创业融资过程中的股权融资与债权融资探讨

大部分企业在创立和发展过程中都需要进行融资,融资按权益来划分可以划分为股权融资和债券融资,本文着重介绍了新创企业融资过程中的股权融资与债券融资的资金来源以及它们的特点,进而对股权融资与债券融资进行了比较.     

创业融资过程中的股权融资与债权融资探讨

大部分企业在创立和发展过程中都需要进行融资,融资按权益来划分可以划分为股权融资和债券融资,本文着重介绍了新创企业融资过程中的股权融资与债券融资的资金来源以及它们的特点,进而对股权融资与债券融资进行了比较。     

对我国融资结构的思考

对我国融资结构的思考姜学军刘岩融资结构是指各种融资方式的相互搭配、彼此之间的关系以及所占的份额。经济体制改革以来,我国的融资结构发生了很大的变化,从单一的银行间接融资逐步过渡到直接融资和间接融资并存的多元化的融资格局。本文主要针对我国现阶段融资结构中...     

我国上市公司融资结构分析

不同于发达国家,我国上市公司融资以外源融资为主,内源融资为辅。尽管以银行体系为代表的间接融资方式仍然是我国企业外部融资的首要选择,然而以债券融资、委托贷款融资、信托融资以及股票融资为代表的直接融资体系发展迅速,逐渐成为国内企业融资的重要补充手段。     

融资结构与融资效率实证分析——以江苏为例

合理的融资结构有助于金融服务效率的提高,但当前融资结构严重失衡依然十分突出,企业过分依赖银行信贷这种间接融资方式,发行企业债券和股票等直接融资规模很小。本文以江苏为例对融资结构与融资效率问题进行实证分析,认为直接融资与间接融资不是简单的替代关系,直接融资在一定程度上促进了短期信贷的发展;作为资本积累的不同途径,直接融资对于促进江苏经济增长的效果较间接融资更为显著。     

中外企业融资结构比较分析

根据企业优序融资理论及发达国家企业的融资实践 ,企业优序融资的模式是先内源融资 ,再债务融资 ,最后才是股权融资 ,而我国企业的融资结构却是截然相反。本文比较分析了中外企业不同融资结构的成因及效应 ,由此得到一些启示。     

我国上市公司融资偏好及成因分析

融资优序理论认为:企业融资的一般顺序应当首先是内部融资,其次是债务融资,最后才是股权融资.与国外相比,我国上市公司呈股权融资偏好.本文分析了我国上市公司股权融资偏好的影响,并主要从融资成本和公司治理结构两方面剖析了股权融资偏好产生的原因.     

科技型中小微企业融资结构影响因素的实证研究

以山东省科技型中小微企业为样本,采用统计分析、计量模型等方法,从企业角度探讨了不同生命发展阶段的科技型中小微企业融资结构及其影响因素。研究表明:处于不同生命周期阶段的科技型中小微企业融资结构存在明显差异,融资结构呈现出先内后外、由股权融资向债权融资的阶段性特征。企业融资结构与其偿债能力、规模大小及成长性显著相关;股权融资对改善企业的间接融资环境有明显帮助,股权融资与贷款融资具有一定的替代效应,股权融资有助于降低企业贷款成本。     

太阳纸业融资偏好分析

本文通过分析太阳纸业的股权融资、债权融资、伙伴融资以及和融资有关的几个财务指标,得出其融资偏好符合优序融资理论的结论。在文章结尾,作者根据太阳纸业的战略规划,指出太阳纸业作为国内最大的上市民营企业,应该把股权融资作为现阶段优先考虑的融资方式,以促进公司在世界范围内的长足发展。     

企业融资渠道与融资行为分析

融资行为是企业极为重要的理财行为之一。从历史上看,人们甚至将融资活动视为财务管理活动的核心内容。一个多世纪以来,西方工业发达国家的企业在融资方面已经积累了极为丰富的经验,值得我们去了解、分析和借鉴。随着证券市场的不断发展,我国企业在融资方面的选择也越来越多,如何利用有利的融资方式促进企业的发展便成为任何一家企业不容忽视的理财问题。在所有的融资途径和方式中,以利润留存为主要形式的内部融资是企业融资中最为重要的融资方式。股权融资与债务融资之间明显的性质差异值得理财人员的高度关注。     

升值之言该如何听

自今年6月中国暗示将松动人民币汇率以来,人民币升值幅度仅为0．4％,这大大低于华盛顿的期待,因此,中美两国的关系日益紧张起来。随着失业率的膨胀,以及选举年即将到来,美国国会再一次将人民币汇率摆上了议事日程：9月6日,华盛顿两位高官为缓和中美关系前往北京,就人民币及其他重要问题进行高峰会晤,以期达成共识。     

商业银行如何应对利率市场化

最近,中国央行的利率政策传达出利率市场化步伐骤然加快的信号,沉浸在央行利率管制环境下的国内商业银行突然感到"利基"竞争的性质发生了重要变化。那么.在利率市场化环境下商业银行应采取怎样的风险偏好,才能使贷款定价覆盖风险溢价?这是银行管理者必须回答的问题。     

When to ally & when to acquire

Acquisitions and alliances are two pillars of growth strategy. But most businesses don't treat the two as alternative mechanisms for attaining goals. Consequently, companies take over firms they should have collaborated with, and vice versa, and make a mess of both acquisitions and alliances. It's easy to see why companies don't weigh the relative merits and demerits of acquisitions and alliances before choosing horses for courses. The two strategies differ in many ways: Acquisition deals are competitive, based on market prices, and risky; alliances are cooperative, negotiated, and not so risky. Companies habitually deploy acquisitions to increase scale or cut costs and use partnerships to enter new markets, customer segments, and regions. Moreover, a company's initial experiences often turn into blinders. If the firm pulls off an alliance or two, it tends to enter into alliances even when circumstances demand acquisitions. Organizational barriers also stand in the way. In many companies, an M&A group, which reports to the finance head, handles acquisitions, while a separate business development unit looks after alliances. The two teams work out of different locations, jealously guard turf, and, in effect, prevent companies from comparing the advantages and disadvantages of the strategies. But companies could improve their results, the authors argue, if they compared the two strategies to determine which is best suited to the situation at hand. Firms such as Cisco that use acquisitions and alliances appropriately grow faster than rivals do. The authors provide a framework to help organizations systematically decide between acquisition and alliance by analyzing three sets of factors: the resources and synergies they desire, the marketplace they compete in, and their competencies at collaborating.     

How to Tie Equity Compensation to Long-Term Results

Companies, investors, and regulators around the world are now seeking to tie executives' payoffs to long-term results and avoid rewarding executives for short-term gains. Focusing on equity-based compensation, the primary component of top executives' pay, the authors analyze how such compensation should best be structured to provide executives with incentives to focus on long-term value creation.
To improve the link between equity compensation and long-term results, the authors recommend that executives be prevented from unwinding their equity incentives for a significant time period after vesting. At the same time, however, the authors suggest that it would be counterproductive to require that executives hold their equity incentives until retirement, as some have proposed. Instead, the authors recommend that companies adopt a combination of "grant-based" and "aggregate" limitations on the unwinding of equity incentives.
Grant-based limitations would allow executives to unwind the equity incentives associated with a particular grant only gradually after vesting, according to a fixed, pre-specified schedule put in place at the time of the grant. Aggregate limitations on unwinding would prevent an executive from unloading more than a specified fraction of the executive's freely disposable equity incentives in any given year.
Finally, the authors emphasize the need for effective limitations on executives' use of hedging and derivative transactions that would weaken the connection between executive payoffs and long-term stock values that a well-designed equity arrangement should produce.     

NYSE execution quality subsequent to migration to hybrid

In October 2006, the NYSE began rolling-out phase three of a four-phase plan initiate its new Hybrid trading mechanism. The results show that this new trading platform introduced a much larger proportion of electronic transactions relative to floor auction transactions. This migration to electronic transactions is further evidenced by a mirror shift in price discovery from floor trades to trades marked for automatic electronic execution. In addition, the move to Hybrid trading introduced a significant decrease in inventory control costs, as well as a noticeable increase in trade persistence. Finally, the new trading platform has increased the speed with which orders are met, and has also decreased the proportion of executed shares which receive price improvement.

How to stop the race to the bottom

Standard tax multipliers are a widespread feature of fiscal equalization systems. A simple theoretical model shows that actual tax multipliers respond positively to changes in standard tax multipliers. This theoretical prediction is tested empirically using data on municipalities in Germany. A quasi-experiment in the state of North Rhine-Westphalia is exploited to identify the incentive effect. The empirical results confirm that local business tax policy is shaped by standard tax multipliers. They provide a straightforward practical tool to avoid a race to the bottom in local business tax rates.