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Thomas P. Offner 
September 2014 
Digital Days 2014 Leveraging the Power of Startups and Entrepreneurship for Corporate Su...
Short bio Thomas P. Offner 
Technical School and Business Administration (AT and CH) 
Canbox AG, Oldenburg, Director Bus...
YouTube local
74 Facebook status updates 
per second
Princess Beatrice´s ridiculous wedding hat gained over 140.000 fans on FB
“Pippa” Middleton got a Facebook page counting over 230.000 Fans within 24 hours
At least one part of „Her Royal Hotness’“ body
2.274 check-ins at Westminster Abbey
Google reported over 72 million viewers watching via YouTube's live stream
74 FB UK status updates per sec 
140.000 wedding hat fans 
230.000 „Royal Hotness“ fans 
72 million viewers on YouTube
33m TV sets 
0 PCs, 0 tablets 
0 mobiles 
Source: Statistisches Bundesamt, EVS 
How I grew up
60m TV sets 
4m Smart TVs 
32m PCs 
8.2m Tablets 
112m Mobiles 35m Smartphones 
Source: AGF/GfK-Fernsehforschung, TV Scope...
We live in a world of change In every sense of the word 
Most disruption doesn’t come from the corporate world 
Small an...
Guy Kawasaki’s story about ice 
Ice harvesting, Massachusetts, early 1850s
Guy Kawasaki’s story about ice 
Ferdinand Carré's ice-making device about 1865
Guy Kawasaki’s story about ice 
General Electric "Monitor-Top" refrigerator, introduced in 1927.
How media companies can avoid those pitfalls 
1.Stay innovative – disruptive innovation (not better saws)! 
2.Innovation h...
How media companies can avoid those pitfalls Startups are everywhere
How media companies can avoid those pitfalls Examples of disruptive startups
Internal External 
Innovation Lab Corporate Venturing M&A 
Design thinking with external Consultant 
Multi disciplinary ...
Corporate meets startup Combine both worlds to a new discipline
How media companies can avoid those pitfalls Examples from the corporate world 
Strategy: acquisition 
Within 13 months Ya...
Some corporations were able to adopt Private logistics: DHL’s bring:BUDDY vs. CheckRobin 
Consumers become logistic servi...
Some corporations were able to adopt Carsharing: Daimler's Car2Go vs. zipcar 
US car carsharing company founded in 2000 
...
Some corporations weren’t Intelligent home: Bosch vs Nest
How about the biggest German media company? 
Innovation Camp 
ProSiebenSat.1 Accelerator 
SevenVentures 
SevenVentures...
Innovation Camp (Lab) Conceptual formulation: “How can we transfer our ability to evoke emotions with moving images to dig...
Innovation Camp (Lab)
Innovation Camp (Lab) 
Ingredients for success 
Multi disciplinary teams from different business units 
Two weeks exclus...
Innovation Camp (Lab) 
Ingredients for success 
No business plan “Everybody has a plan until they get punched in the face...
Innovation Camp (Lab) 
Ingredients for success 
Full commitment from CEO
Innovation Camp (Lab) 
Results
Innovation Camp (Lab) 
Results
1.INNOVATION: Stay close to relevant media innovation 
2.TALENT: Build talent network of potential hires 
3.DEAL FLOW: Bui...
VENTURES: Media as valuable investment currency 
Classic Inventory 
(TV) Media Inventory 
Unutilized Inventory 
Unutilized...
VENTURES: Clear screening criteria for (media) deals 
As part of the investment strategy 
Ideally: excess media with rele...
VENTURES: Classical venture capital approach 
The horse, the jockey, the course
Technology is like an insurance: You need to have it but you don’t want to care about it
Technology is like an insurance
Technology is like an insurance: You need to have it but you don’t want to care about it (and it should cost little to no...
1.Leverage your core assets into related markets: media, content, talent, market insight 
2.Create synergies in your portf...
CASE STUDY: Zalando 
Zalando as European version of online shoe retailer Zappos 
Extensive media push created European m...
CASE STUDY: Zalando 
Broadcaster can deliver more than just media Integrated optimized campaign over all channels (TV, onl...
CASE STUDY: Talenthouse
7VPD: PR event to generate deal flow and access to innovation 
7 start-ups on stage pitching their company (3 minutes ele...
7VPD: PR – great press feedback 
“Mehr als 300 Gründer aus 14 Ländern haben ihre Bewerbung bei Seven Ventures, dem Beteili...
7VPD: Innovation – great winners
Outlook: what’s hot for media companies? 
And what’s not (very personal estimate) 
FinTech (Security) 
Sharing Community...
Thank you 
(for your comments)
BACKUP
Innovation Camp (Lab) 
Connecting the dots
How media companies can avoid those pitfalls 
No coincidence  viral campaigns are professionally planned and executed (Z...
Digital Days - how startups can save your corporate's life!
Digital Days - how startups can save your corporate's life!
Digital Days - how startups can save your corporate's life!
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Digital Days - how startups can save your corporate's life!

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How can small units - such as startups - grant the survival of corporate behemoths through innovation and execution of entrepreneurial spirit.

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Digital Days - how startups can save your corporate's life!

  1. 1. Thomas P. Offner September 2014 Digital Days 2014 Leveraging the Power of Startups and Entrepreneurship for Corporate Success
  2. 2. Short bio Thomas P. Offner Technical School and Business Administration (AT and CH) Canbox AG, Oldenburg, Director Business Development Intel Capital, Munich, Strategic Investment Manager Vivigo Consulting Ltd., London, Partner Audi AG, Ingolstadt, Stratregic Market Development fatfoogoo AG, Vienna, CFO Groupon Inc, Vienna, Zurich, Co-Founder ProSiebenSat.1 SevenVentures GmbH, Munich/Unterföhring, Digital Commerce FH Salzburg and Graz, Lecturer
  3. 3. YouTube local
  4. 4. 74 Facebook status updates per second
  5. 5. Princess Beatrice´s ridiculous wedding hat gained over 140.000 fans on FB
  6. 6. “Pippa” Middleton got a Facebook page counting over 230.000 Fans within 24 hours
  7. 7. At least one part of „Her Royal Hotness’“ body
  8. 8. 2.274 check-ins at Westminster Abbey
  9. 9. Google reported over 72 million viewers watching via YouTube's live stream
  10. 10. 74 FB UK status updates per sec 140.000 wedding hat fans 230.000 „Royal Hotness“ fans 72 million viewers on YouTube
  11. 11. 33m TV sets 0 PCs, 0 tablets 0 mobiles Source: Statistisches Bundesamt, EVS How I grew up
  12. 12. 60m TV sets 4m Smart TVs 32m PCs 8.2m Tablets 112m Mobiles 35m Smartphones Source: AGF/GfK-Fernsehforschung, TV Scope, SevenOne Media, forsa, Enigma GfK, mindline, budde, golem, bitkom, Allensbach/Acta 2012 How my son is growing up
  13. 13. We live in a world of change In every sense of the word Most disruption doesn’t come from the corporate world Small and fast startups change the world Corporates are often to slow and immobile for change Big companies tend to concentrate to much on management; i.e. solely focus on permanent improvement Very little or no entrepreneurial spirit or room for entrepreneurship; i.e. no focus on innovation
  14. 14. Guy Kawasaki’s story about ice Ice harvesting, Massachusetts, early 1850s
  15. 15. Guy Kawasaki’s story about ice Ferdinand Carré's ice-making device about 1865
  16. 16. Guy Kawasaki’s story about ice General Electric "Monitor-Top" refrigerator, introduced in 1927.
  17. 17. How media companies can avoid those pitfalls 1.Stay innovative – disruptive innovation (not better saws)! 2.Innovation happens in small structures! 3.Not technology is innovative but people are!
  18. 18. How media companies can avoid those pitfalls Startups are everywhere
  19. 19. How media companies can avoid those pitfalls Examples of disruptive startups
  20. 20. Internal External Innovation Lab Corporate Venturing M&A Design thinking with external Consultant Multi disciplinary members from different units Out-of-the-box thinking Two weeks (exclusive) Venture Capital Unit Accelerator Incubator Company Builder Dedicated M&A unit Finance, Legal, Tax How media companies can avoid those pitfalls
  21. 21. Corporate meets startup Combine both worlds to a new discipline
  22. 22. How media companies can avoid those pitfalls Examples from the corporate world Strategy: acquisition Within 13 months Yahoo boss Marissa Mayer buys 20 startups for the price of over $ 1.2 billion Strategy: incubation Accelerator program to implement new ideas by "Corporate Entrepreneurs" Strategy: excursion Since 2012 the media group continuously sends top manager to the Silicon Valley.
  23. 23. Some corporations were able to adopt Private logistics: DHL’s bring:BUDDY vs. CheckRobin Consumers become logistic service partners Via bike, public transport or on foot Collaboration between DHL and a group of German design students Rolled out at Shanghai trade fair 2010 “Privates bring it” – lift service for parcels Austrian start-up, founded in 2013 Serial entrepreneur, founder of CheckFelix (sold to Kayak in 2011) Two established routes in Austria already
  24. 24. Some corporations were able to adopt Carsharing: Daimler's Car2Go vs. zipcar US car carsharing company founded in 2000 Area served: UK, CA, USA, ES, AT Zipcar charges a one-time application fee, an annual fee, and a reservation charge. Acquired by Avis Budget Group in 2013 Subsidiary of Daimler AG providing carsharing services in EU and North American cities Founded in 2008 Offers exclusively Smart Fortwo vehicles Worldwide market leader in free floating carsharing
  25. 25. Some corporations weren’t Intelligent home: Bosch vs Nest
  26. 26. How about the biggest German media company? Innovation Camp ProSiebenSat.1 Accelerator SevenVentures SevenVentures Pitch Day 7VPD
  27. 27. Innovation Camp (Lab) Conceptual formulation: “How can we transfer our ability to evoke emotions with moving images to digital business models?” “How can we leverage our vast video repository?”
  28. 28. Innovation Camp (Lab)
  29. 29. Innovation Camp (Lab) Ingredients for success Multi disciplinary teams from different business units Two weeks exclusive camp far away from corporation (focus = speed) Moderated by an external consultant Work along a defined process Collecting background information (experts and customer interviews) “If I had asked people what they wanted, they would have said faster horses.” (Henry Ford) Defining directions for innovation Generating ideas - every idea is possible (but solve a problem) Prototyping and testing (lean startup) One-sentence pitch
  30. 30. Innovation Camp (Lab) Ingredients for success No business plan “Everybody has a plan until they get punched in the face.” “No campaign plan (business plan) survives first contact with the enemy (customers)” (Helmuth Graf von Moltke, Field Marshall) (Steve Blank, serial entrepreneur) (Mike Tyson)
  31. 31. Innovation Camp (Lab) Ingredients for success Full commitment from CEO
  32. 32. Innovation Camp (Lab) Results
  33. 33. Innovation Camp (Lab) Results
  34. 34. 1.INNOVATION: Stay close to relevant media innovation 2.TALENT: Build talent network of potential hires 3.DEAL FLOW: Build network of investors such as business angels and venture capitalists 4.PR: Position ProSiebenSat.1 as an innovator in press and towards the capital market 5.ROI: Participate in equity proceeds of portfolio companies ACCELERATOR: get access to talent, innovation, and improve public opinion
  35. 35. VENTURES: Media as valuable investment currency Classic Inventory (TV) Media Inventory Unutilized Inventory Unutilized Inventory Internal sales Classic sales models for core Inventory •Close cooperation with big media agencies •Commitment and volume based pricing models Innovative M4R/E model Fast growing online companies with need for variable fee structures Small companies with attractive products in TV-affine segments with cash constraints Venture unit
  36. 36. VENTURES: Clear screening criteria for (media) deals As part of the investment strategy Ideally: excess media with relevant quality and low variable costs No relevant existing or likely classical media spend Relevant media-affine product category (no B2B or pure tech plays) Clear target group fit Upside from stimulatory media spend in category (dating market) No financial, operational, legal risks Overall yield comparable to classical sales yield Long-term fit with corporation and solid cash flows or exit potential
  37. 37. VENTURES: Classical venture capital approach The horse, the jockey, the course
  38. 38. Technology is like an insurance: You need to have it but you don’t want to care about it
  39. 39. Technology is like an insurance
  40. 40. Technology is like an insurance: You need to have it but you don’t want to care about it (and it should cost little to nothing) Not most important success factor when starting a company The most successful start-ups had rudimentary technologies in the beginning (Zappos, Groupon, AirBnB, etc.) Amazon (AWS) as leading cloud service provider VENTURES: The relevance of technology And how it increases over time
  41. 41. 1.Leverage your core assets into related markets: media, content, talent, market insight 2.Create synergies in your portfolio and foster cross-selling 3.Expand digital business to European footprint 4.Create additional growth through low cost and low risk acquisitions Digital growth strategy for integrated media companies
  42. 42. CASE STUDY: Zalando Zalando as European version of online shoe retailer Zappos Extensive media push created European market leader in online shoes: Three times higher sales in the year 2011 versus 2010 95% brand awareness 30k shipments per day based on huge assortment with 150k products and 1,000 brands More than 600,000 visitors each day Source: Zalando, Google Insights, Press releases
  43. 43. CASE STUDY: Zalando Broadcaster can deliver more than just media Integrated optimized campaign over all channels (TV, online, mobile)
  44. 44. CASE STUDY: Talenthouse
  45. 45. 7VPD: PR event to generate deal flow and access to innovation 7 start-ups on stage pitching their company (3 minutes elevator pitch) 7 top jury members (6 +1) 7 million Euro in TV media as prize (P7S1 channels) During NOAH conference, London Live stream on myvideo
  46. 46. 7VPD: PR – great press feedback “Mehr als 300 Gründer aus 14 Ländern haben ihre Bewerbung bei Seven Ventures, dem Beteiligungsunternehmen von ProSiebenSat.1 eingereicht, sieben Kandidaten sind in die Endrunde gekommen.” „Seven Ventures, the venture subsidiary of the ProSiebenSat.1 Group, plans to run a pitch competition for startups, the prize for which will be millions of Euros worth of advertising time on Germany’s biggest TV network.” “The prize to be offered at what is being called SevenVentures Pitch Day, to take place in London on Nov. 6 and 7, is television commercial time valued 7 million euros, or about $9 million.” “Was eher nach Maya-Kalender klingt, war das Highlight der NOAH Konferenz 2012 in London: Der SevenVentures Pitch Day.” Media partner and online streaming of the event (as well as myVideo).
  47. 47. 7VPD: Innovation – great winners
  48. 48. Outlook: what’s hot for media companies? And what’s not (very personal estimate) FinTech (Security) Sharing Community E-learning E-health Internet of things (intelligent home) Online gaming and gamification
  49. 49. Thank you (for your comments)
  50. 50. BACKUP
  51. 51. Innovation Camp (Lab) Connecting the dots
  52. 52. How media companies can avoid those pitfalls No coincidence  viral campaigns are professionally planned and executed (Zalando) You can’t plan the ice bucket challenge! Example Coca Cola Happiness Machine

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