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Marty and Jean knew they needed to work together to make their vision a reality. There was no question of working with outside partners. This was an internal partnership. But they needed to explore their compatibility. So, I asked them to complete a Partner Compatibility Analysis as a team-building exercise to help them begin thinking about how their relationship might develop. Marty balked. “Look, I know that I have to work with Jean, and I think we’ve identified the scheduling as one area we can work on. But I don’t want to waste my time with that compatibility thing. Can’t we just move on?” Jean replied: “Let’s just look at it, Marty. It might help.” So look at it we did. After a few minutes they started answering the questions out loud, so I suggested we just informally put down on paper what they were saying. Neither objected, and their compatibility analysis is what we came up with. Marty and Jean noticed they both answered no in areas that concerned their relationships. They vowed this was one area they were going to work on.

One can see clear regional differences in the same society or nation for the desire to establish entrepreneurship and further advance ahead. This however, does not mean that people of some places are made (gifted) for entrepreneurship and others are not. I am of the opinion that any place in this universe is a fi t case for an entrepreneurial activity. Some are able to sense (get insights) while others do not. Even getting insight alone will not be adequate enough for entrepreneurship unless the skills to exploit the market and utilize the resources as well as opportunities are not adequately developed.

An entrepreneur always has to have space for unexpected happenings in the process of any entrepreneurial venture. Market turbulence and unpredictable environment, organizational factors like strategy, structure and leadership, managing people and resources including technology, political stability, and sociocultural factors play a very crucial role in developing entrepreneurial culture in society. Organizations will find it diffi cult to involve a majority of the people if they are unable to create a culture where most are oriented towards innovative activity, leading further towards entrepreneurial outcomes.

VCs will look for the same aspects in a business that is being considered for an MBI as they will in an MBO. The only difference is that where the CEO or management is not deemed to be worthy of their support they will need to bring in someone (usually at CEO level) whom they are prepared to support and whom they are confident will achieve the business targets that have been set.

Management/Employees acquiring 100% of the equity. It is difficult to generalise about what type of business the management and employees will be looking for in this type of buy-out, as the motivation for launching buy-outs will vary widely. However, it is safe to assume that management will be looking for all or most of the following before they will go ahead with the transaction:

• Business must have sufficient growth potential for management to believe that buying it is a better option than being employed elsewhere.
• The business owner must set a reasonable sale price and, where necessary, be prepared to offer terms of purchase.
• The business must be able to support the purchase borrowings.
• The management team must believe they can improve the business because of their expertise. Most management teams believe they can do a better job than the current owner!
• A realistic, profitable exit strategy that will justify their risk and hard work.

Where a specialist EPO financier is assisting an employee buy-out, it will look for similar attributes in a business as are necessary for a traditional MBO.

Today, technological advancement has diverted the attention of the globe towards itself. Silicon Valley is an example of entrepreneurship and innovation—inseparable aspects of the economic development. Innovation does not entail just the development of novel and creative products but also involves building loyal customers, adapting and applying cost-effective technology, strategic decision-making, as well as identifying, selecting, developing, managing and retaining competent people. People do make a difference. Organizations have to identify talents who could explore opportunities for product development. Therefore, retaining talent is one of the major challenges of the chief executive offi cers (CEOs), particularly in R&D, learning and entrepreneurial organizations. By retaining innovative talents, many entrepreneurial organizations and places like Silicon Valley could be created, developed and managed.

The performance of most portfolio managers is measured against a benchmark index. Active management exposes investors to beta, which is defined as portfolio volatility relative to the market, and to alpha, the value added by the portfolio manager’s luck or skill. Sharpe (1991) observes that the market as a whole is made up of all market participants, and therefore the average return of all participants equals the return of market, before fees and costs. After fees and costs, however, the average return of all market participants is below market return. Consequently, to beat the market consistently, investors need to have special skills. Interestingly, if one asks market participants what active return they expect to earn, 90 percent of them say they expect an excess return of 1–1.5 percent. Obviously, this contradicts conventional wisdom.

The securities issued by the U.S. Department of the Treasury are backed by the full faith and credit of the U.S. government. Consequently, market participants through¬out the world view,them as having no credit risk. As such, interest rates on Treasury securities are the key interest rates in the U.S. economy as well as in international capital markets. The large size of any single issue has contributed to making the Trea¬sury market the most active and hence the most liquid market in the world.

The minimum interest rate that investors want is referred to as the base interest rate or benchmark interest rate that investors will demand for investing in a non-Trea¬sury security. This rate is the yield to maturity (hereafter referred to as simply yield) offered on a comparable maturity Treasury security that was most recently issued (“on the run”). So, for example, if an investor wanted to purchase a 10-year bond on September 19, 1997, the minimum yield the investor would seek is 6.086%, the yield on the most recently issued 10-year Treasury