Market Entry Strategies for New Corporate Ventures. The Voltea Case

The main topic of this thesis is the business strategy of new Corporate Ventures, the so-called in our research Market Entry Strategy. We tried to find out how the Corporate Ventures formulate and implement the business strategy to enter new markets. The phenomenon of Corporate Venturing, the differences of Corporate and Independent Ventures, the factors that influence the strategy formulation process, the role of the parent organization in the stategy formulation and venture development in general, are the research questions we adressed during this study. We had the chance to observe the strategy formulation process in person by conducting an internship in Voltea's premises, a new venture owned mainly by Unilever. Voltea is developing a desalination technology, the Flow-through-Capacitor (FTC) techology, and currently is looking for commercial applications in order to enter into the market. We examined two markets and tried to formulate the optimal strategy based on a model we developed that assesses the market attractiveness, the corporate venture and the parent organization, namely the analysis of the resources and the skills that venture managers have at their disposal. Furthermore, it is analyzed the CEO personality and the corporate fit of the new venture with the parent organization, i.e. the operational relatedness and the strategic significance. We ended up with useful conclusions about the way corporate ventures operate and formulate their strategy. Undoubtedly, the most significant finding of this research is that business strategy for new corporate ventures should not be the first priority. On contrary, it is the structure and the organization of the new venture that has to be flexible and agile, that will lead the venture to the path of success.

Subject

corporate ventures
market entry strategy
flexibility and agility

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master thesis

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