Main data source: "Venture Catalyst", Donald L. Laurie. Executive summary by Vadim Kotelnikov.

"Less and less GE value is coming from 100 percent-controlled companies and more and more is coming from businesses that we are a significant influence on, but do not control"

– Steven Smith, Managing Director, GE Capital

 

External Venture Investments by GE Equity

  • Established in 1995, General Electric (GE) Equity, a business unit within GE Capital, invested nearly $4 billion in 300 businesses by 2000; of those 60% represent opportunities that emerged outside GE; two-thirds of ventures sell products and services to GE. Currently GE Equity invests between $1.2 billion and $1.5 billion annually in ventures.

  • Following its strategy of a lot of small bets, GE Equity invests an average of $3 million to $5 million in each of companies, and it gets somewhere between 5 and 11% of each venture.

  • The segments in which GE Equity invests include financial services, business services, health care, telecommunications, media and Internet.

  • GE Equity employs more than 200 people and makes more than $120 million in net income for GE.

  • 75% of GE Equity's investments are qualified as strategic.

  • The key component of GE Equity's plan is co-investment program that requires GE Capital or individual GE businesses to match its investment; in 2000, 85% of GE Equity's investments were done either jointly with another GE Capital business or jointly with one of the GE company businesses.

Venture Financing Process: Selection of Opportunities

 

The Two Missions of GE Equity

  1. Value Investing – using corporate venture investments to help GE businesses grow. Ideally, each and every of GE Equity's investments adds value to both GE and the start-up. Before investing in a venture, GE Equity determines if a synergetic relationship between the venture and one of more of GE's businesses is possible.

  2. Making Money – investing with the expectation of a 30 to 40% return within three to five years.

3 Strategies of Market Leaders

Venture Strategies

Corporate Venture Investing in External High-Growth Start-ups

Buffet's Investment Secrets: 7 Contrarian Principles

Case Studies

Jack Welch, CEO, General Electric – a Corporate Leader

GE – Creating an Extraordinary Organization

Venture Investing by Nortel Telecom

GE Equity's Goals

GE Equity invests approximately $1bn annually in growth capital for private companies exhibiting strong growth and established business models.

 

GE Equity's initial plan was only to invest in areas unrelated to GE, with an eye toward making some money. Having understood how equity investing and growth are converged, the top management of GE Equity changed the company's strategy. It was decided that GE Equity should make investments in companies, technologies, and distribution channels that could further the strategic interests of the various GE businesses.

Today, GE Equity's venture investment goal is to build a world-class, global, private-equity business. The second goal is to extend GE's management and operating systems to the portfolio companies.

Value-Added Investing

Ventures associates with GE Equity benefit immensely from GE's value-adding capabilities. They gain credibility as a GE partner and get access to GE's wealth of industry-specific knowledge and research, marketing, sales, and distribution capabilities. GE Equity also created Community.com as a portal for the companies in which GE Equity has invested so they could come together and interact. Using this web-tool, the companies are able to sell to one another and take advantage of GE's purchasing power.

GE often works out a licensing agreement for a portfolio company with General Electric. It can also help start-ups over some trouble, sometimes charging prevailing consulting rates for its guidance.

GE equity does not seek to dominate the companies in which it invests. This approach characterized by support and respect for smaller enterprises as well as willingness not to seek control is an important aspect of the company's success. On their part, entrepreneurs see in GE Equity a value-added opportunity to get where they want to be more quickly than they could with a venture capital firm, that provides only cash.

Highly Disciplined Business Management System (BMS)

BMS is central to GE Equity's management and its venture activities. Each potential investment undergoes a rigorous examination procedure developed by GE Equity top management and carefully selected probability-and-decision theory experts.

 

GE Equity developed a systematic investment approach based on decision and probability theories, and it is also known in the marketplace as having the most onerous due-diligence checklist in the world of corporate venture investing.

The due diligence report explores in depth and provides information on:

  • the investment rationale and investment considerations

  • an industry and company overview

  • value proposition

  • management team

  • company's marketing strategy

  • capital structure

  • financial assumptions

  • comparable companies

  • key risks and uncertainties.

 Discover much more in the FULL VERSION of e-Coach

Portfolio Management...

Qualities of Top Managers Critical To Success...

Financial Management System...

 Case in Point   Venture Investing by Nortel Telecom...

 

 

Map

Ranked #1

Search

Glossary

Free Downloads

  Products

Testimonials

Training

 Contact

We invented Business e-Coaching in 2001

Today, we have customers in 100+ countries!

Our customers:

3M, ABB, Adidas, Alcatel, American Express, Bayer, Boeing, British American Tobacco, BP, Canon, Cisco, Citigroup, Colgate, Corning, Deloitte, Ernst & Young, Fujitsu-Siemens, GE, Goldman Sachs, HP, Hitachi, Huyndai, IBM, Intel, Johnson & Johnson, JP Morgan Chase, KPMG, Lufthansa, Microsoft, Motorola, Nokia, Oracle, Renault, Samsung, Shell, Siemens, Sony, United Bank of Switzerland

Ten3 Mini-courses: SMART & FAST sets Full version of Ten3 Business e-Coach Ten3 Business e-Coach (home page)

Ten3 Business e-Coach

Inventor, Author & Founder – Vadim Kotelnikov

© Vadim Kotelnikov, GIVIS