A business model analysis of corporate venture building

Abstract

This dissertation qualitatively analyses Corporate Venture Building business models. The aimis to understand which business models are employed by Corporate Venture Builders and whether there is an optimal business model for fostering corporate innovation and addressing the Innovator’s Dilemma. The theoretical part describes the principles of corporate innovation, introduces external innovation strategies, and highlights the theory of business model analysis. Additionally, different organizations such as accelerators, incubators, and venture capitalists are delineated from Corporate Venture Builders. The empirical part is based on qualitative research, which examines the business models of nine Corporate Venture Builders using the Business Model Canvas. The focus is on the contradictory parts of the canvas and applied revenue models. Moreover, the organizational structures, the operating models, and the venture creation processes of the companies are analyzed. Different types of organizations and approaches become apparent, but they operate with a similar process based on the Lean Startup approach. Vertical integration versus outsourcing, as well as the remuneration model, are particularly controversial topics. These are closely related to the size and strategic orientation of the venture builders. Equity participation of Corporate Venture Builders in the newly founded startup reduces the costs for the established company, aligns the interests of both parties best, and ensures a long-term orientation of the new venture. It is the central part of an optimal business model for external Corporate Venture Builders. In addition, various significant factors and potential strategic collaborations are highlighted.

Date of Award	30 Jun 2022
Original language	English
Awarding Institution	Universidade Católica Portuguesa
Supervisor	Peter V. Rajsingh (Supervisor)