Zara Fast Fashion Case Analysis Essays

Zara Fast Fashion Case Analysis Essays Zara Fast Fashion Case Analysis Paper Zara Fast Fashion Case Analysis Paper In 1 975, a Spanish entrepreneur first opened Ezra as a retail store in La Crouch, Spain. He then created the corporate group, Inedited. Inedited had become one of the worlds largest specialty retailers; it had six different chains, through which Inedited designed, manufactured, and sold apparel, footwear, and accessories for women, men, and kids around the world. Stability distinguished Inedited from other apparel retails. Although Inedited had become a public company with increasing stock price and high margins, Inedited always aimed to become a very sustainable company rather than cost profitable one in the world. Ezra was the largest and most internationalization chain for Inedited. Its headquarter was located in Artesia, Spain. Ezra was well known for its success in creating fast-fashion by selling fashion items at affordable prices and responding the market trend very quickly. Its business system and international expansion had become Indiess proudest decision. Inedited became increasingly international after 2001. It announced that Saras strategy in international expansion was the main reason for the groups sales growing globally. Ezra was no doubt the ash cow and key business for Inedited. However, Ezra itself faced some difficulties when expanding internationally. The differences in cultures and regulations made the expansion much riskier. After its failure in Italy in 1998, and competitors failures in U. S. Market, Ezra and Inedited had to be more concerned and careful about entering into a foreign new market. Moreover, top management in Inedited started to think about further plans for the group. Managing six different chains, they planned to develop other chains (or new chains) into a star business as successful as Ezra. This report will focus on loving Saras international expansion issue, as Ezra was so far the largest business for Inedited, and its issue was relatively urgent. After Ezra establishing a sustainable and more successful long-term international business, Indiess other chains could learn from its experiences. Inedited would be more capable and confident in managing and developing other chains into another large and international model like Ezra. ISSUE STATEMENT Inedited had to allow Ezra to expand and develop primarily, in order to grow into a stable and large organization rather than only focusing on home business (focusing in Spain). But International expansion was very expensive, and not that easy as different countries had different regulations, cultures, market demand and preferences. Large apparel firms like Ezra, H and Benton had met difficulties attempting to enter foreign markets. Meanwhile, Ezra had almost covered the whole market in Spain; in order to grow, it demanded larger market outside the home country. Thus, the issue statement discussed in this report is the future geographic focus for Ezra: Which foreign market should Ezra focus in its international expansion, and what are the strategies to enter the market? SITUATION ANALYSIS Saras Business System Ezra was the largest and most internationalization of Indiess chains, which are six independently operated chains and was responsible for their own strategy (Ezra, 8). In 2001, Ezra generated 85% of Indiess earnings and 76% of total sales. It generally targeted medium and high-income level and fashion sensitive consumers; while the income level of target market may be different in different countries. It was the leader in the fast fashion industry. The business system distinguished Ezra from other retailers, and enabled it to have a quick response to the market and fashion trend. Saras success came room its highly vertical integration strategy. It owned different levels of supply chain, from design, sourcing and manufacturing distribution and retail. This strategy allowed Ezra to better control the performance and quality of product, be highly efficient in delivering consumers preferred product to the market. Saras goal was to create a sense of scarcity, and to offer consumers fashionable product with reasonable quality and affordable price. The vertical integration strategy contributed to this goal by shortening the cycle time from design to retail to four weeks (over 6 months for the traditional industry), educing the working capital intensity, and reducing the inventory pressure. Design Ezra had three product lines: women, men and children. All of them had their own creative designers, sourcing and product development specialists. Several dozens items were designed each day, but only 1 13 of them would actually go into production (Ezra, 10). Ezra designed almost all products in-house. The designers cooperated well with store managers, and used an advanced technology system to track the data to analyze the market trend. Sourcing Manufacturing Ezra had purchasing offices in Barcelona and Hong Kong to help it source fabric, other inputs, and finished products from external suppliers. It bought endued fabric in order to adjust with the most recent updating in fashion trend. Ezra outsourced the production of basic item (price sensitive but time insensitive), and produced the fashionable item (40% of products) in-house for better control and quality. Large amount of outsourced goods were from Europe, so that Ezra saved time in transportation process. Only 20% of finished garments were manufactured in Asia, while H outsourced nearly all of the products to Asia. Distribution Majority of Saras sewn garments were produced in small workshops and sent to Saras centralized distribution. It was located in Artesia. Ezra only allowed most Of the products to Stay there for a few hours. Third-party delivery services shipped the items twice a week to stores over the world, mostly by truck. Only 25% was shipped by air because it was expensive. Retailing The price of Saras products was relatively low, and Ezra located its stores in prime areas of different cities. Ezra saved costs by investing little money in advertising and by efficient, vertically integrated supply chain. Ezra maintained a competitive price in every market. Although prices in different countries varied due to transportation cost, tax and exchange rate, the advertisement promotion strategy was generally maintained in every country. Store managers played a significant role. Ezra offered them large power to manage the store like their own business, and also offered high compensation and bonus as incentives. They provided critical data and feedback to designers and contributed to the design process; they were responsible for the selecting and training in-store personnel; they also made decisions on ordering and store operations. International Expansion After 2001, Ezra had 282 stores in 32 foreign countries, it had most foreign stores in Europe and only 5 in Asia (Japan). Ezra owned the stores in less risky and large market, but the costs would be higher. Ezra used franchising to enter small, risky markets with cultural differences and regulation barriers. Ezra used joint venture when the market was large and important but with barriers. STOW Analysis of Saras Business Strength The fast fashion concept, quick response and sense of scarcity were attractive to the consumers. The price was relatively low and competitive. The business cycle time was short from design to retail. Inventory was controlled low. The designers were creative. The strong centralized distribution system and vertical integration were distinctive feature of Saras business and made it hard for other brands to copy. Weakness Promotion was weak compared to HM, due to little advertising investment. Production or outsourced costs were relatively high, as HM outsourced mostly to Asia while Ezra focus more on Europe manufactures with higher costs. Since there was only one distribution center, there might be discomposes of scale if Ezra developed more stores. The only distribution center may not have enough capacity to handle too much stores around the world. It would also be risky to handle all items in one center. The goal of low inventory sometimes could not satisfy the demand. The joint venture agreement with foreign partners was sometimes complex in responsibilities, and there were risks that Ezra had to buy out the partners interest. Also, under international expansion, store managers would be hired from different countries and may not understand Saras concept well. Thus they may not operate Saras business in an efficient and standardized way. Purport unity The potential market was very large because apparel industry was needed in every country. The Internet was increasingly popular since 2000 and might be a new chance to promote brand or to reach customers. Threats Competitions was all around the world. There was direct competition with local firms. And many of the large apparel retailers were considering entering into international expansion. The product design was easy to copy. There would be social, cultural, political, economic and regulation differences if entering into foreign new market. ALTERNATIVES ANALYSIS 1. Fully focus on European market 2. Expand aggressively into North American and Asian market 3. Expand globally, specifically, cover European market in a more aggressive way than other places in short run, then in long term open more stores in North America and Asia. Alternative 1: Fully Focus On European Market Pros The European market was lucrative. Ezra had most of its foreign stores in Europe so far, thus it would had more experiences. The home country and distribution center were both in Europe, which would save more time and made the business easier to control. There would be less cultural differences. The consumers preference into fashion was more similar within Europe than other countries oversea. The major potential market could be Greece, Sweden and Italy. Italy was the largest single apparel market in Europe, its consumers visited apparel stores more frequently and they Were more fashion conscious (Ezra, 19). Saras distribution center and current distribution system allowed it to operate well in Europe, as most of the shipping would be using truck (inexpensive), and most of Saras manufacturers were in Europe. Cons Some of the markets like Italian market were difficult to enter alone due to the regulation barriers. Ezra failed for the fist attempt entering Italy in 1998. The barrier required Ezra to enter with joint venture agreement with a large local partner, which may also be Saras competitor. Europe was relatively small compared to Asia and America. Since Ezra had opened its foreign stores in around 20 cities in Europe after 2002, the potential market that could be further explored in Europe was even smaller. Major competitors like H, Benton were all European companies. Alternative 2: Expand Aggressively into North American and Asian market Pros These two markets had larger population, and were relatively rosaceous compared to South America or Africa; hence the sales could be high. They had less apparel cultural differences compared to the Middle East. Cons Costs would be high especially in terms of marketing, research and transportation. Ezra had very limit experiences in certain larger cities in these markets (e. G. Had only entered Japan for Asian market) and did not know those markets and consumers well. The designs were the same for all stores, but consumers preferences would be different (e. G. North American people were less fashion forward; Asian consumers may dislike the European style). With only one centralized distribution center it would be time consuming and costly, if items were manufactured in Asia (items would be sent to Europe first and then sent back to Asia). Size requirements were different (the U. S. Consumers requires larger sizes while Asian consumers preferred smaller sizes), so there would be difficulties to standardize and control the product quality. U. S. Market was fragmented, retailing overcapacity and full of local competitors. Outside Europe, Ezra didnt have strong in-house production and distribution facilities to ensure the low cost and timing. As Ezra cared the mime for items reaching the market, it had to increase the usage of air shipping which was much more expensive. Also, longer time for reaching the stores would make it ineffective to response to consumers need and taste. The Foreign exchange risks could be also a threat. Alternative 3: Expand Globally. In the short run, Ezra should aggressively enter the European market. Since the European market was closer, more familiar and less risky compared to other large markets, Ezra should take full advantage of it. Meanwhile, Ezra should keep a look on North American and Asian market and open a few lightship stores in their prime cities. In the long run, Ezra should enter more aggressively into these two large markets by opening more stores. Pros: It would combine the advantages of the first two alternatives. By Opening a very few but critical flagship stores in North America and Asia in the short run, Ezra could get more experiences from those markets and understand the consumers well. Flagship store was also a promotion strategy to attract more attention. The cost would be relatively low in the short run. Ezra would be more experienced and financially capable to open more stores n those two new markets in the long run. Expanding globally would allow Ezra to grow as large as it could in the long run, and develop into a real international business. Cons: It would still be restricted by the only one centralized distribution center for entering Asia and North America, and still have the risks for entering them. The decision criteria would be revenue and profit, awareness, sustainability and consumer loyalty. According to the analysis above, alternative 3 would collect sales both from all three large markets, and thus should have more market share. It would be more sustainable due to the short term and long term focus. By successfully growing into a stable, large, profitable and global organization, Ezra would have awareness and thus better brand image and consumer loyalty. Recommendation Based on the analysis, the report recommends alternative 3. It would maximize the profit by reaching all the potential markets in the world in long term. Since there were risks and concerns for each market, the best way for Ezra to grow would be expanding its market by following a short-term and long-term strategy. However, because of the limitation of each market, Ezra till have to adjust its current business system when adopting alternative 3. Action plan Short Run Although expanding the business globally required Ezra to enter all three large markets (Europe, Asia and North America), in the short run, Ezra should focus more on European market. In 2002 Ezra planned to open 55-65 new stores. It is recommended to open 90 stores in the next year with around 75% in Europe. France, Germany, the ILK, Italy, Portugal, Greece should be major European markets outside Spain, since they are larger, less risky, relatively stable and advanced. Ezra also had more experiences and resources operating in them in the past. As they are important markets, Ezra could own the stores (or consider joint venture if there was regulation concerns) for better control and profit minimization. Although countries like Cyprus and Israel were risky and small, Ezra could still open more stores with Franchising. Also, Ezra could open new stores in new countries like Russia (Moscow) to establish the foundation for future development in the countries. Ezra should take opportunities in other large demand areas while consolidating its presence in the European market at the same time. It could open around 10 tortes in the U. S. And Asia (especially outside Japan) respectively. Specifically, it could choose New York, Los Angels, Lass Vegas, Singapore and Hong Kong since they are densely populated, prosperous and multi-cultural. There would be less cultural differences. It would be a great chance to present Ezra to the local city but also the visitors around the world. It would be safer if Ezra considered enter those markets initially with joint venture. Ezra could consider open flagship stores rather than normal stores in new cities, in order to attract more consumers, promote and build a better brand image. After 1-2 years, when newly opened stores became stable and profitable, Ezra could consider stepping into Internet. As mentioned in the opportunity part, this would be a chance for Ezra to promote itself or to develop a new distribution and retail method. Ezra should improve its website quality, use the website to deliver its style, company value and latest fashion design information. Ezra should have website for every major country that Ezra had entered, with standardized style but unique store and product information. This would be a great chance for Ezra to approach consumers. Moreover, Ezra should prepare for the online shopping. For North America and Asia, Ezra should have new distribution center and also manufacturers in South America and Asia, as these close places required lower costs. This strategy would save transportation costs and time, and solve the problems of over capacity and discomposes of scale with centralized distribution center. Since different markets had different fashion taste, now Ezra could efficiently and easily manage the distributions to each market. Ezra should also seek for and build good relationship with local deliver services like UPS and Fed for a rower cost and better performance. Also, since the U. S. ND Asian markets were both full of local competitions, Ezra should not insist on minimizing advertising and promotion investment in those markets. As also mentioned, different markets had different tastes. For example, the North American people were less fashion sensitive and required larger sizes. Ezra should update its IT system to have better track and record of the consumers behavior, in order to make better decision on design and distribution in the future. Long Run After 3 years expansion, as the European market would be stable in the long UN, Ezra could start entering Asian and North American market more aggressively. It could open more stores in areas including Canada and China. They were two largest countries with similar tastes and culture with the U. S. , Hong Kong and Japan market. Previous success in those markets would also positively affect the consumers choice and awareness in Canada and China. It could also consider opening flagship stores in Australia later. In terms of distribution, Ezra should maintain the good relationship with delivery services. In terms of design, Ezra should utilize the data from IT and track yester to design fashion product specifically for markets with different cultures and tastes. For example, Asian consumers preferred more colorful patterns, while North American consumers value more simple and basic designs. Moreover, Ezra should have head officers in North America and Asia for efficient control and management. These offices would be responsible for internal training as well, since it would be hard for every store around the world to send their managers to headquarter for training. The store managers were the key elements for the Saras operation and design, it was important for Ezra to maintain highly qualified managers in stores all around the world. Ezra could launch internship program to attract more talented and capable people. This program could deliver the Saras concept well, and contribute to a better cooperate culture, which was important for the sustainability of a large international brand. Lastly, in the long run, Ezra should consider buy back the joint venture stores which turn to be profitable, so that Ezra could have better control. CONCLUSION Ezra should enter the global market but focus on different markets in a short term and long term phases. It should establish new offices, distribution center and manufacturers in North America and Asia to catch up with its expansion. After successfully growing into a sustainable and more profitable international business, Inedited could have better experiences and resources to consider further development of new chains. It is not suggested for Inedited to grow an existing apparel chain as it might confuse consumers and compete with Ezra. It could launch a new brand with new product line under a name similar to Ezra (e. G. Ezra Home), as consumers would be more attracted to it.

Final Business Plan Project Essay Example | Topics and Well Written Essays - 2000 words

Final Business Plan Project - Essay Example It’s marketing strategy will focus on provision of a website for easy communication and a high tech system that provides support for gaining the necessary intelligence for security purposes. It will also involve the development of a security research center in which major threats will be studied and results employed in the improvement of services provided by the company. The company aims at starting with a total of 160 guards with 20 clients each absorbing 8 guards. These will have 4 on entry points of the premises and 4 patrolling within to increase efficiency of the services. Through these, better services are guaranteed in the guarding sector. The private investigations will be conducted by a team of 6 employees qualified in the field with the consultancy services a reserve of one of the partners Mr. Luther Graves that has experience in security related fields. Occasionally will Mr. Don provide consultancy services especially if there comes a client in need of aid in security IT systems. The company SecureIT deals with the provision of security guards to different business premises with the aim of boosting security in the wake of terrorist threats. It offers security guards, private investigations and consultancy services in relation to security and aiding different corporations handle their security needs effectively. The company is a startup made up of a partnership between two partners that hold experience in the field of security with one Mr. Don Lawson having experience in security IT systems and the other Mr. Luther Graves holding experience in the policing field having worked with a security firm for over twenty years. SecureIt aims at providing quality security guards and consulting services with a demonstrated alertness, responsiveness, due diligence in approaching work or any threats and investigative needs, accurate judgment and a culture of quality in service delivery. SecureIt aims at standing at the global

Health and safety in the organisation Essay Example | Topics and Well Written Essays - 1500 words

Health and safety in the organisation - Essay Example The employers have a moral duty in providing a workplace for the employees that is completely safe and secure and that has no ill effects on their health. A safe and healthy work environment that is conducive to productivity would bring out the highest level of performance of the employees. The employees would be able to concentrate on their work with a relaxed mind free from concern of their health and safety (Burke,  Clarke, and Cooper 58). Also, the employees would believe that the organization is concerned about their welfare which would have the probability to develop a loyal workforce. The organizations are also bound by the rules and regulations to protect the health and safety of their workers. The maintenance of health and safety includes preventive measures against the emission of hazardous substances in the production units, recycling of wastes to reduce the adverse effects of environmental pollution, resolution and sustenance of peaceful work environment with no conflic t between the workers, etc. Inability of the organizations to maintain a safe and healthy work environment may lead to damage of the health of their employees, organizational assets and other stakeholders, clients who are present at the workplace. The families of the employees may also be affected due to such unwanted incidents in the workplace. Such situations may lead to imposition of hefty fines on the organizations by the legal and regulatory bodies. Thus, organizational concern for health and safety has legal implications (Stellman 80). The occurrence of unsafe working environment and damage of health of workers may lead to increase in costs of the organization that include medical insurance, hospitalization expenses due to sickness or injury, etc. The disorder of health and safety would lead to increase in medical leaves, sick leaves, etc. As a result, the organization would face losses of productivity and business. Thus, health and safety in the organizations have financial i mplications as the financial losses would tend to increase in case of accidents occurring due to unsafe work environment. The health and safety in the organizations encompasses a range of other fields including workplace engineering, safety control mechanisms, workplace medicine, workplace hygiene, etc. The organizations allocate proportionate expenditures in these fields with an ultimate aim of ensuring health and safety of the organization. Any drawback in implementation of the health and safety policies of the organization may lead to hazards, which may be biological hazards, chemical hazards, health hazards, psychological issues, etc. The health and safety hazards vary from industry to another. The biological hazards may be due to infectious diseases that spread from one employee to another. The virus and infected bacteria may transmit from one individual to another leading to an epidemic situation. The chemical hazards may occur due to the non-maintenance of the operation units and storage plants. Harmful chemical emission from the production units may lead to damage of health and safety of the workers of the organization. Discriminatory and unequal treatment of labors may lead to

Compare and contrast mongol rule Essay Example for Free

Compare and contrast mongol rule Essay During the 12th and 13th centuries the Mongols swept across Eurasia and conquered various peoples, including the Persians and Chinese. There are many slmllarltles and differences In the political and economic effects of Mongol rule on the Abbasid Empire In Persia and on the Yuan Dynasty In china. In both regions, the Mongols were relatively tolerant of all religions. However, they differed in that the Mongols allowed Persia to have native administrators but did not allow China to. When the Mongols ruled in Persia and China, they respected all the religions they encountered. In Persia, the Mongols were attracted to Islam and overtime they ssimilated to it. The Mongols were intrigued by Muslim society and by the year 1295, the Persian khanate had converted to Islam. They built mosques throughout the region and returned Islam toa privileged position of Persian society. The Mongols were also tolerant of the other religions in Persia including. Nestorian Christianity, Buddhism and Judaism. In China as well, the Mongols respected all cultural and religious traditions. They began to adopt some of Chinese culture, like ancestor worship. Khubilai Khan even built temples for his predecessors, so he could practice ancestor worship. The Mongols tolerated religions and belief systems such as, Confucianism, Daoism, Buddhism and Christianity. They allowed churches, temples and shrines to be built, because they wanted to maintain a good relationship with the people ot the region. Although the Mongols tolerated Confucianism, they did not allow It to have official support. The Mongols effects on rellglon In Persia and china were quite similar. The Mongols ways of governing In Persia differed from how they governed In China. In Persia, the Mongols ruled using ideas from Persian bureaucracy. They set up many district and appointed provincial governors. The highest government positions were held by Mongols, but Persians were allowed to be government offcers at lower levels. Persians served as state officials, ministers and provincial governors. The Mongols allowed the Persians to govern the ilkhanate because they knew the Persians had a successful government and would be able to maintain order. However, the Mongols required the Persians to deliver tax receipts as a way of limiting Persian power. The Mongols set up government in China very differently than they had in Persia. The Mongols pushed native Chinese people to the bottom of the hierarchy. The Mongols got rid of Civil Service Exams because they thought there was no need for them. They did not make use of Chinese administrative talent; instead they had foreign administrators govern China. The governing staff included Persians, Arabs and some Europeans. The Mongols didnt want Chinese people to rule because all they wanted from China was to generate revenue and have the people be cultivators. The Mongols governed and treated the Chinese and Persian people very differently. The Mongols political and economic control on Persia and China were alike In some ways and unalike in others. The treatment and tolerance of religions in China ere very similar to that In Persia. Yet, the administrative control in Persia differed than the administrative control In China. The Mongols had multiple methods of ruling conquered regions, none 0T wnlcn were very successTul. However, tnrougnout the Mongols rule, they facilitated trade and encouraged long distance communication throughout Eurasia, which led to cultural diffusion that can still be seen today. Additionally, the Mongols support of Islam helped establish its popularity and encouraged its spread, which has contributed to Islam being the fastest growing and second largest religion.

The Giver Essay -- essays research papers

The Giver: Book Report The story starts as Jonas, a twelve- year-old boy, who is waiting for his life assignment. When he is given his assignment, he is chosen to be the Receiver of Memory. As the Receiver he has to get every memory from all over the world from the old Receiver he calls The Giver.   Ã‚  Ã‚  Ã‚  Ã‚  The Giver: The Giver is the man who is the old Receiver. He is also the one who gives Jonas the memories. In the community were Jonas lives is everything is controlled, even people's memory. The Giver is the only one who is not controlled. It is the Receiver's job to store the memories of the community and pass them on to the next Receiver.   Ã‚  Ã‚  Ã‚  Ã‚  Gabe: Gabe is an infant who was part of Jonas's father's work that Jonas's father brought home so he won't be released from the community(killed).   Ã‚  Ã‚  Ã‚  Ã‚  Jonas's Family: Jonas's family is not like our idea of a family. They don't love each of there family members like we love ours. There is no privacy between anybody. They shared there dreams at breakfast and there day at dinner. Introduction of Characters: Lowry introduces Jonas and his family, with Gabe, plus The Giver. Rising Action: Jonas receives the assignment of Receiver of Memory. Complication: Jonas finds out that not all memories are nice. Conflict: The conflict is man vs. man. Jonas can't turn down his assignment without being released. Climax: Jonas...

Venture Capital Funding Essay

The determinants of Venture Capital Funding: Performance of US Venture Capital Firms against European VCsProblem Statement:Over the last decade, many researchers have praised the influence of Venture Capital (VC) as a key driver of entrepreneurism, start-ups, innovation and economic growth (Da Rin et al., 2006; Cumming, 2014). VC has long been studied and observed in the United States, it is for these positive reasons that the EU have outlined the development of VC as a major policy priority (EVCA, 2001). It is only within the last 20 years that the European Market has moved from being perceived as an â€Å"emerging market† in terms of VC, and that even by the start of the 21st Century, the aggregated investment volume was ˆ12 billion which was less than 25% of the American investment volume at that time (Hege et al., 2003; EVCA, 2001). Due to the relatively recent development of VC in Europe, there is a large gap in the existing research as to the effectiveness and influe nces of VC in Europe. Certainly Popov & Roosenboom, (2013) bemoan the fact that the majority of existing research into venture capital typically focuses its attention on the United States. Thus, there is a real shortage of effective empirical studies into the behaviours and qualities of European VC. Jeng and Wells (2000) support this view, explaining that factors such as the contracting, organisation of VC firms, exit decisions, and â€Å"the peculiarities of Europe† are not fully understood, nor has the features that European markets share with American ones have not been made in strong detail. Thus, this dissertation will provide a comparative study into the American VCs and European VCs. This micro-level study will to address the gap in existing research of the rate of return for VC in the US and the EU, possible the most influential emerging markets for venture financing.Purpose Statement:This research will look to examine the performance of US venture capital firms again st European venture capital firms to identify whether a gap exists between the two groups and to determine whether European VCs ca improve the rates of return from total investment based on funding frequency and other variables. The main objectives of this dissertation are: To determine if there is a gap in the levels of performance amongst American VC and European VC paying particular attention to the type of exit and rate of return. To explore whether any gap could be the result of major differences in the contractual relationship between VCs and startups in these regions or from the use of key tools that assert an active role of VCs in the process of value creation. To identify any relevant policy determinants including regional tax, investment protection/treaty, Intellectual property rights, and financial regulation. To determine whether US VCs have better screening skills than European VCs and whether this produces a higher degree of turning initial investments and funding frequency into successful ventures. Importance of the Study This research looks to address the gap in the existing research into the emergence of VC in European markets, and looks to benchmark this against VCs in the United States. Researchers, data providers, and trade associations have all observed the notable gap in existing research into VC in Europe (Da Rin et al., 2006; Cumming, 2014). Trade associations have even pointed to this gap in understanding as a primary factor that causes them to hesitate with early-stage financing. This dissertation study will also be significant as it will look to provide a critical, microeconomic analysis of the main drivers and influence of successful VCs in America and observe these against VCs in Europe, exploring contractual features and firm characteristics to define and quantify the determinants of VC returns. This will look to address the gap in existing research in the European VC sector and provide a greater understanding of VCs in Europe. Proposed Research Method A combination of quantitate and qualitative research tools will be used to complete this study. Research data will be found using a range of sources, including the World Bank, the Organisation for Economic Co-operation and Developmen (OECD) and other key institutions with data on several policy factors. These data sources will provide information on an expansive range of portfolio organizations, key investments and valuations. Quantitative data analysis will be completed using the statistical package software SPSS. The statistical package software benefits the cleaning and transformation of the data. Following the completion of the data collection stage, the researcher will analyse the raw data and assemble the results into a data matrix. This data matrix with contain the details of the study with key information sorted into columns, variable and values. The data matrix will then be used for statistical calculations and used for the analysis of the results. This dataset will allows the researcher to study organisation’s performance in terms of Internal Rate of Return (IRR) of the investment amongst the initial investment to the final value of the firm. This study will also aim to quantify the influence of VCs on project profitability in Europe and compare this to the United states. A valuation-based measure of the rate of return will be used to examine the characteristics of European VCs against US VCs. independent variables to be studied will include age (the time elapsed since the VC raised the first fund), Regional (does the VC only invest in their own country), Companies (the number of companies in the VCs portfolio), Duration (the average investment duration in years), and, finally, the taxation policies of the US and Europe. The following equation will be used to calculate estimated values (V1) for the first stage valuation for all European organizations: Qi = V1i=I1i. Here Qi represents the initial value for company, whereas i is the multiple of the initial investment. The average Qj ratio will be determined of all selected studies. Research Hypotheses The research will also use the following hypotheses: Hypothesis 1: European VCs performance is positively correlated with the rate of return of the investment between the initial investment and the final valuation of the project/firm. Hypothesis 2: increased continuity of VCs engenders a stronger relationship which reduces barriers to financing and will increase returns. Hypothesis 3: European Venture-backed companies could benefit from the presence of alternative investments besides independent VCs. ReferencesBlack, B. S., Gilson, R. J. (1998) ‘Venture capital and the structure of capital markets: banks versus stock markets, Journal of Financial Economics, 47, pp. 243-277. Cumming, D. (2014) Public economics gone wild: Lessons from venture capital, International Review of Financial Analysis, 36, pp. 251-260. Da Rin, M., Nicodano, G., Sembenelli, A. (2006) ‘Public Policy and the reaction of active venture capital markets’, in Journal of Public Economics, 90, pp. 1699-1723. EVCA (2001) A Survey of Private Equity and Venture Capital in Europe, Yearbook 2001 Green, J. (2004) â€Å"Venture capital at a new crossroads†, Journal of Management Development, 23(10), pp. 972 – 976. Hege, U., Palomino, F., Schwienbacher, A. (2003) Determinants of Venture Capital Performance: Europe and the United States, LSE Working Paper, 1, pp. 1-40. Jeng, L. A., Wells, P. C. (2000) ‘The determinants of venture capital funding: evidence across countries’, Journal of Corporate Finance, 6, pp. 241-289. Popov, A., Roosenboom, P. (2013) ‘Venture Capital and New Business Creation’, Journal of Banking & Finance, 37, pp. 4695-4710.

Analysis Of The Movie I Can Get My Own ! - 1683 Words

over and said, â€Å"Sounds like you two are having fun.† He flashed Maggie a smile that turned her drunken pink cheeks red. â€Å"We are,† she giggled picking up her drink and sipping it dry. â€Å"You’re out,† he said. â€Å"Let me go get you another.† Daniel began to feel like he was sobering up in a matter of seconds. He hated when this happened, and with Maggie it happened quite a lot. Send him away, he mentally told her. â€Å"I can get my own!† Maggie replied giggling. Daniel couldn’t tell if she was trying to flirt. â€Å"I’ll go to the bar with you then, I need a drink, too.† Before Daniel knew it, the man stood up and headed toward the bar with Maggie tailing behind him. He finished his drink in a few big gulps and hoped Maggie would remember to get him one, too even though he had a feeling she had forgotten about him. They leaned against the bar, laughing, talking, not bothering to get the bartender’s attention. He said something that made her throw her head back, laugh, shake her hair and give him a big smile. She said something back to him and gently rested her hand on his bicep. Typical. Daniel wasn’t jealous of what was going on. Daniel was pissed that Maggie just left him, mid conversation, for a stranger. He felt awkward sat at the table by himself. And if they came back, he would feel like a third wheel no one needed. When this happened back in London, he would just tell Maggie he was tired and would go home early which he couldn’t do here. He was stuck and they weren’tShow MoreRelatedEssay about Developing My Critical Thinking Skills997 Words   |  4 Pagessemester, I dont expect any recollection of my presence in your COMM150 class-- I certainly wasnt an exemplary enough student to have left any lasting memories (which is both good and bad). 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