The university-based entrepreneurial ecosystem is the cornerstone for sustainable development of academic entrepreneurship and entrepreneurship education. At present, the research on university-based entrepreneurial ecosystem mainly focuses on the concept, while the evaluation of it is still in the initial stage and relatively few. Researchers have realized that the evaluation index system of the university-based entrepreneurial ecosystem should go beyond the specific aspects of economic interests and considering the broader social and economic benefits. However, the links between the evaluation indicators in the existing research are loose, and it is difficult to fully reveal the essence of the ecosystem. And there is no test for operability and feasibility of the indicator system. This paper contributes in several ways to engineering entrepreneurship and innovation. First, the evaluation subjects in current entrepreneurial ecosystem evaluation are mainly regional entrepreneurial ecosystem, student entrepreneurial ecosystem and entrepreneurial ecosystem, and university-based entrepreneurial ecosystem is not included. Secondly, researchers often evaluate the entrepreneurial ecosystem from the internal and external environment or the composition of the ecosystem, without considering the various factors involved in the dynamic process of the entrepreneurial ecosystem. This paper makes a novel contribution by building an evaluation framework of university-based entrepreneurial ecosystem based on its essential characteristics. This paper presents the evaluation system model of university-based entrepreneurial ecosystem, establishing the evaluation indicator system with 4 first-level indicators of ecological diversity, synergistic symbiosis, network interaction and self-evolution, 14 secondlevel indicators and 33 three-level indicators. And it obtains the index weight on every level with applying the Analytic Hierarchy Process, finding that experts believe network interaction and self-evolution are the two most important measurements of the universitybased entrepreneurial ecosystem. Based on this, this paper chooses Zhejiang University as an empirical research case to verify the evaluation index system. The evaluation results show that the overall development of the entrepreneurial ecosystem of Zhejiang University is in good condition, especially in the two aspects of network interaction and self-evolution. Finally, this paper discusses the key points of university-based entrepreneurial ecosystem assessment and possible research directions in the future.

<p>Since the 1990s, “customer orientation” marketing has been widely applied to major gifts management of world-class U.S. universities, forming a donor-centered model for major gifts management. It focuses on donor demands management, relationship cultivation and value creation, which has a major effect on university fundraising and development. Through literature review and case study of the University of Pittsburgh, this study analyzes the major gifts management model of world-class U.S. universities in terms of theory, structure, operation model, and development characteristics. The findings show that there are two important characteristics of the organizational structure of major gifts management in the United States: one is the donation market segmentation and the donor classification management; the other is the refinement of donation management functions. And this paper proposes a nine-stage major gifts management model of world-class U.S. universities, which contains “Definition-Identification- Qualification-Development of Strategy-Cultivation-Solicitation-Negotiation-Acknowledgment -Stewardship.” Finally, this paper summarizes the development trend of major gifts management: emphasizing donor’s value creation, donor internalization and capitalization, cultivating prospective donors from national to international, moving towards integration of leading capacity building and donor orientation.</p><p><strong>Received</strong>: 08 April 2019<br /><strong>Accepted</strong>: 05 November 2019<br /><strong>Published online</strong>: 29 November 2019</p>