ATP Strategic Planning Workshop – May 2007
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Creation of an ATP Strategic Master Plan
- Results of a Strategic Workshop, May 2007 ATP Confidential
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Executive Summary
On May 2nd and 3rd 2007 key members of the City of Beer-Sheva, Ben-Gurion
University, the Negev Company and invited guests met at a Kibbutz in central Israel to
develop the first draft of a strategic plan for the Advanced Technology Park (ATP) to be
located adjacent to the train station in Beer-Sheva and very near the university.
Due to the extreme importance of this park, a strategic master plan is mandatory. The
draft plan contained in this report is the beginning of the strategic planning effort. We
appreciate all the interaction and the sincere contributions from all participants. What
was unique about this workshop was the timing. Just before the offsite, the Winograd
Report had been presented in draft form to the nation of Israel. The report was critical of
the lack of strategic scenarios addressed in a prior conflict. Those of us deeply involved
in the ATP do not wish to have similar criticism in the future ~ hence, this workshop
launched the process to truly address the strategic scenarios that will lead to consensus
and ATP success.
Key accomplishments from this workshop are as follows:
1. As a result of having all the right contributors at one place at one time, the
Memorandum of Understanding (MoU) between the NBS and KUD was
successfully developed and signed.
2. As a result of forcing participants to think “outside the box” the true scope and
scale of the ATP was developed. The team concluded this is NOT just a land
development effort ~ but a true opportunity to bring distinction to the desert.
3. As a result of a structured process, ten Goals for the ATP were developed in
detail and an initial list of Actions Required (AR’s) linked to the Goals is
presented.
A major deliverable was the Goal listing. Ten Goals were detailed. The details can be
found in Section 5.0 of this Executive Report on the ATP. The ten Goals are as follows:
1. Governance of the ATP and Donor
Funding
2. ATP Financing
3. The KUD Operational Management
Activities
4. Facility and Incubator
5. Infrastructure
6. Surroundings of the ATP
7. Tenants of the ATP
8. Brand Image of the ATP
9. Talent Availability for the ATP
10. Build the Park
For each Goal a detailed description is available. This can be found in Appendix 3. But
of greater value is the extraction from the Goal’s list of the Actions Required for ATP
success. Section 6.0 of this report begins the capture of these A/R’s. By establishing a
timely communication linkage between all participants, this A/R list will be come
dynamic and real-time. The successful completion of the ATP demands it!!
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1.0 Agenda and Table of Contents
Two days were invested by very involved individuals from BGU, the city of Beer-Sheva,
the Negev Company and KUD. The objective was to leave with a detailed action plan
leading to the success of the ATP. The agenda was as follows:
- Begin with introductions of the participants
- First Exercise ~ an ice breaker allowing all the participants to capture the “Should
Be” picture of the ATP.
- Second Exercise ~ define the “measures of success” for the ATP.
- Third Exercise ~ detail the Goals (long term – what’s) needed for ATP success.
- Fourth Exercise ~ detail the Strategies (long term – how’s) and the Actions
Required (AR’s) for near term launch.
Much discussion was held that allowed all the participants to begin to act as one. This
major accomplishment was the implicit goal of this workshop. We believe this was
accomplished.
A second accomplishment took advantage of having all the right people in one location at
one time. This situation allowed the Memorandum of Understanding (MoU) between
BGU and the city of Beer-Sheva represented by the Negev Company and KUD to reach
an agreement.
This document captures all the accomplishments and the AR’s. The contents are as
follows:
- Vision of the ATP
- Mission of the ATP
- Consensus Measures of Success for the ATP
- Preliminary Goals for the ATP
- Recommended Goals for the ATP
- Detailed Recommended Goals for the ATP
- Strategies and AR’s Aligned with Goals
- Conclusions and Recommended Next Steps
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2.0 Vision and Mission of the ATP
Values and Vision Statement
Leading Industrial Discovery and Education for the 21st Century
“The Negev offers the greatest opportunity to achieve everything from the very
beginning”
“The past prepares us for the present, and tomorrow is intertwined with today.”
“I don’t need an expert who says it’s impossible ~ I need an expert who can do it!”
Quotations from David Ben Gurion
We seek to be a vibrant technology park of industries, scholars and students dedicated to
the development, dissemination, and application of knowledge for the benefit of society
and enhancement of the quality of life in the Negev and beyond. We strive to advance the
discovery of technology systems and to optimize the design and realization of technology
systems recognizing the value and importance of humans, individually and collectively.
By excelling in this endeavor, we seek to be an Advanced Technology Park of first choice
in our state and region, with a national and international recognition for selected
programs of emphasis.
Mission Statement
Provide an Environment Rich in Research, Education, Entrepreneurship, and
Leadership Resulting in Successful Industrial Habitation, Productive Liaison with
Ben-Gurion University and Technological Advancements that Benefit Society
The mission of the Advanced Technology Park (ATP) is to provide a high quality,
innovative environment for industrial inhabitants and university centers:
• that encourage entrepreneurial and multidisciplinary advancements and growth
experiences, to foster discovery by all participants;
• that provides the infrastructure and the environment for a public / private
consortium dedicated to the mission of being an economic engine for the Negev
and beyond;
• that provides an academic environment liaison supporting the best development
of students, faculty and staff;
• that serves as the catalyst to allow companies and research centers to turn
investments and ideas into technology-based companies, jobs, products and
services and
• that serves as a magnet for talent coming to the Negev.
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3.0 Consensus Measures of Success for the ATP
Each team developed critical measures of success for the ATP. We used as the
motivation:
“If you can’t measure it, you can’t manage it!” Peter Drucker
At the One Day Workshop a key measure of success was developed. This dealt with the
number of jobs expected from the ATP. These numbers were generated by the team from
Beer-Sheva and are shown below:
Year
Number of Number of Number of
Employees Employee
Beer-Sheva
Citizens
Citizens
7/2007
72,000
64,800
200,000
7/2010
75,000 (IDF) 65,100
207,110
7/2012
78,000
(Negev)
98,000
65,400
212,323
85,400
288,756
7/2015
We feel confident that the park will add at least 3,000 new employees by 2010; 6,000
total new employees by 2012 and up to 26,000 total new employees by 2015. Coupling
this with the ancillary families and other jobs, this adds 88,756 new citizens to BeerSheva ~ an increase of 44% in less than 10 years just from the ATP.
But we did not quit just looking at the jobs. We developed the following Balanced
Scorecard Matrix. This is the foundation for our ATP Game Plan.
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Key Metrics Exercise Summary:
How Can We Measure Success?
Customer:
Operational:
Renting price per square meter
Availability of manpower
Availability of high level of Education
Level of maintenance of the facility
Access of quality affordable living for
employees
Partnerships with companies.
Increase number of students and graduates
working in ATP.
Well known multi-national companies
populate the ATP
Increase # of students in BGU from ATP operations
Quality of candidates to BGU.
Increase number of students and graduates
working in ATP.
Increase student projects and create foundation
for number of fourth year student projects.
Operational costs within budget
Uninterrupted infrastructure support
(power, internet, water, A/C)
Amount of space built within “x” years
Adjunct faculty from tenants teach at BGU
Financial:
Knowledge / Intellectual
Increasing the value of land, apartments, etc.
Increase in City Taxes
Increase average salary in Beer-Sheva.
Rate of return on investment to City, BGU and KUD
Number of jobs
Increase income from research
Increase income for Research from increased PhDs
and Master students in ATP
Number of spin offs and start ups
Patents (filing and use as spin-offs, start ups, royalties to BGU)
Number of spin offs and start ups
Number of collaborations
Number of transfer of knowledge from BGU to ATP tenants
Low ratio of failures to start ups
(improved chances for start-up success)
Increase quality of candidate coming to BGU
Improve Social / Economic / Educational Impact
Increase number of students and graduates working in ATP.
Increase in acquisition IP and Royalties.
Increase # of graduate students
Increase # of joint papers.
8
Tomorrow Begins Here!
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4.0 Finalized List of Goals
We began the effort of defining the Goals for the ATP by reviewing a draft list of Goals
that Jim and Dan had crafted after 2+ years of listening to all the ATP constituents. This
starting point is found in Appendix 2 of this report.
After lengthy discussion, the participants combined some Goals, modified others and
took ownership of the following list of ten (10) ABSOLUTELY CRITICAL “What’s”
that must be accomplished for ATP success. The consensus list of goals is as follows:
1. Governance of the ATP and Donor Funding
Develop the overall governance and decision making plan for the
NBS.
2. ATP Financing
Determine the financing needed and secure the funding.
3. The KUD Operational Management Activities
Activate the selected contractor and exploit their expertise.
4. Facility and Incubator
Determine overall facility plan with emphasis on an incubator
allowing spin-off technology companies to succeed.
5. Infrastructure
Develop the plan for the “big information pipe” and all the other
support services needed for the success of the park.
6. Surroundings of the ATP
Think of the entire work-life continuum for all the people involved
in the park.
7. Tenants of the ATP
Secure the anchor tenants and their locations
8. Brand Image of the ATP
Position the ATP for the national / international reputation creation.
9. Talent Availability for the ATP
Fill the pipeline of talent and develop a plan to keep the talent.
10. Build the Park
Establish the overall build plan for the park, the infrastructure and
the tenant buildings.
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5.0 Initial Actions Required (AR) List
After detailed discussion and analysis, the following AR List is offered for review and
update. The criticality of this list can not be overlooked ~ we must get many actions
going simultaneously for the successful launch of the ATP. The following overall
assumptions are made as we develop the AR list:
Timing (assume phases):
• Phase 1 – 18 months
o Phase 1a - Pre-Construction Activities – 6 Months
o Phase 1b - Infrastructure Construction – 12 Months
• Phase 2 – to be determined
Resources Required:
• Capital (NIS 40 Million initially) with another infusion of capital in Phase 1b and
Phase 2.
• Land Use permit for Phase 1 and Phase 2.
• Planning Team in place now
o Land Use / Master Planner
o Engineers
• Contractors selected for the Infrastructure Construction phase.
Dependencies:
• Lease contract with ILA
• Land use plan / master plan.
• Determination of Brand Image / Tenant Profile / Requirements
• NIS 40 million from MOF – Phase 1 Infrastructure.
• Finalize agreement with IDF Lotem.
• Marketing & Leasing
Logical Lead Organization:
• KUD
o In conjunction with Ministry of Trade (MOT) Planning Group
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Composite Listing of AR’s:
Goal
Actions Required
and
Number
1-1
Create a plan to keep all
participants informed.
Consider a web-site but be
sure this is appropriate.
1-2
Rationalize the NBS
structure, BoD, members,
authority, protocols, etc.
1-3
Develop relationships with
other research parks, visit
these and assimilate lessons
learned.
2-1
ATP Financing is solidified
2–2
5-1
5-2
5-3
5-4
5-5
5-6
5-7
Financing Package PR
package is created.
Secure Land from the Land
Authority
Create Lead Park Team and
Critical Path for ATP
success.
Review plans being created
by MoT and develop
strategic scenarios: follow
plans, minor modifications,
major changes required, etc.
Organize Planning Team and
organize Israeli company.
Complete Market Analysis /
Tenant Profile
Identify Tenant / ATP
Requirements
Refine Existing Master Plan
to address Tenants’ Needs
5-8
5-9
Bidding / Contracting
Construction
7-1
Launch ATP efforts to
solidify IDF as an anchor
ATP Confidential
Accountable
Needed By
(from Now)
Shlomi
Immediately
Avishag and David
Immediately
KUD
Pre-construction
phase – 1a.
KUD with BoD
Immediately
KUD with BoD
Immediately
Uzy with KUD
KUD
Pre-construction
phase – 1a.
Immediately
KUD with Uzy
Immediately
KUD
1 Month
KUD
3 Months
KUD
3 Months
MOT Planning Team
in coordination w/
KUD
MOT Team
MOT SubContractors in
coordination w/ KUD
NBS in the lead
because of the
5 Months - Phase 1a
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6 Months
18 Months - Phase
1b
Immediately
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tenant and resolve location.
7-2
7-3
Launch efforts to solidify
National Inst. of BioTech as
an anchor tenant
Launch efforts to solidify
Deutche Telecom as an
anchor tenant.
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security clearances
required.
KUD with help from Within 3 months – 1a
BGU professors
KUD with help from
BGU professors
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Appendices of the Executive Review of an ATP
Strategic Master Plan
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Appendix 1 – Detailed Metrics Results
The following demonstrate the breadth and depth discussed at the workshop related to
strategic measures of success. We have synthesized this into a summary and this is found
in Section 2 of this report. Four categories of metrics were developed ~ consistent with
the international standard developed by Kaplan and Norton in the late 1980’s called the
Balanced Scorecard. These four categories are;
1. Customer
2. Operations
3. Financial
4. Knowledge and Innovation
What follows are the details for each.
Customer:
• Renting price per square meter
• Availability of manpower
• Availability of high level of
Education
• Access to transportation
• Access to recreations/culture
• Access to the university
• Access to medical services
• Quality of the ATP neighbors (other
tenants)
• Aesthetic and unique appeal
• Level of maintenance of the facility
• Access of quality affordable living
for employees
• Image as a result of being in the
ATP
Operations:
• Operational costs within budget
• Uninterrupted infrastructure support
(power, internet, water, A/C)
• Access to facilities 24/7
• Security of facilities and the ATP
for protection of equipment and
people
• Cleanliness
• Access to amenities
• Transportation Accessibility
• Amount of space built within “x”
years
• Adjunct faculty from tenants teach
at BGU
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•
•
•
•
•
•
•
•
•
•
Partnerships with companies.
Increase number of students and
graduates working in ATP.
Increase lecturers coming from
companies in ATP
Research compatible with
university criteria.
Well known multi-national
companies populate the ATP
Increase # of students in BGU from
ATP operations
Quality of candidates to BGU.
Increase number of students and
graduates working in ATP.
Increase student projects and create
foundation for number of fourth
year student projects.
Manufacturing “in or out” of the
park is resolved and measured.
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Financial from the City’s Perspective:
• Economic contribution to the
vitality of the City by company and
employees
• Increasing the value of land,
apartments, etc.
• Increase in City Taxes
• Increase average salary in BeerSheva
• Partnerships with companies.
• Rate of return on investment to
City, BGU and KUD
• Number of jobs
•
•
•
Increase number of Start-Ups
Increase “Hot Names”.
Increase K-12 classrooms as
required for new population
Financial from the University’s and KUD’s Perspective:
BGU
KUD
• Increase income from research
• Earn an appropriate return on the
• Increase in acquisition IP and
investment while maintaining our
Royalties.
reputation.
• Contribution to employment of
• Creating opportunities in Israel for
students
KUD
• Attraction of students, lecturers, etc.
• Creating a model for high-tech park
to University creates income stream
that can be exported to other
to BGU
projects.
• Industry affiliation contributes
equipment, money to departments,
etc.
• Joint research
• Incubators allow University
opportunity to commercialize
intellectual property.
• Increase # of graduate students
• Increase # of joint papers.
• Retention of graduate students,
faculty
• Rate of return on investment to
City, BGU and KUD
• Increase income for Research from
increased PhDs and Master students
in ATP
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Innovation and Knowledge:
• Patents (filing and use as spin-offs,
start ups, royalties to BGU)
• State of Art research and
technology for mutual benefit of
BGU and industry
• Number of spin offs and start ups
• Number of collaborations
• Number of transfer of knowledge
from BGU to ATP tenants
• Low ratio of failures to start ups
(improved chances for start-up
success)
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•
•
•
•
•
•
•
Increase quality of candidate
coming to BGU
Improve Social / Economic /
Educational Impact
Increase number of students and
graduates working in ATP.
Increase in acquisition IP and
Royalties.
Increase “Hot Names”.
Increase student projects.
Measures for Educate, Attain and
Retain
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Appendix 2 – Initial List of Goals for the ATP
- A Culmination of Two Years of Listening –
Goals: Long Term “What’s” That Must Be Accomplished for the ATP to be Successful
Later we will develop the Long Term “Hows” ~ Strategies
Then Near Term “What’s” ~ Projects ~ will be defined
But this list is ONLY about the Long Term What’s We Must Accomplish
A preliminary Goals list was presented to the participants on the first day of the
workshop. This list was created by Dan and Jim in order to stimulate conversation.
These eleven (11) goals sensitized the audience to the scope and scale needed for ATP
success. The preliminary list is as follows:
-
Governance:
o Activate the Negev Company, Charter the Board of Directors and
Structure the Negev Company consistent with the strategy of the ATP
•
Structure:
o The organization roles and responsibilities.
o How the organizations will interact with one another.
•
ATP Funding:
o Create the Funding Roadmap Needed for ATP Success
o Establish a Cash Flow Proforma for the ATP Development and Operation
o Create a Plan to Address the Request for the State’s Financial Guarantee
o Establish a Complete Financial Incentives Package for ATP Residents that
Fosters Win – Win – Win - Win ( Resident – City – University - State )
o IP Income: Create a Plan to Earn Income from IP Development
•
KUD:
o
o
o
o
•
•
Develop a P & L for the park with time horizons
Develop internal infrastructure to assure ATP success.
Develop final agreement for signature to formally begin
Develop initial map of park so as to be able to start infrastructure work.
Facilities:
o Land Use
o Allow Basic Research, Applied Research, Advanced Development AND
Low Volume, Clean Production in the ATP
o Provide the “Right” Facilities to Achieve Success
o Provide All The Support Necessary to Spin-out Innovations and
Companies R&D Advancement
o Create an Environment to Advancement of Research to Applied Research
to Development to Commercialization
Incubator:
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o Provide Incubator Capacity to Support Idea / Business Growth, including
facilities, access to strategic equipment, revolving funds, etc
•
Infrastructure:
o Create a Complete Plan for High Quality Infrastructure Tuned to the
Targeted Centers of Excellence addressing Services, Support,
Management and Maintenance.
•
Surroundings of the ATP
o Include the Area Around the ATP as the Context for Quality of Life
Education System
o Leverage the ATP to Improve the Education System of Beer-Sheva
o Manufacturing “just down the street” ~ actually or virtually.
o Validate availability of electric, water and housing to accommodate
expanding population
•
Tenants:
o Create an Environment to Attract International and Domestic Anchor
Tenants to the ATP
o Develop Architectural and Operational Plans to Achieve a “Green” ATP
Addressing the Triple Bottom Line
o Army:
Attract the Army Intelligence Unit as an Anchor Tenant for the
ATP
o Select the Centers of Excellence that Serve as the Best Magnets for the
Anchor Tenants
•
CEO Forum:
o Create an ATP Corporate CEO Forum to define the attraction of the ATP
to them.
•
Brand Image:
o Create a National / International Brand Image for ATP, Beer Sheva and
the Negev Desert
o Position ATP in a historical context understanding the continuum
•
Talent:
o Develop and Attract Top Talent to the Desert; from Ph.D.’s to MidManagers to Knowledge Workers with a plan to educate / attain / retain
talent. Quality of Life.
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Appendix 3 – Detailed Goals Presentations
Each team at the workshop took their assignments quite seriously. As such great detail
was developed for each of the Goals assigned. We have synthesized the Goal “Long
Term – What’s” in Section 3 of this report. Here we present all the details for all the
Goals. This should be reviewed periodically to insure that key thinking is not overlooked.
The following details and the associated A/R’s are now presented:
1. Governance of the ATP and Donor Funding
a. Begin with the new MoU structure
b. Activate the NBS company
c. Charter the Board of Directors
i. Develop a Management Committee (MC) of 3 – 4 people from the
expanded BoD with the responsibility of operational decision
making of the Negev company.
ii. May need to expand Board up to 9 people with 5 as a logical first
step.
iii. The Program Manager will need to do periodic reports to the MC
iv. Every contract needs to go to the MC and Board for approval
d. Structure the NBS
e. Define the Roles and Responsibilities
i. These are written in the by-laws of the company. They must be
reviewed / expanded / clarified.
f. Define the Signature Authority
i. All approval authorities must be defined and published.
ii. Currently only two signatories
iii. NBS must be an “active” company ~ not just a holding company.
g. Develop the Interactions Plans with the Donors
i. Some may wish to invest in the investment company.
ii. Collectively, we have an obligation to work with the potential
donor with City or University personnel.
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2. ATP Financing
a. Create the overall funding roadmap.
i. Create the long term funding plan for the park.
b. Include assimilation of multiple funding sources.
i. We must develop a comprehensive, alternate-source funding plan
just in case the government does not come through and fulfill all
their obligations.
ii. Meetings with appropriate ministers must begin now.
c. Establish complete financial incentives for a “win-win-win”.
i. We must develop a plan to promote the project.
1. A PR package is needed. (AR)
d. Establish Intellectual Property Income Plan
3. The KUD Operational Management Activities
a. KUD now has a signed MoU to launch the plans for the park.
b. KUD has learned that Phase I of the ATP has a preliminary plan and
layout and infrastructure definition.
i. Their task is to review this plan and create comments and a game
plan on how to proceed.
ii. Scenarios for these alternatives
c. Create Land Use Plan
d. Develop initial map of park (or modify MoT map of phase 1.)
4. Facility and Incubator
a. Location on Tech S Curve
i. Basic, applied, adv. Develop, Low Vol, High Vol
b. Where should the park be strategically positioned
i. Perform a market analysis to identify the kind of potential tenants
(Basic research, Advanced Development, etc..)
ii. Validate analysis (to be sure that the market analysis is realistic)
c. Land Use Plan
d. Design of the park
i. Identify the requirements of potential tenants
1. Infrastructure
2. Allocation of space and function for various needs
3. Services (child care, food, security, …)
ii. Complete the detailed plan of the park based on the identified
requirements.
e. Spin-out Incubation Support
f. Provide Incubator
g. Incubator
i. Define the focus of the incubator (multiple centers of excellence?,
within one incubator?, several?, types)
ii. Define the structure (management, services, administration)
iii. Define Infrastructure and facilities
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v.
vi.
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Define the relations between the university and the incubators
(BGN share, etc…)
Identify sources of capital (VCs, I-banking, etc…)
Define a function in the incubator that will connect manure ideas
to investment capital (Spin-Out support).
Open immediately an incubator in the university that will be
responsible for fulfilling the above goals and will start to operate
some of the activities within the university campus using existing
facilities, manpower and IP.
5. Infrastructure
a. Create a Complete Plan for High Quality Infrastructure Tuned to the
Targeted Centers of Excellence addressing Services, Support,
Management and Maintenance.
b. Identify the requirements of potential tenants
i. Infrastructure
ii. Allocation of space and function for various needs
iii. Services (child care, food, security, …)
iv. Expected number of employees (how many need cars, etc…)
c. Identify what infrastructure and/or services should be in the park and what
outside of the park.
d. Compose a detailed list of all the required infrastructure
i. Transportation
ii. Parking
iii. Electrical, Communication infr., Wastewater,
iv. Space for different needs (buildings, services, landscape, etc…)
e. Complete detailed plan of the park based on the identified requirements.
f. Where should the park be strategically positioned
i. Perform a market analysis to identify the kind of potential tenants
(Basic research, Advanced Development, etc.)
ii. Validate analysis (to be sure that the market analysis is realistic)
g. Identify the requirements of potential tenants
i. Infrastructure
ii. Allocation of space and function for various needs
iii. Services (child care, food, security, …)
iv. Expected number of employees (how many need cars, etc…)
h. Identify what infrastructure and/or services should be in the park and what
outside of the park.
i. Compose a detailed list of all the required infrastructure
i. Transportation
ii. Parking
iii. Electrical, Communication infr., Wastewater,
iv. Space for different needs (buildings, services, landscape, etc…)
j. Complete detailed plan of the park based on the identified requirements.
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6. Surroundings of the ATP
a. Creating an environment for the likely ATP residents and workers
i. Transportation, Tourism, Culture, Schools, Housing, etc.
b. Tie this into the national initiatives
c. Creation of a Family Support program as well
i. School system, “children friendly”
d. Adopting a concept of “Alliancing”
i. Taking the best that all have to offer (seeing the best of each)
ii. Master Plan creation that builds upon city transportation, public
relations, tourism opportunities, etc.
e. Creation of a brochure to attract many to the region
f. Address the Bedouin perception issue ~
i. ATP will NOT solve this problem ~
ii. ATP must address issues in the future if a problem arises!
g. Coordinate the proposed uses with the legal rights allowed
i. Understand limitations and/or work with “powers” to make some
desired changes happen.
h. Central Coordinating Committee formed to coordinate all these actions.
i. Answer the question: Does Beer-Sheva have the infrastructure to
accommodate up to 100,000 new residents?
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7. Tenants of the ATP
a. Create an Environment to Attract International and Domestic Anchor Tenants to
the ATP
b. Develop Architectural and Operational Plans to Achieve a “Green” ATP
Addressing the Triple Bottom Line
c. Army:
i. Attract the Army Intelligence Unit as an Anchor Tenant for the ATP
d. Select the Centers of Excellence that Serve as the Best Magnets for the Anchor
Tenants
e. Light manufacturing could be attracted to the park “area”
i. Think about the area
around the park as
well as the park itself
f. Light mfg. is a logical
?
extension of research.
Real Opportunities
i. Rapid Ramp is really
for the Park!
talented
Hybrid
B-G
Low Vol
1. Maintaining
Tech University
Production Industry
Maturity Focus
Focus
the high
salary desires
Incubator
from the ATP
Shared
ii. Maybe “Hybrid”
Facil. &
Services
R&D and Proto
Basic
Applied
Advanced
Rapid
Production
1. Sophisticated
Res.
Res.
Develop.
Ramp
.
tools used by
sophisticated
people!
iii. Selling “Tested” IP
g. Consider “no emissions”
h. Focus on getting the IDF into the ATP
i. Absolutely critical focus
ii. Treat them as a “client”!
iii. Really work to secure them as a “magnet” to the ATP
1. May be more of a magnet than B-GU
2. Keep the pressure on!
iv. The suppliers of the IDF are the logical “close followers”
i. But look for #2 as well!
i. Second major tenant is critical ~ one is NOT enough!
ii. National Institute of Biotech of the Negev maybe should be lured
aggressively
1. In conjunction with the hospital
2. In conjunction with a pharma!
j. Maybe #3 could be D-T
i. Recommend we show them the “brochure” of the ATP
ii. Consider expanding the operation into the ATP
1. Exploiting : research to center to park continuum!
iii. A current client is much easier to lure than a new one!
k. Water may be the next scarce resource and B-G U is really on the forefront!
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Detailed Final Report
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8. Brand Image of the ATP
a. Make the ATP look like a high tech, stylish park
b. Attract the best companies to the park
c. Reduced fees for early year, anchor tenants
d. Utilize / provide access to university facilities, e.g. equipment, journals,
etc.
e. Ability to influence / interject decision-making politicians and others into
the “game”
f. Special government benefits incentive package (over and above the
current)
g. “Success breeds Success” – Attract Type B entrepreneurs as Type A
entrepreneurs enter the park.
h. Provide “right of first refusal” for new BGU ip to anchor tenants
i. Make space available for early-entrant targeted anchor tenants with the
first 6 months of ATP existence as they transition to their own facilities in
2 – 3 years.
j. Build incubator with anchor tenant paying for x%
i. Start with existing facility in university and move to incubator
ii. Supported by admin and clerical and office support.
k. Create worldwide CEO-Conference for:
i. CEO awareness of ATP
ii. CEO identification of their needs
l. Develop marketing collateral for SPC to distribute
m. Define the sales process and specific roles and responsibilities with clear
liaison for all partners.
n. Exploit faculty / staff contacts with NBS team to provide visibility for
their contacts to join the ATP.
o. Define the manner to which companies can have BGU provide employees
that frees tenants from hiring.
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9. Talent Availability for the ATP
a. Develop and Attract Top Talent to the Desert; from Ph.D.’s to MidManagers to Knowledge Workers with a plan to educate / attain / retain
talent. Quality of Life:
b. Increase the level of compensation for the:
i. Students
ii. Workers
c. Address where the talent will come from AND the training needed to
make them “world class!”
d. Develop a detailed plan to answer the following:
i. Why will they come to the desert?
ii. What will keep them / let them live in the desert?
1. “Quality of Life” must be addressed!
e. Attract by “Quality of Life”, “Cost of Life”, Education, Entertainment, etc.
f. Housing is a critical part of the decision:
i. Inexpensive land is available now ~ announce the opportunity!
g. Proximity to a magnet serves as a value generator for housing, etc.
i. Cost of housing is now very reasonable
ii. Cost of housing WILL go up as magnet grows!
h. Need to VALIDATE the real value prop that the ATP / Beer-Sheva area /
B-GU offers to the talent
10. Build the Park
a. Find construction contractors for spec buildings
b. Work with contractors for tenant-build buildings
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