Benefits and Roadblocks of Corporate Partnering for Startups


(Page 3 of 3)

finding one domestically, but that extra effort could unearth some additional rewards. Specifically having a powerful corporate ally in another country can help a startup quickly gain an international presence at a much lower cost.

Depending on the nature of the relationships, it’s entirely possible for a promising startup to sign several strategic partnerships. This is, in fact, a good step toward fast-track expansion, because tales of organic startup growth although they make for a good story, it’s a rare feat for a startup to become a large company without a partnership.

Symplified has several such partnerships with major corporations, including Amazon Web Services, which have helped it expand much faster than it would have been able to otherwise. One of the keys to successfully forming these relationships has been careful targeting of potential partners.

Timing is Everything

As important as it is to pick the right partners, it’s just as crucial to pick them at the right time. That’s doubly true of partners who are interested in establishing an equity relationship with the startup. Doug Donzelli, CEO of Allegis Capital portfolio company Apprion, emphasizes that while the lure of additional capital is always strong, it’s important not to sign an equity deal too early.

Instead, startups should wait until they have a solid product—and have gained some market acceptance. This not only strengthens their bargaining position in the terms of the deal, but it also helps them better focus on which partners will be best suited to help them grow.

Apprion, which delivers wireless application networks and services for the process manufacturing industry, has equity relationships with both Chevron (a deal that was struck at the end of 2007) and Motorola Solutions (which came on board in the first half of 2008). Both companies fit well with Apprion’s focus—giving Apprion access to a leading customer in the market as well as one of the major vendors.

The Ultimate Focus Group

The power of names like Chevron and Motorola opens plenty of doors, but the benefits of the partnerships run much deeper. Both companies have shared a tremendous amount of marketing experience with Apprion, which has also benefited from Motorola Solutions’ technical expertise. And Chevron comments on new and existing products and what needs to change.

Utilized correctly, multinational corporation partners not only open doors for startups into wider communities, they also double as the most valuable focus group an entrepreneur could ever hope for—offering critical insight.

And just as a big business partner can open doors, it can also help close deals. After all, there is no better reference for potential customers than a company boasting a high-ranking slot in the Fortune 500.

The Non-Strategic Route

Not every company is interested in being an active partner with a startup. Some prefer a more passive role. And while active partners are preferable for startups looking to leverage the strengths of those companies, they’re not necessarily essential.

Allegis portfolio company IMVU, for example, has long had a retail relationship with Best Buy, and even obtained an investment from its green field fund, but it’s never discussed a true strategic partnership with the retailer, which mainly offers the startup insight on trends in technology and retailing. Despite the lack of the formal partnership, IMVU is benefiting greatly from the relationship.

No Free Lunch

Strategic partnerships aren’t a panacea or a free lunch. They are, in fact, a lot of work. Building momentum and ensuring follow-through from both parties takes dedicated resources.

The partnerships, by their very nature, aren’t even symmetrical. Startups are focused on a smaller product set and don’t have resources that compare to those of their partner. But the returns are similarly uneven—and largely work in the startup’s favor.

Successfully managing and tending to the partnership is an ongoing task. Startups that can handle the challenges, however, will see their growth accelerate while their capital requirements shrink. And the barriers to entry that have kept so many early-stage companies out of the global marketplace can quickly collapse, giving a startup its best chance to not only succeed, but prosper.

Single PageCurrently on Page: 1 2 3 previous page

Robert R. Ackerman, Jr. is the founder and managing director of Allegis Capital, a Palo Alto, CA-based early stage venture capital firm that specializes in cybersecurity. Follow @allegiscapital

Trending on Xconomy

By posting a comment, you agree to our terms and conditions.

  • This is a good and timely article. I license MIT’s IP in the Energy space, and there has traditionally been a big divide between the VC-backed spinouts on one hand and big-company sponsored-research licenses on the other. We do lots of both, and are working hard to bring them together for mutual benefit. Partnering between startups and big companies can be a win-win, but it also requires VC investors who are supportive. Sounds like you are Bob! Good work.

  • Thanks for your comments Chris. When I started Allegis Capital 15 years ago, one of my goals was to build an entrepreneur-centric firm, based upon my own experiences as a start-up executive. The success of my first company had nothing to do with venture investors – “we don’t invest in many software companies – the assets all have legs and go home at night” was a common theme from venture investors. In fact, the success of the company – which had operations in the US, Europe and Asia, lay in three strategic corporate relationships – AT&T, Apple and Motorola.

    These relationships are not easy – there is a significant impedance mismatch between the culture of a corporation and a start-up. At the same, when the interests are aligned, the leverage is compelling. In my experience, the VC – Corporation – Start-up embrace is about active management of risk and generating better returns. Having worked with more than 35 corporations as active limited partners and dozens more in partnerships with our portfolio companies, I can tell you first hand – the value this there. But you have to work for it.

  • Bob – spot on. Strategic alliances, particularly of the “David-Goliath” variety, are a powerful alternative to cash that allow a startup to accelerate product development, market intelligence & penetration, press & analyst visibility, competitive shutout, revenue ramp, and other objectives that would otherwise be out of reach.

    These alliances are of particular interest to the Goliaths in the life sciences, information & communications, finance & insurance, clean/green tech, and emerging consumer product segments as these companies seek to test new product/market adjacencies and reduce technology or market uncertainty without committing large R&D budgets.

    I believe there is also an emerging understanding – among both Davids and Goliaths – that forming a strategic alliance is in fact the first in a series of potential steps that may ultimately lead to acquisition. The savvy Goliath, rather than diving in with an acquisition while uncertainties remain high, will partner first, then incubate, then invest – learning along the way – and, once the product/market potential has been proven and the partner portfolio has been winnowed down to those with the best traction and fit, and those with the best cultural, strategic, and operational alignment – then acquire.

  • Bob Ackerman

    I could not agree more Tom. In fact, in structuring their corporate venture activities, corporations would be better served if they structured their programs to align: 1) deployment of capital, with 2) tolerance for risk, and 3) and ability to deliver and derived strategic value in a partnership. I sometimes describe this as the “rent” – “lease” – “own” model of strategic partnering. Frankly, it is often better for the corporate in terms of driving sustainable value and tends to do “Less” harm to the young strategic partner.