打开IFC投资窗

2001年第2期我刊曾经介绍了如何与国际金融公司合作的专题文章,受到读者的极大关注。如果你想与IFC合作,从IFC那里获得更多的融资支持和其他支持性服务,那么,此文会帮助你了解IFC最新的投资产品和服务信息。     

IFC投资中国新动向

世界银行集团的私营投资机构——国际金融公司(IFC)作为一个多边发展机构,一直致力于促进发展中国家私营部门的可持续发展,减少贫困,改进人民生活水平。IFC利用自有资源和在国际金融市场募集的资金为项目融资,同时还向政府和企业提供技术援助和咨询。中国目前是IFC投资增长最快的国家之一,是IFC投资第九大国家。从1985年批准第一个项目起至2004年4月30日,IFC在中国共投资了72个项目,计16亿美元,其中11.12亿美元为自有资金,4.95亿美元来自银团中的其他银行。2004年IFC对中国的投资有哪些新动态?2005财年IFC的投资会关注哪些领域?IFC对金融领域的投资战略又是怎样的?IFC在选择民营企业投资对象时最看重的是什么?为此,本刊记者在首届全球扶贫大会召开之际,就读者关心的这些话题,采访了IFC全球投资业务副总裁阿萨德·贾布尔先生(Assaad Jabre)     

如何与国际金融公司IFC合作

向国际金融公司申请融资的先决条件: ●国有股权小于50%的非国有企业,或乡镇企业、民营股份公司、三资企业     

IFC急扩中国金融版图

<正>作为世界银行集团属下专门促进发展中国家私营部门投资的机构,人口最多、发展速度最快、市场潜力最好的中国自然成为国际金融公司(IFC)业务发展的重中之重。截至2005年6月30日,IFC在中国总投资额达21.74亿美元,投资领域涵盖金融、农业、能源、IT、化工、通讯等行业。这其中,对金融机构的投资最多,占总投资额的26%。     

定向投资--访IFC中蒙区首席代表Karin M. Finkelston女士

IFC的战略重点是支持中国非公经济的发展 1985年IFC开始在中国做业务,1992年在中国设立代表处.到现在IFC在中国做了近40个项目.IFC在中国的业务重点有四个:     

IFC答项目企业融资问

2011年9月20日,在全国工商联新能源商会举办的中华新能源沙龙上,国际金融公司（IFC）的高级投资官员孙浩、投资官员钟音、运营官员陈蓉、高级工程师张殿军、高级投资官员Peter Cook先生从多角度介绍IFC的融资服务,并就企业所关心的问题一一做了解答     

IFC副总裁谈中国创新生态系统

由科技部、中国科学院、中国工程院、国家知识产权局和北京市人民政府政府共同举办的2014年中关村论坛9月25日在京举行,本届论坛年会的主题是"创新创业生态系统:协同 分享 共赢"。世界银行国际金融公司副总裁冯桂婷女士发表演讲。冯桂婷女士认为,创新不仅只是高端的科学技术创新,而且也是低端和中端的科技创新.因为这同样重要。德国和日本正是走过同样的路。     

Predicting abnormal returns from news using text classification

We show how text from news articles can be used to predict intraday price movements of financial assets using support vector machines. Multiple kernel learning is used to combine equity returns with text as predictive features to increase classification performance and we develop an analytic center cutting plane method to solve the kernel learning problem efficiently. We observe that while the direction of returns is not predictable using either text or returns, their size is, with text features producing significantly better performance than historical returns alone.     

When no news is good news

For as long as can be remembered, BestBaby Corporation, a manufacturer of baby equipment and furniture, has enjoyed a solid reputation with retailers, a good track record with consumers, and a supportive relationship with stockholders. But then the child of a celebrity is injured when her stroller tips over because its brakes failed. The media go wild, and CEO Greg James finds himself in uncharted territory. The morning after the accident, Greg calls an emergency meeting of his executive staff. As he searches his memory to prepare for it, he thinks about Arzep Enterprises, BestBaby's main provider of parts and materials. He remembers his COO, Keith Sigismund, telling him that Arzep had switched suppliers at some point in order to cut its own costs. Nevertheless, Keith had assured Greg that the new material, although not quite as sturdy, hadn't affected the quality of Arzep's components. By the time the meeting is set to begin, several employees have threatened to quit, and stories are surfacing in the press and on the Web about other consumers who have had problems with their strollers. Then in the meeting, Keith drops a bombshell: he reads from a year-old memo sent to him by an employee in manufacturing stating that the new brake fittings delivered by Arzep don't grab the front brakes as well as the ones previously supplied. The same employee, and others, had complained in the past that Keith hadn't adequately attended to concerns they brought up to him. In this fictional case study, four commentators offer advice to Greg on how BestBaby should respond to the victim's family, the media, the public, and the company's own employees during this PR crisis.