Journal of Private Equity

  • ID: 1286183
  • Book
  • Region: Global, United States
  • Institutional Investor
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The Journal of Private Equity (JPE) gives you in-depth analysis of today's most innovative strategies and techniques in private equity and venture capital.

It shows you the what, how and why of successful deals with detailed explanations, probing analysis, and real-life case studies—and shows you how to immediately apply them to your own deals.

You get the practical tools to:

- Apply new techniques to increase the profitability of your deals
- Manage and monitor profitable private equity portfolios
- Locate opportunities and manage risk
- Assess business plans and direct management teams

You get four print issues a year plus online access to archived articles.

JPE is read by practitioners working in venture capital funds, merchant banks, LBO funds, investment divisions of commercial banks, corporations and equity investors.

Issues covered include:

- Case studies on specific aspects of real-life venture-related deals.
- Practical advice on financial applications such as valuation models, exit strategies, performance analysis, and fund structures.
- Global opportunities and specific industry prospects.
- Regulatory and tax issues.
- Management-related concerns such as compensation and incentive structures.

The U.S. economy continues to grow at a faster pace in terms of real GDP than other major industrial economies. Although this bodes well for venture capital and private equity activity in 2016, several developments require careful monitoring. Preliminary evidence is that the rate of job turnover is being shortened to about three to five years, especially in the middle-market sector of the economy. This development could be destabilizing to consumer spending and to labor productivity. Additionally, analysts have identified the need for higher levels of education in the increasingly technology-driven economy. Anyone with only a high school education faces dire job prospects unless they pursue additional skills training at community colleges or technical colleges. Even students that graduate from college with a Bachelor’s degree are strongly urged to pursue additional education.

The emergence of online learning has enabled new workforce entrants to gain further education while earning a living working in their current job. Nevertheless, the persistent drive for more education to supply the future workforce needs of the middle-market economy is complicated by at least three factors. First, demographic factors have contained the growth in the number of students enrolling in high schools for about the next eight years. This absence of growth in the number of potential new workers in the United States will continue to persist through college and into graduate studies, limiting skilled workforce growth in the future. Second, the passion to go to school and achieve higher levels of education and increased standards of living is adversely confronted by a widening wage gap, the rising costs of traditional education inflating student debt levels, and a lack of certainty about the future cost of living. Increasing immigration of well-educated and driven workers has been the response to meet the growing demand by companies to remain competitive.
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Recent articles include:

How Do Private Equity Investors Create Value? A Summary of Findings from Ernst & Young’s Extensive Research in North America over the Past Four Years

Low-Cost Multinational Acquisition Financing Using

Collateralized Corporate Obligations

Public or Private? A Review of the Eclipse of the Public Company in the Current Environment

Strategies to Mitigate Risk and Improve Investment Return in Large Capital Projects

Growth-Based Franchise Opportunities: Lessons from the GEICO Acquisition

Hitting the Curve Ball: Risk Management in Private Equity

Private Equity Firms as Market Makers

Private Equity, Ownership, and Regulation

Taking Burlington Northern Railroad Private

Host Country Effects on the Success of International Private Equity Investments

Family Business and Private Equity: Conflict or Collaboration? The Case of Messer Griesheim

Strategic Change in Firms Following Private Equity Acquisition: An Ex Post Study of U.K. Technology, Industrial, and Communications Firms

Measuring a Premium for Liquidity Risk

Value Creation Drivers in Private Equity Buyouts: Empirical Evidence from Europe

Integrity in Business Executives

Success Factors in New Product Development: How Do They Apply to Company Characteristics of Academic Spin-Offs?

The Changing Face of Private Equity: How Modern Private Equity Firms Manage Investment Portfolios

Industry Cycles and the Performance of Buyout Funds

You Bring Them a Chest of Gold, They Tell You It’s Too Heavy

Family-Firm Buyouts, Private Equity, and Strategic Change

Are Some Venture Capitalists More Likely Than Others to Replace Founder-CEOs?
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Editor: F. John Mathis, Director of Global Financial Services Center
Professor of International Finance, Thunderbird School of Global Management

Advisory Board

Kevin K. Albert

Burt Alimansky
Alimansky Capital Group

Mark Anson
Oak Hill Investments

Colin C. Blaydon
Tuck School of Business

David J. Brophy
University of Michigan

Gary M. Cadenhead
University of Texas at Austin

James H. Davis
Utah State University

Fred Dotzler
De Novo Ventures

Vance H. Fried
Oklahoma State University

Paul A. Gompers
Harvard University

Leonard M. Harlan
Castle Harlan, Inc.

Thomas F. Hellmann
Sauder School of Business

Robert F. Higgins
Highland Capital Partners

Charles Hofer
Kennesaw State University

Steven N. Kaplan
University of Chicago

Robert J. Kunze
Venture Capitalist

Tracy T. Lefteroff
PricewaterhouseCoopers, LLP

Josh Lerner
Harvard University

Jack D. McCarthy, Jr.
Alvarez & Marsal LLC

Chandra S. Mishra
Florida Atlantic University

Jan Smolarski
The University of Texas

Carl D. Thoma
Thoma Bravo

Karl H. Vesper
University of Washington
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