Crowdfunding Signals
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
CEP Discussion Paper No 1498 September 2017 Equity
ISSN 2042-2695 CEP Discussion Paper No 1498 September 2017 Equity Crowdfunding and Early Stage Entrepreneurial Finance: Damaging or Disruptive? Saul Estrin Daniel Gozman Susanna Khavul Abstract Equity crowdfunding (ECF) offers founders of new ventures an online social media marketplace where they can access a large number of investors who, in exchange for an ownership stake, provide finance for business opportunities that they find attractive. In this paper, we first quantify the evolution of the ECF market in the UK, the world leader, as well as the benign regulatory environment. ECF already represents more than 15% of British early stage entrepreneurial finance. We then use qualitative methods to explore three research questions. First, do these large financial flows via ECF platforms supplement or merely divert more traditional forms of funding for entrepreneurs? Second, do investors understand and appropriately evaluate the risks that they are bearing by investing in this new asset class? Finally, does ECF finance bring with it the spillovers, e.g. advice and guidance critical to entrepreneurial success, associated with other sources of funding such as Venture Capital? Our study is based on extensive interviews with investors, entrepreneurs (including some who chose not to use ECF in favour of traditional funding sources) and regulators. We conclude that ECF provides real additionality to the sources of entrepreneurial finance while not bringing major new risks for investors. This suggests other jurisdictions might consider implementing the British “principles based” regulatory framework. Keywords: equity crowdfunding, early stage entrepreneurial finance, financial regulation, investor choices JEL: G3; G21; L26; M21 This paper was produced as part of the Centre’s Growth Programme. -
Private Equity and Value Creation in Frontier Markets: the Need for an Operational Approach
WhatResearch a CAIA Member Review Should Know Investment Strategies CAIAInvestmentCAIA Member Member Strategies Contribution Contribution Private Equity and Value Creation in Frontier Markets: The Need for an Operational Approach Stephen J. Mezias Afzal Amijee Professor of Entrepreneurship and Family Enterprise Founder and CEO of Vimodi, a novel visual discussion with INSEAD, based at the Abu Dhabi campus application and Entrepreneur in Residence at INSEAD 42 Alternative Investment Analyst Review Private Equity and Value Creation in Frontier Markets Private Equity and Value Creation in Frontier Markets What a CAIA Member Should Know Investment Strategies 1. Introduction ership stakes, earning returns for themselves and the Nowhere else is the operational value creation approach LPs who invested with them. While this clarifies that more in demand than in the Middle East North Africa capturing premiums through ownership transactions is (MENA) region. Advocating and building operational a primary goal for GPs, it does not completely address capabilities requires active investment in business pro- the question of what GPs need to do to make the stakes cesses, human capital, and a long-term horizon. Devel- more valuable before selling the companies in question. oping the capabilities of managers to deliver value from There are many ways that the GPs can manage their in- operations will not only result in building capacity for vestments to increase value, ranging from bringing in great companies, but will also raise the bar for human functional expertise, e.g., sound financial management, talent and organizational capability in the region. In the to bringing in specific sector operational expertise, e.g., long term, direct support and nurturing of the new gen- superior logistics capabilities. -
The Startup and Venture Capital Trends Report
//////////////////////////////////////////////////////////// STARTUP AND VENTURE CAPITAL TRENDS AT THE UNIVERSITY OF CALIFORNIA, BERKELEY THE INAUGURAL REPORT ON UC BERKELEY’S STARTUP ECOSYSTEM PREPARED BY: PUBLISHED AUGUST 2018 TABLE OF CONTENTS //////////////////////////////////////////////////////////////////////////////////////////////// PART ONE INTRODUCTION 3 About The Report 4 Data, Methodology and Key Definitions 5 Ecosystem Overview ABOUT STARTUP@BERKELEYLAW PART TWO ECOSYSTEM TRENDS Startup@BerkeleyLaw is an initiative of the Berkeley Center for Law and Business (BCLB) in collaboration with the Berkeley 8 Key Sector Trends Center for Law and Technology. BCLB is Berkeley Law’s hub for rigorous, relevant, and empirically-based research, 10 Venture Capital education, and programming on the interrelationships of the 11 Small Business Innovation Research law and business. Areas of focus include venture capital and entrepreneurship, corporate social responsibility, capital (SBIR) Grants markets, and mergers and acquisitions. 13 Demographic Trends Startup@BerkeleyLaw serves as UC Berkeley’s primary platform for training entrepreneurs, investors, and students on the legal, financial, and operational issues confronting PART THREE CONCLUSION early stage companies. Current undergraduate and graduate students, post docs, staff, faculty, and alumni from across 15 Closing Remarks UC Berkeley attend training workshops and lectures aimed to 16 Contributors enable them to be successful entrepreneurs from the very start of their endeavors. ABOUT -
Initial Public Offerings
November 2017 Initial Public Offerings An Issuer’s Guide (US Edition) Contents INTRODUCTION 1 What Are the Potential Benefits of Conducting an IPO? 1 What Are the Potential Costs and Other Potential Downsides of Conducting an IPO? 1 Is Your Company Ready for an IPO? 2 GETTING READY 3 Are Changes Needed in the Company’s Capital Structure or Relationships with Its Key Stockholders or Other Related Parties? 3 What Is the Right Corporate Governance Structure for the Company Post-IPO? 5 Are the Company’s Existing Financial Statements Suitable? 6 Are the Company’s Pre-IPO Equity Awards Problematic? 6 How Should Investor Relations Be Handled? 7 Which Securities Exchange to List On? 8 OFFER STRUCTURE 9 Offer Size 9 Primary vs. Secondary Shares 9 Allocation—Institutional vs. Retail 9 KEY DOCUMENTS 11 Registration Statement 11 Form 8-A – Exchange Act Registration Statement 19 Underwriting Agreement 20 Lock-Up Agreements 21 Legal Opinions and Negative Assurance Letters 22 Comfort Letters 22 Engagement Letter with the Underwriters 23 KEY PARTIES 24 Issuer 24 Selling Stockholders 24 Management of the Issuer 24 Auditors 24 Underwriters 24 Legal Advisers 25 Other Parties 25 i Initial Public Offerings THE IPO PROCESS 26 Organizational or “Kick-Off” Meeting 26 The Due Diligence Review 26 Drafting Responsibility and Drafting Sessions 27 Filing with the SEC, FINRA, a Securities Exchange and the State Securities Commissions 27 SEC Review 29 Book-Building and Roadshow 30 Price Determination 30 Allocation and Settlement or Closing 31 Publicity Considerations -
Meet the Husband-And-Wife Team That Run Angelpad, the Exclusive Startup Accelerator Whose Early Bet on Postmates Just Led to a $2.65 Billion Uber Acquisition
Meet the husband-and-wife team that run AngelPad, the exclusive startup accelerator whose early bet on Postmates just led to a $2.65 billion Uber acquisition Troy Wolverton Jul 21, 2020, 3:27 PM AngelPad was one of the earliest accelerators — companies that help founders get their startups up and running — and is still going strong a decade later. Although it's less well known than some of its peers, AngelPad has had repeated successes and just scored a big hit when Postmates, one of its earliest startups, agreed earlier this month to be acquired by Uber for $2.7 billion. Unlike other accelerators, AngelPad has largely stayed true to the original vision of its founders, Carine Magescas and Thomas Korte; they still run its programs and mentor its startups. Magescas and Korte still enjoy working with founders and helping build solid companies. When Gautam Narang and his cofounders were launching Gatik three years ago, they knew they wanted to jumpstart their autonomous vehicle startup by going through an accelerator program. They also knew just which one they wanted to join — AngelPad. Accelerator programs oer aspiring founders a way to turn their ideas into nascent businesses. Although there are many of them now, AngelPad was among the rst. And unlike some of its more well- known peers, such as 500 Startups and Y Combinator, AngelPad has stayed close to its roots and largely under the radar. It's still run by the same two people, and it still only accepts a small group of companies into each of its accelerator groups. -
Modern Healthcare
http://www.modernhealthcare.com/article/20160319/MAGAZINE/303199964?utm_source=modernhealthcare&utm_medium =email&utm_content=20160319-MAGAZINE-303199964&utm_campaign=financedaily Modern Healthcare Why venture capital firms are pouring money into health insurance By Bob Herman | March 19, 2016 Entrepreneur Vivek Garipalli has a dim view of the way health insurance companies treat providers and patients. Patients develop trust with doctors and hospitals, and he thought insurers should be the “glue” between them instead of creating friction. So Garipalli persuaded a couple of venture funds to pump $135 million into his own bid to build an insurer he describes as a technology-based clinical company, rather than “an actuarial engine” like the big legacy players. His company, Clover Health, sells only Medicare Advantage plans and has enrolled 16,000 members as of this month. It differs from UnitedHealth Group and other giants, Garipalli said, in the way it uses real-time patient data to connect seniors to the care they need. The plans also provide free primary-care visits, and notably, don't charge extra for seeing out-of-network providers. “The really large companies, like an Aetna or a United, they're really insurance companies at their core,” Garipalli said. “They spend a lot of money on technology, but we all know there's a big difference between spending a lot of money on technology and being a technology company.” Venture capitalists and entrepreneurs have been investing and building new health insurance and related companies at a torrid pace—which may seem odd, because the industry is highly regulated and has relatively low profit margins. -
Ppm Private Placement Memorandum Startup Examples
Ppm Private Placement Memorandum Startup Examples Bioplasmic Alvin sometimes depictured any baseboards buddled ought. If unnoted or oozing King usually carbonados his coprosterol thatengirdles unavailableness. injunctively or laurel perplexedly and vocally, how upbeat is Fairfax? Tanner still blaspheme damn while jobless Barny misused As private placement memorandum details I accidentally started a business and lost nothing for business where ill start I study a. Growth company as defined in the Jumpstart Our Business Startups Act. Include startup may not in the rest of your film finance the placement memorandum distributed to, in a company operating history, that is a venture capital markets in. Matlab builtin function rot90Ak can be used to rotate images in 90 degrees Here time an example using rot90 Assign K1 for 90 degree 2 for 10 3 for 270 and 4 for 360 The cut image card be rotated 90 degrees Another matlab builtin function flipudA can be used to retrospect the image 90 degrees. Early-stage company growth and look what past examples Facebook is a fruitless one. For readers unfamiliar with legitimate term while Private Placement Memorandum or PPM. To align private placement examples let's first purge that. Placement memorandum are private offerings made in reliance on Rule 506. INVESTOR QUALIFICATION STANDARDS PPM 31 SET FORTH with THIS. In 2016 the definition of an accredited investor was expanded to include. I achieve a lot when my securities law practice advising savvy startup owners. 1 Confidential Private Placement Offering Memorandum. Preemptive rights or protective provisions for example. A so called incubator fund staff is an alternative for green fund startups who made not. -
Preparing a Venture Capital Term Sheet
Preparing a Venture Capital Term Sheet Prepared By: DB1/ 78451891.1 © Morgan, Lewis & Bockius LLP TABLE OF CONTENTS Page I. Purpose of the Term Sheet................................................................................................. 3 II. Ensuring that the Term Sheet is Non-Binding................................................................... 3 III. Terms that Impact Economics ........................................................................................... 4 A. Type of Securities .................................................................................................. 4 B. Warrants................................................................................................................. 5 C. Amount of Investment and Capitalization ............................................................. 5 D. Price Per Share....................................................................................................... 5 E. Dividends ............................................................................................................... 6 F. Rights Upon Liquidation........................................................................................ 7 G. Redemption or Repurchase Rights......................................................................... 8 H. Reimbursement of Investor Expenses.................................................................... 8 I. Vesting of Founder Shares..................................................................................... 8 J. Employee -
Data Observations of Employee Ownership & Impact Investment
Georgia State University College of Law Reading Room Faculty Publications By Year Faculty Publications Winter 2017 In Pursuit of Good & Gold: Data Observations of Employee Ownership & Impact Investment Christopher Geczy University of Pennsylvania Wharton School, [email protected] Jessica S. Jeffers University of Pennsylvania Wharton School, [email protected] David K. Musto University of Pennsylvania Wharton School, [email protected] Anne M. Tucker Georgia State University College of Law, [email protected] Follow this and additional works at: https://readingroom.law.gsu.edu/faculty_pub Part of the Business Law, Public Responsibility, and Ethics Commons, Business Organizations Law Commons, Contracts Commons, and the Corporate Finance Commons Recommended Citation Christopher Geczy, Jessica S. Jeffers, David K, Musto, & Anne M. Tucker, In Pursuit of Good & Gold: Data Observations of Employee Ownership & Impact Investment, 40 Seattle U. L. Rev. 555 (2017). This Article is brought to you for free and open access by the Faculty Publications at Reading Room. It has been accepted for inclusion in Faculty Publications By Year by an authorized administrator of Reading Room. For more information, please contact [email protected]. In Pursuit of Good & Gold: Data Observations of Employee Ownership & Impact Investment Christopher Geczy, Jessica S. Jeffers, David K. Musto & Anne M. Tucker* ABSTRACT A startup’s path to self-sustaining profitability is risky and hard, and most do not make it. Venture capital (VC) investors try to improve these odds with contractual terms that focus and sharpen employees’ incentives to pursue gold. If the employees and investors expect the startup to balance the goal of profitability with another goal—the goal of good—the risks are likely to both grow and multiply. -
Raising Capital from the Community Alternative Capital Development Through Crowdfunding
Raising Capital from the Community Alternative Capital Development through Crowdfunding November 2013 Green For All - Business Accelerator Program greenforall.org/resources Acknowledgments © Green For All 2013 Written by Jessica Leigh Green for All would like to thank the following individuals and organizations for their contributions to this guide: Jenny Kassan, Cutting Edge Capital; Brahm Ahmadi, People’s Community Market; Justin Renfro, Kiva Zip; Joanna De Leon, Triple Green Custom Print Developers; Ben Bateman, Indi- egogo; Lisa Curtis, Kuli Kuli; Erin Barnes, ioby; Helen Ho, Biking Public Project, Recycle-a-Bicycle Other parties that helped in the preparation of this report: Jeremy Hays and Khary Dvorak-Ewell RAISING CAPITAL FROM THE COMMUNITY Green For All Business Accelerator Program Introduction Community Capital Today’s economy brings new capital development challenges for the small businesses that drive green innova- tion and strengthen our neighborhoods. Obtaining traditional financing from banks has become increasingly prohibitive. Venture capital funds and angel investors seek businesses that provide fast growth and high re- turns. Cultivating a sustainable small business that prioritizes people and the environment generally does not lend itself to these conditions. A recent survey by the National Small Business Association (NSBA) found that nearly half of small-business respondents said they needed funds and were unable to find any willing sources, be it loans, credit cards or investors.1 Additionally, the novelty of small green businesses makes them more risky and less appealing for traditional sources of capital. Environmentally focused entrepreneurs often have little choice but to compromise their mission or the direction of their company in an attempt to secure financing. -
Unlocking Corporate Venture Capital
OCTOBER, 2019 UNLOCKING CORPORATE VENTURE CAPITAL Finding success in the startup ecosystem LETTER FROM BEDY YANG How has corporate venture capital changed? In the decade since the Great Recession, we have seen digital upstarts – taking advantage of disruptive technologies from AI to IoT – reshape the economy and the corporate pecking order. Conventional wisdom dictated that incumbents should focus their innovation efforts on R&D and growing their cash cows while investing in a few startups. But the rate of change has accelerated and with it, the balance of internal versus external investment. We believe the new corporate landscape calls for new strategies. As one of the most active, early-stage investors in the world1, 500 Startups has a unique perspective on the innovation economy. Bedy Yang Since 2010, we’ve invested in over 2,200 startups through our funds. Through our ecosystem building initiatives, my team and I have MANAGING PARTNER educated more than 500 venture investors, including corporate venture capital (CVC) units. We’ve also advised leaders of some of the largest companies exploring this challenging environment on the creation and development of their corporate venture investing programs and funds. We anticipate that corporates have an increasingly outsized role to “ As one of the most play in the startup ecosystem, and our conversations with C-Suite active, early-stage executives have revealed the extent of the challenges they face while also highlighting new opportunities for growth. investors in the world, 500 Startups has a This report is the result of an extensive survey we conducted on corporate venture capital units. -
The Role of Crowdfunding in Reducing the Equity Gap in Poland
RUCH PRAWNICZY, EKONOMICZNY I SOCJOLOGICZNY Rok LXXXI – zeszyt 3 – 2019 MICHAŁ ŁUKOWSKI, PIOTR ZYGMANOWSKI THE ROLE OF CROWDFUNDING IN REDUCING THE EQUITY GAP IN POLAND I. INTRODUCTION Technology changes the way financial intermediaries act. It is notice- able especially in Western European countries, both in the banking sector (for example Revolut or N26) and the capital market sector, where the use of equity crowdfunding platforms (for example Seeders and Crowdcube) by early stage companies for capital raising is becoming increasingly popular. These platforms are connecting entrepreneurs (issuers) and investors, acting as intermediaries in the conclusion of transactions on financial instruments. The importance of equity crowdfunding can be demonstrated by the value of transactions carried out with the use of such platforms, which in 2017 reached GBP333 million in the UK, and EUR211 million in the countries of continen- tal Europe. The growing importance of equity crowdfunding has made it the subject of many studies, such as those carried out by Agrwal, Catalini and Goldfarb,1 or Ashlers, Cumming, Guenther and Schweizer.2 This technological revolution has also reached the Polish capital market with the recent regu- lation from 21 April 2018, which allows public offerings up to EUR1 million to be carried out without a prospectus or memorandum. This enables public offerings organized by equity crowdfunding platforms. Taking the above into consideration, we decided to analyse the development of equity crowdfunding in Poland due to its growing popularity and the changes to Polish law. The main purpose of the article is to characterize equity crowdfunding in Poland and place it among other sources of equity capital.