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Startup
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Título original: Startup Accelerator Programmes: A
practice guide
Cargado por Nesta el Dec 04, 2015
This practice guide explains how accelerator
programmes work and supports you to think
practically about setting up your own
programme. Descripción completa

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STARTUP
ACCELERATO
PROGRAMM
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A Practice Guide 
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Acknowledgements
This guide was produced by the Innovation Skills team in collabo
Policy and Research team. It draws on Nesta’s reports – specifica
Factories written by Kirsten Bound and Paul Miller, and Good Inc
by Jessica Stacey and Paul Miller – as well as Nesta’s practical ex
supporting the startup and accelerator community in Europe.

Thanks to Kate Walters, Jessica Stacey, Christopher Haley and Is

who all contributed to the content, and to Kirsten Bound, Brento
Leurs, Theo Keane, Sara Rizk and Simon Morrison who all provid
feedback along the way.

Nesta’s Practice Guides

This guide is part of a series of Practice Guides developed by Ne
Skills team. The guides have been designed to help you to learn a
methods and approaches and put them into practice in your wor

For further information, contact [email protected]

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techstars The Startup Guide The Startup Guide Startup Harvard
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Nesta is an innovation charity with a mission to help people

organisations bring great ideas to life.

We are dedicated to supporting ideas that can help improve

with activities ranging from early–stage investment to in–de
and practical programmes.
Nesta is a registered charity in England and Wales with company number 7706036 and charity number 114409
Registered as a charity in Scotland number SCO42833. Registered office: 1 Plough Place, London, EC4A 1DE.

 
www.nesta.org.uk ©

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STARTUP
ACCELERATO
PROGRAMMES
A Practice Guide

CONTENTS

  INTRODUCTION

  SECTION A: WHAT IS AN ACCELERATOR PROGRAMME? 

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  SECTION B: WHY CONSIDER AN ACCELERATOR PROGRAMME?

  SECTION C: SETTING UP AND RUNNING AN ACCELERATOR PRO

  1. Defining your mission

  2. Choosing a specialism 
  3. Designing your funding structure
4 Attracting startup talent
   4. Attracting startup talent
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  6. Developing a programme package
  7. Accessing customer and investor networks
  8. Building an alumni service and post–programme suppo
  9. Measuring and evaluating performance
  Worksheet

  FURTHER READING AND RESOURCES

  ENDNOTES

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4  STARTUP ACCELERATOR A Practice Guide días

INTRODUCTION

I
n 2005 a new way of supporting startups was born with the la
Combinator in Cambridge, Massachusetts. The first accelerato
of its kind, it invested in a small batch of promising startups –
Reddit and mobile location startup Loopt, which sold for $43.4
2012. Using a lean startup approach, it worked intensively with t
months to prepare them for pitching to an invite–only audience
capitalists.
Less than ten years later, and this model has been replicated, adapted and de
accelerator programmes the world over. The largest – such as Silicon Valley’s
and US and London–based Techstars – are able to pick from thousands of en
founding teams, all vying to gain the advantages their programmes can prov
are also on the look–out for the next big thing, and a new wave of programm
impact accelerators – are using the model in order to find startups with the p
as well as financial return. Está leyendo una previsualización

Cargue sus
This explosion of startup accelerator documentosispara
programmes not descargar
altogether surprising
digital technology have led to huge decreases in the cost of launching a bus
corresponding increase in startups means that Odeveloping effective ways of
stage businesses is more relevant than ever. At the same time, the decrease
has created the opportunityConviértete en miembro
to invest much deamounts
smaller Scribd para
oftener
money than
acceso completo. Los primeros 30 días son gratis.
There have been some huge successes among accelerated businesses, includ
names such as AirBnB and Dropbox – both graduates of Y Combinator. But a
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number of the companies formed by these Seguir gratis

programmes fail to set the world
the majority of accelerated startups struggle to find follow–on funding. And
the accelerated companies that may struggle – accelerator programmes them
challenges and becoming financially sustainable is no easy task. Focusing as
earliest stages of venture formation, acceleration itself is inherently risky. The
accelerator programme is only three years old itself, 1 and therefore has to  als
of the same considerations and challenges as its intake. Even Y Combinator,
of commercial accelerators, only started to be profitable after five years of o
techstars Theaccelerator
As the Startup Guide market
The Startup Guide Startup
becomes more crowded,Harvard
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programmes; with accelerator programmes more prevalent días than ever – 2013
number launched – and the top programmes continuing to dominate, there i
competition to attract the best founding teams and most promising compan

Any knowledge, therefore, around how accelerator programmes can find and
startups most likely to succeed is of huge significance to anyone hoping to c
in the area. Yet the accelerator model is still in its infancy, and the empirical d
thoroughly evaluate the success of accelerator programmes and their gradua
yet exist.

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