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Financing Transactions 12
MOBILE SMART FUNDAMENTALS MMA MEMBERS EDITION AUGUST 2012 messaging . advertising . apps . mcommerce www.mmaglobal.com NEW YORK • LONDON • SINGAPORE • SÃO PAULO MOBILE MARKETING ASSOCIATION AUGUST 2012 REPORT MMA Launches MXS Study Concludes that Optimal Spend on Mobile Should be 7% of Budget COMMITTED TO ARMING YOU WITH Last week the Mobile Marketing Association unveiled its new initiative, “MXS” which challenges marketers and agencies to look deeper at how they are allocating billions of ad THE INSIGHTS AND OPPORTUNITIES dollars in their marketing mix in light of the radically changing mobile centric consumer media landscape. MXS—which stands for Mobile’s X% Solution—is believed to be the first YOU NEED TO BUILD YOUR BUSINESS. empirically based study that gives guidance to marketers on how they can rebalance their marketing mix to achieve a higher return on their marketing dollars. MXS bypasses the equation used by some that share of time (should) equal share of budget and instead looks at an ROI analysis of mobile based on actual market cost, and current mobile effectiveness impact, as well as U.S. smartphone penetration and phone usage data (reach and frequency). The most important takeaways are as follows: • The study concludes that the optimized level of spend on mobile advertising for U.S. marketers in 2012 should be seven percent, on average, vs. the current budget allocation of less than one percent. Adjustments should be considered based on marketing goal and industry category. • Further, the analysis indicates that over the next 4 years, mobile’s share of the media mix is calculated to increase to at least 10 percent on average based on increased adoption of smartphones alone. -
Map of Funding Sources for EU XR Technologies
This project has received funding from the European Union’s Horizon 2020 Research and Innovation Programme under Grant Agreement N° 825545. XR4ALL (Grant Agreement 825545) “eXtended Reality for All” Coordination and Support Action D5.1: Map of funding sources for XR technologies Issued by: LucidWeb Issue date: 30/08/2019 Due date: 31/08/2019 Work Package Leader: Europe Unlimited Start date of project: 01 December 2018 Duration: 30 months Document History Version Date Changes 0.1 05/08/2019 First draft 0.2 26/08/2019 First version submitted for partners review 1.0 30/08/2019 Final version incorporating partners input Dissemination Level PU Public Restricted to other programme participants (including the EC PP Services) Restricted to a group specified by the consortium (including the EC RE Services) CO Confidential, only for members of the consortium (including the EC) This project has received funding from the European Union’s Horizon 2020 Research and Innovation Programme under Grant Agreement N° 825545. Main authors Name Organisation Leen Segers, Diana del Olmo LCWB Quality reviewers Name Organisation Youssef Sabbah, Tanja Baltus EUN Jacques Verly, Alain Gallez I3D LEGAL NOTICE The information and views set out in this report are those of the authors and do not necessarily reflect the official opinion of the European Union. Neither the European Union institutions and bodies nor any person acting on their behalf may be held responsible for the use which may be made of the information contained therein. © XR4ALL Consortium, 2019 Reproduction is authorised provided the source is acknowledged. D5.1 Map of funding sources for XR technologies - 30/08/2019 Page 1 Table of Contents INTRODUCTION ................................................................................................................ -
View December 2013 Report
MOBILE SMART FUNDAMENTALS MMA MEMBERS EDITION DECEMBER 2013 messaging . advertising . apps . mcommerce www.mmaglobal.com NEW YORK • LONDON • SINGAPORE • SÃO PAULO MOBILE MARKETING ASSOCIATION DECEMBER 2013 REPORT A Year of Transformation The new-year invariably kicks off with a slew of predictions, many of which are being usefully defined and shared by our global and regional board members, and many of which are likely to come to fruition or certainly build in momentum. The one area that we feel is certain to gain momentum and have a huge impact on how the mobile industry develops in 2014 is the number of brands that we will see moving from the sidelines and fully into the game. The impact of this will be seen both in the gains in mobile spend as brands move away from the 1% average that we’ve been seeing and start moving towards 10-15% mobile spend with increased ROIs as a result. We will also start to see how mobile is driving both innovation in marketing and transformation of business. As always, the MMA will be providing support and guidance for the entire industry, shining a light on inspiration, capability development, measurement and advocacy allowing all constituents to continue building their businesses, with mobile at its core. We look forward to supporting you and the industry. I wish you much success in 2014. Onwards, Greg Stuart INTRODUCTION 2 MOBILE MARKETING ASSOCIATION DECEMBER 2013 REPORT Table of Contents EXECUTIVE MOVES 4 PUBLIC COMPANY ANALYSIS 7 M&A TRANSACTIONS 9 FINANCING TRANSACTIONS 13 MMA OVERVIEW 25 HIDDEN RIVER OVERVIEW 26 Greg Stuart Todd Parker CEO, Mobile Marketing Association Managing Director, Hidden River [email protected] [email protected] MOBILE MARKETING ASSOCIATION DECEMBER 2013 REPORT Executives on the Move Name New Company Old Company New Company Summary Date T-Mobile is a mobile telephone operator headquartered in Gary King Chief Information Officer, T-Mobile Chief Information Officer, Chico's FAS 12/20/13 Bonn, Germany. -
Creating Jobs and Growing Businesses Through Entrepreneurship Roundtable
S. HRG. 112–617 PERSPECTIVES FROM THE ENTREPRENEURIAL ECOSYSTEM: CREATING JOBS AND GROWING BUSINESSES THROUGH ENTREPRENEURSHIP ROUNDTABLE BEFORE THE COMMITTEE ON SMALL BUSINESS AND ENTREPRENEURSHIP UNITED STATES SENATE ONE HUNDRED TWELFTH CONGRESS SECOND SESSION APRIL 18, 2012 Printed for the Committee on Small Business and Entrepreneurship ( Available via the World Wide Web: http://www.fdsys.gov U.S. GOVERNMENT PRINTING OFFICE 75–347 PDF WASHINGTON : 2012 For sale by the Superintendent of Documents, U.S. Government Printing Office Internet: bookstore.gpo.gov Phone: toll free (866) 512–1800; DC area (202) 512–1800 Fax: (202) 512–2104 Mail: Stop IDCC, Washington, DC 20402–0001 COMMITTEE ON SMALL BUSINESS AND ENTREPRENEURSHIP ONE HUNDRED TWELFTH CONGRESS MARY L. LANDRIEU, Louisiana, Chair OLYMPIA J. SNOWE, Maine, Ranking Member CARL LEVIN, Michigan DAVID VITTER, Louisiana TOM HARKIN, Iowa JAMES E. RISCH, Idaho JOHN F. KERRY, Massachusetts MARCO RUBIO, Florida JOSEPH I. LIEBERMAN, Connecticut RAND PAUL, Kentucky MARIA CANTWELL, Washington KELLY AYOTTE, New Hampshire MARK L. PRYOR, Arkansas MICHAEL B. ENZI, Wyoming BENJAMIN L. CARDIN, Maryland SCOTT P. BROWN, Massachusetts JEANNE SHAHEEN, New Hampshire JERRY MORAN, Kansas KAY R. HAGAN, North Carolina DONALD R. CRAVINS, JR., Democratic Staff Director and Chief Counsel WALLACE K. HSUEH, Republican Staff Director BRIAN VAN HOOK, Democratic Policy Director MEREDITH WEST, Republican Senior Professional Staff (II) CONTENTS OPENING STATEMENTS Page Landrieu, Hon. Mary L., Chair, and a U.S. Senator from Louisiana .................. 1 Brown, Hon. Scott P., a U.S. Senator from Massachusetts .................................. 4 Moran, Hon. Jerry, a U.S. Senator from Kansas .................................................. 20 Risch, Hon. James E., a U.S. -
Public Company Analysis 6
MOBILE SMART FUNDAMENTALS MMA MEMBERS EDITION NOVEMBER 2014 messaging . advertising . apps . mcommerce www.mmaglobal.com NEW YORK • LONDON • SINGAPORE • SÃO PAULO MOBILE MARKETING ASSOCIATION NOVEMBER 2014 REPORT Measurement & Creativity Thoughts for 2015 Very simply, mobile marketing will continue to present the highest growth opportunities for marketers faced with increasing profitability as well as reaching and engaging customers around the world. Widely acknowledged to be the channel that gets you the closest to your consumers, those marketers that leverage this uniqueness of mobile will gain competitive footholds in their vertical markets, as well as use mobile to transform their marketing and their business. The MMA will be focused on two cores issues which we believe will present the biggest opportunities and challenges for marketers and the mobile industry in 2015: Measurement and Creativity. On the measurement side, understanding the effectiveness of mobile: the ROI of a dollar spent and the optimized level for mobile in the marketing mix will become more and more critical as increased budgets are being allocated towards mobile. MMA’s SMoX (cross media optimization research) will provide the first-ever look into this. Additionally, attribution and understanding which mobile execution (apps, video, messaging, location etc…) is working for which mobile objective will be critical as marketers expand their mobile strategies. On the Creative side, gaining a deeper understanding of creative effectiveness cross-screen and having access to case studies from marketers that are executing some beautiful campaigns will help inspire innovation and further concentration on creating an enhanced consumer experience specific to screen size. We hope you’ve had a successful 2014 and we look forward to being a valuable resource to you again in 2015. -
The Seed Accelerator Model*
Accelerating Entrepreneurs and Ecosystems: The Seed Accelerator Model* Yael V. Hochberg Rice University, MIT & NBER† Conference Draft: April 3, 2015 Recent years have seen the emergence of a new institutional form in the entrepreneurial ecosystem: the seed accelerator. These fixed-term, cohort-based, "boot camps" for startups offer educational and mentorship programs for startup founders, exposing them to wide variety of mentors, including former entrepreneurs, venture capitalists, angel investors, and corporate executives; and culminate in a public pitch event, or "demo day," during which the graduating cohort of startup companies pitch their businesses to a large group of potential investors. In practice, accelerator programs are a combination of previously distinct services or functions that were each individually costly for an entrepreneur to find and obtain. The accelerator approach has been widely adopted by private groups, public and government efforts, and by corporations. While proliferation of accelerators is clearly evident, with worldwide estimates of 3000+ programs in existence, research on the role and efficacy of these programs has been limited. In this article, I provide an introduction to the accelerator model and summarize recent evidence on their effects on the regional entrepreneurial environment. * Many people provided helpful conversations and comments on the research summarized herein. I am particularly indebted to my collaborators at the Seed Accelerator Rankings Project, Susan Cohen and Dan Fehder; to Fiona Murray, Scott Stern and the Innovation Initiative at MIT; and to the managers of dozens of accelerator programs in the U.S. and worldwide, all of whom have made invaluable contributions to this research agenda. I am am also grateful for the financial support of the Kauffman Foundation. -
Read Dissertation
Doctoral Dissertation: The Journey towards a Growing Diffusion of Entrepreneurship Learning and Culture in Society Written by: Mirta Michilli Role DETAILS Author Name: Mirta Michilli, PhD Year: 2019 Title: The Journey towards a Growing Diffusion of Entrepreneurship Learning and Culture in Society Document type: Doctoral dissertation Institution: The International School of Management (ISM) URL: https://ism.edu/images/ismdocs/dissertations/michilli-phd- dissertation-2019.pdf International School of Management Ph.D. Program The Journey towards a Growing Diffusion of Entrepreneurship Learning and Culture in Society PhD Dissertation PhD candidate: Mirta Michilli 21st December 2019 Acknowledgments I wish to dedicate this work to Prof. Tullio De Mauro who many years ago believed in me and gave me the permission to add this challenge to the many I face every day as General Director of Fondazione Mondo Digitale. The effort I have sustained for many years has been first of all for myself, to satisfy my desire to learn and improve all the time, but it has also been for my fifteen year old son Rodrigo, who is building his life and to whom I wish the power of remaining always curious, hungry for knowledge, and capable of working hard and sacrificing for his dreams. I could have not been able to reach this doctorate without the support of my family: my mother, for having being present all the time I needed to be away, my sister, for showing me how to undertake continuous learning challenges and, above all, my beloved husband to whom I owe most of what I know and for dreaming with me endlessly. -
Tech Startup Ecosystem in West Bank and Gaza
Tech Startup Ecosystem in Public Disclosure Authorized West Bank and Gaza FINDINGS AND RECOMMENDATIONS Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized This map was designed over a map produced by the Map Design Unit of the World Bank. The boundaries, colors, denominations and any other information shown on this map do not imply, on the part of The World Bank Group, any judgment on the legal status of any territory, or any endorsement or acceptance of such boundaries. Content Authors and Acknowledgements 1 Executive Summary 2 Measuring and Analyzing the Tech Startup Ecosystem in the West Bank and Gaza 5 Measuring the Tech Startup Ecosystem 5 Analyzing the Tech Startup Ecosystem 6 The Tech Startup Ecosystem in the West Bank and Gaza 9 Skills 12 Supporting Infrastructure for Entrepreneurship 14 Investment 17 Community 20 Startup Success Factors 23 Gap Analysis and Policy Recommendations 24 Summary of Gap Analysis and Stage of Ecosystem 24 Policy Recommendations 25 Appendix: Survey Methodology and Analysis 28 Methodology 28 Short-Term Success 32 Long-Term Success 32 Notes 33 References 34 LIST OF TABLES Table 1.1 Networking Assets 7 Table 1.2 Categories of Ecosystems 8 Table 3.1 Development Stage of Ecosystem 24 Table 3.2 Policy Recommendations 25 LIST OF FIGURES Figure 2.1: Startup Growth in the West Bank and Gaza 9 Figure 2.2: Time to Complete Procedural Tasks in Life Cycle of a Startup Across Regions 10 Figure 2.3: Percentage of Female Founders Across Analyzed Ecosystems 10 Figure 2.4: Gender Distribution -
Supplementary Materials
Supporting information Fig. S1. Distribution differences Normalized distributions of Funding, Indegree, Outdegree and Betweenness. All network centrality distributions are significantly different from the funding one: Indegree (p ∼ 10−16), Outdegree (p ∼ 10−6), Betweenness (p ∼ 10−4). February 24, 2021 1/23 Fig. S2-a. Comparison between Indegree and Funding distributions for Nationality. February 24, 2021 2/23 Fig. S2-b. Comparison between Indegree and Funding distributions for Investor Type. February 24, 2021 3/23 Fig. S2-c. Comparison between Indegree and Funding distributions for Economic Category. February 24, 2021 4/23 Fig. S3-a. Comparison between Outdegree and Funding distributions for Nationality. February 24, 2021 5/23 Fig. S3-b. Comparison between Outdegree and Funding distributions for Investor Type. February 24, 2021 6/23 Fig. S3-c. Comparison between Outdegree and Funding distributions for Economic Category. February 24, 2021 7/23 Fig. S4-a. Comparison between Betweenness and Funding distributions for Nationality. February 24, 2021 8/23 Fig. S4-b. Comparison between Betweenness and Funding distributions for Investor Type. February 24, 2021 9/23 Fig. S4-c. Comparison between Betweenness and Funding distributions for Economic Category. February 24, 2021 10/23 Fig. S5-a. AUC-ROC for the coarse Economic Categories, part 1. February 24, 2021 11/23 Fig. S5-b. AUC-ROC for the coarse Economic Categories, part 2. February 24, 2021 12/23 Fig. S5-c. AUC-ROC for the coarse Economic Categories, part 3. February 24, 2021 13/23 Fig. S5-d. AUC-ROC for the coarse Economic Categories, part 4. February 24, 2021 14/23 Fig. -
Weekly Internet / Digital Media / Saas Sector Summary
Weekly Internet / Digital Media / SaaS Sector Summary Week of February 2nd, 2015 Industry Stock Market Valuation Internet / Digital Media / SaaS Last 12 Months Last 3 Months 115 150 10.3% 9.4% 130 29.8% 105 4.9% 17.0% 12.9% 0.8% 110 8.3% (1.1%) 7.0% (2.1%) 0.5% 0.1% (4.1%) 95 (5.9%) (6.4%) (7.2%) 90 (9.3%) 70 85 2/3/14 3/27/14 5/18/14 7/9/14 8/30/14 10/21/14 12/12/14 2/2/15 11/3/14 11/16/14 11/29/14 12/12/14 12/25/14 1/7/15 1/20/15 2/2/15 (1) (2) (3) (4) Search / Online Advertising Internet Commerce Internet Content Publishers (5) (6) (7) (8) NASDAQ Diversified Marketing Media Conglomerates Gaming SaaS Notes: 1) Search/Online Advertising Composite includes: BCOR, BLNX-GB, CRTO, GOOG, FUEL, MCHX, MM, MRIN, MSFT, QNST, RLOC, RUBI, TRMR, TUBE, TWTR, YHOO, YNDX, YUME. 2) Internet Commerce Composite includes: AMZN, AWAY, BABA, CMPR, COUP, CPRT, DRIV, EBAY, EXPE, FLWS, LINTA, NFLX, NILE, OPEN, OSTK, PCLN, PRSS, SSTK, STMP, TZOO, ZU. 3) Internet Content Composite includes: AOL, CRCM, DHX, DMD, EHTH, IACI, MWW, RATE, RENN, RNWK, SCOR, SFLY, TRLA, TST, TTGT, UNTD, WBMD, WWWW, XOXO, Z. 4) Publishers Composite includes: GCI, MMB-FR, NWSA, NYT, PSON-GB, SSP, TRI, UBM-GB, WPO. 5) Diversified Marketing Composite includes: ACXM, EFX, EXPN-GB, HAV-FR, HHS, IPG, MDCA, NLSN, VCI, WPP-GB. 6) Media Conglomerates Composite includes: CBS, CMCSA, DIS, DISCA, LGF, SNE, TWX, VIA.B. -
GUIDE to Doing Business on the US East Coast for Dutch Companies Information for Small and Medium Enterprises, Startups, and Scale-Ups 2 Contents
LOPENDE TITEL 1 GUIDE TO Doing Business on the US East Coast for Dutch Companies Information for small and medium enterprises, startups, and scale-ups 2 Contents Introduction 5 Foreword Ambassador Haspels 6 Foreword Pauline Dirkmaat 7 Chapter 1: An introduction to the US East Coast 8 1 The US East Coast: a Great Place for Internationalizing Companies 9 2 East Coast vs. West Coast 10 3 Business Culture 11 4 Dutch Government Network on the East Coast 12 Chapter 2: Practical Information for Setting Up a Business on the US East Coast 13 1 Legal Aspects 14 1.1 The three Levels of Law & Incorporation 14 1.2 Immigration: Getting to and Staying in the US 14 1.3 Insurance 15 2 Finance and Banking 15 3 Human Resources 15 4 Communication and Networking 16 4.1 Communication Tips 16 4.2 Networking Tips 17 5 Practical Tips for Startups 18 5.1 Raising Capital 18 5.2 Pitching 19 5.3 Other Resources for Startups 20 Chapter 3: Boston 21 1 Introduction 22 2 Why Boston? 23 3 Key Sectors in Boston 23 3.1 Life Sciences and Health 23 3.2 Cleantech 24 3.3 Artificial Intelligence 24 3.4 Robotics 25 3.5 Edtech, FinTech and Cybersecurity 25 4 Startup Ecosystem Drivers 26 5 Other Resources 28 Chapter 4: New York City 30 1 A Brief Background 31 2 Why New York City? 31 3 Key Sectors & Opportunities 32 3.1 Finance, FinTech & Cybersecurity 32 3.2 Life Sciences and Health and Biotech 32 3.3 Creative Industries 33 3.4 Manufacturing 34 3.5 Circular Economy & Resiliency 34 3.6 Cleantech & Energy 35 3.7 Water Management & Resiliency 35 4 Startups and Scale-ups 35 5 New York Online Resources 38 CONTENTS 3 Chapter 5: Washington, D.C. -
Pitchbook Last Updated: 31-Mar-2021 Pbid: 57227-95
Generated by PitchBook Last Updated: 31-Mar-2021 pbId: 57227-95 Robinhood (NAS) | Private Company Profile Highlights PitchBook Analyst Coverage Employees 2345 As of 30-Mar-2021 Last Deal Details New Vertical Entered by Investor Undisclosed Mobile IPO 23-Mar-2021 As of 01-Feb-2021 Post Valuation Total Raised to Date $11.87B $5.58B As of 01-Oct-2020 As of 23-Mar-2021 Valuation Step-up 1.29x Series F - Series G General Information Description Operator of an investment platform intended to democratize finance for all. The company's platform offers commission-free trading in stocks, ETFs, options, and cryptocurrencies as well as margins, thereby enabling users to stay informed and conveniently invest in the stock market from their phones or computers. Most Recent Financing Status (as of 30-Mar-2021) The company confidentially filed to go public on the Nasdaq stock exchange on March 23, 2021. Goldman Sachs will lead the offering. Previously, an undisclosed investor sold a stake in the company to London Impact Ventures for $10 million. Prior to that, the company raised $3.4 billion of venture funding through a combination of convertible debt and equity in a deal led by Ribbit Capital on February 1, 2021. Sequoia Capital and 9 other investors also participated in the round. The funds will be used to cover a surge in collateral requirements stemming from the trading boom and to support the new accounts users opened. Previously, the company received $600 million of debt financing in the form of a line of credit from The Goldman Sachs Group and J.P.