Private Equity in Germany Venture Capital for Digital Platform Start-ups /
| Autors principals: | , |
|---|---|
| Autor corporatiu: | |
| Sumari: | XI, 107 p. 10 illus. in color. text |
| Idioma: | anglès |
| Publicat: |
Cham :
Springer Nature Switzerland : Imprint: Springer,
2023.
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| Edició: | 1st ed. 2023. |
| Col·lecció: | Business Guides on the Go,
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| Matèries: | |
| Accés en línia: | https://doi.org/10.1007/978-3-031-33708-6 |
| Format: | Electrònic Llibre |
Taula de continguts:
- 1 The Imperative of Private Equity in Start-up Financing in Germany
- 1.1 No Equity, No Innovation
- 1.2 The Role of Venture Capital
- 1.3 Research Gap in Start-up Financing
- 1.4 Objectives of the Book
- 1.5 Methodological Approach
- 1.6 Plan of the Book
- 2 The Nature and Characteristics of Start-ups
- 2.1 Start-ups versus Conventional Firms
- 2.2 Start-up Characteristics
- 2.3 Financing Start-ups
- 2.4 Lifecycle and Financing Phases of Start-ups
- 2.4.1 Phase I: Early
- 2.4.1.1 Pre-seed
- 2.4.1.2 Seed
- 2.4.1.3 Start-up
- 2.4.2 Phase II: Expansion
- 2.4.3 Phase III: Late
- 2.4.4 Exit
- 2.5 Challenges Start-ups face in Germany
- 2.6 Germany’s Start-up Financing Environment
- 2.7 Germany’s Off-market Equity Financing Environment
- 3 Digital Platform Start-ups
- 3.1 Going Digital: An Undeniable Reality
- 3.2 Qualifying Characteristics of Digital Platform Start-ups
- 3.3 Drivers of Digital Platform Start-ups
- 3.4 Digital Platform Trends
- 3.5 Digital Platform Start-ups: Four Cases.-3.5.1 Wimdu: at the mercy of a strong competitor
- 3.5.2 Monoqi: stagnation and investor strife
- 3.5.3 Omio: Exponential growth as a financing magnet
- 3.5.4 Medwing: the indispensability of innovativeness
- 3.6 Criterion for Digital Platform Start-up Success in Germany
- 3.7 Distinction between Start-ups and Digital Platform Start-ups
- 4 The Emergence of Entrepreneurial Ecosystems
- 4.1 Status Quo of Germany’s Entrepreneurial Ecosystem
- 4.2 Agglomeration as a Necessary Condition
- 4.3 Transformation via Start-up Networks
- 4.4 Inadequacies and Upcoming Challenges
- 5 Private-Equity as Start-up Financing Source
- 5.1 Features of Private Equity
- 5.2 Status Quo of Private Equity in Germany
- 5.3 Impending and Upcoming Challenges
- 5.4 The Debate on Regulation
- 5.5 Private Equity Volume in Germany
- 6 Venture Capital as Start-up Financing Source
- 6.1 The Beginnings of Venture Capital
- 6.2 Venture Capital Characteristics
- 6.3 Status Quo of Venture Capital in Germany
- 6.4 ExpectedVenture Capital Growth in Germany
- 6.5 Venture Capital Volume in Germany
- 7 Venture Capital as a Subset of Private Equity
- 7.1 Structural Differences between Private Equity and Venture Capital7.2 Decision-Making Criteria in Private Equity
- 7.2.1 Stereotypical target company approach
- 7.2.2 Non-stereotypical basic targeting approach
- 7.2.3 Target criteria before acquisition
- 7.2.4 Private Equity Investment Criteria
- 7.2.4.1 Finance
- 7.2.4.2 Strategy
- 7.2.4.3 Management
- 7.2.4.4 Product and service
- 7.2.4.5 Additional aspects
- 7.2.5 Venture Capital Investment Criteria
- 7.2.6 Financial Resource Crunch may hamper Start-up growth
- 8 Research Design
- 8.1 Helferrich’s (2014) Guided Expert Interview
- 8.2 Research Ethics
- 8.3 Research Questions and Hypotheses
- 8.4 Choice and Appraisal of Method
- 8.5 Methodological Approach
- 8.6 Selection of Experts
- 8.7 Interviewee Details
- 8.8 Guideline-based Expert Interview
- 8.9 Data preparation based on Mayring’s (2010) Content Analysis Method
- 8.10 Limitations of Employed Research Method
- 9 Research Analyses and Results
- 9.1 Founding and
- or Managing Team
- 9.1.1 Diversity of Team Skills, Tech-world Knowhow and Marketing
- 9.1.2 Conviction of Idea and Founder
- Team Drive
- 9.1.3 Sales Force and Process-Orientation
- 9.1.4 Multiple Founders, Clarity of Goal, and Ambition
- 9.1.5 Pitching Quality and Argumentative Efficiency as vital to Seed Investors
- 9.1.6 Conclusion
- 9.2 Innovativeness
- 9.2.1 Uniqueness and Market Differentiation
- 9.2.2 Functionality of Business Idea
- 9.2.3 Business Model as a Solution
- 9.2.4 Patents and Buyer Power
- 9.2.5 Conclusion
- 9.3 Market Attractiveness
- 9.3.1 Value of the Online Market
- 9.3.2 Size of the Identified Market
- 9.3.3 Minimum Viable Product and Uncontested Markets
- 9.3.4 Potential Market Monopoly and Niche-Building
- 9.3.5 Conclusion
- 9.4 Financial Metrics
- 9.4.1 Business Plan as Nice-to-Have
- 9.4.2 Customer Acquisition as Key Metric
- 9.4.3 Customer Retention Rate and Key Account Management
- 9.4.4 Conclusion
- 9.5 Scalability
- 9.5.1 Scalability enhances Valuation
- 9.5.2 Pace of Critical Mass
- 9.5.3 Exponential User Growth
- 9.5.4 Scalability as Founders’ Attribute
- 9.5.5 Conclusion
- 9.6 Prominent Investor
- 9.6.1 Investors as Endorsers
- 9.6.2 Tier-1 Investors enhance Start-up Competitiveness
- 9.6.3 Conclusion
- 9.7 Revenue Growth
- 9.8 Location
- 10 Summary and Recommendations
- 10.1 Research Design Summary
- 10.2 Discussion of Results
- 10.2.1 Primary Criteria
- 10.2.2 Secondary Criteria
- 10.2.3 Tertiary Criteria
- 10.2.4 Non-Criteria
- 10.2.5 Conclusion
- 10.3 Implications for Venture Capital Strategy
- 10.3.1 Skillset and Team Structure
- 10.3.2 Sales Mapping
- 10.3.3 Team Dynamics in Hardships
- 10.3.4 Dynamic Capabilities
- 10.3.5 Drive for Innovativeness
- 10.3.6 Elucidation of Unique Selling Proposition
- 10.3.7 Problem-Solving Approach
- 10.3.8 Indispensability of Online Market
- 10.3.9 Niche-Market Value
- 10.3.10 Expected Customer Growth, Retention and Churn Rate
- 10.3.11 Clarification of Scalability Potential
- 10.3.12 Track Record of Venture Capital Investor
- 10.3.13 Team-Building and Long-Term Skill-Planning
- 10.4 Implications for Research.