Venture Client Excellence

Corporate Private Equity

  1. A specialized unit within a corporation that invests in startups by acquiring a significant (+20%) or controlling equity stake, typically with the goal of achieving strategic business objectives or financial returns.



The proactive search for startups that can provide a solution to a specific problem with predefined requirements or through unspecific search-fields. For example, actively seeking a startup that can develop a solution to charge batteries with a power of XX kw.
The process of a Venture Client company’s employees becoming long-term users of a startup solution, resulting in the resolution of a problem and a positive impact on the company. The ease and speed of adoption activities depend on the solution and strategy, which can range from simple to complex. For instance, Apple’s adoption of Primesense’s solution in its iPhone product line enabled the Face ID feature, showcasing a successful adoption.
A significant achievement indicating that the Venture Client has decided to enter into an EBR (Early Business Relationship) after the conclusion of a pilot, with the intention of achieving long-term usage of the solution. For instance, if a startup’s solution meets all the Key Performance Indicators (KPIs), and the Venture Client decides to continue the EBR by entering a co-development agreement, an adoption milestone has been accomplished.
The percentage of pilot projects that achieve the adoption milestone within a specified timeframe, typically one year. For instance, in 2018, a VCL company conducted 20 pilots, and 10 of them reached the adoption milestone, resulting in an adoption quota of 50%.
The willingness of Venture Clients to adopt startup solutions, influenced by factors such as the Venture Client’s personality, knowledge of startups and their solutions, recognition of the VCL unit, strategic/hierarchical position of the VCL unit, quality of VCL tools and team, and service scope. The VCL team can enhance adoption by offering services like awareness and instructional sessions.
The primary methods defined by the Venture Client model that enable a company’s employees to use and benefit from a startup’s solution. These strategies include buying the solution or acquiring a controlling equity stake in the startup, or both strategies in parallel. For instance, Apple’s adoption strategy involved acquiring Primesense, intending to use its solution as a technology component in its iPhone and potentially other Apple products.
The process of evaluating a startup, its solution, and its potential benefit for the Venture Client, using data and the Venture Client model. Assessment is a crucial part of the overall Startup Adoption process.

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The world’s first official Venture Client unit, established by former BMW managers and 27pilots co-founders Gregor Gimmy and Matthias Meyer, to support and promote the development of startups and innovative solutions.

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A specialized unit within a corporation that invests in startups by acquiring a significant (+20%) or controlling equity stake, typically with the goal of achieving strategic business objectives or financial returns.

A dedicated unit that acquires a non-controlling equity stake of startups. CVC does not purchase the solution of the startup. The CVC has only one LP, the corporation itself.A corporate that invests in a controlling stake of a startup is not considered CVC. This would be Corporate Private Equity or M&A.

A dedicated unit within a corporation that invests in non-controlling equity stakes of startups with the goal of achieving strategic benefits beyond just financial gains. These strategic benefits can include learning about the solution, enabling a new product, process or business, and business model, which can have a direct or indirect impact on the profit and loss (P&L) of the corporation. Unlike general CVCs, strategic CVCs focus on leveraging the solution of the startup for strategic benefits, rather than just the value of its equity.

Refers to the document prepared by the Venture Client unit and sent to the startup before the Product Demo to ensure a successful presentation. The document includes the following:

  • Agenda of the Product Demo
  • Use cases to be covered in the Product Demo
  • Generic questions to be answered by the startup
  • Specific use case-dependent questions to be answered by the startup
  • Participants of the Product Demo
  • Location and/or information on video-conferencing

This document helps the startup to prepare and present their solution effectively during the Product Demo.