New Business Incubation
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1 New Business Incubation Jelto Smits CEO Technology Incubator Lighting and Innovation Analysts Day September 28, 2007
2 Disruptive Innovations Offer Greatest Returns Disruptive innovations do not start in mass markets, rather in niche markets that value the unique selling point (Innovators Dilemma) Require new capabilities, non-traditional ways of working and patience, similar to the venture capital approach Therefore we established a novel way of working: A staged new business development process Run by dedicated, agile organizations Supervised at board level and Executed by entrepreneurs
3 New Businesses Incubation Transfer to existing Philips businesses Contract R&D (adjacent) Corporate Research (disruptive) New Business Spin Up Spin Out Patent / Technology licensing Spin Off
4 Focus Areas of Incubators Healthcare, Lifestyle and Technology applied marketing existing new Healthcare and Lifestyle Incubators Market 2006 Innovation Cost Innovation Break Away Innovation Feature Innovation existing new applied technologies Technology Incubator 2002
5 New Business Development Boards Three New Business Development boards, handling incubator and sector New Business Development Chairmen: Philips board members Members: Philips board members Philips CTO Business CMO, CTO M&A Incubator CEO s
6 New Business Stage-Gating Bell-Mason approach New Business Development Boards Ideation 1. Preseed 2. Seed 3. Alpha 4. Beta 5. Growth Expansion & Value Capture Gates Research Incubators Sectors
7 Critical Dimensions of New Business Development PRODUCT/SERVICE Business Plan MARKETING Delivery Marketing Product/Service Venture platform Control Sales Management Team FINANCE Financing Cash Venture Board PEOPLE
8 New Business Monitoring Process Following best practices of VC industry Ideation 1. Preseed 2. Seed 3. Alpha 4. Beta 5. Growth Expansion & Value Capture Gates PRODUCT/ SERVICE Business Plan Delivery Marketing MARKET Product/Service Sales Venture Platform Control Management PRODUCT/ SERVICE Team Business Plan Delivery Marketing MARKET Financing Venture Board Product/Service Sales FINANCE Cash PEOPLE Venture Platform Control Management PRODUCT/ SERVICE Team Delivery Business Plan Marketing MARKET Financing Venture Board Product/Service Sales FINANCE Cash PEOPLE Venture Platform Management Control Team PRODUCT/ SERVICE Delivery Business Plan Marketing MARKET Financing Venture Board Product/Service Sales FINANCE Cash PEOPLE Venture Platform Management Control Team PRODUCT/ SERVICE Business Plan Delivery Marketing MARKET Financing Venture Board Product/Service Sales FINANCE Cash PEOPLE Venture Platform Management Control Team Financing Venture Board FINANCE Cash PEOPLE
9 Technology Incubator Scope and selection criteria Scope: Philips Corporate R&D Laboratories Selection Criteria: Capable & motivated team, willing to deal with the risk Disruptive technology with distinct USP Technology relevant for large markets with multiple products Potential sales >EUR 100 m., preferably >1 B Technology well protected by intellectual property Technology relevant for Philips
10 Incubation Pipeline Portfolio Technology Incubator Ideation Pre- Seed Seed Business Alpha Beta Growth Prepare transfer Capture the value
11 Spin-outs Polymer Vision (Dec-06) and Silicon Hive (Apr-07) Polymer Vision received EUR 21 million investment from Technology Capital SA (Lux) to commercialize the Readius rollable display Philips keeps minority shareholding Wins GSM Global Award Silicon Hive received investment from NVP (USA) and TVM (D) to expand configurable processor business Philips keeps minority shareholding
12 First Exits from Technology Incubator Laser Sensors, transferred to Philips Lighting (Jan-06) Potential Market >1 billion units Notebook Remote Control ultra low power design all terrain detection system single component system Watches Gamepad Portable Devices Printer 1 st Mobile Phone PC Mouse
13 New Business Leveraged through Sectors ambx gaming peripherals launched by Philips CE (Aug-07) ambx scripting software enables (supplier) CE s gaming peripherals (customer)
14 New Business Leveraged through Sectors 3D, a fascinating example of disruptive innovation 3D often spontaneously mentioned during consumer groups as an anticipated next step in creating a more immersive and captivating experience. - Philips 3D consumer research
15
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