Research Topics

With the data of the Mannheim Start-Up Panel research questions can be examined which until now had only little empirical evidence. The following list provides examples for relevant research themes. The surveys of the Mannheim Start-Up Panel are designed as so-called “bus” surveys. This means that along with the standard questions that remain the same every year, additionally different focus themes are included.

What percentage of formations survives in the middle-term (the first six years after start-up)? How do formations develop in terms of the number of employees, turnover and profit? What are the determinants (e.g. financial structure, innovation activity, start-up size, industry, characteristics of the founders and strategy of the company) these developments are dependent on?

How are the financial requirements of start-ups and young companies distributed in the initial years after the formation? At what point in time are reinvestments and expansion investments typically made? How is the financing situation of high-tech foundations in comparison to that of non-high-tech foundations? Which sources of financing are used most frequently in which sectors? What is the role of venture capital or business angels in comparison to that of bank loans and cash flow financing? Are there changes in the typical financial structure of young companies in the course of time (e.g. seed-finance through business angels, expansion financing through venture capital)?

How do founders and new companies succeed in acquiring a long-term competitive advantage (e.g. through product and process innovation, or marketing, finance and organisational innovation)? Where does the knowledge to improve existing products and services or to develop products that are new to the market come from? Is the cooperation with universities and other research institutes advantageous for the generation of knowledge?

What strategies do founders choose and what are the differences with regard to the industry and the financial situation of the company? Are there "best-practise strategies"? Are companies which are flexible – i.e. those that have changing strategies – more successful?