Tecnocampus Mataro Maresme Leonar Janer · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park 8 The management of the Park TecnoCampus is a project promoted by the City

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RENCONTRES DU NUMÉRIQUE DE L'ESPACE MOBILE DU SUD CHARENTE ET ETATS GÉNÉRAUX DU RÉSEAU DES LIVING LABS ET ESPACES FRANÇAIS DE L’INNOVATION

(Mercredi 24 octobre 2012 – Jeudi 25 octobre 2012)

Tecnocampus Mataro Maresme

Leonar Janer

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TecnoCampus Mataró-Maresme · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park TecnoCampus Mataró-Maresme · 1 TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park

Where

company and

university go

hand-in-hand



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TecnoCampus Mataró-Maresme · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park 2 TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park

Contents

1. The Present

2. Strategic Planning

3. The future



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1. The present



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TecnoCampus is an initiative promoted by the City Council of Mataró and

the main stakeholders of the territory in a strong public-private

partnership collaboration that shapes a business and knowledge based

PARK.

This is a singular model where a unique institution, the TecnoCampus

Foundation, is the managing organization for both the business park and

the University Centre.

This is a model that envisages the development of a real Knowledge hub

as a result of the creation of a virtuous circle in between university and

companies, that represents 30 years of university studies in Mataró, and

an investment in a new Campus and a Park opened in 2010 November.

The Park head office is a 50.000square meters environment that

integrates three university schools, the CETEMMSA technological centre,

a business incubator and flexible spaces for the emplacement of

innovative and technologically based companies.

The Park is a project promoted and financed by the City Council of

Mataró, with the support of the main economical and social stakeholders

of the territory.

This municipal effort promoting strategies that are linked to the

University, the entrepreneurship , and the R+D+i had labeled the project

with the honor of and Innovation given by the Economy

and Competitiveness Spanish Ministry.

Introduction

The present



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Population stats:

GDP stats: Territorial GDP/Catalonian GDP

Area Number of

Inhabitants

% over

Catalonia

People aged

18

Maresme 434.879 5,77% 4.268

Vallès Oriental 399.900 5,30% 3.784

Subtotal 834.779 11,07% 8.052

Metropolitan

Region

4.777.042 63,36% 49.349

Main setting figures: demography and GDP

Area % over

Catalonia

Maresme 4,09%

Vallès Oriental 5,43%

Subtotal 9,52%

Metropolitan Region 37,63%

The territory immediately influenced by TecnoCampus can be divided into two areas: (1) Maresme and

Vallès Oriental areas of direct impact of the activity-, and (2) the Metropolitan Region area, as scope

area, and where Mataró is considered as the Northern Gateway of that Big Barcelona.

The present



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1997: EUM (Escola Universitària

del Maresme) is created by the

Council of Maresme region.

1982: EUPMt (Escola Universitària

Politècnica) is created by the City

Council of Mataró.

1999: Director Plan for the

Information Society of Mataró.

TecnoCampus Foundation creation

for the IT/IS development in Mataró.

EUPMt has 1.327 students, and

EUM has 1.173 students.

Development of the

project

Activity opening Bases and premises

1982- 1999 2000-2009 2010-nowadays

Some historical data

2004:. New mission for

TecnoCampus: the promoter of the

Park. Definition of TecnoCampus

model, as a Science and innovation

park.

2007: Foundation stone

ceremony for the Park.

2009: EUPMt and EUM activity is

subrogated to TecnoCampus.

Municipality of Mataró Business

Creation Services are subrogated

to TecnoCampus. The total number

of students is almost 1.000.

30 / 2

2009- 10: New degrees

deployment according to the EHEA

model.

2010: Opening of TecnoCampus

Park. Beginning of activity and

definition of a wide portfolio on

entrepreneurship services.

2010: ESCS (Escola Superior de

Ciències de la Salut) is created as a

TecnoCampus Foundation School.

2012: New degrees (Marketing

and Digital Communities, and

Physical Activity and Sports

Science), with a total offer of 10

degrees and 3 master programs,

with 1.782 students in 2012, and

a projected figure of 2.100

students on 2015.

The present



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Space of 10.818 m2.

Investment of: 15,6 M

• 10 Degrees

• 4 Master degrees

• 12 Post-graduated degrees

Space of 15.136m2.

Investment of: 18 M

82 settled companies

80%

Occupancy in the Park

The who and what. Some figures and stats

1.782

Students in 2012.

431 students engaged as first

trial (75,8% over total)

CETEMMSA

UNIVERSITY CENTRES

BUSINESS

CENTER

INCUBATOR

AUDITORIUM

Space of 1.089m2.


23 settled companies

Space of 2.528 m2.


197 activities 2011- 2012

167 People working with TecnoCampus

Teaching and Research Staff: 61 %

Services and Administrative Staff: 39%

12,2M Annual budget(EPE+ Foundation)

TCM INNOLAB

47%

34%

19% EUPMT

EUM

ESCS

The present

TCM1: University building

TCM2: Business Centre

TCM4: Convention Centre

TCM3: Business Centre

Foyer



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The management of the Park

TecnoCampus is a project promoted by the City Council of Mataró , that has undertaken the most of the investment.

Real Estate property of the Park is by EPEL TecnoCampus, a local public institution 100% owned by City Council of Mataró.

The management and working operation is done by TecnoCampus Foundation, as a public-private partnership institution.

EPEL as the promoter institution agrees with TecnoCampus an affecting price for the renting of the spaces.

TecnoCampus Foundation is divided into two main areas of activity: (1) University Centers and (2) Business and Innovation

Area. General Manager will encompass into a unique strategy both areas, the University and the Business and Innovation Centre.

From a Human Resources perspectives, TecnoCampus Foundation is a work team of 167 persons: 61% Teaching and Research

Staff, 15% Business and Innovation Area, 15% General Services and 9% Support to Universities.

The present

BOARD/PRESIDENCY

GENERAL MANAGER

EUPMt EUM ESCS BUSINESS + INNOVATION AREA

BUSINESS

CENTER

REAL

ESTATE

BUSINESS

CREATION

CENTER

TECHNOLOGY

TRANSFER

CENTER

UNIVERSITY CENTRE SUPORT

GENERAL SERVICES: ADMINISTRATION / MARKETING / HUMAN RESOURCES / INFRASTRUCTURES

/ GENERAL SE CRETARY



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40%

26%

34%

68%

13%

19%

89%

10% 1%

2009 2012 2015

TecnoCampus Foundation revenue evolution

Student taxes Services and projects Public funding

Student number evolution at TecnoCampus University Centers

0

500

1000

1500

2000

2500

2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015

In the period 2009- 2013, the total number of

students at TecnoCampus will be increased in

a 100%

Turnover and students progression

Number of students

The present



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Electronics and Automatic

Control Engineering

Engineering

Engineering

Media

Administration and Innovation

Management

Leisure Management

Business Administration and

Innovation Management/Tourism

and Leisure Management

and Digital Communities

Entrepreneurship and Innovation

Destination Management and

Tourism and Leisure Facilities

Activity and Sports Science

Chronicity and Dependence

The portfolio of university degrees at TecnoCampus

The present



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Sectorial supply all in one

TECHNOLOGY

BUSINESS

TEACHING:

-

Administration and Innovation Management

-

Communities

-

Management

RESEARCH:

-CEO: Competences, Entrepreneurship and

Occupancy

-GRABET: Applied Research in Welfare

Economics and Tourism.

HEALTH-AND-BUSINESS

•

• Multidisciplinar research

TECHNOLOGY

- AND - HEALTH

•


HEALTH AND

WELLNESS

TEACHING:

-

-

-

-

TEACHING:

-

-

Activity and Sports Science

RESEARCH:

-Preemptive health and cancer

-Ageing, Dependence and

chronicity

RESEARCH AND TECHNOLOGICAL TRANSFER:

•Digital Signal Processing (Biometrics)

•Netlab

•CCU: urban Knowledge Centre

•Power Electronics

•CCI: Integration Competences Centre

The present

TECHNOLOGY

- AND - BUSINESS

•




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- Aprendre a Emprendre (learning

entrepreneurship): Entrepreneurship

spirit encouragement addressed to

primary and secondary school students

in Mataró.

- TCM Innolab: Pre-incubation lab with

the ambience and the resources where

ideas can evolve into businesses. The

ideas incubation centre.

- InnoEmprèn: Mentoring program

mainly addressed to innovative business

projects.

- University Degree in

Entrepreneurship and Innovation.

-Cre@tic awards: Best business project

prize that is worth 15.000.

- The incubator: Start-up speeding up

space for up to three years.

- Financing forum. The place where the

financing of a project can be solved

The present



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9

9

11

3

1

TecnoCampus has in effect 43 agreements with

international university centers.

From those, 34 are in Europe, mainly in the Central

Area (France, Germany, Poland, Belgium and

Switzerland), Italy and United Kingdom.

Besides, some cooperation and exchange program

agreements are in effect with Central and Southern

America (Mexico, Dominican Republic and

Argentina), and one with China.

Most of the agreements are exchange programs for

students and teaching and research staff (81%). The

remaining agreements are cooperative programs for

research, teaching and technological transfer

projects.

Nowadays, the main objectives in the area of

internationalization are:

• To increase the number of University

Centers with agreements, mainly for

students and teaching and research staff.

• To promote TecnoCampus Summer School

Campus.

• To increase the number of international

projects in cooperation.

TecnoCampus University Centers: an international campus

The present



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WHAT ARE WE?

A University Center

A place for start-

ups, at a reasonable

cost and with

financing facilities

A business center

where resources and

training are easy to

get

A park, with flexible

offices, on m2 and

services, top rated in

quality

WHAT ARE WE

OFFERING ?

Upstanding

and University

Tutelage, mentoring

and support for

entrepreneur

growing

Access to advanced

research and

business innovation

programs

Well standing and

corporate image at

the Park. Students,

Networking and

Access to innovation

programs

WHICH IS THE RESULT?

A brilliant future for

our students

A pool of innovative

and of new creation

companies that will

compete on a global

market and will

create occupancy

The growth and

acceleration of

companies

The development of

a real Knowledge

hub as a result of the

creation of a virtuous

circle in between

university and

companies

Value Creation

Students

Entrepreneurs

Businessmen

Companies

Value revenue

C

O

E

V

O

L

U

T

I

O

N

The present



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2. Strategic Planning



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Strong crises: GDP forecast with a decrease (-

1,7% and 5,7 M unemployed people). Decline

in consumption. Lack of credit. Reduction in

R+D funding and increase for university fees

(60% in medium stripes)

Knowledge society. The world is organized in

a knowledge-intensive economy that creates

knowledge hubs, requiring universities that

will be the protagonists of such transformation

(knowledge based economy)

Globalization. Staff requires a constantly

changing curriculum, focused on the

development of skills related to talent,

innovation, competitiveness in a global

environment and creativity for being really

open minded people.

Entrepreneurship on the rise. The lack of

economic competitiveness and low

productivity raise the value of innovation and

personal curriculum. The lack of opportunities

and the growth of business on the net,

stimulate entrepreneurship.

Some boundary and environment conditions

Demographics growing. The growth of

people aged under 18 (21% forecast in 2020).

The growth in demand for university studies

(nowadays 40% youth) due to the

unemployment and a strong need for highly

trained professionals.

ICT demand unsatisfied. There is a demand

for well-trained ICT professionals not satisfied

by the system. There is a lack of vocations

among young people for engineering studies.

In parallel, it is identified a market need for

technology managers, technologists and digital

experts.

Governance on debate It is open a debate on

the need for new models of university

governance that foster excellence: society

needs to overcome the gap between university

and companies, to improve efficiency and to

focus on current training needs.

Titles expansion. The deployment of the

EHEA and LOU in Catalonia results in an

organic growth of technical schools. The open

university degrees catalog makes possible to

create new degrees focused on the needs and

double degrees.

Strategic Planning



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SWOT Analysis

• STRONG MODEL, well defined and with a great capacity to

create a co-evolution space of talent, entrepreneurship and

business.

•CRITICAL MASS big enough in a territory with an

entrepreneurial culture and a growing in the number of

applications by students.

•AGILITY in the government by a Foundation rooted in the

region (that is democratic and representative) that can act as a

mini-university with its own model.

•PROXIMITY CULTURE and close in the deal.

•COMMITMENT of so many highly motivated teams.

• HIGHLY INNOVATIVE on degrees and masters (80% revenue

comes from that are less than three years old)

EXCELLENT FACILITIES in a privileged location just in front of

the Sea.

-COST-VALUE. Enhancing balance between product cost and market

differential value.

-GAP between university and companies.

• LACK OF R+D and increase of national and international indexed articles.

• CULTURES diversification and intercultural conflicts as the result of the

recent merging of university centers and other services

• LACK OF ALIGNMENT. Important dispersion in focus. Lack of incentives

to enhance and differentiate.

• AVERSION TO CHANGES. Lack of internal ability for risk management

• DOUBLE AFILIATION (UPF and UPC) which is restricting teaching,

organization and brand references.

•GOVERNANCE weak governance capacity based on the overlap of

different models based on various historical legacy and mergers.

- FINANCING of the investment unstructured.

• LOCAL POLITICAL WILL strongly favorable to TecnoCampus.

•UPF. Responsiveness of UPF, focused in innovative models and

university degrees related to their interest and usability in the

territory.

•EARLY RETIREMENTS that can allow teaching and research staff

renewing.

•UNIVERISTY CENTRES INTEGRATION that deeps in a transversal

model that stimulates human resources and can define double

university degrees both intra TecnoCampus as international.

•TECHNOLOGY ON EDUCATION. New digital technologies

applied to improve teaching and looking for new target groups.

•CETEMMSA and the integration with such big and important

institution will build a single project with strong potential.

•BARCELONA as a brand , as a Mediterranean brand.

• CRISES. Economic crises effects on university fees, offices prices, public

funding for R+D

•UPC. Low responsiveness by the UPC in our growth

•ENGINEERING DEGREES (12%) in danger of losing weight in the

project despite 95% employment for graduated students.

•HIGH EXPECTATIONS on stakeholders for TecnoCampus project.

•COMPETITION from other entrepreneurial hubs (Wayra,

SeedRocket,..). University education market liberalization.

•LACK OF DIFFERENTIATION. Competition with other private

university centers with more aesthetically products.

•LOCAL INFLUENCE and relevance in a competitive environment that

requires strong and solid storyboards.

STRENGTHS WEAKNESSES

OPPORTUNITIES THREATS

Strategic Planning



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Such a mission can be carried out through:

I) The generation of ENTREPRENEURIAL TALENT

II) The activity of BUSINESS DEVELOPMENT

The Mission

To develop productive fabric that will be generator of employment, wealth,

knowledge and quality of life in the region.

The Mission

Strategic Planning



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ACADEMIA

CA

MP

US

FOU

ND

ATIO

N

ACADEMIC DIRECTOR

TEC

HN

OLO

GY

RESEARCH GROUPS TEACHING UNITS

ACADEMICAL SECRETARY INNOVATION, QUALITY DIRECTOR

UNIVERSITY SERVICES

TRA

NSV

ERSA

L U

NIT

S

CRAI

ACADEMICAL OFFICE

JOB BANKING

DIGITAL FACTORY

SOCIAL AND SPORTS ACTIVITIES

PAR

K

ENTREPRENEUR SUPPORT SERVICES

INNOLAB BUSINESS CREATION

INCUBATOR VENTURE CAPITAL

BU

SIN

ESS

SER

VIC

ES

REA

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TATE

FUN

DIN

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SER

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STR

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GEN

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II. Governance Model

Strategic Planning

DEPUTY HEAD TEACHER

COORDINATOR FOR DEGREE N

COORDINATOR FOR DEGREE 1

ACADEMIC DIRECTOR

BU

SIN

ESS

AN

D S

OC

IAL

DEPUTY HEAD TEACHER



ACADEMIC DIRECTOR

HEA

LTH

AN

D W

ELLN

ESS

DEPUTY HEAD TEACHER



INTERNATIONAL RELACIOSHIP DIRECTOR

TRA

ININ

G

SCH

OO

L TE

CH

NO

LOG

Y TR

AN

SFER

RESEARCH DIRECTOR

GENERAL SERVICES

FACILITIES MARKETING AND COMMUNICATION

FINANCE AND ADMINISTRATION

HUMAN RESOURCES

SECRETARY AND OPERATIO NS



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IN

TE

RN

AT

IO

NA

LIZ

AT

IO

N

EN

TR

EP

RE

NE

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SH

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PR

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ENTREPRENEURIAL

TALENT

Strategic Planning The Mission

I) Generation of ENTREPRENEURIAL TALENT

Focused on SKILLS specific to the university degrees and

ATTITUDES that foster entrepreneurship.

From the main pillars of the TecnoCampus:

PROFESSIONALIZATION

Market oriented university degrees with a strong

practical and experimental basis.

INTERNATIONALIZATION

Introduction of an international culture starting

with people mobility, double international degrees

and lectures in English.

ENTREPRENEURSHIP

Core training in entrepreneurship, promotion of

entrepreneurial attitude and everything you can

need to be an entrepreneur (innolab, innoempren,

degree)



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Strategic Planning An integral project: knowledge hub

UNIVERSITY

R+D

INNOVATON

FINANCING

SER V ICES

BUSINESS

TRAINING

ENTREPRENEURSHIP

INCUBATOR

• Integral support for business creation

• incubator

• Business Center

• Congress and Conference Centre

• Advice and support programs

• Networking Services

• Support for internationalization

• Financing Services :Investment

Forums, Investors club, Venture Capital

• R & D Center labeled by Tecnio

• Cross-training activity (Permanent

Master, Postgraduate, Degree, CFGS ...)

• Knowledge and Technology Transfer

Activity



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The vision represents a commitment to the region that has made the investment and has to be projected

in an significant influence area in the greater Barcelona.

The vision is measurable and ambitious, clearly identified with the creation of economies that will turn

TecnoCampus from the economic engine it is supposed to be into a generator agent of INFLUENCE.

The desire of being a referent involves creating a solid and distinctive product and building a strong

brand linked to the following attributes: (I) Technology, (II) Innovation, (III) Entrepreneurship and (IV)

Quality of live.

The vision of branding is based on the potential of TecnoCampus and its importance as a unique project

that can be placed in the TOM (top of mind) in its class.

The Vision of TecnoCampus

To be a referent in the University-Company relationship both in Catalonia and

Europe in the field of entrepreneurship and knowledge, directly or indirectly related

to the generation of 15% of sectorial GDP growth in the region.

The Vision

Strategic Planning



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Strategic Planning The Values

Commitment. Sharing the mission and making it our cause. Developing a critical and

constructive engagement from self-discipline. Adding the existing leadership and

becoming one leader when an issue is unattended. Committed to economic recovery

and the creation of occupancy.

Service oriented. The customer is our reason for being and we can not fail on that. It

has been placed in us the highest expectations: his future. Therefore, we should be

demanding and rigorous, knowing that our decisions are not just a commercial

transaction but a transaction of expectations.

Rigor. As a direct consequence of the importance of the work done. Rigor emanating

from the culture of hard work, the satisfaction of a job well done, the transparency in

management, austerity, teamwork and respect for the organization and its structure.

Universality. Because we are citizens of a global, diverse and plural world. Because we

are committed to the values of freedom, democracy, ethics in work and progress in a

Social and Market oriented Economy. Because our companies and our students are

working in a highly demanding global market.

Innovation. The essence of the Academia, that it is our home. The result of a critical

spirit, love of science, curiosity, research, reason and the constant search for

excellence, never attainable. Education as the core of our project (from the Latin

meaning Educare that means leading to the light).



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Strategic Planning Backbone elements of the strategy: basic principles of the strategic plan

TRANSVERSALITY

• Doing permeable both the university area

and the enterprise and innovation area

• Integrating all the activity at the

university area, both in teaching, and

research in a common environment, with

the same rules

• Focusing the activity on projects, seeking

to achieve an interdepartmental vision

with objectives as a group.

• Encouraging multidisciplinary teamwork

and a true culture of entrepreneurial

university

GOVERNANCE

• Strengthening the Foundation as a

governing body

• Fostering a results orientation

• Measuring the quality in an

environment focused on rigorous and

transparent meritocracy

• Being excellent as a result of an

environment that values and recognizes

SOSTENIBILITY

• Being efficient in managing resources,

mostly from private sources.

• Gaining commitment and clear rules

with a framework program with

Mataró City Council.

• Reaching new revenue lines in

competitive tendering

• Achieving economies of scale through

transversal activities

• Growing in a balanced way with

elements of flexibility.

• Modernizing processes to improve

productivity.

AU

TO

NO

MY

TERRITORIALITY

• Becoming an agent of economic

development in the region

• Raising awareness socially about

innovation

• Acting as a catalyst for business creation

and entrepreneurship

• Transfering knowledge to business

• Acting as a hub of permanent training

for professionals

• Generating activity that puts on the map

of knowledge nodes the territory

• Developing internationalization projects

that connect the region to the world.

STRONG TEAM WORK

EXCELLENCE

RE

CO

GN

IT

IO

N



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Strategic Planning The need, the opportunity and the challenge

CRITICAL MASS. A youth in the area

that requires to be trained for a global,

competitive, super-technological, in

constant change and focused on a

frenetic innovation world.

STUDIES highly market oriented,

application and content oriented, and

highly linked with companies and

entrepreneurship.

A PROFESSIONAL UNIVERSITY

TRADITION inherited of 30 years of

university degrees in Mataró, with a need

for a solid project where university and

company go hand in hand.

A SECTORIAL ACTIVITY centered in 3

areas consistent with the needs of the

region hosting TecnoCampus.

An ENTREPRENEURAL REGION

THAT SUPPORTS THE PROJECT. A

territory with a rich industrial past

that has now the opportunity to again

be one of the engines of the nation,

thanks to its entrepreneurial spirit

which endures. The city is committed,

excited and proud with TecnoCampus

project, in which it can seen a

relevant player to be able to change

the crises situation and the lack of

opportunities.

A UNIVERSITY THAT SUM (which

is specially true for UPF) as a

prestigious university that recognizes

the uniqueness of TecnoCampus

project and that takes the project

over.

A UNIQUE AND PRIVILEDGE

ENVIRONMENT with modern

facilities in front of the Sea An

upstanding area focused on creativity

and innovation.

THE CREATION OF A

VIRTUOUS CIRCLE OF

COEVOLUTION BETWEEN

UNIVERSITY AND COMPANY

To make strong our singular

model (where university and

company go hand in hand),

creating a truly virtuous circle

between the co-evolution space

where talent, business and

entrepreneurship meet the

university environment that

excels and acts as a nucleus of an

independent and self-sufficient

really prestigious University.

THE NEED THE OPPORTUNITY THE CHALLENGE



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I. II. III. IV.

Strategic Planning Strategic objectives I

• A unique adscription to one University, where 3 centers, of three

sectors are managed by academic directors and transversal teaching

units.

• Consolidation of new degrees and deployment of a highly

system.

• Redesigning the Plan to increase the number of PhD and the fields

of really applied research at the three university centers.

• Pedagogical innovation using new technologies and the net.

• Strong strategy for an on-line campus and an international

marketing campaign.

• Development of new graduated and post-graduated degrees

(logistics, marine, energy, bioengineering, e-health, business

engineering, biomechanics).

• Promotion of research and technology transfer in a cross-sectorial

way

•Creating the Quality Management Unit as core to the project.

• Creating the Internationalization Unit as core to the project.

• Commitment to proximity and personal treatment (tutoring, in-

• English at all level courses, especially in the 3rd

and 4th

year.

•Creating a new degree, as one international and teach in English.

•Development of international and internal double degrees.

• Deployment of electronic e-books (tablets for everyone)

I. Academic field



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I. II. III. IV.

II. Campus Field

• Deployment of a Permanent Training School

• Improvement of the Technology Transfer activity (more

international)

• Integration with CETEMMSA highly qualify technology

center

• International Summer School.

• Campus focused on the popularization of Science,

Technology and Entrepreneurship.

• Intensive program for promoting Innovation and

Engineering (at secondary schools).

• Focus on the University Community: mobility, Erasmus,

IAESTE, accommodation facilities, social activities,

employment opportunities and job bank.

•Creating a hall of residence for students.

• Empowering TecnoCampus Language School.

• Improvement of activities towards the merging of

university students with companies (internship on

companies and in-company scholarship).

• Creating TecnoCampus Sports Club.

• Better funding of CRAI (library) focusing on the

promotion of e-books.

Strategic Planning Strategic objectives II



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I. II. III. IV.

III.A Park and Entrepreneurship Field

• Intense participation on competitive national and

international programs (horizon 2020).

• Promoting CREATIC awards and new programs

promoting and popularizing the entrepreneur.

•Business acceleration program.

• Investment Club deployment link to the business and

corporate network at the region.

• Deployment of InnoLab, as the innovative and focused

for entrepreneurship investment for the future at

TecnoCampus.

• Promotion of TecnoCampus business incubator, business

acceleration programs and business landing programs.

•Internationalization for the business incubator and all the

entrepreneurship programs (talent attraction programs).

• Promoting the figure of industrial and in-company phD.

• Deployment of the project Mataro2020.

Strategic Planning Strategic objectives III



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I. II. III. IV.

III.B Park/Services Field

• Deployment of a Quality Control Service (SLA , data center, cloud solutions) • Development of the TecnoCampus project beyond the region with invest in Mataró.

• Improvement of any marketing, communication and

networking dynamic with companies at TecnoCampus.

• Stronger University companies connection (establishing

university chairs funded by private companies)

• Strengthen social stakeholders to the project (trade

• International real estate promotion

• Ending of Nau Minguell project

• Promoting sports at TecnoCampus

• Expansion of classrooms within CETEMMSA area at the

park (synergies with technology center)

•Providing highly valued services to industrial areas of the

region

Strategic Planning Strategic objectives III



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I. II. III. IV.

IV. Foundation/Corporate Field

• Development and strengthening of the Foundation as

representative and democratic governing body.

• Development of TecnoCampus Senate as an advisory board

for the strategic accompanying the project, integrated by

elected representatives of the Academia, TecnoCampus Park

Alumni, former executives at TecnoCampus, and stakeholders

of the region.

•Assignment of all the TecnoCampus degrees at a single

University.

•Integration of University centers into a single and unique

organization with a shared governance model base on

competition merit.

•Modernization of the employment framework based on

demand, commitment, variable incentives, teaching and

• Deployment of an Balanced Scoreboard, with a transparent

and shared set of indicators.

• Efficiency plan for the company, and digitalization of

processes, with auto-financing as a goal.

•Deployment of an CSR plan (NGOs, youth, education,

gender equality, entrepreneurship for socially complex

groups, ethics, cooperatives).

Strategic Planning Strategic objectives IV



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I. II. III. IV.

V.

• Marketing and promotion activities for university degrees

(LINNK, promotion of Engineering).

• Creating TecnoCampus Digital Factory as a content

management and generation factory: highly qualified digital

• Deployment of a CRM tool for structuring communication

and marketing.

• Promotion of TecnoCampus.TV an deployment of the

agreement with m1TV (DTT)

•Public relationship strategy (events, conferences,

International Associations IASP-, media presence,

•Creation of the Maresme Business Club

•Deployment of a Sponsoring program.

• Regional commitment (IMPEM, City Council, MEM, social

and cultural associations, CatalunyaEmpren

•Focus on professional oriented secondary schools.

• Promotion of the Conference Center

• Deployment of some kind of TEDxMataró Program

•Deployment of TecnoCampus Alumni community,

expanding Alumni involvement with TecnoCampus.

Strategic Planning Strategic objectives V



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The future is

ours

Documents

Tecnocampus Mataro Maresme Leonar Janer · TecnoCampus Mataró-Maresme: Entrepreneurship and knowledge park 8 The management of the Park TecnoCampus is a project promoted by the City