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The Mont Pelerin Society
A SPECIAL MEETING THE MONT PELERIN SOCIETY JANUARY 15–17, 2020 FROM THE PAST TO THE FUTURE: IDEAS AND ACTIONS FOR A FREE SOCIETY CHAPTER FORTY-ONE CHINA, GLOBALIZATION, CAPITALISM, SILICON VALLEY, POLITICAL CORRECTNESS, AND EXCEPTIONALISM PETER THIEL & PETER ROBINSON HOOVER INSTITUTION • STANFORD UNIVERSITY 1 1 China, Globalization, Capitalism, Silicon Valley, Political Correctness, and Exceptionalism A Conversation Between Peter Theil and Peter Robinson January 17, 2020 Peter Robinson: The late economist and foreign policy analyst Hoover fellow Henry Rowen writing in 1996, quote, "When will China become a democracy? "The answer is around the year 2015. "This prediction is based on China's steady "and impressive economic growth, "which in turn fits the pattern of the way in which freedom "has grown in Asia and elsewhere in the World." Worked in South Korea, worked in Taiwan. Economic growth leads to democracy. In China, what went wrong? Peter Thiel: Well, Peter, this is always a set up for me to start by both flattering you and criticizing you a little bit, since there was that very famous Reagan speech you gave, that you wrote for Reagan, where it was, you know, tear down that wall, Mr. Gorbachev, and it was very effective. But it was perhaps, it was not only in the West that we learned lessons from it, the Chinese communists also paid very careful attention to it, and they learned that you had to have perestroika without glasnost. You had to get rid of the Marxism without getting rid of the Leninism, and they learned somehow the very opposite lessons of that fateful year 1989. -
1 Turning up the Heat: How Venture Capital Can Help Fuel The
1 Turning up the Heat: How Venture Capital Can Help Fuel the Economic Transformation of the Great Lakes Region Appendices 2 Appendix A Key Venture Capital Words, Phrases and Concepts1 Venture capital refers to cash invested by professional investors in new companies with prospects for rapid growth, substantial size, and attractive profitability. The definitions of pre-seed, seed, and early stage venture investing refer to the earliest stages of professional investing, often when the company does not yet have all of the components of a fully functioning enterprise, namely: management, developed products, and sales. Pre-seed investments usually take place before a company is formed and finance the early stages of technology development and company formation. These stages are succeeded by seed and early stage investing, when some elements of company operations are in place, but where management teams, products, and markets are not fully tested against the competition. Generally speaking, all three investment phases occur pre-revenue or before meaningful revenue is earned. Investors in start-up companies include the business founders, their friends and families, angels, and professional venture capitalists. Investing in these businesses generally starts with the founders and proceeds through friends and family members who personally know the founders; investors may also include angel investors who may not have personal acquaintance with the founders, and/or professional venture capitalists who are investing in the business without any necessary prior involvement with any of the company’s other investors. Historically, angel investors were high net-worth individuals who provided investment cash without becoming involved in management of the enterprise. -
Restructuring of the Rembrandt Group Circular to Shareholders and Notices of Annual General Meetings 30 August 2000
Rembrandt Group Limited Rembrandt Controlling Investments Limited Technical Investment Corporation Limited Technical and Industrial Investments Limited Restructuring of the Rembrandt Group Circular to shareholders and notices of annual general meetings 30 August 2000 Attorneys Joint sponsoring brokers Deutsche Bank Securities Deutsche Bank Securities (SA) (Pty) Ltd Hofmeyr Herbstein & Gihwala Inc. (Registration number 1995/011798/07) Reporting accountants PricewaterhouseCoopers Inc. Chartered Accountants (SA) Registered Accountants and Auditors (Registration no 1998/012055/21) Indien u ’n Afrikaanse vertaling van hierdie dokument wil hê, skakel asseblief 0800 996 164 If you have any questions regarding the restructuring of the Rembrandt Group, call the Information Agents on 0800 996 164 (or + 44 20 7335 7278 if you are phoning from outside South Africa) are acting as Information Agents to answer your questions about the restructuring. Corporate information Directors of Rembrandt Group Limited (Registration number 1948/031037/06) Johann Rupert (Chairman) P J Erasmus* E de la H Hertzog (Co-Deputy Chairman) D M Falck M H Visser (Co-Deputy Chairman and Managing Director) J Malherbe P E Beyers E Molobi* W E Bührmann J A Preller G D de Jager* P G Steyn* J W Dreyer T van Wyk * non-executive Directors of Rembrandt Controlling Investments Limited (Registration number 1952/000002/06) Johann Rupert (Chairman) D M Falck E de la H Hertzog (Co-Deputy Chairman) J Malherbe M H Visser (Co-Deputy Chairman and Managing Director) E Molobi* P E Beyers J A -
3I Infrastructure Plc Completes the Sale of Its Stake in Cross London Trains and the Acquisition of Tampnet
3i Infrastructure plc completes the sale of its stake in Cross London Trains and the acquisition of Tampnet 14 MARCH 2019 3i Infrastructure plc (“3i Infrastructure”) yesterday completed the sale of its 33.3% stake in Cross London Trains (“XLT”) following the satisfaction of certain conditions. The sale, to a consortium of Dalmore and Equitix funds, was announced on 5 February 2019 with proceeds to 3i Infrastructure of £333 million. XLT was established to procure and lease the rolling stock for use on the Thameslink passenger rail franchise. 3i Infrastructure today completed the acquisition of Tampnet following the receipt of regulatory approvals in Europe and the USA. 3i Infrastructure has invested €226 million alongside Danish pension fund ATP, with each party acquiring 50%. 3i Infrastructure’s investment manager, 3i Investments plc, will manage the investment on behalf of the consortium. Tampnet is the leading offshore telecoms network operator in the North Sea and the Gulf of Mexico. The transaction was announced on 27 July 2018. -Ends- For further information, contact: Thomas Fodor Investor enquiries +44 20 7975 3469 Kathryn van der Kroft Media enquiries +44 20 7975 3021 Notes to editors: About 3i Infrastructure plc 3i Infrastructure plc is a Jersey-incorporated, closed-ended investment company, an approved UK Investment Trust (with effect from 15 October 2018), listed on the London Stock Exchange and regulated by the Jersey Financial Services Commission. It is a long- term investor in infrastructure businesses and assets. Its market focus is on economic infrastructure and greenfield projects in developed economies, principally in Europe, investing in operating businesses and projects which generate long-term yield and capital growth. -
The Rise & Role of Venture Studios in Healthcare Innovation
The Rise & Role of Venture Studios in Healthcare Innovation Session # 195, August 12, 2021 Le s Wilkins on Chief Operating Officer, Hashed Health DISCLAIMER: The views and opinions expressed in this presentation are solely those of the author/presenter and do not necessarily represent any policy or position of HIMSS. 1 Welcome Le s Wilkins on Chief Operating Officer, Hashed Health #HIMSS21 2 Conflict of Interest Les Wilkinson, COO, Hashed Health Has no real or apparent conflicts of interest to report. #HIMSS21 3 Agenda • Current State of Innovation. • Studios are innovating innovation. • Studio value proposition. • Studio characteristics and structure. • Studio results. #HIMSS21 4 Learning Objectives – By the end of this session, the audience will be able to: • State common reasons healthcare startups fail and how new innovation models can de-risk the innovation process. • Describe traditional corporate innovation challenges in her/his own words. • Design a venture studio process for moving ideas to commercialization. • Apply the principles of a venture studio process to their own innovation efforts. • Identify how to differentiate between accelerators, incubators, corporate innovation programs and new venture studio models. • Recognize whether a venture studio model could be a fit for their organization. #HIMSS21 5 Startup Mythology The Garage 6 Startup Reality >90% 75% 1% Percentage of Venture Backed Startup Failure Rate Companies that NEVER Return Cash Odds of achieving Unicorn Status to Investors Source: Startup Genome, 2019 Source: CBInsights Report Source: Failory #HIMSS21 7 No Market Need Ran Out of Cash Poor User Experience Why Not the Right Team Startups Fail Pricing and COGS Competition Source: CBInsights #HIMSS21 8 Innovation is a Priority for Enterprise . -
PIC INSURES the 3I GROUP PENSION PLAN
PIC INSURES THE 3i GROUP PENSION PLAN London, 26 May 2017 – Pension Insurance Corporation plc (“PIC”), a specialist insurer of defined benefit pension funds, has concluded a pension insurance buy-in with the Trustees of the 3i Group Pension Plan (“the Plan”), for a premium of approximately £200 million. The buy-in covers around 40% of the Plan’s liabilities for pensions in payment. The Trustees were advised by LCP and Linklaters. 3i is a leading international investment manager focused on mid-market Private Equity and Infrastructure. Their core investment markets are northern Europe and North America. Carol Woodley, Chairman of Trustees, said: “The Plan has been de-risking for a number of years, primarily by moving our asset mix to favour index-linked gilts. We are very pleased to have been able to complete this logical next step in our long-term de-risking programme. PIC demonstrated significant expertise while helping us to manage a complex project and ultimately deliver the transaction we required.” Uzma Nazir, Head of Origination Structuring at PIC, said: “The Plan’s Trustees and the company have a well-developed de-risking strategy in place. As part of this strategy, the Trustees have been increasing the proportion of the Plan’s assets invested in bonds over time. This strategy has proved to be the right one and the Trustees have now been able to de-risk a significant proportion of the liabilities. We are delighted to have been able to help them achieve this goal.” Michelle Wright, Partner at LCP and lead adviser on the transaction, said “The buy-in is an important step in the Plan’s de-risking journey, reducing the Plan’s exposure to longevity risk and providing perfect hedging of the Plan’s complex pension increases for around 40% of the Plan’s liabilities for pensions in payment. -
The Economics of Crowdfunding : Entrepreneurs’ and Platforms’ Strategies Jordana Viotto Da Cruz
The Economics of Crowdfunding : Entrepreneurs’ and Platforms’ Strategies Jordana Viotto da Cruz To cite this version: Jordana Viotto da Cruz. The Economics of Crowdfunding : Entrepreneurs’ and Platforms’ Strategies. Sociology. Université Sorbonne Paris Cité, 2017. English. NNT : 2017USPCD030. tel-01899518 HAL Id: tel-01899518 https://tel.archives-ouvertes.fr/tel-01899518 Submitted on 19 Oct 2018 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. |_|_|_|_|_|_|_|_|_|_| UNIVERSITE PARIS 13 U.F.R. DE SCIENCES ÉCONOMIQUES ÉCOLE DOCTORALE : ERASME NO 493 THÈSE Pour obtention du grade de Docteur de l’Université Paris 13 Discipline : Sciences Économiques Présentée et soutenue publiquement par Jordana VIOTTO DA CRUZ Le 13 novembre 2017 « The Economics of Crowdfunding: Entrepreneurs’ and Platforms’ Strategies » Directeurs de thèse Marc BOURREAU, Télécom ParisTech François MOREAU, Université Paris 13 Jury Thierry PÉNARD, Professeur, Université Rennes 1 Président Paul BELLEFLAMME, Professeur, Aix-Marseille Université Rapporteur Jörg CLAUSSEN, Professeur, Ludwig-Maximilians-Universität München Rapporteur Françoise BENHAMOU, Professeur, Université Paris 13 Examinateur Marc BOURREAU, Professeur, Télécom ParisTech Directeur de thèse François MOREAU, Professeur, Université Paris 13 Directeur de thèse UNIVERSITÉ PARIS 13 U.F.R. -
Are Institutional Investors the Answer for Long-Term Development Financing?
Development Co-operation Report 2014 Mobilising Resources for Sustainable Development © OECD 2014 PART I Chapter 6 Are institutional investors the answer for long-term development financing? by Raffaele Della Croce, Directorate for Financial and Enterprise Affairs,1 OECD Developing countries need long-term investors to help finance activities that support sustainable growth such as infrastructure, including low-carbon infrastructure. With USD 83.2 trillion in assets in 2012 in OECD countries alone, institutional investors – pension funds, insurers and sovereign wealth funds – represent a potentially major source of long-term financing for developing countries. Despite the recent financial crisis, the prospect for future growth for institutional investors is unabated, especially in developing countries. But although interest is growing, the overall level of institutional investment in infrastructure remains modest and major barriers to investment still exist. Greater growth will depend on policy and structural reforms to create a more favourable investment climate, build private sector confidence and ensure that global savings are channelled into productive and sustainable investments. This chapter also includes an opinion piece on long-term investment by Sony Kapoor, Managing Director of Re-Define, on promoting long-term investment in developing country infrastructure. 79 I.6. ARE INSTITUTIONAL INVESTORS THE ANSWER FOR LONG-TERM DEVELOPMENT FINANCING? Long-term finance plays a pivotal role in fulfilling physical investment needs across all sectors of the economy (OECD, 2013c). It is also essential for the development of small and medium-sized enterprises, especially young, innovative, high-growth firms. Addressing the challenge of climate change and other pressures on the environment will require long-term investments in renewable energy and low-carbon technologies (G20/OECD, 2013). -
Crowdfunding, Crowdsourcing and Digital Fundraising
Fundraising for Archives Crowdsourcing, Crowdfunding and Online Fundraising Crowdfunding, Crowdsourcing & Digital Fundraising Aim of Today This session will help to demystify the landscape surrounding crowdsourcing, crowdfunding, and online fundraising providing you with information and tools essential when considering these different platforms. Plan for today • Understand the digital fundraising techniques • Evaluate what components are required for an online campaign to be successful • What does a good online case for support look like • Reflect on examples of good practice • Build a crowdfunder plan 4 5 Apples…….oranges……or pears? Digital isn’t complicated – change is! 7 DO YOU HAVE THE RIGHT TOOLS FOR THE JOB TO NAVIGATE THE MAZE 8 Your Crowd… • Internal Stakeholders • External Stakeholders Databases: Which one do you choose? Microsoft Dynamics 10 Who’s Online ONS 2015 ONLINE DONATION METHOD Blackbaud 2014 12 DO YOU HAVE THE RIGHT TOOLS FOR THE JOB TO NAVIGATE THE MAZE • Email • Website / online platform • Social Media • CRM System / Database • Any others…… You need to be able to engage with your online audience on multiple platforms! 13 Email "Correo." by Itzel402 - Own work. Licensed under CC BY-SA 3.0 via Wikimedia Commons - 14 https://commons.wikimedia.org/wiki/File:Correo..jpg#/media/File:Correo..jpg http://uk.pcmag.com/e-mail-products/3708/guide/the-best-email-marketing-services-of-2015 15 Social Media 16 Social Media Channel Quick Guide •Facebook - Needs little explanation. Growing a little older in terms of demographics. Visual and video content working well. Tends to get higher engagement than Twitter. •Twitter - The other main channel. Especially useful for networking and news distribution. -
Facebook Timeline
Facebook Timeline 2003 October • Mark Zuckerberg releases Facemash, the predecessor to Facebook. It was described as a Harvard University version of Hot or Not. 2004 January • Zuckerberg begins writing Facebook. • Zuckerberg registers thefacebook.com domain. February • Zuckerberg launches Facebook on February 4. 650 Harvard students joined thefacebook.com in the first week of launch. March • Facebook expands to MIT, Boston University, Boston College, Northeastern University, Stanford University, Dartmouth College, Columbia University, and Yale University. April • Zuckerberg, Dustin Moskovitz, and Eduardo Saverin form Thefacebook.com LLC, a partnership. June • Facebook receives its first investment from PayPal co-founder Peter Thiel for US$500,000. • Facebook incorporates into a new company, and Napster co-founder Sean Parker becomes its president. • Facebook moves its base of operations to Palo Alto, California. N. Lee, Facebook Nation, DOI: 10.1007/978-1-4614-5308-6, 211 Ó Springer Science+Business Media New York 2013 212 Facebook Timeline August • To compete with growing campus-only service i2hub, Zuckerberg launches Wirehog. It is a precursor to Facebook Platform applications. September • ConnectU files a lawsuit against Zuckerberg and other Facebook founders, resulting in a $65 million settlement. October • Maurice Werdegar of WTI Partner provides Facebook a $300,000 three-year credit line. December • Facebook achieves its one millionth registered user. 2005 February • Maurice Werdegar of WTI Partner provides Facebook a second $300,000 credit line and a $25,000 equity investment. April • Venture capital firm Accel Partners invests $12.7 million into Facebook. Accel’s partner and President Jim Breyer also puts up $1 million of his own money. -
Innovative Financing of Creative Projects on the Kickstarter Platform: Ukrainian and Polish Experience
E3S Web of Conferences 166, 13019 (2020) https://doi.org/10.1051/e3sconf/202016613019 ICSF 2020 Innovative financing of creative projects on the Kickstarter platform: Ukrainian and Polish experience Iuliia Gernego1,*, Liudmyla Petrenko2, Mykhailo Dyba1, and Vitalii Tsarov2 1Kyiv National Economic University named after Vadym Hetman, Corporate Finance and Controlling Department, 54/1 Peremohy Ave., Kyiv, 03057, Ukraine 2Kyiv National Economic University named after Vadym Hetman, Business Economics and Entrepreneurship Department, 54/1 Peremohy Ave., Kyiv, 03057, Ukraine Abstract. In the era of digital economy, the crowdfunding platforms provide the background to mitigate cross-country differences within project financing. In particular, creative projects are important as a vital driver in maintaining business and social sector competitive. Thereby, research problem lays upon the potential of providing crowdfunding support to overcome the creative project divide in different countries. The paper aims to provide scientific support on creative projects innovative financing in Ukraine and Poland within Kickstarter. The research methodology is based on Kickstarter data (10 years; 83 industries and 898 projects) processed by statistical analysis. The Concentration Ratio (CR) was modified to measure the concentration of efforts, considering the largest creative industries within Kickstarter platform. The results section represents high rates of concentration of efforts for Ukrainian creative projects that commercialize tangible physical goods: Product Design and Gadgets. At the same time, in Poland the main concentration of efforts is in the field of intangible intellectual products: Tabletop Games and Video Games. Thus, digital platform is a reflection of interrelations between intangible and tangible values in economies. The study results can be used within national programs of creative innovative projects financial support. -
Peter Thiel: What the Future Looks Like
Peter Thiel: What The Future Looks Like Peter Thiel: Hello, this is Peter. James Altucher: Hey, Peter. This is James Altucher. Peter Thiel: Hi, how are you doing? James Altucher: Good, Peter. Thanks so much for taking the time. I’m really excited for this interview. Peter Thiel: Absolutely. Thank you so much for having me on your show. James Altucher: Oh, no problem. So I’m gonna introduce you, but first I wanna mention congratulations your book – by the time your podcast comes out, your book will have just come out, Zero to One: Notes on Startups or How to Build a Future, and, Peter, we’re just gonna dive right into it. Peter Thiel: That’s awesome. James Altucher: So I want – before I break – I wanna actually, like, break down the title almost word by word, but before I do that, I want you to tell me what the most important thing that’s happened to you today because I feel like you’re – like, every other day you’re starting, like a Facebook or a PayPal or a SpaceX or whatever. What happened to you today that you looked at? Like, what interesting things do you do on a daily basis? Peter Thiel: Well, it’s – I don’t know that there’s a single thing that’s the same from day to day, but there’s always an inspiring number of great technology ideas, great science ideas that people are working on, and so even though there are many different reasons that I have concerns about the future and trends that I don’t like in our society and in the larger world, one of the things that always gives me hope is how much people are still trying to do, how many new technologies they’re trying to build.