Private Equity Fund Management Team Composition and Fund Performance

2005 ◽  
Author(s):  
Rebecca Zarutskie
Keyword(s):  
Private Equity ◽  
Fund Performance ◽  
Management Team ◽  
Team Composition ◽  
Fund Management ◽  
Equity Fund ◽  
Private Equity Fund

Private Equity Fund Performance and Persistency by Fund Type

2014 ◽  
Vol 22 (3) ◽  
pp. 531-564
Author(s):  
IK Song ◽  
Ji Eun Kang ◽  
Chang Hyun Yun
Keyword(s):  
Private Equity ◽  
Fund Performance ◽  
Equity Fund ◽  
Private Equity Fund ◽  
Fund Managers ◽  
Stock Market Performance ◽  
Equity Funds ◽  
Performance Persistency ◽  
Private Equity Funds ◽  
Fund Size

This study investigates the private equity funds’ performances and persistence by fund type. Diversification benefit exists between public equity and private equity and among different types of private equity funds. The net IRR of private equity funds depends on fund type, economic growth, stock market performance, inflation and interest rate. Fund performance was negatively correlated with capital inflow to private equity market and fund size. Fund size and series are positively correlated. Performance persistency exists in private equity fund managers. Fund type is very important factor in analyzing private equity fund performance and persistency.

Projection of Private Equity Fund Performance: A Simulation Approach

2011 ◽  
pp. 195-228
Author(s):  
Axel Buchner ◽  
Philipp Krohmer ◽  
Daniel Schmidt ◽  
Mark Wahrenburg
Keyword(s):  
Private Equity ◽  
Fund Performance ◽  
Simulation Approach ◽  
Equity Fund ◽  
Private Equity Fund

Private Equity Fund Performance Signals and the Likelihood of Follow-on Fundraising

2013 ◽  
Vol 2013 (1) ◽  
pp. 11943
Author(s):  
Mirjam Knockaert ◽  
Tom R. Vanacker ◽  
Sophie Manigart
Keyword(s):  
Private Equity ◽  
Fund Performance ◽  
Equity Fund ◽  
Private Equity Fund

The SEC turns up the heat on private equity expense allocations

2016 ◽  
Vol 17 (2) ◽  
pp. 35-38
Author(s):  
Samuel Lieberman ◽  
John T. Araneo
Keyword(s):  
Financial Services ◽  
Private Equity ◽  
Equity Fund ◽  
Content Type ◽  
Private Equity Fund ◽  
Fund Managers ◽  
Compliance Programs ◽  
Raising Awareness ◽  
The Us ◽  
Practical Implications

Purpose To discuss the US Securities and Exchange Commission’s (“SEC’s”) increasing focus on disclosure and conflict-of-interest problems arising from how private equity fund (“PE Fund”) managers allocate expenses between management and fund investors. Design/methodology/approach This article summarizes the background of this focus on expense allocations and, drawing from the recent SEC enforcement actions focused on this issue, and identifies the types of both expenses and disclosures that have caught SEC attention. Findings After spending the first two or three years post Dodd-Frank raising awareness of these issues, the SEC has begun to impose large fines over expense-allocation conflicts and disclosure issues. Practical implications It is imperative for PE Fund managers to retain counsel to review their fund offering documents, expense allocation practices, and compliance programs to ensure consistency with the SEC’s recent decisions on these issues. Originality/value Practical guidance from experienced financial services lawyers.

scholarly journals Growth Strategies in Foreign-Invested Enterprises through Stabilizing Industrial Relations: A Case Study on Oriental Brewery

2013 ◽  
Vol 14 (2) ◽  
pp. 35-58
Author(s):  
Changmin Lee ◽  
Hyoung-Goo Kang ◽  
Young-Sang Yi
Keyword(s):  
Private Equity ◽  
Industrial Relations ◽  
Growth Strategies ◽  
Contributing Factors ◽  
Equity Fund ◽  
Dominant Position ◽  
Private Equity Fund ◽  
Before And After ◽  
Foreign Invested Enterprises

This paper suggests ways to develop healthy industrial relations at foreign-invested enterprises after M&A by studying Oriental Brewery Co., Ltd (“OBC”) case. OBC has the unique feature of being a foreign private-equity-fund (KKRKohlberg Kravis Roberts) invested company with dual unions. It is the only consumer product company in Korea that has regained the number one position in 2011 after 15 years of a continuous drop from the once dominant position with up to 70% of market share in the early 1990s. We have identified the contributing factors of such success from the perspective of union-management relationship before and after the M&A.

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