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Profles, trends and startupers
in their own words
375
STARTUPERS
375 STARTUPERS
Profles, trends and startupers in their own words
ROLAND BERGER / NUMA
Roland Berger / NUMA
35
About Roland Berger
Operating in France since 1990, Roland Berger is the world’s leading management
strategy consulting frm of European origin and boasts 2,400 employees at
50 ofices in 36 countries. Our Paris ofice employs some 300 of them, including
240 consultants and 29 partners, and advises major French and international
corporations on key business issues. Roland Berger is the creative force behind the
Terra Numerata digital network, an open and non-exclusive partnership platform
pooling skills and expertise that industry, associations and public institutions can
draw on for their digital projects.
About NUMA
A major player in the digital ecosystem for the last
15 years, NUMA brings together inventors, entrepreneurs
and startup founders with the aim of enhancing and
showcasing innovation. With ofices in Paris, Moscow,
Bangalore and Casablanca, NUMA pursues three main
goals: the event-driven nurturing and structuring of
communities (it is the founder of the “Cantine Numérique”
(“Digital Canteen”) and staged 1,500 events attracting
80,000 people in 2015); the acceleration of startups
(having provided such a service to 104 of them since 2011,
and over 200 mentors); and the digital transformation of
companies (NUMA supports one third of CAC 40
companies in their digitalization and also set up the frst
public/private multi-partner program) through open
innovation and experimentation.
FURTHER INFO
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ABOUT
ROLAND BERGER & NUMA
www.rolandberger
www.numa.co
375 startupers: profles, trends and startupers in their own words
03375 startupers: profles, trends and startupers in their own words
Roland Berger / NUMA
Methodology4
Introduction5
Why start my own business6
The need for freedom7
A market opportunity frst and foremost7
Who am I10
A young man…11
… with a business school degree11
I met my co-founders on my course19
What do I do24
B2C is sexy25
Widely varying target markets: a cause of potential creative disruption28
How can I help myself30
Technical support and market knowledge: two key needs31
Core essentials31
Support for decision-making32
Conclusion33
About Roland Berger and NUMA35
Table of contents
Roland Berger / NUMA
04375 startupers: profles, trends and startupers in their own words
Methodology
This study is based on two surveys of 375 startups applying for
NUMA’s business accelerator program: a Startups survey comprising
19 questions on the business project’s origin and environment and the
dificulties and needs of entrepreneurs; and an Entrepreneurs’ survey
made up of 21 questions on the sociological characteristics of startup
founders (age, education, etc.) and the way in which they work
on a daily basis. From this initial sample, we chose to remove some
40 foreign startups and 27 startups that have already attracted more
than �100,000 in funding, the idea being for us to focus solely on the
target group of our study: newly created French startups that have
yet to raise funding.
NUMA’s business accelerator program attracts startup founders
looking for help in developing their projects. In refecting that support,
this study provides an insight into a less well-known aspect of French
entrepreneurship: newly founded startups about to embark on their
business adventure.
05375 startupers: profles, trends and startupers in their own words
Roland Berger / NUMA
For the frst time, an international consultancy frm,
Roland Berger, and a global startup accelerator, NUMA,
have joined forces in a bid to enhance the digital
transformation of the French economy and develop its
digital ecosystem. The two have combined in this study to
shed a revealing light on new French startups, a breeding
ground that is still something of an unknown quantity
among the media, investors and public authorities.
ince 2011, NUMA’s business accelerator pro-
gram has provided support for more than 100
digital startups and received 2,930 applica-
tions. Some 80% of these companies are still
operating and create hundreds of jobs each year. Hun-
dreds of startups have been successfully taken over,
while some have continued their development by join-
ing leading business accelerators abroad and others
have achieved growth by attracting funding.
In choosing their markets, striving for an impact and
expressing their desire to innovate, these new
business owners are driving French entrepreneurship
forward. Getting to know them better will provide us
with a fresh way of interpreting economic and social
trends. So what do we really know about these
entrepreneurs Why do they decide to take the plunge
and go into business Where do the successful
businesses of the near and not-so-near future emerge
from Just what are the emerging business models
and industries And what are the obstacles facing
these entrepreneurs What are their needs
While there has never been a shortage of analysis of new
startups and the entrepreneurs behind them, the fact is
there has been relatively little data available up to now.
How can they get it right, and how can we help get funds
moving if we can only see the tip of the iceberg, namely
the startups that have raised funding In seeking to ad-
dress that very lack of information, this study enables a
number of conclusions to be drawn on the economic
and social nature of French entrepreneurship:
→The desire for a challenge and to make an impact is
the main reason why entrepreneurs start a business,
an indication of how they call the conventional enter-
prise into question.
→First and foremost they are seeking market oppor-
tunities, including openings in markets they know lit-
tle about. Business startup trends can therefore pro-
vide indicators of future creative disruption.
→Entrepreneurs are mainly young men who meet at
an elite school (grande école) and have largely similar
profles.
→In terms of economic models, they are mostly in-
spired by the success of other startups, which points to
the importance of a certain collective entrepreneurial
imagination.
→They have many needs, which mainly involve
knowledge of the market they are looking to break
into, technical aspects and, above all, support with de-
cision making.
We hope that this study serves as a guide for those who,
in some way or other, have an interest in the world of
startups, are thinking about taking the plunge or who
are looking to ofer support to French entrepreneurs.
If, in the coming months and years, private and public
stakeholders engage in initiatives that are not mere
posturing and white washing but instead have a
genuine impact on entrepreneurs who are starting out,
then we will have achieved our aim.
Happy reading everyone.
S
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