Knowledge Intensive Service Ventures (KISS) By Jörg Freiling

Ένας νέος όρος προς μελέτη, ο όρος KISS  (knowledge-intensive service start-ups) αφορά startups με value added δομή και υψηλό κίνδυνο επιβίωσης.
H γνώση υποβάλλεται σε μια διαδικασία συνεχούς ανανέωσης στην κοινωνία μας και , από τη στιγμή
δημιουργείται , είναι διαθέσιμη σε πολλές μορφές , ενδεχομένως, διαθέσιμα σε όλους , π.χ. μέσω των σύγχρονων συστημάτων ΙCT. Έτσι μπορούν να κατανοήσουμε τη γνώση ως ένα βασικός μοχλός της οικονομικής ανάπτυξης .
Επιπλέον η διαθεσιμότητα και η χρήση  γνώσεων στις αγορές είναι σημαντική και για την επίτευξη του ανταγωνιστικού πλεονεκτήματος και  ενδιαφέρον για το σύνολο της οικονομίας . Επιπλέον, το  πολίτικο σύστημα  και κοινωνία θα πρέπει  να προωθηθεί η ίδρυση νέων επιχειρήσεων  γνώσης (ΚISS). Στις περισσότερες περιπτώσεις, οι νεοσύστατες επιχειρήσεις ανήκουν στην οικονομία των υπηρεσιών, από εκθέσεις του 2005 ότι οι KISS Firms αντιπροσοπέβουν το 14% τις συνολικής επιχειρηματικής δραστηριότητας. Εντούτοις δημιουργία και η θεμελίωση μιας Kiss δεν είναι καθόλου εύκολη υπόθεση, λόγω της ματαβλητότητας της γνώσης. Τα επιχειρηματικά μοντέλα σε αυτές τις εταιρίες γίνονται πολύ πιο γρήγορα ξεπερασμένα συγκριτικά με τις άλλες επιχειρήσεις, και για αυτό είναι ζωτικής σημασίας για την επιβίωση τους. Η συγκεκριμένη μελέτη ασχολείται με τις ιδιαιτερότητες των KISS Firms και την συμβολή τους στην επιχειρηματική ανταγωνιστηκότητα.
Η κατανόηση των εννοιών patern prediction  market process theory και value added Peculiarities  είναι πολύ σημαντικές για την κατανόηση των Kiss Firms.
Απο την πλευρά του προμηθευτή μπορουμε να εξετάσουμε την value added analisys μέσα από 3 διαστάσεις : "Firstly, the input dimension contains the activated assets ready to perform a
service. It is obvious that preparing the asset endowment for a customer to come is already
part of the performance and the degree of preparedness makes a difference in competition.
Secondly, the throughput dimension focuses on the specific way how services are provided.
We will see below that services are characterized by the simple fact that the customer himself
or objects of his/her disposal participate in this process so that factors of the supplier and the
customer are combined. In particular in case of personal participation of the customer it is
rather obvious that the process of providing a service is already an important part of the
performance. Thirdly, the output dimension refers to the package of different items provided
to the customer. As for this dimension intangibility matters although we already noted that
services are not necessarily perfectly intangible."
Κάποια απο τα κριτήρια είναι για τις Kibs:

•  γνώση ως παράγοντας δημιουργίας
• επαγγελματισμός 
• εστίαση στο επίπεδο της υπηρεσίας
• σχέση άμεσης επίδρασης προμηθευτή-πελάτη
• περιορισμένη ικανότητα για τυποποίηση της διαδικασίας
• intellectual  value added που μεταφέρεται στον πελάτη
• το άυλο της υπηρεσίας γνώσης
• το υψηλό επίπεδο ρίσκου στην διαδικασία μετάβασης

IESE Business School and Delft University of Technology Startup report

A report  by extended questionnaires and interviews with almost 1000 entrepreneurs from these 

two ecosystems.

KEY SUCCESS FACTORS FOR ENTREPRENEURSHIP ACTIONS NEEDED FROM STAKEHOLDERS

• Business knowledge & experience

INSIGHT 1: Start-up success depends on business knowledge and personal 

competencies.

although entrepreneurship is also a matter of ambition and perseverance, 

the skills and capabilities can be learned.

• Entrepreneurship ecosystems

INSIGHT 2: Ecosystems allow entrepreneurs to better and more quickly develop 

their initial ideas into viable businesses.

more and stronger European ecosystems will deliver more start-ups and achieve 

higher success rates.

But start-ups are risky. Of all the new businesses started, barely 50% survive the 

first five years, a statistic that is undoubtedly even lower for start-ups with innovative 

offerings and business models. It thus is of the utmost importance that Europe 

increases both the number of innovative start-ups and the rate of their success.

as we will see, supportive ecosystems are the key to increasing the number of 

successful start-ups. Both IESE Business School and Delft University of Technology are 

examples of successful entrepreneurial ecosystems.

 Main hurdles Of Startups :

• getting to know customers and suppliers
•  raising funding 
• building the team.

Successful ventures surmount these hurdles by gaining rapid access 

to the necessary business know-how and experience. 

In general, firms founded by the more experienced IESE entrepreneurs grow much 

faster than Delft University of Technology firms. Due to the nature of the mBa, EmBa 

and GEmBa programs, IESE entrepreneurs have many more years of work experience 

under their belt, and they have augmented this experience with significant business 

knowledge gained during the program.

• teams are the best source of knowledge and experience – High-growth firms are 

built by teams – you cannot do it alone. When building these teams, having a shared 

vision and ways of working are crucial

Experience and winning business models

 When asked to name the source of their competitive advantage, high-growth firms 

mention their business models. High-growth firms develop business models that 

change the rules of the game in an industry. Developing a winning business model 

requires extensive business knowledge and (industry) experience. 

Ecosystems allow entrepreneurs to better and more quickly develop their initial ideas into viable businesses. 

more and stronger European ecosystems will deliver more start-ups and achieve higher success rates.

Within the ecosystem, the venture feeds on two levels of networks: the open network of acquaintances through which the entrepreneurs get in touch with customers, suppliers, financiers and other supporters, and in which they establish their reputation. The second level of network – the “close” network – is even more important. With these contacts, the entrepreneur can speak openly about his or her ideas and worries, and 

get honest and immediate feedback that helps them develop their ideas better and faster into a viable business. However, a major prerequisite here is trust. The more people trust each other, the more information they will share, and the better feedback they will get.

Redisign the Product the 90% of Startups

Entrepreneurs must question every premise on which their 

venture is based: “Who are my customers?”, “What is their need?” and “How can we 

make money fulfilling this need?” Only about 10% of all start-ups in our study did not 

fundamentally change any aspect of their original plan. The ecosystem is essential for providing fast 

and quality feedback for the development of the firm.

Firms corporetion and startups

Big Firms and Startups

Apple, Google and Nokia maintain extensive networks of small companies, to name a 

few. many of these small companies are start-ups that not only take on subcontracted 

work but also supply the larger firms with innovative ideas. Companies like Intel and 

motorola have established in-house venture capital firms. The pharmaceutical industry 

is known for its extensive involvement with venture companies often associated with 

universities and research institutes. for corporations, buying from start-ups can be a 

very powerful way to innovate. In their experience, start-ups often are more effective 

and efficient in both originating innovative ideas and in developing them into usable 

products. In Europe, successful ecosystems have often arisen around corporate 

operations. Examples include Espoo (around the headquarters of Nokia), Toulouse 

(airbus), Eindhoven (philips and aSmL), münchen (BmW and Siemens) and Basel 

(roche and Novartis).

for the start-up and its entrepreneurs, corporations can be both a critical launch 

customer as well as a highly valued source of experience and know-how. 

In the preceding pages we discussed how early commercial contacts play a crucial 

role in the first months of a start-up. Buying innovative products from start-ups thus 

creates a market. for entrepreneurs, we have found that having a rapid external 

feedback loop (contact with potential customers) is essential in establishing innovative 

start-ups and that contracting clients is one of the main hurdles to starting up an 

(innovative) venture. Corporations can take on this role. We also mentioned how 

important experience and know-how are for the survival of a start-up in its first months. 

Corporations are particularly suited to providing this experience and know-how.

How ecosystems could help startups 

CONCLUSION

• Europe urgently needs to increase its flow of successful start-ups.
• New start-ups lack experience and know-how. 
• More and better entrepreneurial ecosystems with networking coaching, training and timely financing are key to building experience and know-how.
• Corporations and entrepreneurs have the responsibility to foster and benefit from increased cooperation by exchanging knowledge and experience (for entrepreneurs, by entrepreneurs). 
• Knowledge institutes and governments play a productive role in building and strengthening ecosystems and effective support structures.

http://www.iese.edu/research/pdfs/ESTUDIO-109.pdf