Resources for Entrepreneurs in Cambridge

Here is a list of Cambridge incubators, funding groups and centers for supporting new ventures.

According to a lecture that I heard this week, 44% of companies in the UK were started in incubators, and these companies received 63% of all funding. This suggests that investors prefer companies that are started in incubators and linked to "clusters" or even "virtual-clusters".  Legal costs can be a compelling reason to join a supportive incubator where legal costs are included (often for free). Legal costs for Bio-science companies runs around 300,000 Pounds/Month per country! A common EU patent regime, in legislation now, may reduce the IP legal services cost.

The first Cambridge cluster grew out of Trinity College in the 1960's, shortly after Stanford had successfully pioneered one. Today, few pharma-investors rarely fund infrastructure in any way -- they prefer funding individual "projects".

• Babraham
• Cambridge Angels (aprox. 40 Angels)
• Cambridge Capital Group (CCG) (aprox. 40 Angels)
• Center for Entrepreneurial Learning (Cfel)
• Ideaspace

Crossing the Chasm

I came across this table of critical questions in the Judge Business School Ignite literature. (Programme Manual p 14). I've modified the table to be more compact.

These are listed as "chasm crossing factors" which can enable a high-tech business to transition from selling to primarily "early adopters" to the "early majority".

Sources: GA Moore (1991) Crossing the Chasm, University of Cambridge: Judge Business School

1. Target Customer:
1. Do they have the resources to buy?
2. Is the product/service an economic benefit to them?
3. What is the most effective sales channel? (Distribution)
2. Competition
1. Does another company have a solution already?
2. How do competitors profit?
3. Partners
1. Who do you partner with to present a total solution to your customers?
2. Suppliers