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Private Equity Blog

Private Equity Blog

How to Get a Private Equity Job (Your information is safe with us, we hate spam mail too.) The Banker Blueprint is a proven, step-by-step action plan for landing a high-paying job ininvestment banking, private equity or hedge funds. Just enter your details into the formon the right and tell us where to send your copy. Sign up for The Banker Blueprint today and enjoy: The Banker Blueprint Report: This information-rich 37-page guide gives you aproven action plan for breaking into investment banking, including how to tell yourstory, network, craft a winning resume, and dominate your interviews. "Discover How To Break Into Investment Banking orPrivate Equity, The Easy Way" Get Instant Access Now

Mergers, Acquisitions, Venture Capital, Hedge Funds - DealBook B Going Private 10 Biggest VC Mistakes Our guest blogger, Larry Chiang, is an instructive humorist. If you liked “9 VC’s You’re Gonna Want To Avoid,” you’ll like this submission on some all-important fundraising mistakes to avoid for entrepreneurs. by Larry Chiang Who is the biggest fundraising loser (ever)? Me. And you will benefit from my pain. ** My fundamental thesis is this: ** “Entrepreneurs need to get benefit while temporarily ‘failing’ at the fundraising process”. These definitely fall into the category, “What They Don’t Teach You At Stanford Business School” – yeah I’m turning my pain into GigaOm blog posts and even a book coming out 09-09-09. Why wait for the book, here are my 10 tips. -1- Set aside your ego. The business you gave birth to and nurtured into rocky adolescence will get hammered and torn to shreads by VCs. -2- Know how knowledge flows. It is like heat transfer and the three laws. Entrepreneurs need to get feedback and advice but not get mentored by someone who just reads coverage. Solicit granular advice.

Dealbreaker: A Wall Street Tabloid – Business News Headlines and Financial Gossip WallStreetOasis.com | Wall Street Interviews, Career Advice, and 9 Blunders of VCs Turned Entrepreneur Our guest blogger, Larry Chiang, is an instructive humorist and blogs at Business Week. If you liked “10 Things They Don’t Teach You at Business School“, How to Work a Cocktail Party and “10 VC Mistakes,” you’ll like this submission on some all-important mistakes VCs make when they become entrepreneurs themselves. By Larry Chiang Jumping from venture-capitalist-board-member to “start-up founder and CEO’ is near impossible for the HBSer / GSBer to successfully do. -1- Too self indulgent. Being smarter than a billionaire you met during b-school show-and-tell, does not make you a better entrepreneur. Stop the ego massaging and set aside all 170 IQ points and dumb it down. Look at the biggest hits: “eBay” – pretty retarded selling beanie babies and Pez dispensers in the 90s “Yahoo” – a dumb but cute-funny, pre-orgasmic sound upon discovering a search result on a Stanford server with the same name. “Google” – please. “Duck9″ – are you effen kidding? -3- Too cerebral. -4- Too unproductive. Mr.

Deal Journal Dish Network Corp.’s surprise $25.5 billion bid for Sprint Nextel Corp. may leave the No. 4 carrier T-Mobile with a tougher hand to play in a consolidating wireless market. Associated Press Sprint’s deal with satellite-TV provider Dish would likely include Sprint’s planned acquisition of Clearwire Corp., bringing together a massive amount of spectrum under a company with a large pile of debt. That combination of debt and spectrum could make it more difficult, and less necessary, for Sprint or Dish to pursue T-Mobile down the road. As a result, the deal announced Monday could remove two companies long rumored to be potential acquirers of T-Mobile, a unit of Deutsche Telekom AG. “The prospect of a deal with Dish has been diminished by today’s news,” said New Street analyst Jonathan Chaplin. T-Mobile has been bleeding customers for years and is attempting to strengthen its position through acquiring, and merging into, MetroPCS Communications Inc.

Top 9 Venture Capital Interview Questions Venture capital (VC) careers are competitive, with many more interested candidates than open positions. Subsequently, you should only consider a venture capital job after you have many years of successful, relevant, hands-on experience. Venture capitalist Guy Kawasaki put it best when he said, if you were the entrepreneur across the table, "Why would you want advice from someone whose background consists of working in a college bookstore or cranking spreadsheets at an investment bank?" If you have the requisite background, preparing yourself for common questions will help you shine in your venture capital job interview. 1. This is your opportunity to convey your passion for early-stage company activities. 2. 3. 4. 5. Emphasize your ability to look beyond the numbers and read between the lines. This understanding should be central to your response. 7. 8. 9. The Parting ShotThe end of the interview represents the final opportunity to differentiate yourself from the competition.

Private Equity Beat Associated Press Despite challenging investment environments in many emerging markets these days, limited partners are still bullish about Africa, with 85% of global LPs polled in a survey by the African Private Equity and Venture Capital Association saying they expect to increase their exposure to African private equity over the next two years. AVCA, which polled 48 LPs collectively representing more than $150 billion in global private equity assets under management, said 70% expect returns from Africa to outperform other emerging markets, with nearly a quarter believing African private investments to have 5% or more return premium.

How does a VC estimate market size? Fifteenth in a series of weekly posts by myself and Nicholas Lovell of Gamesbrief which answer the fifty questions you should ask before raising venture capital. We expect the series to run for a year after which we will collate the posts into a book. You can find the rationale behind the series here, and the list of questions here. There are three things that every VC looks at when they evaluate a company, market, product and team, and I will look at each in my next three posts in the series. The first, and probably most important, evaluation of market size comes from an assessment of the problem the company solves (or entertainment value it brings) and how much people and companies will pay for the solution. Sometimes at this point it is clear that market is huge and no further analysis is necessary, and on the flipside, if there is no problem being solved (or it isn’t clear) then it is unlikely that discussions and analysis will progress to the next level.

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