Wie denken Gründer wirklich? Welche wichtigen Motivationsfaktoren bestimmen letztendlich, ob ein Startup die Bedürfnisse eines etablierten Unternehmens erfüllen kann? Andy Goldstein widmet sich diese Fragen und gibt dabei wertvolle Praxisbeispiele, wie ein Corporate auf wirtschaftlicher und kultureller Ebene mit den jungen Unternehmen interagieren sollte, um für beide Seiten eine Win-Win-Situation zu schaffen.

1. How to hug a Startup without crushing it
Andy Goldstein

2. “We are both talking about ‘time’,
but we are holding a stopwatch &
you are looking at the calendar”

3. Andy Goldstein
Executive Director
>32 years of operational & entrepreneurial experience
• Acceleration & Entrepreneurship
• Digital Transformation
• Startup Incubation
Serial Entrepreneur/
Board Director:
Avanquest, Carpooling.com
Co-Founder/
Managing Director

4. Agenda
Understanding the Startup‘s Challenge
Understanding YOUR Needs
Execution
Deal Structuring

5. Understanding the Startup‘s Challenge
What is a profitable deal for the startup?
Understanding their margin calculation
More work for more money?
Taking startups in the right direction
Do they have the internal resources to execute the deal?
If not, they need to calculate the incremental cost in both time and money
Who is the deal leader and what is the leader‘s role after closing?

6. Understanding YOUR needs
What exactly is the problem that you need solved?
What is the solution worth to you?
Do you have a budget?
Are you the decision maker, if not will he/she commit?
What is the timeline for delivery and how does this fit into the
startup‘s and your key timelines?
What role do legal and purchasing play?
Do the „Betriebsrat“ and IT need to approve?

7. Deal Structuring
Work with a term sheet before moving to contract
Clarify all key points with the deal maker & decision maker
Write the contract
Startups can agree to almost anything except:
Cancelation for convenience
Indemnity beyond the amount of the contract
Work for time
Person specific requirements
Offer immediate or early payment
Allow automatic renewal after a reasonable exit period
Always look for the next deal

8. Deal maker must follow through on the execution management
Assign an internal champion as soon as possible
Set up regular meetings with the Startup and be sure there is a communication
partner
Encourage them to communicate problems immediately
Listen to the casual observations of the team members working on the deal
Focus on easy wins and communicate those
Know who needs to be the hero and make sure he/she is one
Watch the deadlines and make sure they are correct and needed
Startup‘s Attitude: When the client says “jump“, ask “how high“
Don‘t ask the Startup to compromise their margin
Execution

9. Thank you!
Andy Goldstein
Geschäftsführer
Tel: +49 (0)89 2180 2231
Fax: +49 (0)89 2180 3809
goldstein@lmu.de
Giselastraße 10
80802 München
www.entrepreneurship-center.uni-muenchen.de
Questions?