罗兰贝格（Roland Berger）：企业家在开放式创新之路上的力量(英文版)(12页).pdf

《罗兰贝格（Roland Berger）：企业家在开放式创新之路上的力量(英文版)(12页).pdf》由会员分享，可在线阅读，更多相关《罗兰贝格（Roland Berger）：企业家在开放式创新之路上的力量(英文版)(12页).pdf（12页珍藏版）》请在三个皮匠报告上搜索。

1、HOW BELGIAN CORPORATIONS COMPARE TO THE FRENCH AND DUTCH ONES IN USING CORPORATE VENTURING The power of entrepreneurs on the road towards open innovation 06.2020 BRUSSELS / BELGIUM 06.2020 BRUSSELS / BELGIUM FAST FACTS (1) structural differences between publicly listed Belgian companies and its larg

2、er French and Dutch counterparts, (2) a different, defensive approach towards new industry challengers, (3) a lack of a clearly defined open innovation strategy. H Part of this disparity can be linked to the different size and corporate structure of CAC40 and AEX25 companies. In 2019, the average ma

3、rket cap of a BEL20 corporation was EUR 15.85bn compared to EUR 32.42bn and EUR 45.81bn1) for companies in the AEX25 and CAC40 respectively. Equally, the median market cap is significantly smaller for BEL20 than for AEX25 and CAC40 companies. Being of larger average size and hence disposing of more

4、substantial resources, French and Dutch corporations are more likely to commit to corporate venturing efforts. Nevertheless, differences in corporate venturing efforts are striking and cannot only be explained by structural discrepancies. In Belgium, many large corporations seem to still have a more

5、 defensive approach towards rising industry challengers. Instead of considering mutually beneficial collaboration models, incumbents largely invest in and acquire We also observe that many corporations have an iterative approach to the dif- ferent corporate venturing models. Often incumbents start c

6、onnecting with start- ups through one-off events to get a first idea of the entrepreneurs potential. Then, they engage more with startups by supporting them in in-house or external incubators and/or later accelerators. Finally, if the startups evolution has been meeting its mentors expectation, the