With the objective of identifying entrepreneurs and partners with innovative businesses and disruptive solutions for investments, the Algar group launches Algar Ventures to actively participate in the innovation ecosystem, through contact with a network of startups, colleges, coworking spaces, investment funds in Venture Capital, incubators, and accelerators, and to promote the bridge between this ecosystem and the companies of the Algar group.
“The idea is to anticipate trends in the market and, consequently, leverage the Group's competitive advantages. By developing this relationship, we will also be able to complement our portfolio in order to generate sustainable businesses with perceived value”, highlighted the Vice President of Strategy and Innovation at Grupo Algar, Clau Sganzerla.
In its first stage, Algar Ventures will operate through partnerships and agreements with incubators, accelerators and other innovation agents throughout Brazil. In the second stage, with the Corporate Venture Capital model, making direct investments or participation in funds. The intention is to prioritize the concept of Open Innovation and partnerships with sectors aligned with the Group's business strategy, focusing on innovative businesses.
Algar Ventures' fields of interest are: innovative cities, agribusiness, industry of the future, energy, education of the future, wearables, information society, food, transport and logistics, small businesses, tourism and travel, scientific and technological platforms. More information: http://www.algarventures.com.br.
Algar Ventures Methodology:
· Engaging the ecosystem: participating, promoting, organizing, sponsoring innovation ecosystem engagement events and activities;
· Analysis by selection committees and specialists: hypotheses of customer problems; product concept tests and validation of problem hypotheses;
· Incubation/Acceleration: prototype development; identify demand patterns and preliminary validation of the business model;
· Evaluation for investment and/or internalization.
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