“Corporate Venturing Capital can’t deliver on its strategic promise. Greg shares that the overall process at BMW used to last over two years, yielding minimal results on average, only 1 out of every 10 startups they invested in resulted in a partnership or technology transfer per year. Furthermore, even promoting the startup to corporate business units can be highly challenging, requiring additional processes. However, this conventional approach suffers from several drawbacks: it’s slow, costly, inefficient, and lacks scalability.Īs we all know, the process of acquiring minority stakes in startups is time-consuming and financially burdensome, with expenses reaching millions of dollars annually. The traditional approach advocated by academics and management consultants for corporates to access innovative technology, ideas, and talent is establishing a Corporate Venture Capital (CVC) unit that invests in early-stage startups. Why Choose Venture Clienting Over CVC And Other Approaches? On their side, startups have the unique opportunity to gain a corporate customer as well as commercial feedback to build better products and services”. “For us, as a corporate, we highly profit from new technologies to enhance our operations and processes and become faster. “This is a great win-win situation for both the corporate and the startups.” – says Eva. However, they don’t want just to test and exploit startups rather, they want to build long-term relationships with them. At Siemens Energy Ventures, the entrepreneurial heart of Siemens Energy, they become an early customer of startups to test and adopt a solution to clear business problems. Since then, multiple companies have established their own Venture Client units, including Siemens Energy and BSH, as we’ll see later in the article.Įva strongly believes that venture clienting is one of the best venturing tools corporates have access to today. ![]() He then created the world’s first organizational unit that applied the Venture Client model, the BMW Startup Garage. In fact, he realized that the corporate had many problems across the entire supply chain that startups could solve better than other incumbent technology. It all started with a question: how could the entire corporation benefit measurably from top startups? Gimmy was convinced that BMW as a whole could benefit from startups, not just the R&D department. The term “ Venture Client” was coined by Greg back in 2014 while he was working at BMW. So, there are hundreds of thousands of Venture Clients, from huge corporations to small, ten-person firms”, says Greg in a previous article. Startups, after all, wouldn't exist if other companies would not use their products. And “as any company that buys from startups is a Venture Client, almost every organization is a Venture Client. Venture clients seek out the best startups that can help them address specific business issues, optimize their operations, or improve the overall customer experience. What’s A Venture Client?Ī Venture Client is an organization that buys and uses products developed by startups to eventually integrate them into its existing business operations. ![]() They also shared practical insights on establishing a Venture Client Unit within your organization, as summarized below. This approach offers the dual advantage of providing corporates with swift access to novel solutions while affording startups the crucial early revenue required for their growth.ĭuring our recent Innov8rs Learning Lab on Startup Collaboration & Ecosystem Engagement, Gregor Gimmy (Founder and CEO at 27pilots), Lars Christian Roessler (Head of Corporate Venturing, BSH Startup Kitchen at BSH Home Appliances Group), and Eva Teresa Harasewycz (Venture Associate at Siemens Energy Ventures) discussed why the Venture Client Model is the most effective tool to drive innovation at quality and speed. However, a new approach is gaining momentum: venture clienting.Īs venture clients, corporates engage with startups as clients rather than as investors, partners, or parent companies. ![]() Being an early customer for startups – rather than investing in them – can boost your innovation impact.įor decades, tools such as accelerators, incubators, and CVCs have propelled corporate innovation by granting access to state-of-the-art technologies, business models, and offerings, paving the way for endless possibilities.
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