OE151B: Innovation
Portfolio
Date: 5-1-2021
Titlepage
Study: Business Studies
1
,Class: ROBSMAVT4
Specialization: Marketing
Study unit: 151B Innovation
Assessor: Dhr. A. Kara
Place: Rotterdam
Date: 5-1-2021
Management Summary
In the first chapter of this portfolio both of the interviewed incubators are compared based on their
input and online research. It has become clear that there are several differences between the Dutch
2
, incubator (Foodvalley) and the German incubator (Atlantic Food Labs). Atlantic Food Labs has a
strong focus on the sharing of knowledge while Foodvalley based their vision more on consistent
growth. Their strategy regarding acquisition differs as well, one has a scouting program where the
other mainly uses their own network and often work with local start-ups.
There are also similarities between Atlantic Food Labs and Foodvalley, for example when it comes to
the first steps in the business relationship with the client. These steps include defining business ideas,
looking to the future, setting goals, defining needs and defining possibilities in providing recourses.
Examples of common needs are knowledge, advice and funding’s. Furthermore, there is looked at
common pitfalls such as wrong investments, misunderstanding of the customer and a lack of focus.
The start-ups are compared in the second chapter, the insights from the interviews are used to give a
clear image about the two companies. In this chapter is also looked at developments in the branch
(food) that are relevant for the chosen start-ups as well as a competitor analysis and a SWOT-
analysis.
The popcorn market is quite similar in both countries, the annual growth rate has nearly been the
same over the last few years. However, there is a remarkable difference in the average revenue per
person, customers in the Netherlands are likely to spend almost 35% more on snacks than German
customers in 2021.
The competition in Germany is much fiercer than in the Netherlands. Wildcorn is competing with lots
of similar companies that have been around for a longer period, while Brettspopcorn is competing
with smaller companies. A lot of other differences and similarities between these companies have
been described in this chapter for example regarding market shares, prices, unique selling points,
communication, marketing and much more.
The third chapter describes some of the most important critical success factors for start-ups in Berlin,
these are also linked to the Dutch government. For the Dutch government it is very interesting to
look into the ecosystem of Berlin because it is growing very steadily, statistically new start-ups are
founded every day in Berlin. The presence of investors is one of the critical success factors for this
climate, furthermore there are lots of accelerators, incubators and venture fonds. The living and
working costs are relatively low as well compared to other European cities.
The German Government has special funding programs for start-ups which is of course very helpful
for starting businesses. Dutch entrepreneurs are more dependent on themselves, the Dutch
government should invest more in an attractive ecosystem especially since a good economic climate
will lead to new venture capital.
Table of contents
Management Summary..........................................................................................................................2
Introduction............................................................................................................................................4
1 Comparison Incubators........................................................................................................................5
1.1 Introduction..................................................................................................................................5
3
Portfolio
Date: 5-1-2021
Titlepage
Study: Business Studies
1
,Class: ROBSMAVT4
Specialization: Marketing
Study unit: 151B Innovation
Assessor: Dhr. A. Kara
Place: Rotterdam
Date: 5-1-2021
Management Summary
In the first chapter of this portfolio both of the interviewed incubators are compared based on their
input and online research. It has become clear that there are several differences between the Dutch
2
, incubator (Foodvalley) and the German incubator (Atlantic Food Labs). Atlantic Food Labs has a
strong focus on the sharing of knowledge while Foodvalley based their vision more on consistent
growth. Their strategy regarding acquisition differs as well, one has a scouting program where the
other mainly uses their own network and often work with local start-ups.
There are also similarities between Atlantic Food Labs and Foodvalley, for example when it comes to
the first steps in the business relationship with the client. These steps include defining business ideas,
looking to the future, setting goals, defining needs and defining possibilities in providing recourses.
Examples of common needs are knowledge, advice and funding’s. Furthermore, there is looked at
common pitfalls such as wrong investments, misunderstanding of the customer and a lack of focus.
The start-ups are compared in the second chapter, the insights from the interviews are used to give a
clear image about the two companies. In this chapter is also looked at developments in the branch
(food) that are relevant for the chosen start-ups as well as a competitor analysis and a SWOT-
analysis.
The popcorn market is quite similar in both countries, the annual growth rate has nearly been the
same over the last few years. However, there is a remarkable difference in the average revenue per
person, customers in the Netherlands are likely to spend almost 35% more on snacks than German
customers in 2021.
The competition in Germany is much fiercer than in the Netherlands. Wildcorn is competing with lots
of similar companies that have been around for a longer period, while Brettspopcorn is competing
with smaller companies. A lot of other differences and similarities between these companies have
been described in this chapter for example regarding market shares, prices, unique selling points,
communication, marketing and much more.
The third chapter describes some of the most important critical success factors for start-ups in Berlin,
these are also linked to the Dutch government. For the Dutch government it is very interesting to
look into the ecosystem of Berlin because it is growing very steadily, statistically new start-ups are
founded every day in Berlin. The presence of investors is one of the critical success factors for this
climate, furthermore there are lots of accelerators, incubators and venture fonds. The living and
working costs are relatively low as well compared to other European cities.
The German Government has special funding programs for start-ups which is of course very helpful
for starting businesses. Dutch entrepreneurs are more dependent on themselves, the Dutch
government should invest more in an attractive ecosystem especially since a good economic climate
will lead to new venture capital.
Table of contents
Management Summary..........................................................................................................................2
Introduction............................................................................................................................................4
1 Comparison Incubators........................................................................................................................5
1.1 Introduction..................................................................................................................................5
3
