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Erstellt / Aktualisiert 13.12.2015 / 13.12.2015
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Startups and Corporates: A Logical Combination? 4 matrice

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Buy influence in small number of interesting startups.

Startup instrumental in pursuing long-term organizational goals.

Help the corporation move faster in responding to new opportunities.

Individual startups are less critical but collectively act to shift the position of the corporation.

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What is the DSM Approach to Start ups?

Our role is to fill the innovation pipeline for DSM and the global ecosystem we operate in. 

We want to achieve the "Venture 2020 Focus Areas". Dsm will do it by helping inventors and entrepreneurs from ideation to operating sustainable businesses in our Venture 2020.

Typical investment parameters and strategic partnering:

Lifetime investment from €1 – 20 mln, with our typical first investment between 100k and 5m We take minority stakes, usually between 5 -25%

We lead rounds or follow, typically prefer to syndicate larger deals, and will do seed through post -IPO if there is a good strategic fit

We are active partners and usually ask to serve on boards

We are “on the ground” in the US and Europe and are most active in those geographies

Our investments are intended to create mutual benefits beyond funding: Coach entrepreneurs applying our individual and corporate experience and network in the Venture Focus Areas Tap into, as desired and appropriate (and always at the entrepreneurs request), DSM’s vast resources and know -how in IP, validation, scaling manufacturing, quality and safety, market intelligence, partnering and licensing; new technology scouting, M&A and venturing

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What are th characteristics of the corporate engagement to Start ups?

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Exhibit 3 provides a tabular overview of the four models. These four archetypes might not capture every model found in the wild, however, Exhibit 3 presents a good starting point to analyze or design a corporation’s engagement with startups.

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What are the key advantage for start up programs? 4

Startups programs are tailored to allow the corporation to engage with a large number of startup.

- Organizational interface with core business is highly critical!

- Budget-driven units may not have foreseen and planned new activity.

- Attracting and retaining startups! Monitoring the masses.

- Well networked both externally and internally

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How to design a start up program? 3 

Carefully consider your objectives to engage with startups. Programmes that deliver significant benefit to your company and startups are based on real needs, not corporate social responsibility

Select the programme(s) that best deliver on these objectives. Our framework helps you explore which programme types tend to most suitable to achieve different objectives.

Secure board-level sponsorship. Support from the topis pivotal to get programmes off the ground and provide employees with the confidence to take risks when trying out new collaborations with startups.

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How to measure results from your start up program? 2

Develop key performance indicators. Include long-term metrics to measure progress of the programs. Program-elected KPIs for employees will ensure effective implementation of the program inside the company

Capture data and feedback continuously to iterate the model. Test what works in an initial pilot, then scale up, and continue to improve the program

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How to implement a start up program? 5

Hand the startup program to people with an entrepreneurial mindset. Managers of startup programs have to understand the world of startups and treat them as partners, not agencies or employees.

Allocate an internal champion with decision and budget power. Each startup relationship needs a senior champion to save time for startups and the corporate. A ‘quick’ no is better than a protracted ‘maybe’.

Create a publicly visible, single access point for startups. This access point is ideally a team who knows the organization well to direct startups towards relevant programs or units.

Scout internationally to attract the best startups and technologies. Those may not be located in the same city or country than your headquarter is locates. Consider partnerships with organizations that can scout on your behalf, or a network of local partners.

Make it easier for startups to work with you. This includes shortening payments terms for startups, facilitating processes to register as a qualified supplier or adopting flexible approaches to IP that startups cannot give fully away.