Corporate venturing units were involved in more than 65 deals last month ahead of an expected slowdown over the summer.
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Intel Capital ranked most influential technology venture investor
The in-house venture capital division of US-listed semiconductor maker Intel has been ranked first by Global Corporate venturing among its technology peers.
Top 20 technology VCs
Most active venture capital groups in technology sector, according to VentureXpert.
Return to the 1999 corporate venturing party
Table of the funds raised the penultimate year befor ethe millennium at the top of the dot.com boom.
Profile: Intel Capital
The name of the game is adding value to become the world’s biggest venture investor.
Case study: Light Blue Optics
Light Blue lasers in on European innovation
Profile: Legend Capital
A combination of perfect venture capital group criteria is found in China’s growing private equity market.
The challenge of measuring e-commerce performance
The impact of technology on e-commerce – online sales – is leading to the spread of real-time trading, from stock exchanges to almost every business sector, from airlines to auction rooms and retail sales.
Case study: eCommera
E-commerce comes of age with venture investment in online sale analysis company.
Firms shake on technology partnerships
Once a technology company has decided to break the cultural tendency of employees to undervalue things “not invented here” and to look externally for growth or insights, money is not the only technique to find and gain a collaboration with the other business.
Venture lending oils the entrepreneurial machine
Analysis of the importance of lending to venture-backed companies.
Computers take over the world as promised
Technology-focused corporate venturing deals with a decade of boom, bust and back to growth again.
Riding the wave of technological innovation
Pat Hyek, global technology industry leader at Ernst & Young, analyses the future for technology.
Measuring the strategic value of venturing deals
Observations from studying large multinational companies by
Johann Jakob Napp, Centre for Technology Management, University of Cambridge