An analysis of accelerator programmes available in Ireland and an evaluation of the impact of such programmes on participating hi tech companies [printed text] / Michael Tope, Author ; IBAT College Dublin, ; Matt Murray, Thesis advisor . - 2013 . - 301 p. : ill. (col), includes bibliographical references pp. 100-124, and abstract ; 31 cm.
ISSN : DISS4
Dissertation (MBA) -- IBAT College Dublin, 2013.

Keywords:	StartUp,  Start-Up,  Accelerator,  Hi-Tech
Class number:	658
Abstract:	According to Rouach, Louzoun and Deneux (2010, p.3), Incubators have been in existence since 1959 offering start-up companies "counselling, networking opportunities, common servies and physical space". Accelerators are new, focus on "emerging trends such as software" (Thomas, 2012) and are led by, or affiliated to, an investment firm (Kopytoff, 2012). Kopytoff (2012) asserts the investment firms associated with accelerators "are looking for the next Facebook or Twitter". Miller and Bound (2011) believe that "accelerators will speed up the growth of the high technology sector". There is significant evidence that the top two US accelerators, Y-Combinator and TechStars, have achieved significant financial success and accelerated some major companies such as Dropbox. In Ireland accerators are very new with the top two accelerators, National Digital Research Centre Launchpad (Launchpad) and Dublin City University Ryan academy Propeller (Propeller), commencing business in 2009 and 2011 respectively. These Irish accelerators are now part of the hi tech start-up ecosystem, yet their impact on that ecosystem and the participating companies has yet to be established. While the two Irish accelerator programmes appear similar, and appear to have the same generic process, there are significant differences. Launchpad have a relatively structured approach and actively promote thought leaders such as Blank (2007; 2012), Ries (2011)and Maurya (2010; 2011). Furthermore, mentoring and support is provided by programme staff and being government funded, job creation is a key objective. Propeller depends on a panel of 80 volunteer mentors to support start-up through its acceration process and does not have any job creation objectives. This research suggests that accelerators meet the needs of the majority of start-up companies who attend through the provision of investment, accommodation and service such as legal services. More importantly they provide focus on and asistance with critical business feasability issues whilst granting access to a high value network of investors and industry experts. The research also suggests that the critical Angel investor community remain sceptical about what accelerators can achieve over such a short period (three months).