The document describes the strategy of the Otsi Keta Focus Fund, which focuses on generating high risk-adjusted returns by identifying undervalued smaller, midwestern-based companies with strong business models and growth or value catalysts. The fund focuses on companies with enterprise values less than $1 billion headquartered in 10 midwestern states that are believed to offer attractive opportunities due to factors such as lower institutional ownership and greater potential for buyouts. The strategy also emphasizes conducting original, proprietary research to develop informational advantages.
CARE Ratings is issuing an IPO to raise Rs. 7.2 crores. As the second largest credit rating agency in India, CARE has a dominant #2 market position and benefits from the structural growth of the Indian debt market. It has a robust business model with high margins and returns. While not cheap, CARE is available at a discount to its listed peers CRISIL and ICRA due to its strong quality and growth opportunities. The document recommends subscribing to the IPO.
Granite Equity Partners is a private equity firm that invests $1-5 million in growing companies located within driving distance of its offices. It focuses on companies with $10-100 million in revenue, $1-8 million in EBITDA, and a strong management team. Granite Equity's Fund II has committed capital to seven companies across various industries. It aims to build a diversified portfolio of 10-12 companies. With over 1,500 companies in the region and 40% facing leadership succession in the next 5 years, Granite Equity sees opportunities to complete its portfolio. The firm is led by experienced general partners and advised by a board with hundreds of years of business experience.
The HDFC Top 200 - Growth fund seeks long-term capital appreciation from a balanced portfolio of 60% equity and 40% debt. Managed since 1996 by Prashant Jain, the flagship fund has grown to over Rs. 11,381 crores in assets. It invests in large cap companies that are part of the BSE 200 index and targets stable, long-term growth. The fund's performance has been consistent, with returns of around 20% since inception and 17% over the last 3 years, outperforming its benchmark index.
Venture Capital Funding for SMEs - Pranay VeerPranay Veer
The document discusses conducting a feasibility study to build a portfolio of small and medium enterprise (SME) sectors in India that would be suitable for venture capital or private equity funding. It identifies potential high-growth SME sectors, constructs sample portfolios allocating funds across sectors, and projects cash flows over 10 years under different exit scenarios. The analysis finds that an SME fund is feasible and could achieve a 13.42% annualized return over 5 years.
Haygroup Harnessing Hidden Strengths Touching The Intangibles May12Nidthia C
Dear LinkedIn Connection,
Despite uncertainties in the global stock markets, growth through acquisition is a viable option for MNCs seeking growth in Asia and for Indonesian companies keen on pursuing local and global opportunities. Globally, M&A deal values grew by 22% in 1H2011 compared to the same period in the previous year – an indication that corporate takeovers remain highly active. In contrast, transactions in Indonesia had more than doubled in value and volume in the ten-year period from 2001 to 2011 (Institute of Mergers, Acquisitions & Alliances).
Yet, M&As are inherently risky. Hay Group’s studies have shown that nearly 60 percent of deals transacted between 1992 and 2006 left the buyers with eroded shareholder value. Clearly, the long-term value of M&As is not guaranteed.
Korea Investment & Securities (KIS) is the flagship subsidiary of Korea Investment Holdings (KIH), Korea's most comprehensive financial services group. KIS has over 2,533 employees in 118 local branches and 8 overseas subsidiaries or offices. In the first half of fiscal year 2011, KIS reported total revenues of 398.5 billion KRW, up 8.9% from the previous year, with net brokerage and wealth management revenues increasing but investment banking and net interest income decreasing. KIS aims to build a "Financial Silk Road" linking Asia through its business expansion.
The document discusses the objective of maximizing firm value in corporate finance. It notes that traditional theory holds that the objective is to maximize stockholder wealth by maximizing stock price. However, it also discusses some criticisms of this view, such as the fact that maximizing stock price does not necessarily conflict with meeting other objectives like treating employees and customers well. The document also examines some ways in which pursuing stock price maximization alone could potentially go wrong, such as managers prioritizing their own interests over stockholders or significant social costs being ignored.
CARE Ratings is issuing an IPO to raise Rs. 7.2 crores. As the second largest credit rating agency in India, CARE has a dominant #2 market position and benefits from the structural growth of the Indian debt market. It has a robust business model with high margins and returns. While not cheap, CARE is available at a discount to its listed peers CRISIL and ICRA due to its strong quality and growth opportunities. The document recommends subscribing to the IPO.
Granite Equity Partners is a private equity firm that invests $1-5 million in growing companies located within driving distance of its offices. It focuses on companies with $10-100 million in revenue, $1-8 million in EBITDA, and a strong management team. Granite Equity's Fund II has committed capital to seven companies across various industries. It aims to build a diversified portfolio of 10-12 companies. With over 1,500 companies in the region and 40% facing leadership succession in the next 5 years, Granite Equity sees opportunities to complete its portfolio. The firm is led by experienced general partners and advised by a board with hundreds of years of business experience.
The HDFC Top 200 - Growth fund seeks long-term capital appreciation from a balanced portfolio of 60% equity and 40% debt. Managed since 1996 by Prashant Jain, the flagship fund has grown to over Rs. 11,381 crores in assets. It invests in large cap companies that are part of the BSE 200 index and targets stable, long-term growth. The fund's performance has been consistent, with returns of around 20% since inception and 17% over the last 3 years, outperforming its benchmark index.
Venture Capital Funding for SMEs - Pranay VeerPranay Veer
The document discusses conducting a feasibility study to build a portfolio of small and medium enterprise (SME) sectors in India that would be suitable for venture capital or private equity funding. It identifies potential high-growth SME sectors, constructs sample portfolios allocating funds across sectors, and projects cash flows over 10 years under different exit scenarios. The analysis finds that an SME fund is feasible and could achieve a 13.42% annualized return over 5 years.
Haygroup Harnessing Hidden Strengths Touching The Intangibles May12Nidthia C
Dear LinkedIn Connection,
Despite uncertainties in the global stock markets, growth through acquisition is a viable option for MNCs seeking growth in Asia and for Indonesian companies keen on pursuing local and global opportunities. Globally, M&A deal values grew by 22% in 1H2011 compared to the same period in the previous year – an indication that corporate takeovers remain highly active. In contrast, transactions in Indonesia had more than doubled in value and volume in the ten-year period from 2001 to 2011 (Institute of Mergers, Acquisitions & Alliances).
Yet, M&As are inherently risky. Hay Group’s studies have shown that nearly 60 percent of deals transacted between 1992 and 2006 left the buyers with eroded shareholder value. Clearly, the long-term value of M&As is not guaranteed.
Korea Investment & Securities (KIS) is the flagship subsidiary of Korea Investment Holdings (KIH), Korea's most comprehensive financial services group. KIS has over 2,533 employees in 118 local branches and 8 overseas subsidiaries or offices. In the first half of fiscal year 2011, KIS reported total revenues of 398.5 billion KRW, up 8.9% from the previous year, with net brokerage and wealth management revenues increasing but investment banking and net interest income decreasing. KIS aims to build a "Financial Silk Road" linking Asia through its business expansion.
The document discusses the objective of maximizing firm value in corporate finance. It notes that traditional theory holds that the objective is to maximize stockholder wealth by maximizing stock price. However, it also discusses some criticisms of this view, such as the fact that maximizing stock price does not necessarily conflict with meeting other objectives like treating employees and customers well. The document also examines some ways in which pursuing stock price maximization alone could potentially go wrong, such as managers prioritizing their own interests over stockholders or significant social costs being ignored.
This document discusses the benefits of outsourcing human resources functions. It argues that outsourcing HR can help companies reduce costs, attract and retain better employees, increase productivity, and reduce legal liability. Specifically, outsourcing allows companies to gain expertise in HR without having to hire specialists internally. This can help improve areas like recruiting, compensation, training and development. The document also provides an example of how the costs of maintaining the status quo internally for HR functions over five years could significantly impact a company's cumulative profits compared to outsourcing HR.
The document discusses how Chief Information Officers can gain a seat at the table with executive boards and business leaders. It suggests that CIOs need to understand the strategic priorities and key performance indicators that boards and CEOs focus on, such as financial performance, customer loyalty, talent retention, and risk management. CIOs should demonstrate how technology can directly support and add value to these strategic areas. The document also stresses the importance of CIOs understanding their own leadership style and strengths, and ensuring technology strategies are properly aligned with overall business strategies and areas of focus.
The document discusses different sources of capital for starting and growing a business, from personal savings and loans to venture capital, private equity, and accessing public markets. It notes the importance of having reliable forecasts for revenues and cash flows to attract funding. Later stages may involve investment bankers helping the company access capital as it matures and achieves stability and predictable growth.
The document discusses Warren Buffett's investment in American Express in the 1960s when the company was embroiled in a "salad oil scandal" where it was defrauded of $150 million, causing its stock price to drop significantly. Buffett believed the market was overreacting and that American Express' "travelers checks" represented an attractive source of low-cost financing, as the company had to pay no interest on the funds and they served as a perpetual, revolving source of capital. This discovery of the value of "float" led Buffett to see it as an important competitive advantage for companies.
The document discusses approaches to agile portfolio management. It notes that traditional portfolio management relies heavily on financial models, but these can overlook innovation. Agile principles provide a better approach by embracing complexity, diverse perspectives, and short feedback cycles. An agile portfolio is scored collaboratively using relative factors, assumes dependence on context, and balances maintenance, incremental and innovative investments. Projects are broken into smaller pieces for flexibility. The portfolio is reviewed often and assumptions reduced to better handle uncertainty.
The document discusses agile portfolio management for handling uncertainty. It describes traditional portfolio management approaches that rely heavily on financial models to maximize value. However, these models can overlook innovation and make wrong decisions by oversimplifying complexity. The document advocates using relative scoring models that include both financial data and other factors like strategy alignment. It also suggests taking an agile approach that embraces diversity, shortens feedback cycles, and continually adapts to changing contexts rather than relying on imaginary precision.
This fund focuses on about 20 large cap stocks and has outperformed its benchmark, the S&P CNX Nifty Index, over multiple time periods since inception. The fund has a quality bias, preferring value stocks with strong cash flows from sectors like energy, financials, technology and healthcare. Notable holdings include Infosys, RIL, and ICICI Bank. The fund's concentrated, high-conviction approach has helped deliver strong returns, though increased risk.
Aavishkaar II outlines Aavishkaar's strategy and learnings from its past investments. It set out to demonstrate the potential for venture capital investment in rural and bottom of the pyramid markets in India. Over time, it has refined its investment philosophy to focus on more scalable businesses with proven models, experienced entrepreneurs, and clearer paths to viability and growth. Moving forward, Aavishkaar will focus on strategically sowing, tending, and reaping investments across three stages, with an emphasis on mentoring early stage companies and helping more mature portfolio companies reach their full potential for social and financial impact.
The document discusses the history and recommendations of the Narasimhan Committee reforms in India. It analyzes the strengths and weaknesses of the Indian banking system. The key weaknesses included a scarcity of skilled manpower, high costs, and weak risk management. The recommendations included deregulating interest rates, reducing requirements for statutory liquidity and cash reserve ratios, and increasing bank capitalization. It also recommended restructuring the banking system into a few large international banks, national banks, local area banks, and rural banks.
This white paper discusses Employee Stock Ownership Plans (ESOPs) and how they can be used by business owners to sell their company. It explains that ESOPs allow owners to cash out at fair market value, pay no taxes on the sale, and transfer the company to employees. However, ESOPs require strong cash flow, good management, little debt, and aligned shareholder-employee interests to work well. The paper also outlines the ESOP buyout process, potential disadvantages like costs and fiduciary responsibilities, and questions owners should consider regarding ESOPs.
The document analyzes what information the top 30 private equity firm websites provide about their brands, finding that most discuss investment strategy, team, and investments, but fewer differentiate themselves or discuss financial performance. It notes branding helps convey expectations and build trust with key constituencies like investors, management, and employees. Strong brands that meet expectations can command a premium and provide competitive advantages for private equity firms.
Financial Discipline Through Working Capitaldanlekan
The document discusses working capital and its importance in M&A transactions. It defines working capital as current assets minus current liabilities, and describes how it is a measure of short-term financial health and ability to pay obligations. Purchasers typically require sellers to deliver a set amount of working capital, such as enough to cover 15-60 days of expenses, and this impacts the purchase price. Managing working capital requires fiscal discipline, planning, frequent evaluation, and generating adequate profits.
Fidelity mutual fund common application form with kimPrajna Capital
This document provides information on two mutual funds offered by Fidelity: the Fidelity Equity Fund and the Fidelity India Special Situations Fund. Both funds are open-ended equity funds that primarily invest in stocks with the goal of long-term capital growth. The Fidelity India Special Situations Fund specifically focuses on "special situations" like undervalued companies, companies undergoing restructuring, or those that could be acquisition targets. Key details on asset allocation, investment strategies, minimum investment amounts, benchmarks, and historical performance for each fund are provided.
The document provides guidance on key considerations for negotiating mergers and acquisitions (M&A). It discusses determining key price points such as the walk-away price and target price. It also covers identifying different shareholder types and their motivations, as well as structuring deals to create win-win value. The document emphasizes doing research beforehand, understanding both sides' valuations, and using an effective negotiating process and tactics.
Exporting your e business from the investment perspectiveKen Globerman
GLOBAL GROUP Ventures provides venture consulting and private equity services focused on Central and Eastern Europe. Ken Globerman gave a presentation on entrepreneurship from an investment perspective. He discussed GLOBAL GROUP's work since 2010 advising various organizations. Globerman also analyzed Poland's developing early-stage investment ecosystem and the gap in available funding there. The presentation covered topics such as the venture capital investment cycle, historical fund performance, and case studies of startups that received funding.
2012 China Confidential - Excel China Fundexcelfunds
This document provides an overview of the Excel China Fund managed by Barings. It discusses the fund's investment strategy, which focuses on undervalued Chinese companies positioned for growth. The portfolio managers believe inflation and policy risks in China will moderate and that government policy will emphasize pro-growth initiatives. The fund takes larger overweight positions in sectors like technology and consumer discretionary compared to its benchmark. It focuses on companies with favorable valuations, growth potential, and credible management teams.
The document discusses private equity funding and foreign venture capital investors. It provides an overview of private equity, including forms of private equity funding like angel investors, venture capital, and private equity. It describes the general private equity investment process and discusses valuations, structures and instruments, and exit options. The document also provides regulatory information regarding foreign venture capital investors and different fund structures they can utilize like offshore funds, onshore funds, and co-investment funds.
Fullerton Financial Holdings invests in financial institutions in emerging markets. It seeks to create shareholder value by differentiating through great people and disciplined execution of unique business models. Temasek Holdings is Fullerton's shareholder and is an Asia investment house managing over $134 billion. Fullerton has presences in 9 countries through 16 financial institutions, with over 65,000 total employees.
This document is Manulife Financial Corporation's 2012 Annual Report. It provides an overview of Manulife's vision, values, growth strategy, and financial results in 2012. Key details include: Manulife operates globally with significant presences in Asia, Canada, and the United States, earning $2.9 billion (excluding corporate losses) in 2012 core earnings from these regions. It discusses its focus on developing opportunities in Asia while growing its wealth and asset management businesses internationally.
This document is Manulife Financial Corporation's 2012 Annual Report. It discusses Manulife's vision, values, growth strategy, and priorities. It provides an overview of Manulife's operations in Asia, Canada, and the United States, which accounted for 33%, 29%, and 38% of core earnings respectively. It also discusses Manulife Asset Management and its investment capabilities. The report includes financial data and rankings for each geographic segment.
This document is Manulife Financial Corporation's 2012 Annual Report. It provides an overview of Manulife's vision, values, growth strategy, and financial results in 2012. Key details include: Manulife operates in Asia, Canada, and the United States, with over $531 billion in funds under management globally in 2012. Core earnings were $2.88 billion in 2012, with 33% from Asia, 29% from Canada, and 38% from the United States. The report also outlines Manulife's investment capabilities and sales rankings in various markets.
This document is Manulife Financial Corporation's 2012 Annual Report. It discusses Manulife's vision, values, growth strategy, and priorities. The report also provides an overview of Manulife's operations in Asia, Canada, the United States, and Asset Management. Core earnings by region are provided, with Asia accounting for 33%, Canada 29%, and the United States 38% of total core earnings. Key facts about Manulife's business and sales rankings in various markets are also highlighted.
This document discusses the benefits of outsourcing human resources functions. It argues that outsourcing HR can help companies reduce costs, attract and retain better employees, increase productivity, and reduce legal liability. Specifically, outsourcing allows companies to gain expertise in HR without having to hire specialists internally. This can help improve areas like recruiting, compensation, training and development. The document also provides an example of how the costs of maintaining the status quo internally for HR functions over five years could significantly impact a company's cumulative profits compared to outsourcing HR.
The document discusses how Chief Information Officers can gain a seat at the table with executive boards and business leaders. It suggests that CIOs need to understand the strategic priorities and key performance indicators that boards and CEOs focus on, such as financial performance, customer loyalty, talent retention, and risk management. CIOs should demonstrate how technology can directly support and add value to these strategic areas. The document also stresses the importance of CIOs understanding their own leadership style and strengths, and ensuring technology strategies are properly aligned with overall business strategies and areas of focus.
The document discusses different sources of capital for starting and growing a business, from personal savings and loans to venture capital, private equity, and accessing public markets. It notes the importance of having reliable forecasts for revenues and cash flows to attract funding. Later stages may involve investment bankers helping the company access capital as it matures and achieves stability and predictable growth.
The document discusses Warren Buffett's investment in American Express in the 1960s when the company was embroiled in a "salad oil scandal" where it was defrauded of $150 million, causing its stock price to drop significantly. Buffett believed the market was overreacting and that American Express' "travelers checks" represented an attractive source of low-cost financing, as the company had to pay no interest on the funds and they served as a perpetual, revolving source of capital. This discovery of the value of "float" led Buffett to see it as an important competitive advantage for companies.
The document discusses approaches to agile portfolio management. It notes that traditional portfolio management relies heavily on financial models, but these can overlook innovation. Agile principles provide a better approach by embracing complexity, diverse perspectives, and short feedback cycles. An agile portfolio is scored collaboratively using relative factors, assumes dependence on context, and balances maintenance, incremental and innovative investments. Projects are broken into smaller pieces for flexibility. The portfolio is reviewed often and assumptions reduced to better handle uncertainty.
The document discusses agile portfolio management for handling uncertainty. It describes traditional portfolio management approaches that rely heavily on financial models to maximize value. However, these models can overlook innovation and make wrong decisions by oversimplifying complexity. The document advocates using relative scoring models that include both financial data and other factors like strategy alignment. It also suggests taking an agile approach that embraces diversity, shortens feedback cycles, and continually adapts to changing contexts rather than relying on imaginary precision.
This fund focuses on about 20 large cap stocks and has outperformed its benchmark, the S&P CNX Nifty Index, over multiple time periods since inception. The fund has a quality bias, preferring value stocks with strong cash flows from sectors like energy, financials, technology and healthcare. Notable holdings include Infosys, RIL, and ICICI Bank. The fund's concentrated, high-conviction approach has helped deliver strong returns, though increased risk.
Aavishkaar II outlines Aavishkaar's strategy and learnings from its past investments. It set out to demonstrate the potential for venture capital investment in rural and bottom of the pyramid markets in India. Over time, it has refined its investment philosophy to focus on more scalable businesses with proven models, experienced entrepreneurs, and clearer paths to viability and growth. Moving forward, Aavishkaar will focus on strategically sowing, tending, and reaping investments across three stages, with an emphasis on mentoring early stage companies and helping more mature portfolio companies reach their full potential for social and financial impact.
The document discusses the history and recommendations of the Narasimhan Committee reforms in India. It analyzes the strengths and weaknesses of the Indian banking system. The key weaknesses included a scarcity of skilled manpower, high costs, and weak risk management. The recommendations included deregulating interest rates, reducing requirements for statutory liquidity and cash reserve ratios, and increasing bank capitalization. It also recommended restructuring the banking system into a few large international banks, national banks, local area banks, and rural banks.
This white paper discusses Employee Stock Ownership Plans (ESOPs) and how they can be used by business owners to sell their company. It explains that ESOPs allow owners to cash out at fair market value, pay no taxes on the sale, and transfer the company to employees. However, ESOPs require strong cash flow, good management, little debt, and aligned shareholder-employee interests to work well. The paper also outlines the ESOP buyout process, potential disadvantages like costs and fiduciary responsibilities, and questions owners should consider regarding ESOPs.
The document analyzes what information the top 30 private equity firm websites provide about their brands, finding that most discuss investment strategy, team, and investments, but fewer differentiate themselves or discuss financial performance. It notes branding helps convey expectations and build trust with key constituencies like investors, management, and employees. Strong brands that meet expectations can command a premium and provide competitive advantages for private equity firms.
Financial Discipline Through Working Capitaldanlekan
The document discusses working capital and its importance in M&A transactions. It defines working capital as current assets minus current liabilities, and describes how it is a measure of short-term financial health and ability to pay obligations. Purchasers typically require sellers to deliver a set amount of working capital, such as enough to cover 15-60 days of expenses, and this impacts the purchase price. Managing working capital requires fiscal discipline, planning, frequent evaluation, and generating adequate profits.
Fidelity mutual fund common application form with kimPrajna Capital
This document provides information on two mutual funds offered by Fidelity: the Fidelity Equity Fund and the Fidelity India Special Situations Fund. Both funds are open-ended equity funds that primarily invest in stocks with the goal of long-term capital growth. The Fidelity India Special Situations Fund specifically focuses on "special situations" like undervalued companies, companies undergoing restructuring, or those that could be acquisition targets. Key details on asset allocation, investment strategies, minimum investment amounts, benchmarks, and historical performance for each fund are provided.
The document provides guidance on key considerations for negotiating mergers and acquisitions (M&A). It discusses determining key price points such as the walk-away price and target price. It also covers identifying different shareholder types and their motivations, as well as structuring deals to create win-win value. The document emphasizes doing research beforehand, understanding both sides' valuations, and using an effective negotiating process and tactics.
Exporting your e business from the investment perspectiveKen Globerman
GLOBAL GROUP Ventures provides venture consulting and private equity services focused on Central and Eastern Europe. Ken Globerman gave a presentation on entrepreneurship from an investment perspective. He discussed GLOBAL GROUP's work since 2010 advising various organizations. Globerman also analyzed Poland's developing early-stage investment ecosystem and the gap in available funding there. The presentation covered topics such as the venture capital investment cycle, historical fund performance, and case studies of startups that received funding.
2012 China Confidential - Excel China Fundexcelfunds
This document provides an overview of the Excel China Fund managed by Barings. It discusses the fund's investment strategy, which focuses on undervalued Chinese companies positioned for growth. The portfolio managers believe inflation and policy risks in China will moderate and that government policy will emphasize pro-growth initiatives. The fund takes larger overweight positions in sectors like technology and consumer discretionary compared to its benchmark. It focuses on companies with favorable valuations, growth potential, and credible management teams.
The document discusses private equity funding and foreign venture capital investors. It provides an overview of private equity, including forms of private equity funding like angel investors, venture capital, and private equity. It describes the general private equity investment process and discusses valuations, structures and instruments, and exit options. The document also provides regulatory information regarding foreign venture capital investors and different fund structures they can utilize like offshore funds, onshore funds, and co-investment funds.
Fullerton Financial Holdings invests in financial institutions in emerging markets. It seeks to create shareholder value by differentiating through great people and disciplined execution of unique business models. Temasek Holdings is Fullerton's shareholder and is an Asia investment house managing over $134 billion. Fullerton has presences in 9 countries through 16 financial institutions, with over 65,000 total employees.
This document is Manulife Financial Corporation's 2012 Annual Report. It provides an overview of Manulife's vision, values, growth strategy, and financial results in 2012. Key details include: Manulife operates globally with significant presences in Asia, Canada, and the United States, earning $2.9 billion (excluding corporate losses) in 2012 core earnings from these regions. It discusses its focus on developing opportunities in Asia while growing its wealth and asset management businesses internationally.
This document is Manulife Financial Corporation's 2012 Annual Report. It discusses Manulife's vision, values, growth strategy, and priorities. It provides an overview of Manulife's operations in Asia, Canada, and the United States, which accounted for 33%, 29%, and 38% of core earnings respectively. It also discusses Manulife Asset Management and its investment capabilities. The report includes financial data and rankings for each geographic segment.
This document is Manulife Financial Corporation's 2012 Annual Report. It provides an overview of Manulife's vision, values, growth strategy, and financial results in 2012. Key details include: Manulife operates in Asia, Canada, and the United States, with over $531 billion in funds under management globally in 2012. Core earnings were $2.88 billion in 2012, with 33% from Asia, 29% from Canada, and 38% from the United States. The report also outlines Manulife's investment capabilities and sales rankings in various markets.
This document is Manulife Financial Corporation's 2012 Annual Report. It discusses Manulife's vision, values, growth strategy, and priorities. The report also provides an overview of Manulife's operations in Asia, Canada, the United States, and Asset Management. Core earnings by region are provided, with Asia accounting for 33%, Canada 29%, and the United States 38% of total core earnings. Key facts about Manulife's business and sales rankings in various markets are also highlighted.
Private equity involves investing capital in private companies to help them grow and achieve attractive returns for investors. It includes strategies like leveraged buyouts, venture capital, growth capital, mezzanine financing, and distressed investing. Firms conduct due diligence to evaluate companies, provide operational support, and eventually exit investments through methods like selling the company, IPOs, or recapitalizing. Major private equity firms manage hundreds of billions in assets.
The document discusses mergers, acquisitions, alliances, and joint ventures. It notes that such strategic partnerships have become important due to scarce resources, emerging markets, and changing business environments. It examines why alliances are imperative and outlines factors MNCs consider when targeting countries and deciding between partnerships like mergers and acquisitions versus going solo. The document also discusses how to identify opportunities for partnerships by finding gaps in companies' value chains and addressing institutional voids in emerging markets.
This document provides an overview of Equitas Micro Finance India Pvt Ltd, including its mission and culture, operational model, and approach to developing trustworthy employees. The key points are:
1) Equitas' mission focuses on improving quality of life for those not served by formal financial sectors through transparent and trustworthy access to financial products.
2) Its operational model emphasizes fairness, governance, efficient operations, and responsible pricing.
3) It develops trustworthy employees by acquiring them through referrals, aligning them through training, and retaining them through engagement programs that address physical, mental, emotional and spiritual needs.
Venture capital provides long-term funding for growing companies in exchange for equity. Venture capitalists seek high-growth companies led by experienced management teams. To attract venture capital, a business plan must demonstrate a large market opportunity, competitive advantage, strong financial projections, and validation. Raising venture capital is a selective process that can take several months and requires understanding the investors' evaluation criteria.
Investor Relations and Shareholder Communication : Linking internal aspiratio...Sanjay Uppal
This document discusses best practices for investor relations and shareholder communication. It emphasizes the importance of board and management commitment to investor relations. An effective investor relations department requires specialization with IR executives, analysts, and administrative support. The role of the IR team is to achieve fair valuation of the company's stock by understanding investors and communicating the company's equity story. Statutory disclosures are a minimum, and honesty and openness are important to maintain investor confidence. Managing expectations and reducing gaps between intrinsic and market value also helps investor relations.
HBJ Capital provides wealth management services through independent equity research and customized portfolios. It focuses on identifying small and mid-cap stocks that can deliver high returns. HBJ's strengths include experienced research analysts across India and an ability to identify companies outside large institutions' focus. It offers various services like model portfolios and a professionally managed fund, tailored based on clients' goals, risk appetite, and financial situation. The aim is to beat market returns long-term by taking a proactive approach through direct management contact and focus on sustainable businesses.
The document discusses strategies for raising capital and securing financing. It outlines an agenda for a panel discussion on the topic, including presentations on debt financing from Wellington Financial and government programs from Ontario Capital Growth Corporation. It also discusses equity financing from Management Initiatives. The panelists will be Mark Usher, John Marshall, and Andrew Wilkes.
Manulife Financial Corporation's annual report outlines their vision to be the most professional financial services organization in the world providing strong, reliable solutions for clients. Their growth strategy focuses on developing opportunities in Asia, growing wealth management in North America and Asia, building their Canadian franchise, and growing lower risk US businesses. Their priorities include becoming a global leader in retirement solutions, significantly extending their customer reach, leveraging their global scale for operational excellence, and maintaining capital above targets.
Manulife Financial Corporation's annual report outlines their vision to be the most professional financial services organization in the world providing strong, reliable solutions for clients. Their growth strategy focuses on developing opportunities in Asia, growing wealth management in North America and Asia, building their Canadian franchise, and growing lower risk US businesses. Their priorities include becoming a global leader in retirement solutions, significantly extending their customer reach, leveraging their scale and capabilities for operational excellence, and maintaining capital above targets.
Manulife Financial Corporation's annual report outlines their vision to be the most professional financial services organization in the world providing strong, reliable solutions for clients. Their growth strategy focuses on developing opportunities in Asia, growing wealth management in North America and Asia, building their Canadian franchise, and growing lower risk US businesses. Their priorities include becoming a global leader in retirement solutions, significantly extending their customer reach, leveraging their scale and capabilities for operational excellence, and maintaining capital above targets.
Manulife Financial Corporation's annual report outlines their vision to be the most professional financial services organization in the world providing strong, reliable solutions for clients. Their growth strategy focuses on developing opportunities in Asia, growing wealth management in North America and Asia, building their Canadian franchise, and growing lower risk US businesses. Their priorities include becoming a global leader in retirement solutions, significantly extending their customer reach, leveraging their scale and capabilities for operational excellence, and maintaining capital above targets.
This annual report provides an overview of Manulife Financial Corporation for 2012. It discusses Manulife's operations in Asia, Canada, and the United States, which accounted for 33%, 29%, and 38% of core earnings respectively. The report outlines Manulife's vision, values, growth strategy, and investment capabilities. It also provides key financial data and sales rankings for each geographic segment.
The document is a company presentation for ATENA CAPITAL, which provides mergers and acquisitions (M&A) advisory services for mid-sized companies. It summarizes that (1) the M&A market is very competitive and difficult for mid-caps due to lack of advisory options, (2) ATENA CAPITAL aims to fill this need by partnering with clients to advise on strategic and financial M&A transactions, and (3) they offer 5 advisory services and have experience working with a range of clients.
This newsletter provides information on the Wellington West Canadian Equity Portfolio as of June 30, 2011. It discusses the portfolio's investment philosophy, focus on undervalued businesses with strong fundamentals and rational management. Statistics are presented on the top 10 holdings, sector allocations, and performance since inception in August 2008. The portfolio has outperformed its benchmark with a return of 3.64% versus the index's 7.91% return.