Impact of Venture Clienting
Based on 66,424 startup–corporate relationships between 19,401 startups and 18,801 corporates, this report reveals how companies like Siemens, BMW, Daimler, Samsung, and Bosch use startups as suppliers, creating an estimated €4.3B impact for German corporates and ~€0.6B in startup revenue—and why the number of corporate clients may be a stronger signal of startup success than funding itself.
- Ranking of the most active venture clients worldwide, from German industrials to global tech giants
- Benchmarks on PoC budgets, sales cycles, and average startup revenue per corporate client
- Full publication available online for the best experience: perfect on mobile, searchable, clickable chapter navigation
Table of Content
About Startup Partnering - A Collection of Expert Articles
Corporate Venturing Toolbox: Collaborating with Startups as a Means to Achieve Competitive Advantage
To keep up with the ever-faster spinning pace of innovation, established companies - regardless of whether they are medium-sized enterprises or large corporations - need to develop themselves further. The need to do so in a targeted and substantial manner.
Collaborating WithCorporations - AStartup‘s Point of View
The potential of Venture Clienting, on the one hand, is full of opportunity; it allows startups to receive direct feedback, resources, and support for their projects. On the other hand, it also contains risks, with potential for a startup to lose its way in bureaucracy or, worse, fail to meet expectations. This article shares perspectives as an startup’s experience in this way of operating and optimising for better outcomes.
What Research Says About...
Corporations can benefit from collaborating with startups for a number of reasons. First and foremost, radical and complex innovations are developed through collaborations with external partners.
A Quantitative View: Analysing 66,424Corporate<>Startup Relationships
Motivation & Objective
Empirical studies on Corporate-Startup Partnering (CSP) are scarce, largely due to the terms’ recent emergence about a decade ago. While its concept, operations, and cost dynamics are now better understood, its level of adoption remains elusive.
What Does The Data Look Like?
The data set consists of 19,401 startups, each of which is associated with a subset of the 18,801corporations identified worldwide, varying in size and structure. In total, 66,424 individual corporatestartuprelationships were identified and analysed for this study.
Relationship Data Analysis
Corporations can benefit from collaborating withstartups for a number of reasons. First andforemost, radical and complex innovations aredeveloped through collaborations with externalpartners.
Outlook
What you have seen until now covers only a small proportion of what one could do with the acquired data. This chapter covers further directions of research that will be explored going forward:
Venture Clienting - Professionalizing Corporate Startup Co-creation
Venture Clienting vs. Venture Partnering Navigating the Corporate-StartupCollaboration Landscape
Best Practices of Venture Clienting
Building the Leading Venture Clienting Unit in the Home Appliance Industry
Startups Must Mitigate or Even Eliminate a Pain in the Organization
Why Venture Clienting Requires Strategy, Openness, and a Championing Culture
How Can Corporations Become “Startup Ready”?
Collective Venture Clienting: How Mittelstand Companies Can Join Forces to Implement Startup Collaboration
Key Insights
Conclusion Venture Clienting and it’s impact is quantifiable
Appendix
Research Design
Bias Discussion