Chapter 6: kickstart your CSC
6.1 CSC types before the Confidentiality Bridge
Network events - Co-Organise or sponsor Events - Scouting Mission - Sharing Resources
6.1.1 Network Events
Motives New (potential) clients, Increase revenue (SU), Learning, Product & process improvements,
Inspiration, Potential partners, Establish brand identity
Pro’s Lay foundations CSC, Share experiences with like-minded, Limited fin investment,
Digitalization possible
Cons Getting lost at big events, potentially time consuming, compete with others
Tips & tricks Be pitch ready, Highlight (SME) strengths, 1st look for personal match, Get out of building,
Don’t go to sell, Set goals in advance, partner up with companies who already have activity
BE examples KBC Start-It, Netwerk Ondernemen, Birdhouse, Supernova, Bigscore
6.1.2 Co-Organize or Sponsor Events
Motives Learn from other experiences, look for partners & network opp., Link different partners,
Increase reputation, Increase visibility in SU ecosystem
Pro’s Share experiences with like-minded, enthusiasm among employees, employer branding
suport
Cons Fin sponsor = reducing trend => share expertise, Sponsor overwhelming, Not always good
visibility
Tips & tricks Sponsor vs organize, role in broader marketing strategy, sposor event-fit consideration, size
& focus event, Cross fertilize industries, Measure & evaluate, Avoid sales talk, Integrate SU
pitches
BE examples VRT, PWC, Colruyt, Securex => big sponsors of events
6.1.3 Scouting Mission
Motives Finding inspiration in heart of entrepreneurial ecosystem, Share experiences with like-
minded
Pro’s Get energized by group & mission, Experience everything = possible
Cons Energy fade away when no action, Potentially expensive
Tips & tricks Critically reflect (access rate?), Who is joining?, Location?
BE examples Voka, Nexxworks, Port of Antwerp
6.1.4 Sharing resources
Motives Build up network, knowledge exchange, Scout ideas-trends-talent, Reduce cost, Support the
ecosystem
Pro’s Support intrapreneurship, Accelerate internal projects, Limited fin invest, Potential part of
purpose
Cons Limited geo scope, no core activity, clash of cultures, competition with
incubators/accelerators, Many SUs not in need of your assets
Tips & tricks Expect indirect effect, Think broad of resources, Share office space, Attractive location,
Secure & protect IP, Informal coffee machine effect (aim), Support specialized company
BE examples Imec, Digipolis, WeWantMore, The Beacon
, 6.2 CSC types after the Confidentiality Bridge
SU Challenges & Awards - Hackathons - Mentoring & Advisory - Venture Clients
6.2.1 SU Challenges & Awards
Motives Visibility, Credibility, Networking, Insights markets & innovations/tech, Test Business idea
(SU), Support ecosystem
Pro’s Lower scale instrument, Online platform & initiatives, Media coverage
Cons Often no collab result, Mainly marketing instrulent
Tips & tricks Award vs prize, Temper solution expectations, Decide theme, Fin reward not required,
Compile jury & criteria, Provide feedback, Not seek ST return collab; Motivation-time-budget
BE examples Belfius, Big 4, Agorize, Fevia
6.2.2 Hackathons
Motives Turn idea into concrete prod/serv, Insights markets & innovations/tech, Networking,
Innovative image, Feedback & teambuilding (SU)
Pro’s IRL inspiration & combine ideas, potential solution, Marketing + effect, Quick & flex testing
without reputational risk
Cons = not auto further collab, Limited follow up
Tips & tricks Part broader innovation program, Define challenge, Transparent expect, join forces vs
outsource, mentor & coach during, Temper solution expectations, Pure internal = possible
BE examples Hackathon BE, VDAB, Douane, Volvo Trucks, BNP fortis
6.2.3 Mentoring & Advisory
Motives Easy access innovation, Explore new markets, Pay it forward principle
Pro’s Low level entry contact SU, Spot early investment opp, Limited formalities
Cons Linked to strategic partnerships & equity investments, Malleable SUs can lose focus
Tips & tricks Individual mentoring & advising, Need coachable founders, Early stage SU, Advisory council
(regularity = key), NDA, Pro activity, Partner up with specialized company, SU looking for
hands-on help & industry knowledge
BE examples Netwerk ondernemen, Incubators, Accelerators, Willemen
6.2.4 Venture Clients
Motives Tap into entrepreneurial innovation efforts SU, Early access new tech, Image creation,
Change working culture, Help SU building track record & credibility
Pro’s Understanding new market innovations, No equity or IP exchange = limited risk, SU product
often cheaper (to customize)
Cons Brand image risk, Further existence SU = unclear, Difficult match to organizational speed
Tips & tricks Needs functioning prototype, logical step after accelerator, Decide risk level, Show
procurement process flexibility, Minimum viable (MV) product assessment, Time & speed =
key for SU, Constant feedback, Secure management buy-in, Tackle internal resistance, Test
product, Plan B for SU failure, Not expect free customization, Ask exclusivity = sign impact SU
growth
BE examples BMW SU garage, Digipolis, Renson, Matexi, Tech SU day, Organe
