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Relevant bibliographies by topics / Venture Capital Strategies

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Academic literature on the topic 'Venture Capital Strategies'

Author: Grafiati

Published: 3 July 2021

Last updated: 9 February 2022

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Journal articles on the topic "Venture Capital Strategies"

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Schwartz, Larry W. "Venture Abroad: Developing Countries Need Venture Capital Strategies." Foreign Affairs 73, no. 6 (1994): 14. http://dx.doi.org/10.2307/20046925.

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Mitchell, Peter. "Venture capital shifts strategies, startups suffer." Nature Biotechnology 27, no. 2 (February 2009): 103–4. http://dx.doi.org/10.1038/nbt0209-103.

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Cumming, Douglas, and Sofia Atiqah binti Johan. "Preplanned exit strategies in venture capital." European Economic Review 52, no. 7 (October 2008): 1209–41. http://dx.doi.org/10.1016/j.euroecorev.2008.01.001.

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Sykes, Hollister B. "Corporate venture capital: Strategies for success." Journal of Business Venturing 5, no. 1 (January 1990): 37–47. http://dx.doi.org/10.1016/0883-9026(90)90025-o.

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Ramachandran, K. "Management Strategies of Venture Capital Funded Firms." Journal of Entrepreneurship 10, no. 2 (September 2001): 129–41. http://dx.doi.org/10.1177/097135570101000201.

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Jalalabadi, Faryan, Luke Grome, Navid Shahrestani, Shayan Izaddoost, and Edward Reece. "Entrepreneurial Strategies to Seek Venture Capital Funding." Seminars in Plastic Surgery 32, no. 04 (October 22, 2018): 179–81. http://dx.doi.org/10.1055/s-0038-1672168.

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AbstractInnovation is vital for progress in any industry. Evolving technology, paired with human ingenuity, brings ideas for prototypes and business models. Many physicians conceptualize platforms to serve their patients; however, many struggle and ultimately fail to bring their product or service to market. Financing is often the limiting factor. Studies have proven venture capital (VC) funding to be a pivotal source for helping a business survive in its early stages. Plastic surgeons can benefit from learning how to seek out VC funding. In this presentation, common terminology and key players will be defined, from seed capital to angel investors. Doing recommended “homework” will help the plastic surgeon identify a financier tailored to their specific needs—ideally one with a focus in the medical space. A clear-cut approach to assembling a “pitch deck” presentation will be outlined to prepare the plastic surgeon for their first meeting. Insider pearls will be presented from the VC perspective. The plastic surgeon should be prepared to answer fundamental questions expected at different stages of the process. Nevertheless, each meeting also serves as an opportunity for the plastic surgeon to probe the VC firm and their intentions. The role of background checks, social media, and electronic profiles will be discussed. Transparency from both parties at all times can help establish a successful relationship, even if it ends in a referral to a better suited VC firm. Between January and September of 2017, $12.1 billion of seed and VC was invested into life science companies in the United States. Growth is exponential. The surgeon is at the frontier of developing ideas and cutting-edge products that help us serve our patients with enhanced care and improved outcomes. In seeking out the proper financier, your product or service can become a reality in the market, contributing to the betterment of medicine and plastic surgery.

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Mitchell, Peter. "Erratum: Venture capital shifts strategies, startups suffer." Nature Biotechnology 27, no. 7 (July 2009): 671. http://dx.doi.org/10.1038/nbt0709-671b.

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Fiet, James O. "RISK AVOIDANCE STRATEGIES IN VENTURE CAPITAL MARKETS." Journal of Management Studies 32, no. 4 (July 1995): 551–74. http://dx.doi.org/10.1111/j.1467-6486.1995.tb00788.x.

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Robinson, Richard B. "Emerging strategies in the venture capital industry." Journal of Business Venturing 2, no. 1 (December 1987): 53–77. http://dx.doi.org/10.1016/0883-9026(87)90019-x.

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Blum, David A. "Venture Capital Best Practice Strategies To Reduce Economic Uncertainty In Biofuel Investing." Journal of International Energy Policy (JIEP) 3, no. 1 (November 4, 2014): 25–30. http://dx.doi.org/10.19030/jiep.v3i1.8943.

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Independent venture capital firms require actionable economic best practice strategies to reduce uncertainty when investing in biofuel firms. Biofuels derived from plant oils are a primary source of renewable fuel energy replacing petrol diesel. Investing in biofuels is fraught with high capital start-up costs and inaccurate portfolio firm valuation models lessening venture capital personnel ability to achieve higher levels of successful biofuel firm exits. The gap in literature addressed in this paper is venture capital best practice strategies to reduce economic uncertainty in biofuel firms investing are an unexplored phenomenon. Reducing and prospering from the effects economic uncertainty requires venture capital firms to implement best practice strategies. This paper provides venture capital firms with best practice strategies to reduce economic uncertainty when in investing in biofuel firms. Utilizing multiples, net present value, internal rate of return, and venture capital model for establishing a valuation price for portfolio firms are actionable economic best practice strategies addressed in this paper. The best practice strategies presented in this paper might reduce economic uncertainty, increase the number of successful exists, and encourage increased funding of biofuel energy firms, contributing to cleaner and healthier communities throughout the United States.

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Dissertations / Theses on the topic "Venture Capital Strategies"

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Pruthi, Sarika. "Internationalisation strategies of venture capital firms." Thesis, University of Nottingham, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.408056.

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Eckermann, Matthias. "Venture capitalists' exit strategies under information asymmetry evidence from the US venture capital market /." Wiesbaden : Deutscher Universitäts-Verlag, 2006. http://www.springerlink.com/content/qp7332/.

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Malipiero, Alessandro <1978&gt. "Portfolio strategies and performance in the venture capital industry." Doctoral thesis, Alma Mater Studiorum - Università di Bologna, 2007. http://amsdottorato.unibo.it/514/.

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Eckermann, Matthias. "Venture capitalists' exit strategies under information asymmetry evidence from the US venture capital market /." Wiesbaden : Dt. Univ.-Verl, 2005. http://www.myilibrary.com?id=134343.

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Chand, Roslyn. "Effective Strategies for Venture Capital Evaluations of Organizations' Drug Development Capabilities." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4779.

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Undercapitalization is a major impediment for the growth and survival of Canadian life sciences firms. Proficient management teams are the 'sine qua non' criteria in the venture capital decision-making processes. The purpose of this multicase study was to explore strategies successful venture capitalists use to improve their evaluation processes of life sciences management teams' drug development capabilities. The conceptual framework for this study was based on business process management. The purposeful sample consisted of 10 venture capitalists located in the United States and Canada who had expertise evaluating life sciences management teams. The data were triangulated from semistructured interviews, annual reports, company websites, and articles. Collected data were coded to identify underlying themes. Several themes emerged from the analysis process: begin with the exit in mind, collapse learning timelines, conduct systematic due diligence, and cultivate and critique one's drug development expertise. The findings may provide venture capitalists and other investors such as angel investors with a refined framework for improving investment decisions. Life sciences management teams may also attract more private equity financing by understanding the vicissitudes of investor expectations. Increased investment and venture capital support for life sciences companies may revitalize the development of new therapies and effect social change by improving patient lives and investment outcomes.

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Browne, Tamu Petra. "Strategies of Minority Female Technology Entrepreneurs to Obtain Venture Capital Funding." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6177.

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Less than 1% of minority women receive venture capital funding for technology enterprises. The purpose of the multiple case study was to explore the strategies used by Black female entrepreneurs to obtain venture capital funding for their technology businesses in the United States. The conceptual framework for the study was the social network theory of entrepreneurship. Data were collected through semistructured interviews with 5 Black female entrepreneurs who founded technology ventures in the United States. Journaling before and after each interview aided the methodological triangulation, which ensured validation. Yin's data analysis process was used, and the data were reviewed, codes determined, emerging themes noted, and iterative explanation building undertaken. The main themes emerging from the analysis of the data were the participation in pitch competitions, the importance of networks, and communication. The findings may contribute to social change because other minority female, technology entrepreneurs can use the strategies of the participants as a model in their quest to receive venture capital funding. An increase in the number of minority women who receive venture capital funding and engage in high-growth entrepreneurship may result in an improved standard of living for the women and their families. Society could also benefit from a more diverse pool of technological innovations.

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McClain, Antonio Wendill. "Decision-Making Strategies of Venture Capitalists for Risky Startups." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4008.

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In 2014, venture capitalist (VC) investments were as high as $87 billion for startup companies. Furthermore, although more than 50% of venture-backed startups failed, return on investment came from only 10% of the investee companies. The high VC investment dollars and the low number of profitable VC-backed startups suggest challenges that VCs might experience in identifying profitable startups. Using a real options theory conceptual framework, the purpose of this multiple case study was to explore strategies VCs in the southeastern United States use to identify profitable startups. Data collection included observation and archival document reviews and involved semistructured interviews of 11 VC participants in 8 firms who participated in assessing startups that led to an initial public offering or buyout within the past 5 years. Data analysis involved a coding technique for extrapolating themes. Several themes emerged including due diligence and investor involvement, reduction of information asymmetry, human capital management, environment and market forces, startup experience matching investor strategy, trust building, investment timing, and VC market dynamics. Findings from this study might contribute to positive social change by assisting VCs, entrepreneurs, and capital investors in identifying startups that lead to sustainable and profitable businesses. Sustainable and profitable businesses may result in stable jobs in the local community. Beneficiaries of this research include VCs, entrepreneurs, and capital investors.

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Zhong, Chenjiazi. "Strategies That Chinese Small and Medium-Sized Enterprises Use to Attract Venture Capital." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5440.

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Small and medium-sized enterprises (SMEs) contribute to China's economic growth and help maintain social stability. However, SME business leaders have cited access to finance as an obstacle of SMEs' survival and success. The purpose of this multiple case study was to identify main strategies SME entrepreneurs and business leaders used to attract venture capital (VC) investments to achieve financial sustainability and business expansion. Data were collected from a purposive sample of 23 entrepreneurs and leaders from 4 SMEs in China and an analysis of organizational artifacts. The resource-based view theory served as the primary conceptual framework. The data analysis process entailed using coding techniques to identify keywords, narrative segments, and concepts. Member checking ensured the credibility and trustworthiness of the data interpretation and analysis. The process led to 4 themes including developing a unique and pioneering business model, assembling a management team with industry experience, indicating use of raised capital in investing in technology, and engaging with superior principal endorsements during the fund-raising efforts. The implication for positive social change included the potential to enhance the capability of SME entrepreneurs and business leaders to obtain VC funding to support their businesses, which can increase economic development and improve the social stability of local communities in China. The findings from the study may contribute to the development of the SME sector in China and benefit their owners, business leaders, employees, future entrepreneurs, the local community, as well as economy of China.

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Eno-Adams, Inibehe. "Strategies for Improving Technology Startup Capital." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6013.

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Funding is one of the most critical resources high potential technology startup (HPTS) ventures need to achieve success. Some startup founders lack access to capital, a critical resource for HPTS founders to create value for customers and capture value for their organizations. Capital constraints can hinder business performance, endanger growth and the ability to grow and scale into the global markets. This multiple case study explored the strategies HPTS firms used to access capital to grow and scale into global markets. Mishra's venture capital investment model and Blank's customer development model served as the conceptual framework for this study. Data were collected from semistructured face-to-face interviews, direct observations, member checking, and a reflective journal. Participants were selected using a purposive sampling of 5 founders from the Silicon Valley of California, who were involved in equity finance decisions in the last 5 years. Yin's 5-step data analysis plan was used in the final data analysis. Eight themes emerged from the study: capital constraint; identification of potential investors; collaboration, guidance, and support; investment potential; investment thesis; measurement of success; passion and preparedness; and prevention of stock dilution. The findings of this study have implications for positive social change. HPTS ventures can use the study findings to gain approval of investment proposals and increase ventures that create value for customers and for the organizations.

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Ybanez, Sergio D. "Growth strategies : how software start-ups can leverage alliances, acquisitions, IPOs and venture capital." Thesis, Massachusetts Institute of Technology, 2007. http://hdl.handle.net/1721.1/42374.

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Thesis (S.M.)--Massachusetts Institute of Technology, System Design and Management Program, 2007.
Includes bibliographical references (leaves 144-148).
The identification of the different factors impacting a software start-up company's decision to pursue an alliance, acquisition, IPO or venture capital to sustain growth is the main objective of this research study. First and foremost on a software start-up company's list of reasons to pursue and engage in alliances is to leverage the incumbent's tangible and intangible assets. Other factors impacting their decision to leverage alliances include the opportunity to enhance stability and profitability and the opportunity to acquire key customers. Another key factor that encourages start-up company alliance or strategic partnership formation is the need for the start-up company to establish platform leadership. Like the pursuit of alliances, foremost on a software start-up company's list of reasons to pursue and engage in acquisitions is to leverage the incumbent's or the acquirer's tangible and intangible assets. Other factors impacting their decision to get acquired include the boost such an acquisition will provide in helping them establish platform leadership. Acquisitions are also pursued by start-up companies when the founders want to exit. Start-up companies also pursue to get acquired to survive, when no other option are available. Lastly, they would opt to get acquired to penetrate new markets. Given optimal economic conditions, IPOs capture the best liquidity and valuation. It is advantageous versus getting acquired in that one gets to sustain growth while retaining control of the software start-up company. Software start-up companies seek venture capital funding for a number of factors. This includes getting help in business development, leveraging the VC network, obtaining a certification effect, diversifying net worth and reducing risk, and pursuing and engaging in alliances successfully.
(cont.) There is no one universal paradigm to help a software start-up company determine when it is best to pursue an alliance, an acquisition, an IPO or venture capital. A myriad of factors specific to one's situation impacts the decision to choose the right growth strategy. To make the most informed decision, the executive team must consider all these factors.
by Sergio D. Ybanez.
S.M.

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Books on the topic "Venture Capital Strategies"

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Cumming, Douglas. Venture capital: Investment strategies, structures and policies. Hoboken, N.J: Wiley, 2010.

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Venture capital: Law, business strategies, and investment planning. New York: J. Wiley, 1988.

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Rin, Marco Da. The effect of venture capital on innovation strategies. Cambridge, MA: National Bureau of Economic Research, 2007.

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Chandler, Linda. Winning strategies for capital formation: Secrets of funding start-ups and emerging growth firms without losing control of your idea, project, or company. Chicago: Irwin Professional Pub., 1997.

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The business of venture capital: Insights from leading practitioners on the art of raising a fund, deal structuring, value creation, and exit strategies. Hoboken, N.J: John Wiley & Sons, 2011.

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Berkus, Dave. Extending the runway: Leadership strategies for venture capitalists and executives of funded companies. [United States]: Aspatore Books, 2006.

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Lipman, Frederick D. Financing your business with venture capital: Strategies to grow your enterprise with outside investors. Rocklin, CA: Prima, 1998.

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Randall, Stephen. Strategies for telecommunications venture capital 2008/2009: Top VCs and CEOs on spotting investments, raising capital, establishing valuations, and evaluating exit options. [Boston, Mass.]: Aspatore Books, 2008.

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Smith-Daughety, Desiree. Using other people's money to get rich: Secrets, techniques, and strategies investors use every day using OPM to make millions. Ocala, Fla: Atlantic Pub. Group, 2010.

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Smith-Daughety, Desiree. Using other people's money to get rich: Secrets, techniques, and strategies investors use every day using OPM to make millions. Ocala, Fla: Atlantic Pub. Group, 2009.

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Book chapters on the topic "Venture Capital Strategies"

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Syrrist, Dag M. "Venture Capital and Defense Conversion." In Defense Conversion Strategies, 269–84. Dordrecht: Springer Netherlands, 1997. http://dx.doi.org/10.1007/978-94-017-1213-2_16.

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Mas, David, Annick Vignes, and Gérard Weisbuch. "Syndication Strategies in Venture Capital Networks." In Contributions to Management Science, 373–91. Heidelberg: Physica-Verlag HD, 2008. http://dx.doi.org/10.1007/978-3-7908-2058-4_20.

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Silver, Lars, Nicolaus Lundahl, and Björn Berggren. "Strategy Selection in Business-Angel Networks: Venture-capital strategy and Entrepreneurial Business-Angel Strategy." In Network Strategies for Regional Growth, 185–206. London: Palgrave Macmillan UK, 2011. http://dx.doi.org/10.1057/9780230299146_10.

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Joshi, Kshitija, and M. H. Bala Subrahmanya. "Information Asymmetry Risks in Venture Capital (VC) Investments: Strategies of Transnational VC Firms in India." In Entrepreneurship and Development in South Asia: Longitudinal Narratives, 117–42. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-10-6298-8_6.

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Da Rin, Marco. "Venture Capital." In The Palgrave Encyclopedia of Strategic Management, 1–4. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_680-1.

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Da Rin, Marco. "Venture Capital." In The Palgrave Encyclopedia of Strategic Management, 1800–1803. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_680.

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Thompson, Richard. "Strategic and Other Alliances." In Real Venture Capital, 54–56. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230594067_15.

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Neff, Cornelia. "Venture capital financing and strategic competition." In Lecture Notes in Economics and Mathematical Systems, 106–99. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-642-55690-6_4.

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Chen, Peng, Gary T. Baierl, and Paul D. Kaplan. "Venture Capital and its Role in Strategic Asset Allocation." In Frontiers of Modern Asset Allocation, 179–90. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119205401.ch15.

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Mantecon, Tomas, and James A. Conover. "Joint Ventures and Strategic Alliances: Alternatives to M&As." In The Art of Capital Restructuring, 459–81. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2011. http://dx.doi.org/10.1002/9781118258996.ch25.

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Conference papers on the topic "Venture Capital Strategies"

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Zhou, Li, and Feng Su. "Strategies and Case Study of Venture Capital Investment." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5997978.

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Polizzi, Salvatore. "An analysis of recent research on venture capital networks." In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.020.

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Purpose – this paper examines recent trends in venture capital network research. Network analysis is a useful approach for analyzing inter-organizational networks, especially for venture capitalists, which are characterized by plenty of connections. Although important steps ahead have been made, several research questions are still unanswered. Research methodology – this brief review analyses deeply three papers which are representative of the novel scientific literature in this field. Scrutinizing these works, I identify their points of strength and weaknesses, in order to understand how to pave the way for further research. Findings – this paper shows that the study of network weak ties and the role of risk management strategies are promising areas for pushing the frontiers of research on venture capital networks. Research limitations – although less recent papers are not considered in this analysis, the in-depth discussion of the latest research provides interesting insights and advice for scholars willing to do research on this field of studies. Practical implications – extending our knowledge on this topic is crucial for understanding the best strategic decisions venture capitalists should take when operating within an inter-organizational network. Originality/Value – this paper critically analyses steam of literature which is important from both scientific and managerial viewpoints. Furthermore, it poses questions to be addressed by future research.

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LaVoice, Kelly, Daniel Hickey, and Mark Williams. "Pain Points and Solutions: Bringing Data for Startups to Campus." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317163.

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Entrepreneurship is growing as a cross- and inter-disciplinary area of focus for higher education. From patent and tech transfer offices to business, science, and engineering programs, the demand for entrepreneurship resources and support delivered via libraries is booming. Building library collections to help patrons design, launch, and run successful businesses is challenging: Market research and private equity/venture capital resources arrive at premium prices. Increasingly, these resources must interoperate with software used to clean, analyze, and visualize data. This data is often difficult to find and deploy. Restrictive, corporate-style licenses reflect that new vendors are not yet acclimated to the academic market’s access requirements and licensing constraints. This paper will share a framework for how to understand entrepreneurship in higher education and explain the types of information commonly requested by users. Such information often exists in disciplinary silos, emphasizing the importance of collaborative collection development across subject lines. The authors will explore the unique challenges to building collections that serve patrons developing new ventures. This includes collaborating with external stakeholders to fund resources that have not been traditionally purchased by libraries. Strategies for licensing data and other e-resources in this space will be discussed, including the central complications arising from universities as incubators for for-profit startups. The authors will suggest best practices for building relationships with stakeholders, developing relevant collections and services, and marketing these resources to support communities.

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Bookoff, Leslie I., and Dinesh N. Melwani. "Strengthening a Patent Portfolio by Smart Patent Procurement." In ASME 2009 4th Frontiers in Biomedical Devices Conference. ASMEDC, 2009. http://dx.doi.org/10.1115/biomed2009-83008.

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Medical device developers frequently invest enormous amounts of money and inventor hours to develop and commercialize new devices and treatments. Once commercialized, however, these devices and treatments often can be duplicated by competitors for a fraction of the initial investments. A strong patent portfolio protects these investments by deterring the manufacture, sale, and importation of unauthorized duplications. In addition, a strong patent portfolio can capture venture capital interest and increase a company’s market value. Medical device developers should employ prudent defensive and offensive patent strategies during the early stages of product development. Such strategies not only provide for an effective defense against unauthorized product duplication but also increase the value of their products. This presentation will provide insights into building a strong patent portfolio that can withstand the attacks of competitors. In particular, this presentation will discuss various effective strategies that include: • Timely Invention Capture and Patent Filings — + Discover the activities that can cause an unintentional loss of patent rights and how to avoid them. + Learn the necessary recording and documentation of inventive activity needed to prevail in litigation. + Hear how patents can help you control a competitor’s ability to improve their products by obtaining blocking patents. • Creating a Valuable Application Disclosure — + Use your technical expertise to help your patent attorney fully disclose your invention and all conceivable variations and modifications. + Know why the Patent Office requires disclosing the “best” way of practicing your invention, and how failing to do so can affect your patent rights. • Obtaining Commercially Significant Claims — + Consider what it will take to prove infringement of your claims. + Ensure your claims target as many infringers as possible through the use of various claim types and scope. + Be certain your claims account for future improvements or “design-arounds” to your product. + Ensure your patent attorney is aware of the competition and has drafted claims that cover their devices and foreseeable enhancements. • Inventorship and Ownership — + Understand improper inventorship and how it can destroy patent rights. + Find out who is an “inventor” and how to determine inventorship. + Ensure your company owns the rights to a patent. • Avoiding Patent Procurement Pitfalls — + Learn about the Patent Office’s “Duty of Disclosure” and who must comply. + Ensure your compliance with the “Duty of Disclosure.” + Understand how inventor and corporate failure to comply with the “Duty of Disclosure” can destroy patent rights. In summary, building a strong patent portfolio in concert with a company’s business objectives is imperative in today’s technologically complex and rapidly changing economy. Many successful companies understand that a strong patent portfolio, which protects core technologies and contains offensive and defensive patents, can provide a competitive advantage in the marketplace. By employing the strategies in this presentation, a company can build a strong patent portfolio that reflects present and future business goals and enhances the value of the company.

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Napp, Johann Jakob, Tim Minshall, and David Probert. "External corporate venture capital investment: Towards a framework for capturing and measuring strategic value." In Technology. IEEE, 2009. http://dx.doi.org/10.1109/picmet.2009.5261953.

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Yang, Sun-Lei, Kai-Lun Gao, Hui-Yun Tang, and Run-Qiu Zhang. "Impact of Venture Capital in Strategic Emerging Industries on Enterprise Technological Innovation - Based on GEM." In 4th Annual International Conference on Management, Economics and Social Development (ICMESD 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/icmesd-18.2018.36.

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Yang, Sun-Lei, Yu-You Huang, Jin Dong, and Mei-Xin Xu. "Research on the Impact of Venture Capital and Executive Compensation of GEM Strategic Emerging Industry Enterprises on Its Performance." In Proceedings of the 5th Annual International Conference on Management, Economics and Social Development (ICMESD 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icmesd-19.2019.33.

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Shropshire, David, and Jess Chandler. "Financing Strategies for a Nuclear Fuel Cycle Facility." In 14th International Conference on Nuclear Engineering. ASMEDC, 2006. http://dx.doi.org/10.1115/icone14-89255.

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To help meet the nation’s energy needs, recycling of partially used nuclear fuel is required to close the nuclear fuel cycle, but implementing this step will require considerable investment. This report evaluates financing scenarios for integrating recycling facilities into the nuclear fuel cycle. A range of options from fully government owned to fully private owned were evaluated using DPL (Decision Programming Language 6.0), which can systematically optimize outcomes based on user-defined criteria (e.g., lowest life-cycle cost, lowest unit cost). This evaluation concludes that the lowest unit costs and lifetime costs are found for a fully government-owned financing strategy, due to government forgiveness of debt as sunk costs. However, this does not mean that the facilities should necessarily be constructed and operated by the government. The costs for hybrid combinations of public and private (commercial) financed options can compete under some circumstances with the costs of the government option. This analysis shows that commercial operations have potential to be economical, but there is presently no incentive for private industry involvement. The Nuclear Waste Policy Act (NWPA) currently establishes government ownership of partially used commercial nuclear fuel. In addition, the recently announced Global Nuclear Energy Partnership (GNEP) suggests fuels from several countries will be recycled in the United States as part of an international governmental agreement; this also assumes government ownership. Overwhelmingly, uncertainty in annual facility capacity led to the greatest variations in unit costs necessary for recovery of operating and capital expenditures; the ability to determine annual capacity will be a driving factor in setting unit costs. For private ventures, the costs of capital, especially equity interest rates, dominate the balance sheet; and the annual operating costs, forgiveness of debt, and overnight costs dominate the costs computed for the government case. The uncertainty in operations, leading to lower than optimal processing rates (or annual plant throughput), is the most detrimental issue to achieving low unit costs. Conversely, lowering debt interest rates and the required return on investments can reduce costs for private industry.

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Reports on the topic "Venture Capital Strategies"

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Da Rin, Marco, and María Fabiana Penas. The Effect of Venture Capital on Innovation Strategies. Cambridge, MA: National Bureau of Economic Research, November 2007. http://dx.doi.org/10.3386/w13636.

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2

Katz, Sabrina, Miguel Algarin, and Emanuel Hernandez. Structuring for Exit: New Approaches for Private Capital in Latin America. Inter-American Development Bank, March 2021. http://dx.doi.org/10.18235/0003074.

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Structured financing solutions encompass a range of investment approaches that provide liquidity to investors without the need for a traditional equity exit event, such as a strategic sale, sale to another financial investor, or public market listing. Structuring mechanisms across the debt-to-equity spectrum determine the exit terms of the deal, therefore providing considerable downside protection to investors. Structured financing solutions are an incipient but increasingly important set of tools for investors active in Latin America to address the financing gap for companies that lack access to bank financing and are not attractive targets for traditional PE and VC players. Many investors employing these strategies are in an experimental phase, reporting new lessons learned with each deal completed. Impact investors have been among the top drivers of these structuring innovations, as they have grappled with the additional limitations associated with the straight equity model for environmental or social enterprises. However, the use of structured financing is by no means restricted to the impact investing space. Fund managers have invested USD4b in private credit deals in Latin America since 2018, more than the previous ten years combined. PE and VC investors have also increasingly employed quasi-equity and debt instruments. ACON Investments, for example, has employed mezzanine structures in several deals from its latest funds. Brazil-focused venture capital firm SP Ventures has recently begun investing from its debut venture debt fund. Growing experimentation by fund managers demonstrates the opportunity for investors across ticket sizes, strategies, and the impact-to-commercial spectrum. The structures discussed and the case studies highlighted in this report contain some of the major lessons applicable to a wide group of private capital investors in Latin America targeting certain and timely exits with consistent returns.

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