Corporate Venturing For Emerging Growth Companies

The boom of the dot-com era in 1999 brought the emergence of corporate venture capital
as a major source of funding to the private equity markets.  Corporate venture
investments peaked in the third quarter of 2000 with 608 deals totaling a combined $4.9
billion.  A few of the top corporate venture capital investors of 2000 included Nokia
Corporate ($500 million), Oracle Corporation ($400 million), Intel Corporation ($300
million), Sun Microsystems, Inc. ($300 million) and Daimler Chrysler ($100 million).

But as we all know, the dot-com balloon burst in the second half of 2000.  By the second
quarter of 2001, corporate venture capital activity dropped to just 172 deals worth
approximately a combined $845 million.  Not surprising because corporations historically
jump into venture investments when times are good and exit quickly when times get
rough.  However, when compared to past decades, corporate venturing investment
activities are still significant.  Why?  Though companies can readily pull back when
necessary, they understand the value in pursuing new opportunities with strategic
partners.  Consequently, industry pundits expect corporate venture investment activities
that show a financial return in addition to a strategic fit to rebound over time as economic
conditions improve.

But what about corporate venturing for emerging growth companies -- companies that are
not awash in cash or the beneficiary of an inflated stock value to use as currency for equity
investments?  Is corporate venturing available to them and is cash the only currency used
for investment?

Definition

Corporate venturing provides an alternative to traditional methods of growing a company
and is an alliance formed between two [or more] independent companies.  Typically, a
larger, more established company invests resources directly into a smaller company, and
through the venture the two companies share the commercial risks and resultant rewards
for mutual benefit.

Many companies due to their size, cash availability or even their structure can find difficulty
in allocating appropriate funds, time or internal resources to developing products or
services in-house.

A smaller company entering into a strategic alliance with a larger company can often times
achieve a faster and higher growth rate than a company electing to move ahead
independently.  While larger companies frequently find the strategic alliance a more
effective means of nurturing business growth outside of organic development and the more
risky, expensive route of mergers and acquisitions.

Benefits

Is your emerging growth company interested in accessing funding and resources from
another company to help revenue growth?  If so, your company could benefit from a
strategic alliance that brings:

  • Short or long term financing
  • Access to sales, marketing and distribution channels
  • Management and technical skills
  • Manufacturing facilities

All of which a larger already established company may be able to offer your company in
exchange for a negotiated agreement to share in the planned development of current or
future products. Therefore, your company must be willing to:

  • Enter into a detailed strategic alliance with the corporate partner
  • Agree to work productively and openly with the company

Is your emerging growth company successful but looking for innovation, additional
channels of distribution or technical know-how to expand and grow your business even
further at an accelerated rate?  If so, perhaps your company can benefit from:

  • Access to external talent
  • Participation in emerging markets        
  • Entrance into new markets or industries
  • Priority exposure to the development of disruptive technologies that could
    substantially change the industry

All of which a smaller, highly entrepreneurial company may be able to offer in exchange for
your investment in this company, such as: access to your management and technical
resources; cash; intellectual property; sales; marketing and distribution channels; or,
operational facilities.  As a larger company agreeing to enter into a strategic alliance with a
smaller company, you must be committed to:

  • The long term relationship
  • Allocating the necessary resources to assist in the smaller company's operational
    and product development needs.

Methodology

  • Evaluate corporate venturing based upon your company's strategic long term needs.
  • Secure the absolute support from key top executives for the corporate venturing
    initiative.
  • Get the buy-in and commitment of all members of your leadership team to pursue
    corporate venturing opportunities on a regular basis.
  • Establish a clear and concise company corporate ventures' mission statement, such
    as we will "invest and partner with innovative companies that will successfully bring
    to market new solutions strategic to our core business."  
  • Appoint a team with cross-functional capabilities and resources to pursue and
    evaluate corporate venturing opportunities.
  • Decide on an investment focus.  Acquisitions require the most amount of capital.  
    Participation in venture funds may also require significant cash.  Direct investments
    may require less initial capital but allow the company to establish a relationship with
    a company of its choosing.
  • Take inventory of your company's available investment tools and needs.  For
    example, cash isn't everything.  Do you have IP, products, people or services to
    invest in the strategic alliance?  You may find that there is considerable investment
    value in non-cash items.  Or, you will be seeking access to new technology,
    distribution channels or product funding?
  • Establish and detail in writing an initial due diligence process that mirrors the
    company's strategic corporate venturing initiative.  For example, if the opportunity is
    engineering oriented, have your engineering industry experts evaluate the
    investment's potential strategic benefits.  Will it result in an expansion to the
    technology base?  Will it give you access to external talent?  Will it allow you to
    participate in an emerging market?
  • Establish your due diligence team and provide them with the necessary resources to
    do the job.  
  • Establish a review process for all corporate venturing activities and evaluate
    quarterly with your leadership team.

Conclusion

Whether you are an emerging growth company seeking the alliance of a larger company or
a larger company searching for priority access to new technologies under development by
smaller companies, corporate venturing may offer your company new ways to realize long
term growth.  Through corporate venturing your technical team, sales and distribution
channels, management expertise, technology base and access to capital may be expanded
significantly thereby positioning your company for the future.

Good luck and good venturing!

Steven B. Mednick
Copyright (c) 2001 by Steven B. Mednick
© 2004 - 2009 Plenum Revenue Group. All Rights Reserved.
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