Harvard Case - Presans: Building Business Models for Innovation Intermediaries
"Presans: Building Business Models for Innovation Intermediaries" Harvard business case study is written by Wim Vanhaverbeke, Oana-Maria Pop. It deals with the challenges in the field of Entrepreneurship. The case study is 9 page(s) long and it was first published on : Sep 8, 2022
At Fern Fort University, we recommend Presans adopt a hybrid business model that leverages its core competencies in innovation intermediation while diversifying its revenue streams and mitigating financial risks. This model will involve a strategic combination of fee-based services, equity investments, and a dedicated innovation fund, ensuring Presans remains a leading player in the dynamic world of innovation.
2. Background
Presans is a French innovation intermediary that connects corporations with startups and research institutions to facilitate innovation and technology transfer. Founded in 2000, Presans has built a strong reputation for its expertise in identifying promising technologies, facilitating partnerships, and supporting the development of innovative projects. However, Presans faces challenges in securing consistent revenue streams and scaling its operations, leading to a need for a more robust business model.
The main protagonists of the case study are:
- Jean-Luc Beylat, the founder and CEO of Presans, who is passionate about driving innovation and seeks to ensure the company?s long-term sustainability.
- The Presans team, which comprises experienced professionals with expertise in technology, business development, and project management.
- Potential clients, including corporations seeking to innovate and startups looking for support and funding.
3. Analysis of the Case Study
To analyze Presans? situation, we will employ a framework that considers the company?s strategic, financial, and operational aspects:
Strategic Analysis:
- Core Competencies: Presans excels at identifying promising technologies, facilitating partnerships, and providing project management expertise.
- Competitive Advantage: Presans differentiates itself through its deep understanding of the innovation landscape, its network of partners, and its commitment to fostering collaborative innovation.
- Market Opportunities: The global demand for innovation is increasing, driven by technological advancements, globalization, and the need for sustainable solutions.
Financial Analysis:
- Revenue Model: Presans primarily relies on fee-based services, which can be unpredictable and subject to market fluctuations.
- Financial Performance: The case study highlights Presans? financial challenges, including limited profitability and dependence on external funding.
- Capital Structure: Presans has a limited capital base, limiting its ability to invest in growth opportunities and manage financial risks.
Operational Analysis:
- Business Processes: Presans? operations are focused on facilitating innovation projects, involving a complex interplay of stakeholders and resources.
- Technology and Analytics: Presans can leverage technology and data analytics to improve its efficiency, enhance its decision-making, and personalize its services.
- Scaling Challenges: Presans faces challenges in scaling its operations due to the need for specialized expertise, a strong network, and a flexible organizational structure.
4. Recommendations
To address Presans? challenges and capitalize on its opportunities, we recommend the following:
- Hybrid Business Model: Implement a hybrid business model that combines fee-based services with equity investments and an innovation fund.
- Fee-Based Services: Continue offering fee-based services, focusing on providing high-value consulting, project management, and technology transfer expertise.
- Equity Investments: Establish an equity investment arm that invests in promising startups and technologies identified through Presans? network. This will generate returns on investment while providing access to cutting-edge innovations.
- Innovation Fund: Create a dedicated innovation fund that invests in early-stage technologies and projects with high growth potential. This fund will be managed by Presans and will provide a source of capital for promising ventures.
- Strategic Partnerships: Form strategic partnerships with corporations, research institutions, and venture capital firms to leverage their resources and expertise.
- Technology Adoption: Implement technology and data analytics to enhance efficiency, improve decision-making, and personalize services.
- Organizational Restructuring: Restructure the organization to support the hybrid business model, creating dedicated teams for each revenue stream and fostering collaboration between departments.
5. Basis of Recommendations
The recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The hybrid model leverages Presans? core competencies in innovation intermediation while expanding its reach and revenue streams, aligning with its mission to drive innovation.
- External Customers and Internal Clients: The model addresses the needs of both corporations seeking innovation and startups seeking funding and support, while providing opportunities for internal growth and development.
- Competitors: The hybrid model differentiates Presans from competitors by offering a comprehensive suite of services and investments, providing a unique value proposition.
- Attractiveness ? Quantitative Measures: The model is expected to generate significant returns on investment through equity investments and the innovation fund, while mitigating financial risks through diversification.
6. Conclusion
By adopting a hybrid business model, Presans can secure consistent revenue streams, mitigate financial risks, and accelerate its growth. This model will allow Presans to maintain its leadership position in the innovation intermediary market while contributing to the development of cutting-edge technologies and sustainable solutions.
7. Discussion
Alternatives:
- Focusing solely on fee-based services: This approach could limit Presans? growth potential and expose it to market fluctuations.
- Establishing a venture capital firm: This option could be too risky and require significant capital investment.
Risks and Key Assumptions:
- Market risk: The success of the hybrid model depends on the continued growth of the innovation market and the availability of promising investment opportunities.
- Execution risk: Implementing the hybrid model requires effective management, strong partnerships, and a skilled team.
- Financial risk: Equity investments and the innovation fund carry inherent financial risks, requiring careful due diligence and risk management.
8. Next Steps
- Develop a detailed business plan: Define the specific goals, strategies, and financial projections for the hybrid model.
- Secure funding: Raise capital to establish the equity investment arm and the innovation fund.
- Recruit and train personnel: Hire skilled professionals with expertise in venture capital, investment management, and finance.
- Establish partnerships: Form strategic partnerships with corporations, research institutions, and venture capital firms.
- Pilot the hybrid model: Launch the hybrid model with a limited number of projects and investments to test its effectiveness.
By taking these steps, Presans can successfully implement the hybrid business model and position itself for long-term success in the dynamic world of innovation.
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Case Description
Presans was founded in Paris, France in 2008 as an an open innovation intermediary, often referred to as an "innomediary." Using a specific business model that combined open innovation services with state-of-the-art data-mining technology, Presans leveraged a network of over six million experts worldwide to solve problems for its corporate clients. In February 2017, the chief executive officer of Presans had to make some strategic decisions. Based on interviews with clients, he was considering diversifying the portfolio of products. In addition to the company's classic approach of Call for Excellence, he was considering launching a new approach called Synergy Factory, where different companies could jointly tackle technical topics with experts, and another approach called La Conciergerie, which was a simplification of the Call for Expertise and required a platform-based, rather than a service-based, go-to-market strategy.
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