VCs Making More Deals, For Fewer Dollars

More venture capital deals, particularly early-stage deals, but fewer dollars. This was the bottom line highlighted in today’s MoneyTree report on venture capital covering the second quarter of 2007.

The report showed a nationwide 15.6 percent rise in deals—from 845 to 977—in Q2 compared to Q1. At the same time, investment fell from $7.4 billion in the first-quarter to $7.1 billion last quarter, a 4.3 percent dip. That trend was mirrored in New England, where deal-making skyrocketed nearly 40 percent (141 second-quarter deals, compared to just 101 in Q1) but the dollars sank a bit more than 11 percent, from $972.6 million to $862.4 million. There’s a nice write-up about the data in today’s Boston Globe by Rob Weisman.

So why more deals but less money? Well, one answer is a big uptick in early-stage investing, where companies typically seek less money than in later rounds. Weisman’s article, in part by quoting Tracy Lefteroff, global managing partner of PricewaterhouseCoopers’s venture capital practice, makes a good case that venture funds in recent years have been reluctant to invest in early stage firms while their portfolios were still saddled with dotcom-era investments. Now, the theory goes, the weight of those dotcom firms has been lifted through merger, sale, or collapse, leaving VCs ready, willing, and able to take on new start-up investments.

The MoneyTree report is sponsored by PricewaterhouseCoopers, Thomson Financial, and the National Venture Capital Association. It competes with a similar analysis put out by Dow Jones VentureOne and Ernst & Young, who released their Quarterly Venture Capital Report a few weeks ago.

That report also noted a rise in venture deals in Q2. However, rather than a decrease in outlays, it showed an increase of 5.5 percent in venture financing. There wasn’t a dramatic difference in dollar figures: the VentureOne data showed $7.4 billion invested by venture firms in Q2 vs. the $7.1 figure from MoneyTree. Obviously, though, the two groups use somewhat different criteria for their analyses. Representatives of both firms put forth several theories about how their methodologies differed. But both shot down the other’s ideas. We’ll keep working to understand the differences—maybe by next quarter.

Author: Robert Buderi

Bob is Xconomy's founder and chairman. He is one of the country's foremost journalists covering business and technology. As a noted author and magazine editor, he is a sought-after commentator on innovation and global competitiveness. Before taking his most recent position as a research fellow in MIT's Center for International Studies, Bob served as Editor in Chief of MIT's Technology Review, then a 10-times-a-year publication with a circulation of 315,000. Bob led the magazine to numerous editorial and design awards and oversaw its expansion into three foreign editions, electronic newsletters, and highly successful conferences. As BusinessWeek's technology editor, he shared in the 1992 National Magazine Award for The Quality Imperative. Bob is the author of four books about technology and innovation. Naval Innovation for the 21st Century (2013) is a post-Cold War account of the Office of Naval Research. Guanxi (2006) focuses on Microsoft's Beijing research lab as a metaphor for global competitiveness. Engines of Tomorrow (2000) describes the evolution of corporate research. The Invention That Changed the World (1996) covered a secret lab at MIT during WWII. Bob served on the Council on Competitiveness-sponsored National Innovation Initiative and is an advisor to the Draper Prize Nominating Committee. He has been a regular guest of CNBC's Strategy Session and has spoken about innovation at many venues, including the Business Council, Amazon, eBay, Google, IBM, and Microsoft.