Brand equity 2006-06-01 Staff Writer The June issue of <italic>Private Equity Manager</italic> is filled with commentary on marketing, branding, and image. It is also filled with stark examples of the rewards that those firms with powerful brands can reap.<br /><br />As has been widel
US buyout group KKR has entered into its first investment in India in a big splash, acquiring the software business of Flextronic International for $900 million.
At Lime Rock Partners - a Westport, Connecticut-headquartered private equity firm focused on energy investments in North America and Europe - it seems that each day brings forth new issues to tackle for CFO and general counsel Mark McCall. McCall says he is up for the challenge and describes to PEM the numerous helmets he wears.
Top of the heap 2006-05-01 Staff Writer The data below suggests that firms who have made it to third, fourth and fifth vehicles have, on average, outperformed. And the best firms tend to outperform by a wide margin.
As the private equity industry continues to grow and mature, the need to hedge currency risk is becoming increasingly necessary. By Paul Honeywood
With the rush of new money flowing into the asset class, private equity shops are finding that recruitment of junior professionals can be as competitive as deal sourcing.
GPs should keep unregistered broker dealers away from deals. By Edward M. Zimmerman, Scott Ring and Steven M. Hecht
Adding senior-level investment partners is crucial for a firm's growth, and a real challenge for GPs.
Fee fandango 2006-05-01 Staff Writer Managing a $10 billion fund has its benefits. For example, the management fees and transaction fees alone can generate more than $1 billion over 10 years. Add carry to the mix, and the whole mega-mega fund endeavor becomes nice work, if you can get it. The friction associ
LP eagerness to avoid fees and GP wariness of club deals have created a surge of interest in co-investment vehicles. The bargaining power is firmly on the side of the GPs.