DOCSLIB.ORG

Copyrighted Material

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Copyrighted Material P1: a/b P2: c/d QC: e/f T1: g ind JWBT283-Wilson April 7, 2010 11:59 Printer: Yet to Come Index Abrahams, Stephen: Careers in hedge funds: on institutionalization, 18–19 books on, 163 on raising capital, 54–55 changing careers, 165 Activist investing, 151–152 mistakes made, 158–159 Adminstration, external, 29–30 starting, 157–158, 166 Albourne Village, 177 Case Study (Tassini Capital Management), Ali, Syed, 81–85 50–54 All About Hedge Funds (Jaeger), 163 Certification programs, 156–157 Annual reviews, 66–67 Certified Hedge Fund Professional (CHP) Asset-based lending (ABL) funds, 111–112 designation, 83, 165, 169 Atrato Advisors, LLC, 95–96 Cohen, Scott, 117–119 Atyant Capital, 55 Cold-calling, 152–153 Auditing firms, 11 Collins, Jim, 166 Authority construction, 161 Compensation, marketing, 152 Authority positioning, 113–114 Compliance, 23–24, 118 Compliance review, 126 Baraker, Lance, 32–36 Consistency, 114 Bayou Hedge Fund Group, 103–104 Copy writing, 49–50 Behavioral finance, 87–88 CRM (customer relationship management) Best practices, 30–31 tools, 22 in e-mail marketing, 46–47 for giant hedge funds, 109–120 Da Vinci Invest Ltd., 26–27, 59 in start-up phase, 87–88 Deming, William Edward, 140 start-ups, 87–88 Disaster recovery, 22, 23–24 See also Operations improvement Discounts and bonuses for readers, 169–170 Blogs about hedge funds, 1, 177–178 Documentation of processes, 34–35, 110, Bonuses and discounts for readers, 140 169–170 Drawdown control, 84, 86, 87 Books on hedge funds, 138, 163 Due diligence, 32, 93–105 Buffett, Warren, 9, 87 Brian Reich on, 95–98 Business continuity planning, 22 effects of, 102–105 Business plans, 79–80COPYRIGHTEDexample MATERIAL questions, 171–175 Richard Wilson on, 98–101 Capital generation, 18–19, 54–55, 143 Scott Freund on, 94–95 Hendrik Klein on, 59–60 and start-ups, 78 statistics on, 154–155 Due diligence calls, 99–101 time frame, 149 Due diligence questionnaires (DDQs), 95, See also Marketing 97, 110, 171–175 Capital introduction teams, 155 Dukas, Richard, 150 187 P1: a/b P2: c/d QC: e/f T1: g ind JWBT283-Wilson April 7, 2010 11:59 Printer: Yet to Come 188 INDEX Eat That Frog (Tracy), 153 Hedge Fund Group, The, 99 Educational marketing, 42–43 Hedge fund history, 8–9 Elance.com, 26 Hedge fund hotels, 27 Elevator pitch, 167 Hedge Fund Investor Directory, 170 ELP Capital, 72 Hedge Fund Marketing Mechanics, 169–170 E-mail marketing, 45–49 HedgeFundMessageBoard.com, 178 Ethics, 156 Hedge fund pitch book, 80–81 Evaluation and Optimization of Trading Hedgefundpremium.com, 169 Strategies, The (Pardo), 19 Hedge fund providers, 10–11 Eze Castle Integration, 21 Hedge funds: defined, 5, 9, 137–138 Family Office Research, 95 industry future, 13 Family offices, 84, 148–149 media portrayal of, 9–10 Family Offices Group, 178 “shooting stars”, 63–74 Fees, 5–6, 7–8, 132–133 See also Giant hedge funds; Hedge fund Fin Alternatives, 177 start-ups Financial advisers, marketing to, 148–149 Hedgefundscareer.com, 177 Focusing, 149–150 Hedge Fund Startup Guru, 178 “Four Why Process”, 44–45 Hedge fund start-ups: Freund, Scott, 94–95 common mistakes in, 86–87 Fund administration firms, 10–11, 140–141 Nakul Nayyar on, 86–89 Fund Associates, 30 Syed Ali on, 81–85 Fund governance. See Governance; tips for, 78–79, 141 Independent boards; Transparency Hedge fund trading: Fund of hedge funds, 138 future trends in, 89 Future trends, 89 vs. proprietary trading, 86 Hedgefundtraining.com, 170 Gating clause, 8 Hedge Me (Schwab), 163 GCC Family Wealth Management, 94–95 Hedge Solutions, 117 Giant hedge funds: High-water mark, 7–8 best practices, 109–120 Hiring practices, 65, 69–71 Richard Zahm on, 111–116 History of hedge funds, 8–9 Scott Cohen on, 117–119 Human resources, 110 transparency in, 117–118 Hurdle rate, 7 Gitomer, Jeffrey, 161 Goal setting, 72–73 Icahn, Carl, 151–152 Google, 152 Incentive fees, 133 Governance, 123–134 Independent boards: Andrew Main on, 124–130 board packs, 129 David Koenig on, 130–133 costs associated with, 130 See also Independent boards; meetings, 128 Transparency member duties, 126–128 Governance Fund, LLC, 130–133 purpose and duties of, 125–126, 128 Industry future, 13 Habit formation, 163 Industry prominence, 113–114 Harvard Funds Research Guide/Harvard Industry statistics, 7 Baker Library, 178 Industry strength, 138–139 Haven Advisors, 151 Industry trends, 12 Hedgefundblogger.com, 99, 177 Infrastructure, 23–24, 80 Hedge Fund Blogspot, 177 In-house functions, 110 P1: a/b P2: c/d QC: e/f T1: g ind JWBT283-Wilson April 7, 2010 11:59 Printer: Yet to Come Index 189 Institutional investment consultants, 138 to financial advisors vs. family offices, Institutionalization: 148–149 Bob Pardo on, 19–21 for giant hedge funds, 110 Eric Warshal on, 30–32 importance of marketing materials, 99 Hendrik Klein on, 26–29 public relations management, 41–42, 49 Lance Baraker and William Katts on, smaller funds, 40 32–36 in start-up phase, 80 Nakul, Nayyar on, 24–26 third-party, more overview, 17–18 top 10 mistakes, 47–49 Sheri Kanesaka on, 30–32 See also Third-party marketers/marketing Stephen Abrahams on, 18–19 Media, and hedge funds, 9–10 Vinod Paul on, 21–24 Mentors, 157 Internships, 157, 158 Meriwether, John, 102 Investment Management Consultants Michelman & Robinson, LLP, 29 Association (IMCA), 95 Multi-prime brokerage models, 12 Investment process, 145 Multistrategy hedge funds, 138 Investopedia on Hedge Funds, 178 Investordatabases.com, 169 Nayyar, Nakul, 24–26, 86–89 Investor relationship management (IRM), Networking, 142, 154, 166–167 143–144 New York Times Dealbook: Hedge Funds, Investors, categories of, 147–148 178 Israel, Samuel III, 103–104 Nonexecutive advisory boards, 129 Nummi, Rick, 65–71 Jaeger, Robert, 163 Janus Capital, 151 Jones, Alfred, 8 Operations improvement, 32–36 See also Institutionalization Kanesaka, Sheri, 29–30 Options, 88 Katts, William, 32–36 Orienting reflex, 141–142 Klein, Hendrik, 26–29, 59–60 Outside resource use, 12 Koenig, David, 130–133 Outsourcing, 20, 31, 34 Kovner, Bruce, 87 Pagan, Eben, 2–3 Learning strategies, 139 Pardo, Bob, 19–21 Legal and compliance firms, 11 Pardo Capital Limited, 19 Liquidity, 6, 7 Paul, Vinod, 21–24 Lock-up period, 6, 7 Pedigree, 67–68, 72, 110, 145 Long Term Capital Management (LTCM), Performance fees, 132–133 102–103 Pitch book, 80–81 Long-term strategies, 110–111 Powell, Thomas, 72–73 PowerPoint presentations, 78–79, 81, Madoff, Bernard L., 104–105 144–145 Madoff Effect, 69 PrimeBrokerageGuide.com, 178 Main, Andrew, 124–130 Prime brokers, 10 Management fees, 132–133 Private company investing, 143 Marketing, 21, 23, 39–61 Process documentation, 34–35, 140 cold-calling, 152–153 Professional training programs, 156–157 compensation for, 152 Proprietary trading, 86 educational, 42–43 Providers of hedge funds, 10–11 e-mail, 45–49 Public relations, 41–42, 49, 150 P1: a/b P2: c/d QC: e/f T1: g ind JWBT283-Wilson April 7, 2010 11:59 Printer: Yet to Come 190 INDEX Quant trading, 88 Nakul Nayyar on, 86–89 Syed Ali on, 81–85 Real estate investing, 143 tips for, 78–79 Recommended reading, 138, 163 Steinhardt, Michael, 9 Reich, Brian, 95–98 Strategic review, 126 Relationship development, 78 Stratton Street Capital, LLC, 124 Research processes, 109 Resources, in-text, 2 Talent, investment in, 35 Results, 162–163 Tassini Capital Management, 39, 50–54 Risk management: Technology, 80 and best practices, 32–33 Term length of investments, 6 and shooting star funds, 64 Third-party marketers/marketing, 30–31, 48, in start-up phase, 78, 79, 87 51 techniques, 145 careers in, 164–165, 167 tools, 88 contracts and, 155 Russian financial crisis of 1998, 102–103 defined, 11 fees associated with, 142–143 Sales cycle, 143 interviewing, 146–147 SalesForce.com, 22, 28, 52, 55 ThirdPartyMarketing.com, 177–178 Saturn Partners, LLC, 81 Three-circles strategy, 166 Schwab, Claude, 163 Time Warner, 151–152 SEC Guide to Hedge Funds, 177 Tools, CRM (customer relationship Second Angel Fund, 111 management), 22, 23–24, 28 Service providers: Total Immersion (Laughlin), 161 due diligence in choosing, 78, 79–80 Track record, 21, 23 for giant hedge funds, 115–116 Tracy, Brian, 40, 153 interview questions for, 69–71 TradeStation Prime, 32 selection of, 26, 27–28, 58 Trading log, 88 types of, 10–12 Transparency, 12, 33 Sharma, Pratik, 55–59 in giant hedge funds, 113–114, 117–118 “Shooting star” hedge funds, 63–74 governance and, 132 18 lessons from, 63–65 lack of, 104–105 Annual reviews, 66–67 and shooting star funds, 63, 66–69, 73 hiring practices, 65, 69–71 and risk management, 64 Unique selling propositions (USP), 51, 52 transparency in, 63, 66–69 SKAR Development Formula, 160–163 Soros, George, 9, 87 Warshal, Eric, 30–32 Specialized knowledge, 160–161 Web sites, 25–26, 177–178 Start-ups: Wilson, Richard, 98–101 best practices, 87–88 common mistakes in, 86–87 Zahm, Richard, 111–116.
Load more

Recommended publications
  • Aegion 2014 Annual Report
    AEGION CORPORATION 2014 RESILIENT BY DESIGN 2014 BUILDING ON A STRONG FOUNDATION ANNUAL REPORT 1 SAFER 2 DIVERSIFIED 3 INNOVATIVE 4 NIMBLE 5 GROWING Why our safety How our business What our new How we are improving What the right programs outperform realignment better product development execution and tailoring technologies industry standards positions us to serve efforts are producing our products and and services in our customers services to meet attractive end evolving market needs markets are yielding AEGION IS BUILDING ON A STRONG FOUNDATION — WE ARE RESILIENT BY DESIGN. If your foundation is strong, you can build almost anything on it. At Aegion, we have spent the past five years building such a foundation. A culture that puts the safety of our employees, customers and communities first and foremost is at its core. Our foundation has been balanced by adding more recurring revenues in a mix of growth markets to our stable of project-based work. While firmly rooted, our foundation is adaptable, allowing for flexibility in the way we approach the marketplace throughout the world. And it is constantly renewing itself through innovation. In 2014, we continued to solidify this foundation. Most notably, we realigned our business platforms to be more market facing. This new alignment allows us to move quickly to recognize our customers’ signals so we can better respond with the infrastructure solutions, corrosion protection and energy services they need. It also positions us to operate more efficiently and execute more effectively. It refines the way we think about our customers and relate to them. It helps ensure that our foundation is not only strong, but also dependable and lasting.
    [Show full text]
  • Overaccumulation of Productive Capital Or of Finance Capital? a View from the Outskirts of a Marxist Debate*
    Overaccumulation of productive capital or of finance capital? A view from the outskirts of a Marxist debate* Rune Skarstein** Abstract: The starting point of this paper is a discussion of an apparently neglected aspect of Marx’s theory of surplus value and profit suggesting that finance capital can temporarily be decoupled from the productive sector in its hunting for profits. Then follows a discussion of the basis in the real economy for profit seeking and accumulation of finance capital in the last three decades, viz. the dominance of shareholder value, low wage policy combined with mortgage (re-)financing particularly in the US, the turn to fully funded pensions, and the rising foreign deficits and debt of the US. The paper next discusses new means of financial profit seeking, viz. credit derivatives, hedge funds, private equity funds and the increasing use of leverage within the financial sector. In the final section, it is argued that the present crisis is essentially a crisis of overaccumulation of finance capital which has turned into a general economic crisis characterised by increasingly deficient demand. The paper concludes that what is at stake is not only regulations, but the entire accumulation model of ‘financialised’ capitalism. Introduction The prevailing Marxist explanations of the present economic crisis face a double dilemma. First, the crisis started in a period when the rate of profits in the corporate sector of the United States (us), according to current measures, tended to rise in the period from 1982 to 2007 (with a small dip in 1997–2002), after falling from the mid-1960s until the early 1980s (cf.
    [Show full text]
  • Baker & Hostetler LLP 45 Rockefeller Plaza New York
    09-01161-smb Doc 245 Filed 03/04/16 Entered 03/04/16 10:21:05 Main Document Pg 1 of 27 Baker & Hostetler LLP 45 Rockefeller Plaza New York, NY 10111 Telephone: (212) 589-4200 Facsimile: (212) 589-4201 Attorneys for Irving H. Picard, Trustee for the Substantively Consolidated SIPA Liquidation of Bernard L. Madoff Investment Securities LLC and the estate of Bernard L. Madoff UNITED STATES BANKRUPTCY COURT SOUTHERN DISTRICT OF NEW YORK SECURITIES INVESTOR PROTECTION No. 08-01789 (SMB) CORPORATION, SIPA LIQUIDATION Plaintiff-Applicant, (Substantively Consolidated) v. BERNARD L. MADOFF INVESTMENT SECURITIES LLC, Defendant. In re: BERNARD L. MADOFF, Debtor. IRVING H. PICARD, Trustee for the Liquidation Adv. Pro. No. 09-1161 (SMB) of Bernard L. Madoff Investment Securities LLC, Plaintiff, v. FEDERICO CERETTI, et al. Defendants. TRUSTEE’S MEMORANDUM OF LAW IN SUPPORT OF THE TRUSTEE’S APPLICATION BY ORDER TO SHOW CAUSE FOR ENTRY OF AN ORDER COMPELLING DEFENDANTS KINGATE GLOBAL FUND, LTD. AND KINGATE EURO FUND, LTD. TO PRODUCE DOCUMENTS 09-01161-smb Doc 245 Filed 03/04/16 Entered 03/04/16 10:21:05 Main Document Pg 2 of 27 TABLE OF CONTENTS Page PRELIMINARY STATEMENT .....................................................................................................1 BACKGROUND.............................................................................................................................3 ARGUMENT ..................................................................................................................................9 I. THE
    [Show full text]
  • COPHS Faculty Curriculum Vitae
    Faculty CVs CURRICULUM VITAE NAME: Cyril V. Abobo DEGREE: Doctor of Pharmacy Florida A & M University College of Pharmacy & Pharmaceutical Sciences Tallahassee, Florida Bachelor of Science/Pharmacy Texas Southern University College of Pharmacy & Health Sciences Houston, Texas ADDITIONAL American Association of Colleges of Pharmacy TRAINING: Fellowship (2004-2005) University of Georgia, College of Pharmacy, Department of Pharmaceutics. Assay development, animal dosing techniques, and pre-clinical studies of anti-retroviral agents. (January - May, 1992) Licensure Texas State Board of Pharmacy Certifications Physical Assessment in Patient Care Management Nova Southeastern University, July 2002. Delivering Medication Therapy Management Services in the Community. American Pharmacists Association, May 2010. Pharmacy Based Immunization Delivery: Certificate Program for Pharmacists. American Pharmacists Association, October, 2011. PROFESSIONAL EXPERIENCE: 1993-Present Associate Professor, Pharmacy Practice Texas Southern University College of Pharmacy and Health Sciences 1993-2008 Part Time/Registry Pharmacist (Inpatient) - Weekends Ben Taub General Hospital Houston, Texas 77030 1988-1993 Assistant Professor, Pharmacy Practice Texas Southern University College of Pharmacy and Health Sciences 1988-Present Clinical Pharmacy Preceptor Texas Southern University College of Pharmacy and Health Sciences Internal/General Medicine Michael E. DeBakey Veterans Affairs Medical Center Houston Texas 1987-88 Clinical staff pharmacist/Clinical Preceptor Ben Taub General Hospital Houston, Texas 77030 1985-86 Lecturer University of Benin School of Pharmacy Benin City, Nigeria 1983-85 Clinical staff pharmacist/Clinical Preceptor Ben Taub General Hospital Houston, Texas 77030 RESEARCH/SCHOLARSHIP Publications Abobo CV, Ma J, Liang D. Effect of menthol on nicotine pharmacokinetics in rats after cigarette smoke inhalation. Nicotine Tob Res. 2012: doi: 10.1093/ntr/ntr287.
    [Show full text]
  • Family Offices and Alternative Investments
    WHITEPAPER Family Offices and Alternative Investments By Paul A. Ehrhardt Managing Member Investment Business Advisors, LLC Washington DC October 2013 All Rights Reserved Family Office Association / WhitepAper Family Offices and Alternative Investments 2 Abstract In the midst of a prolonged low interest rate environment, many mid and large sized Family Offices are going beyond the traditional 60- 40 equity/fixed income asset allocation framework for their investment portfolios. In search of higher expected returns through portfolio diversification and lower volatility, and seeking to tap true alpha uncorrelated to traditional equity and fixed income markets, many Family Offices are making initial allocations or increased allocations to “alternative investments” including hedge funds, funds of hedge funds, private equity, real estate and commodities funds. How can Family Offices effectively and prudently pursue this trend? What are the specific lessons to be learned by Family Offices from the 2008-09 financial crisis regarding alternative investments? What additional lessons need to learned from the Madoff Ponzi scheme and other recent alternative investment frauds and failures? And what lessons can be learned from institutional investors (such as university endowments) whose portfolios have included significant allocations (>50%) to alternatives for many years? This White Paper posits that, as Family Offices pursue “alternative investments”, it is critical to their success that they undertake broader, deeper and more robust initial and
    [Show full text]
  • Abstract the Importance of Private Fund Investor Due Diligence in The
    2016-2017 PRIVATE FUND INVESTOR DUE DILIGENCE 257 PRIVATE FUND INVESTOR DUE DILIGENCE: EVIDENCE FROM 1995 TO 2015 WULF A. KAAL* Abstract The importance of private fund investor due diligence in the investment allocation process, capital formation, and private fund litigation has reached unprecedented levels and is increasing further. To provide the industry with data, data trend analyses, and guidance on applicable legal standards, the author examines two datasets: (1) private investment fund advisers’ SEC Form ADV II filings from 2007 to 2014 (N=100392), and (2) the publicly available litigation record pertaining to private fund investor due diligence from 1995 to 2015 (N=572). After highlighting important changes in the quality and quantity of private fund investor due diligence in SEC Form ADV Part II, the author evaluates the corresponding litigation record and analyzes expert guidance on applicable best practices. * Associate Professor, University of Saint Thomas School of Law (Minneapolis). The author would like to thank the many practitioners who contributed to this article. Special thanks go to Tom Joyce, Steve Adams, and Bentley Anderson as well as anonymous representatives of the private investment fund industry and its lobby groups. Special thanks also go to research librarian Nick Farris for his invaluable support. 258 REVIEW OF BANKING & FINANCIAL LAW VOL. 36 Table of Contents I. Introduction ........................................................................... 258 II. Private Fund Investor Due Diligence .................................. 265 III. Data & Trends ...................................................................... 275 A. SEC Form ADV Part II: 2007 to 2014 ........................ 275 B. Litigation Record: 1995 to 2015 .................................. 279 1. Legal Standards ............................................... 284 2. Core Cases ....................................................... 289 3. Impact of the Madoff Ponzi Scheme .............
    [Show full text]
  • How Harvard and Yale Beat the Market
    CONTINUED FROM FRONT FLAP $27.95 USA / $33.95 CAN Aft er this informative introduction: • Part II details the diff erent investment vehicles—separately managed accounts (SMAs), exchange traded funds (ETFs), mutual funds, hedge funds, and structured products—you can use to ARGE UNIVERSITY ENDOWMENTS create an endowment type of investment like Harvard and Yale have always had portfolio to be more innovative than most institutional • Part III highlights the various asset classes “How Harvard and Yale Beat the Market is a must-read for anyone managing investors, as they have an almost impossible and strategies—from stocks, managed his own or other people’s money. It demystifi es new investments such as hedge investment mandate—generate a large enough futures, and private equity to portable real return (return aft er infl ation) so the en- alpha—you may want to consider for your funds and principal-protected products. Th is engaging handbook belongs in dowment can spend money and avoid risks that portfolio every investor’s library.” %% could subject the endowment to any losses. • Part IV takes what you’ve learned and shows you how to apply it when designing DEBORAH WEIR, Parker Global Strategies, author of Timing the Market: % By thinking outside the box about how a portfolio your own portfolio How to Profi t in the Stock Market Using the Yield Curve, Technical Analysis, should be managed, many endowments have out- performed the market over the years. Now, with Large university endowments like Harvard and and Cultural Indicators How Harvard and Yale Beat the Market, you’ll Yale have revolutionized the investment land- & become familiar with the endowment philoso- scape.
    [Show full text]
  • Program Philippe Benedict, Stephanie Breslow, Ida Wurczinger Draim
    Tab 1 | Main Program Philippe Benedict, Stephanie Breslow, Ida Wurczinger Draim, David Efron, Marc Elovitz, Steven Fredman, Kenneth Gerstein, Udi Grofman, Michael Littenberg, Kelli Moll, Richard Morvillo, David Nissenbaum, Richard Presutti, Paul Roth, Howard Schiffman, Gary Stein, André Weiss Guest Speaker | Jeffrey H. Aronson, Centerbridge Partners, L.P. Tab 2 | Compliance Spotlight David Cohen, Ida Wurczinger Draim, Marc Elovitz, David Momborquette, Neil Robson Tab 3 | Current Issues in Distressed Investing Adam Harris, David Karp, Eleazer Klein, Kurt Rosell Tab 4 | Investing in Financial Institutions Mary Marks, Omoz Osayimwese, John Pollack, Joseph Vitale Tab 5 | Crisis Management: Handling Government Investigations Harry Davis, David Nissenbaum, Martin Perschetz, Ronald Richman Tab 6 | Running a Multi-Jurisdictional Adviser Nick Fagge, Christopher Hilditch, Daniel Hunter, Scott Kareff, Shlomo Twerski Tab 7 | Structuring and Restructuring Your Management Company Kim Baptiste, David Griffel, Udi Grofman, Jason Kaplan, Holly Weiss Tab 8 | The Impact of Derivatives Regulation on Private Funds Kristin Boggiano, Ron Feldman, Dominique Padilla Gallego, Craig Stein Tab 9 | AML, FCPA and OFAC: The Intersection of Three Key Risk Areas Betty Santangelo, Sung-Hee Suh, Peter White Tab 1: Main Program Introduction Paul Roth Management Company Capital Transactions Philippe Benedict, Steven Fredman, Richard Presutti, André Weiss Sources of Capital: Capital Markets, Seeding Arrangements and Registered Funds Kenneth Gerstein, Michael Littenberg, David
    [Show full text]
  • ATHANASSIOU 9781849802789 PRINT.Indd
    Index A-REITs 407, 408, 428–432 delegation provisions 458–459 Absolute Capital Management (fund) depositaries provisions 459–461 83–84 fi nal text of 452–453 Abu Dhabi 93, 327 remuneration provisions 463 Investment Authority see ADIA scope 455–455 activist funds third-country regime 461–463 benefi ts and risks of 206–214 valuation provisions 457–458 characteristics of 199–204 Almunia, J. 272, 276 data on 198–199 Alternative Investment Funds see AIF returns of 214–216 Alternative Investment Fund targets of 204–206 Managers Directive see AIFMD ADIA 95, 100 Amaranth Advisors (fund) 224, 293, 301 administrators see service providers collapse of 3, 7, 83, 306 AFSL 411, 412 lessons from 303–304 AIF 443, 445 trading strategy 301–302 and FSA, 142, 145–158, 160–167 American Bankers Association 485 and future in the EU 467–471 Asian countries see China (Peoples and liquidity concerns, 163–164 Republic of); Japan; Korea and retail investors 141–142, 146, (South); Malaysia; Taiwan; 148–150, 154–163, 166–168, Thailand 222, 391–392, 400, 408, 413, Asian Crisis 294, 303, 314, 335, 336, 418, 439, 463, 470 407, 475 and self-regulation see self- and role of hedge funds 315–317 regulation ASIC 410, 411, 412, 413, 414, 420, in Australia 414–439 425 in Germany 379–393 Association of German Banks 491, 492 in USA 15–26 ASX 433, 437, 438 regulatory principles 451–452 ATO 417, 425, 426, 428, 434, 440 short selling 376, 395, 396, 397, 402 Australia 453, 490 agricultural managed investment ‘side letters’ 164–165 schemes 432–436 valuation 163–164, 166, 251, 252,
    [Show full text]
  • The Relationship Between Corporate Governance and Organizational Performance in Nigerian Companies Toyin Ishola Lasisi Walden University
    Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2017 The Relationship between Corporate Governance and Organizational Performance in Nigerian Companies Toyin Ishola Lasisi Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Accounting Commons, Business Administration, Management, and Operations Commons, and the Management Sciences and Quantitative Methods Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Management and Technology This is to certify that the doctoral dissertation by Toyin Lasisi has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Godwin Igein, Committee Chairperson, Management Faculty Dr. Doreen McGunagle, Committee Member, Management Faculty Dr. Danielle Wright-Babb, University Reviewer, Management Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2017 Abstract The Relationship between Corporate Governance and Organizational Performance in Nigerian Companies by Toyin Ishola Lasisi MS, Walden University, 2014 LL.B, University of London, 2002 Dissertation Submitted in Partial Fulfillment of the Requirements of the Degree of Doctor of Philosophy Management Walden University February 2017 Abstract The growing lack of confidence in public companies arises from the recent accounting scandals and corporate collapses, which have been attributed to the consequences of separation of ownership and control in modern firms.
    [Show full text]
  • 2020 Annual Report Additional Information
    2020 Annual Report Additional information Annual Report 2020 Additional Information I. TABLES OF RETURNS 1. Auditor’s Report on GIPS® Compliance ........................................................................... 5 2. Independent Auditor’s Report .......................................................................................... 6 3. General Notes ................................................................................................................ 8 4. Rates Specialized Portfolio ........................................................................................... 11 5. Credit Specialized Portfolio ........................................................................................... 12 6. Long Term Bonds Specialized Portfolio ......................................................................... 14 7. Real Return Bonds Specialized Portfolio ....................................................................... 15 8. Short Term Investments Specialized Portfolio ................................................................ 16 9. Real Estate Specialized Portfolio .................................................................................. 17 10. Infrastructure Specialized Portfolio ................................................................................ 20 11. Public Equity Specialized Portfolio ................................................................................ 22 12. Private Equity Specialized Portfolio ..............................................................................
    [Show full text]
  • Revista Venezolana De Ciencias Sociales
    Revista Venezolana de Ciencias Sociales ISSN: 1316-4090 Vol. 16 No. 2 Dep. legal: pp 199702ZU58 Julio-Diciembre 2012 Universidad Nacional Experimental Rafael María Baralt Vice-Rectorado Académico Revista arbitrada por sistema doble ciego Pericidad semestral Indizada en : REVENCYT (http//revencyt.ula.ve) The Library of Congress U.S.A. (Washington, EE.UU) LATINDEX (México D.F.) CLASE (México D.F.) RedALyC (México D.F.) Ulrich’s International Periodicals Directory (EE.UU.) Incluida en el Registro de Publicaciones Científicas del FONACIT (Caracas, Venezuela) Personal de apoyo de este número: Br. Neil Carrasquero (Asistente de Informática) El contenido de los artículos es de exclusiva responsabilidad de los autores. Se permite la reproducción parcial y/o total de los artículos siempre que se señale la fuente, se reconoscan los créditos de la Revista y de la autoría. Fondo editorial UNERMB Cordinador: MSc. Jorge Luis Barboza © 2012 Universidad Nacional Experimental “Rafael María Baralt” Vicerrectorada Académico ISNN: 1316-4090 Dep. legal: 199702ZU58 Diseño de la portada: Liliana Cubas Revista Venezolana de Ciencias Sociales Vol. 16 No. 2 Julio-Diciembre 2012 Contenido 143 Editorial Artículos 147 ZAHIRA MORENO FREITES (Universidad de Valladolid España, Universidad Fermín Toro-Venezuela, Universidad Centroccidental Lisandro Alvarado) Presupuesto por proyecto como Instrumento de gestión universitaria a través del Cuadro de Mando Integral: Implicaciones en su puesta en práctica Project Budget Instrument of University Management Through the Balanced Scorecard: Implications of Its Implementation 171 BELINDA ELENA COLINA ARENAS (Universidad del Zulia-Venezuela) Uso de conocimientos para la innovación en empresas de propiedad social. Casos sectores de la construcción-alfarería, agroindustrial-alimentos y químico del estado Zulia Use of Knowledge for Innovation in Social Enterprises Property.
    [Show full text]