From Campus to Company: Can Uttara University

Become Dhaka’s Startup Launchpad

Team Name: Scholars
1st Raika Rowshan Oishy 2nd Most Sumi Akter Lima 3rd Sharna Akter Nileema
Dept. of CSE Dept. of CSE Dept.of CSE
Uttara University Uttara University Uttara University
Dhaka,Bangladesh Dhaka,Bangladesh Dhaka, Bangladesh
raika.o@uttarauniversity.edu.bd sumi.lima@uttarauniversity.edu.bd sharna.n@uttarauniversity.edu.bd

4th Anne Akter Anne 5th MST.Sumaiya Mehjabeen Labonno

Dept.of CSE Dept.of CSE
Uttara University Uttara University
Dhaka, Bangladesh Dhaka, Bangladesh
anee.anee @uttarauniversity.edu.bd sumaiya.l@uttarauniversity.edu.bd

Abstract—This case study investigates the growing en- University in Dhaka, Bangladesh, as it seeks to transition
trepreneurial ambitions at Uttara University in Dhaka, from a traditional academic institution to a launchpad for
Bangladesh, analyzing its potential to transition from a tradi- student-led startups. The university’s context, characterized
tional academic institution to a significant launchpad. By exam-
ining the existing ecosystem, the study highlights the increasing by a growing student interest in entrepreneurship amid rising
interest of students in entrepreneurship, fueled by factors such as unemployment and digital platform growth, presents a unique
rising unemployment and the visibility of successful local start- scenario. This analysis explores the key factors influencing
ups. Although acknowledging the university’s strengths in key the university’s strategic shift, including opportunity analysis,
disciplines like Business, Computer Science, and Engineering, innovation readiness, commercialization strategies, sustainabil-
the research identifies critical challenges, including the absence
of a dedicated startup incubator, limited access to funding, a ity considerations, and the necessary leadership and cultural
lack of practical commercialization knowledge among students, adjustments.
and fragmented innovation efforts. Presenting promising student-
led initiatives as evidence of latent entrepreneurial talent, the
study explores Uttara University’s strategic response, which
includes launching an Innovation & Entrepreneurship Center,
creating a startup accelerator, forging partnerships with venture
capital firms, and integrating entrepreneurship-focused course-
work. Employing a framework centered on opportunity analysis,
innovation readiness, commercialization strategy, sustainability
and scalability, and leadership and culture, this study analyzes
the opportunities and challenges associated with this strategic
shift. Ultimately, this case study provides valuable insights into
the strategic imperatives for universities in developing economies
seeking to cultivate thriving entrepreneurial ecosystems and
contribute significantly to the local startup landscape, offering
a foundation for future research and practical implementation.
Index Terms—University Entrepreneurship, Startup Launch-
pad, Entrepreneurial Ecosystem, Startup Accelerator, Venture Fig. 1. University-Industry Interface.
Capital Partnerships, Entrepreneurship Education, Commercial-
ization, Opportunity Analysis, Technology Transfer (University
to Startup).
II. BACKGROUND S TUDY
I. I NTRODUCTION This case study examines the potential of Uttara University
Higher education institutions are increasingly recognized (UU) in Dhaka, Bangladesh, to evolve into a significant
for their potential role in fostering entrepreneurial ecosys- contributor to the nation’s burgeoning startup ecosystem. To
tems, particularly in developing economies. This case study contextualize this potential, it is essential to understand the
examines the opportunity and challenges faced by Uttara broader landscape of entrepreneurship in Bangladesh, the role
of universities in fostering startups globally, and the specific opportunities. The emphasis was on learning, iterating,
circumstances of UU. and growing.
• Slowly but surely, the ecosystem began to take shape.
Students launched successful startups, created jobs, and
A. Key points for students
attracted funding. The university’s reputation as a hub for
• In the heart of Dhaka, at Uttara University, a buzz of innovation grew, attracting more students, more faculty,
excitement was growing. It wasn’t just about exams or and more investment.
grades; it was about something more, something trans- • Uttara University’s journey was a testament to the power
formative. The university, long known for its accessible of vision, collaboration, and perseverance. It was a story
education, was nurturing a new vision: to become a of how a university, by fostering an entrepreneurial mind-
launchpad for student-led startups. set, could not only transform itself but also contribute to
• Dr. Rahman, the visionary Vice-Chancellor, often spoke the economic and social development of a nation.
of this dream. ”Our students,” he’d say, ”are not just
seeking jobs; they’re creating them.” He saw the potential TABLE I
in Dhaka’s dynamic landscape. He saw how localized SWOT A NALYSIS OF U TTARA U NIVERSITY ’ S E NTREPRENEURIAL
e-commerce could thrive, with students creating plat- E COSYSTEM D EVELOPMENT
forms for artisans in Uttara, delivering their products Strengths Weaknesses
to doorsteps. He envisioned EdTech solutions born in i. Strong support from leadership i. Lack of dedicated incubator
the university, providing affordable online learning for ii. Growing student interest ii. Limited funding
iii. Existing strengths in key disci- iii. Insufficient commercialization
students across Bangladesh. plines knowledge
• The initial steps were small but significant. The uni- iv. Fragmented efforts
versity established the Innovation & Entrepreneurship Opportunities Threats
i. Untapped entrepreneurial poten- i. Competition from other universi-
Center (IEC). It wasn’t just a building; it was a hub. tial ties
Students found co-working spaces buzzing with ideas, ii. Government support for startups ii. Economic instability
maker spaces humming with 3D printers, and presentation iii. Increasing digital penetration iii. Lack of experienced mentors
rooms echoing with pitches.
• A student named Sarah, from the Computer Science
III. C AMPUS C ONNECT: S TREAMLINING D HAKA’ S
Department, had an idea for a localized e-commerce
U NIVERSITY C OMMUTE .
platform. She teamed up with Rohan, from the Business
Department, who knew about market strategies. The A. Units
university provided them with a small grant, their initial • Problem: Unreliable, unsafe, and information-lack trans-
seed funding, to build a prototype. They also received port to/from Dhaka universities creates daily struggles for
mentorship from Mr. Khan, a successful e-commerce students.
entrepreneur and an alumnus of the university. • Target Customer: Undergraduate and graduate students
• The IEC organized workshops on everything from busi- in Dhaka universities relying on public or shared trans-
ness model development to intellectual property. Sarah port.
and Rohan learned how to protect their idea, how to pitch • Unique Solution: ”CampusConnect,” a mobile platform
to investors, and how to navigate the legal complexities offering:
of starting a business in Bangladesh.
– Real-time tracking of university/partner buses.
• The university also fostered a culture of collaboration.
– Secure student carpooling with verification and
Interdisciplinary projects became the norm, with students
safety features.
from different departments working together, their diverse
– Integrated public transport schedules and updates.
skills complementing each other. The faculty, too, played
– SOS emergency button.
a crucial role, with professors from engineering and
– Route optimization for efficiency and safety.
business co-supervising projects, sharing their expertise.
– Digital payment options for shared rides.
• ”Demo Days”, where students like Sarah and Rohan
• Business Model: Freemium (basic free, premium features
pitched their ideas to potential investors. It was nerve-
wracking, but it was also exhilarating. They learned from via subscription), commission on integrated transport
the feedback, refining their business model, improving bookings, university licensing for customized platforms.
• Revenue Plan:
their pitch.
• The university actively sought partnerships. Banks pro- – Premium student subscriptions.
vided financial literacy training, VC firms expressed – Commissions from partnered transportation services.
interest in promising startups, and tech companies offered – Licensing fees from universities.
access to their platforms. – (Future) Relevant and non-intrusive advertising.
• Not every venture succeeded. There were failures, of CampusConnect aims to solve a key problem for Dhaka
course, but the university embraced them as learning students by leveraging technology to provide a safer, more
efficient, and better-informed commuting experience, with a
sustainable multi-faceted revenue strategy.

Fig. 2. Measure the progress of Uttara University.

B. Conclusion
Uttara University’s ambition to become a startup launchpad
in Dhaka represents a significant opportunity to address youth
unemployment and stimulate economic growth. The success-
ful transformation, however, hinges on strategic interventions
across multiple dimensions. The university must cultivate a
supportive ecosystem by investing in appropriate infrastruc-
ture, fostering interdepartmental collaboration, and implement-
ing effective commercialization strategies. Furthermore, estab-
lishing sustainable partnerships with external stakeholders and
nurturing a culture that embraces innovation and risk-taking
are crucial for long-term success. By addressing these chal-
lenges, Uttara University can not only enhance its institutional
value but also contribute substantially to the development of
a vibrant entrepreneurial ecosystem in Bangladesh.
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