Huntingdonshire MP Jonathan Djanogly opens exciting new workspace in St Neots
St Neots town centre was a hive of activity on Friday 4th December, with the official opening of new town centre workspace by Huntingdonshire MP Jonathan Djanogly. The hour long reception to officially open The Workstation, St Neots also saw a large number of high profile local stakeholders in attendance in support of this new offer to start ups and established small businesses in the town.
The Workstation, housed in Bellingham House on the corner of Cambridge Street and Huntingdon Street, offers a number of serviced office suites, meeting space and flexible Coworking Hot Desk options. It is already home to 10 successful small businesses and professionals, thanks to its innovative approach and flexible business options.
Speaking at the opening of the event, Jonathan Djanogly said: “Small businesses are such an important part of the local Huntingdonshire economy and I am pleased to officially open The Workstation St Neots today. The immediately popularity of the Workstation St Neots really is testament to a strong and vibrant business community in the town and I wish the building and the businesses who work here every future success. ”
The event also featured a speech by local business owner George Zitko from Zitko Consulting and was attended by over 30 local stakeholders including the Mayor and Mayoress of St Neots, the Federation of Small Businesses and the Cambridgeshire Chamber of Commerce. Businesses that work from the building also showcased details of their work to the invited guests in a dedicated exhibition area.
Speaking about its new investment in St Neots, Dominic Palmer from the Workstation Group said: “We specifically chose St Neots as the new location for our property portfolio as it was clearly evident in our research that the town has a hugely vibrant small business community, which continues to grow. The Workstation St Neots offers these people a place to work, to network and to ultimately grow their businesses and we are so very excited to be providing such high quality office space to support that.”


Bæredygtig forretningsudvikling Konference 27/11
Via bæredygtighed til vækst - konference på engelsk med hovedtaler Annabeth Aagaard, Direktør for Center for Business Development.
27. november, 2018 kl. 09:00
Auditoriet, Nupark 51
SDGs as drivers for business innovation and growth for SMEs and start-ups
Download officiel indbydelse her.
How contributing to the UN Sustainable Development Goals (SDGs) delivers results to both small and medium-sized companies and start-ups.
Date & time: 27th November 2018, 09:00 to 15:00
Location: Nupark 51, 7500 Holstebro, Denmark
09:00 – 09:30 Welcoming and registration
09:30 – 09:45 Opening remarks from Søren Olesen,
09:45 – 10:30 Management and business development linking sustainability and profit. Speaker: Annabeth Aagaard, Director of Center for Business Development.
10:30 – 10:50 Coffee / tea break
10:50 – 11:05 How the SDGs, and sustainability in general, are changing the way businesses operate and consumers / companies / governments purchase products.
Speaker: Douglas Marett, CEO, GH Sustainability A/S
11.05 – 11:25 Company Case Story: KLS PurePrint – How a printing company’s focus on sustainability lead to growth and profitability, and a position as one of the world “greenest” printing companies. Speaker: TBA, KLS PurePrint A/S
11:25 – 12:00 How the Global Compact Network Denmark works to influence greater contribution to the SDGs from Danish companies large and small. Speaker: To be announched, Global Compact Network Denmark
12:00 – 12:45 Lunch and networking
Afternoon Session A – Start-ups
12:45 – 13:15 When a different business model and mindset is needed, starting up with sustainability. Speaker: TBA
13:15 – 13:45 Company Case Story: How the startup XXX integrated sustainability into its business model. Speaker: TBA,
13:45 – 14:15 Company Case Story: How the startup XXX integrated sustainability into its business model. Speaker: TBA,
14:15 – 14:45 How regional partnerships are supporting sustainable practices and growth in companies. Speaker: Stine Kirstein Junge, SDG Accelerator with UNDP
14:45 – 15:00 Closing remarks
15:00 Afternoon networking (with served refreshments)
Afternoon Session B – Sustainable production and materials
12.45 – 13.15 Materials of the future, latest news. – Speaker: TBA. DMN – Danish Materials Network
13.15 – 14.00 Introduction to exotic materials and the possibilities they provide. Speaker: Johan Larsen, Engineer, DAMRC – Danish Advanced Manufacturing Research Center
14.00 – 14.45 Nanomaterials, from laboratory to big business – Speaker: Leif Christensen, Ph.D. Danish Technological Institute
14.45 – 15:00 Closing Remarks
15.00 Afternoon networking (with served refreshments)
Registration: Send an e-mail to Nupark@nupark.dk including your name, company name, e-mail and phone number.
Questions? Contact: Allan Hedegård, Director of Nupark Innovation A/S, Phone: 9612 7200 or e-mail: firstname.lastname@example.org


How the Microchip Shortage is Impacting the Motorcycle Industry
You may have already noticed that motorcycle inventories across Miami, the greater South Florida region, and the United States as a whole are constricting faster than you can pop a wheelie. Offers for your used motorcycle may have come pouring in. You may have looked online for new Harley-Davidsons and wondered why the inventories seem so low. One word: microchip.
Or more specifically, a global shortage of semi-conductors. Thousands of these semi-conductors (also known as microchips) are needed to assemble one Harley-Davidson. The shortage of these microchips are a direct result of the COVID-19 pandemic and its forced shutdowns of factories and suppliers. Now that production is slowly starting to rebound, there is a massive backlog of motorcycle and automobile manufacturers looking to get their hands on the technology so they can keep up with demand.
Used Motorcycles Are at a Premium
Typically, higher demand and lower supply produce higher prices. This isn’t great news if you’re looking to buy a motorcycle, but it is if you’re looking to sell your used Harley-Davidson (or any motorcycle brand, really). In fact, this is one of the best times in history to sell your used motorcycle.
Motorcycle dealerships need to keep generating revenue for the company and for the sale steams they employ. If dealerships can’t get enough new product on the showroom floor, the alternative is to try and grow their used motorcycle inventory. And because of the microchip shortage, motorcycle dealerships like Peterson’s Harley-Davidson are offering Miami riders some of the best prices that have ever been seen.
But how did the COVID-19 pandemic cause this shortage exactly? Starting in 2020, the pandemic completely upended the market and global economy. People drove less since they were working from home and thus, people were buying less. This caused motorcycle manufacturers to cancel their semiconductor (microchip) orders to suppliers. As soon as the demand started to increase, those manufacturers were pushed to the end of the line. And factories have not been able to keep up with the sudden burst of microchip demands.
The microchip shortage for the motorcycle industry is expected to continue into 2022 or even 2023. Though it sounds ominous, the good news is that demand continues to climb for motorcycles, which is a welcome thought for motorcycle manufacturers and dealerships like Peterson’s Harley-Davidson. However, inventory is needed on motorcycle dealership lots to leverage the demand.
Ultimately, this is all great news for those wanting or considering selling their motorcycles. Peterson’s Harley-Davidson is offering the best prices in its history to Miami and South Florida motorcycle riders looking to sell their bikes. And before you ask yourself “I’ve sold my Harley-Davidson for great money, but how can I get a new bike with these prices?” Peterson’s Harley-Davidson makes it easy to trade in your used motorcycle for a new one.
In-house financing with competitive rates and terms that fit your budget are readily available. Free insurance quotes tailored for motorcycles are also offered by the Peterson’s Harley-Davidson sales team. And to keep you completely covered, Peterson’s Harley-Davidson offers other financial products and benefits such as GAP coverage, payment protection, extended warranties, and preferred maintenance plans. Sell your used motorcycle today and let us arrange credit financing with a minimum down payment (and approved credit) so you can get the best deal for your current motorcycle and ride off into the Miami sunset with a brand-new Harley-Davidson® .
If you’re ready or just thinking about selling your motorcycle, click here for a free no-obligation quote. You can also stop by our Harley-Davidson dealership in Miami (Miami Gardens) and our South Miami location (Cutler Bay).


Join our network of 1000+ subscribers to keep updated with our new investments, partner insights and portfolio news.
Notion Capital Managers LLP (registered address: 91 Wimpole Street, Marylebone London W1G 0EF) is authorised and regulated by the Financial Conduct Authority (FRN number: 565008).
The fund is supported by the European Union through the Competitiveness and Innovation Framework Programme (“CIP”).
© 2017 Notion Capital Ltd. All rights reserved. Site by DESIGNOPOLY


eClaims is a web-based system that provides your patients additional value and lower out-of-pocket expenses. Eligible extended healthcare providers can conveniently capture and submit insurance claims or estimates (predetermination of benefits) online on behalf of their patients at the point of care.
Depending on the insurer's offering, the submission could adjudicate automatically, with confirmation on coverage, types of expenses claimed and provider eligibility. In that case, you will immediately receive a notice of the result of the transaction to share with the patient.
Patients can pay you the full amount with the confidence in knowing what and when they will be reimbursed. Alternatively, if you choose, they can pay you only the deductible and assign payment of benefits directly to you. You have peace of mind in knowing you will be paid in full for your services.


Vienna Business District South (Austria)
Started in 2012 as Standpunkt Liesing
Over 100 measures to conserve resources
In Austria, the Vienna Business District South is one of Austria largest single business districts with more than 700 companies from a wide range of sectors. Vienna Business District South is already frontrunner in aspects such as installing PV, testing smart meters or rolling out E-mobility. Automatisation, storage and collective self-consumption provide opportunities for Vienna Business District South to widen its market portfolio by connecting present and future industry customers. Also Vienna Business District South wants to understand the attractiveness of integrated services to customers and test new business opportunities and services. This is also part of a wider company initiative that aims to provide service, innovation and sustainability to the whole Industry quarter.
The activities of the Vienna Business District South aim to actively shape the development of the business areas in Vienna, to make them more attractive and to ensure that their development is tailored to the requirements of business developments. Therefore, VBD South acts in cooperation with the project partners Vienna Chamber of Commerce, Vienna Business Agency and the district planning and zoning department as an interface between the companies in the business areas of the 10th, 12th, 14th and 23rd districts and the district policy. The Vienna Business District management acts in the south of Vienna as a central hub for cooperation strengthening, information and consulting services as well as innovation development. In addition, the entrepreneurial use of resource-saving technologies, such as the installation of photovoltaic systems, is promoted and supported. For this cause, the Vienna Business District South connects companies and finds synergies.


Serving Bucks, Montgomery, Chester, Delaware,
Berks, Lehigh, Northampton, Monroe, and Carbon Counties
Todd’s first challenge became shortly after the acquisition in 2001. With the tragic events of 911, and the dependency on foreign oil, Todd recognized the importance of utilizing domestic renewable energy. Although Mayers' office has had Geothermal Heat since 1976, Todd became committed to educating himself and his employees using the most innovative resources. Geothermal systems are a well established means of providing cost-effective heating and cooling for residential and commercial use. In the last twenty years, the technology associated with geothermal systems has been greatly refined and is popular throughout the United States. Geothermal Loop Systemsoffer "savings from the ground up." Todd is committed to the evolving industry and works with customers and developers to find the most cost effective solutions.
In 2002, Mayers Well Drilling became a full-service water well operation as a result of acquiring a hydrofracutrer. Hydrofracturing is a cost effective option that gives us and our customers the ability to increase well yields without drilling a deeper hole.
Todd Mayer prides himself on his honesty and knowledge of the well drilling industry.
From 1937 to the present Mayers Well Drilling has provided new technology with old-world workmanship.
The Mayers, and their staff look forward to the opportunity to serve all of your water well needs in the future.
• Guaranteed Workmanship and Materials
• We Inspect Your Property and Provide a Free Estimate
• Providing Complete Insurance Coverage While on the Job
• Municipal Systems
• High-Capacity Water System Installations
• Pump Sales & Service
• Water Treatment Equipment & Service
• Water Softeners
• Water Conditioners
• Skilled Service Technicians
PROVIDING EXPERT, PROMPT, & ECONOMICAL SERVICE TO ALL OF SOUTHEASTERN PENNSYLVANIA
CERTIFIED SPECIALISTS BY THE NATIONAL GROUND WATER ASSOCIATION
Building Relationships on Principals of Respect & Mutual Benefit
Trust our fully licensed and insured experts.
With more than 70 years of experience and thousands of satisfied customers, Mayer’s Well Drilling has earned an outstanding reputation in the ground water business.
Mayer’s Well Drilling is capable of handling any size job, from domestic to large municipalities.
Mayer’s Well Drilling was founded in 1937 by Joseph Mayer.
In 1927 Joseph Mayer worked with a well driller to develop well water for the family farm located near Spinnerstown, PA.
By 1937 Joseph owned and operated his own drilling equipment.
In 1951 he purchased the first rotary drill rig in Easton, PA. Joseph’s acquisition took Mayer’s Well Drilling to a comprehensive new level.
Even though some cable tool rigs are still in use today, most of Mayer’s original equipment was retired in the mid 1950s.
Terry Mayer and his wife, Eileen, purchased the business from Terry’s father, Joseph Mayer, in 1964.
Terry and Eileen recognized the potential of their company and wasted no time in expanding the company to new heights. Appreciating that the future of the company relied on diversification and education, Mayer’s Well Drilling took on new endeavors. In the mid1960s, Mayers drilled elevator shafts. In the early 1970s, they further expanded to drill most of the guard rails on our Pennsylvania highways during the housing boom. In the later 1970s, the demand for domestic water wells tripled. In response to this increase, Mayers partnered with many large developers and started to specialize in municipal well and pump stations.
With the recession in the 1980s, the housing market was halted. Oil prices peeked to all time highs and Mayers identified the need to educate and diversify once again. The Mayers ventured into drilling and servicing the oil and gas industries.
As the years passed and their company expanded, Terry and Eileen continued the exceptional customer service to insure Mayers' reputation for future generations.
Todd Mayer, Terry Mayers' son eventually acquired the collective business from his parents in 2001.
Over the past 24 years, Todd Mayer has not only gained experience and knowledge from his father and grandfather but he receives continuous education through industrial seminars where theories and applications are studied.


MW Fence Co, LLC is a customer-centric fence company specializing in the sales and installation of high-quality fence products for residential, commercial, industrial, and governmental clients in the surrounding Joplin metro area.
MW Fence Co started out in the early 2000s as MW Construction. Micah Woodward, owner, quickly saw the need for fence solutions in the area and fell in love with providing those top-notch services to his growing clientele. Fast forward to 2024, and MW Fence Co has evolved with the changing needs of the community, providing the same quality of service on a much larger scale. MW Fence Co now conducts business with 14 well-rounded individuals, including four full-time installation crews, a fabrication facility, a sales team, and office staff.


I am a research economist at the Bank of Portugal.
I gradauted from NYU with a PhD in Economics in 2018.
Fields: macroeconomics, international trade, entrepreneurship.
Many modern business cycle models use uncertainty shocks to generate aggregate fluctuations. However, uncertainty is measured in a variety of ways. Our analysis shows that the measures are not the same, either statistically or conceptually, raising the question of whether fluctuations in them are actually generated by the same phenomenon. We propose a mechanism that generates realistic micro dispersion (cross-sectional variance of firm-level outcomes), higher-order uncertainty (disagreement) and macro uncertainty (uncertainty about macro outcomes) from changes in macro volatility. If we want to consider ''uncertainty shocks'' as a unified phenomenon, these results show what such a shock might actually entail.
Recent research shows that entrepreneurial activity has been declining in the US in recent decades. Given the role of entrepreneurship in theories of growth, job creation and economic mobility this has generated considerable concern. This paper investigates why entrepreneurship has declined. It documents that (1) the decline in entrepreneurship has been more pronounced for higher education levels, implying that at least part of the force driving the changes is not skill-neutral, and (2) the size distribution of entrepreneur businesses has been quite stable. Together with a decline in the entrepreneurship rate the second fact implies a shift of economic activity towards non-entrepreneur firms. Guided by this evidence I evaluate explanations for the decline in entrepreneurship based on skill-biased technical change, increases in the fixed costs of businesses which could be due to technological change or increases in regulations, and changes in technology that have benefited large non-entrepreneur firms. I do this using a general equilibrium model of occupational choice calibrated with a rich set of moments on occupations, income distributions and firm size distributions. I find that an increase in fixed costs explains most of the decline in the aggregate entrepreneurship rate and that skill-biased technical change can fully account for the larger decrease in entrepreneurship for more educated people when combined with the other forces.


“How, on these figures, an employee of the bank could conclude that the farming may prove to be successful, is beyond me. It seems that money was just being poured into a bottomless pit.” (Extract from judgment below)
If you are a bank (or other lender), or if you have borrowed money against your property and are facing financial difficulty, you need to know about a recent High Court decision declaring that a bank’s loans to a farming couple had been granted “recklessly”, setting aside the loans, and cancelling the mortgage bonds.
The pensioners who went farming; and the bank that funded them
- A couple used their pension moneys to buy a smallholding and develop it into a small scale farming venture. They then started borrowing from a bank to meet shortfalls in their cash flow. The bank secured its loans with two mortgage bonds over the property for a total of R1,151m, and took a suretyship from the couple’s daughter.
- From day one it seems the farming venture was in trouble and eventually the bank approached the courts for an order to allow it to sell the property in execution. The couple (and presumably their daughter also) risked losing everything.
- However it emerged that –
- The couple had no fixed income other than an annuity of R647 per month,
- They were relying on loans from family to make ends meet,
- They were already retired when the loans were granted, and would have been 85 and 80 years old respectively by the end of the 20 year loan period,
- The bank had incorrectly taken the daughter’s income into account in assessing the loan applications,
- The farming venture’s prospects of success were never good.
- The Court, commenting that the National Credit Act (NCA) obliges a credit grantor to assess the consumer’s means, prospects and obligations “reasonably” before granting credit, held that the bank had failed to do so but instead had acted “irrationally”.
- In the circumstances the couple had, with the help of an expert witness, proved (it being up to a debtor to prove any allegations of reckless lending) that the loans fell to be set aside or suspended in terms of the NCA. The extent of the bank’s recklessness, the fact that the couple were elderly, and the fact that the smallholding was their only home led the Court to set aside the loans altogether rather than just suspending them.
Reckless lending → Consumers off the hook, bank down R1,74m
The couple must pay the bond cancellation costs, but other than that they – and their daughter who stood surety for the loans – are off the hook altogether. The bank on the other hand is down R1,74m plus interest and legal costs.
Banks (and other credit providers): Revisit your credit granting procedures urgently!
© DotNews, 2005-2016. This newsletter is a general information sheet and should not be used or relied on as legal or other professional advice. No liability can be accepted for any errors or omissions nor for any loss or damage arising from reliance upon any information herein. Always contact your legal adviser for specific and detailed advice. Errors and omission. (E&OE)


Editor’s Note: This piece was written in partnership with the Stanford Tech History Project, which seeks to document how Stanford’s tech ecosystem has changed since 2010. The full report will be published on Monday, April 26th. To RSVP for the launch event, click here.
This portion of the Tech History Project aims to document how Stanford’s ties with venture capital have changed over the past decade, as well as make recommendations for improving them going forward.
Interestingly, and more broadly, this section aims to write a history of something whose main thrust is oriented toward the future.
Venture capitalists are a primary source of vigor for the entrepreneurial ecosystem of Silicon Valley, and venture capital as an asset class largely punches above its weight. Since 1974, over 40% of U.S. company IPOs have been venture-backed, and over the past three decades venture capital has become a dominant force in the financing of American companies like Apple, Google, and Microsoft. In fact, venture capital has generated more economic and employment growth in the United States than any other investment sector; annually, venture investment makes up only about 0.2% of GDP, but delivers more than 20% of U.S. GDP in the form of VC-backed business revenues.
A primer on venture capital
“By financing startups, venture capitalists accumulate entrepreneurial knowledge. They are the memory of the complex network of the Silicon Valley.”
— Michel Ferrary and Mark Granovetter, authors of The Role of Venture Capital Firms in Silicon Valley’s Complex Innovation Network
Before going further, it will be beneficial to provide a working definition of venture capital and take a preliminary look at the activities of venture capitalists. The abbreviation “VC” may be used to refer to both the venture capital industry as a whole, as well as an individual venture capitalist.
A VC has five main characteristics, according to a seminal book on the topic:
- A VC is a financial intermediary, taking capital from investors (or “limited partners”) and investing it directly into early-stage companies.
- A VC invests in private companies.
- A VC takes an active role in helping the companies in its portfolio.
- A VC’s primary goal is to maximize its financial return by exiting investments, either through a sale or an initial public offering (IPO).
- A VC invests to fund the internal growth of companies.
Another definition that will be helpful here is that of an angel investor. Angel investors are similar to VCs in some ways, but different primarily in the fact that angels use their own capital (thus not satisfying characteristic (1) outlined above).
Venture capital in Silicon Valley
Why Silicon Valley? Silicon Valley is characterized by high clustering density, where “ethnic ties, university ties, friendship ties, past professional ties and current professional ties are intertwined” to sustain innovation and entrepreneurship.
Historically, Silicon Valley is characterized by a meteoric rate of startup creation — Hewlett Packard, Intel, Oracle, PayPal, Instagram, and Google (just to name a few) were all founded in Silicon Valley. A majority of the aforementioned companies were created by Stanford students or alumni.
Perhaps one of the biggest factors here is Stanford’s proximity to Sand Hill Road, a 5.6-mile arterial road in Silicon Valley notable for its concentration of venture capital firms. Considered the “Wall Street of the West Coast,” Sand Hill Road has been the connector between ambitious founders and funding partners for decades.
Venture capital firms play a prominent role in Silicon Valley’s complex innovation landscape. In particular, these venture funds participate in a reflexive interchange of startup and VC knowledge, one that has enabled Stanford University and the broader Silicon Valley ecosystem to both benefit mutualistically from one another. The following sections will go into more detail on the roles that these players both contribute to the ecosystem.
“These institutions continue to provide a diverse and highly talented executive and technical workforce. But they do more than teach students… It’s a mistake to see this traffic in knowledge as a one-way street. These excellent schools feed the firms of the Valley… But as I note below, the firms in the Valley also help feed the excellence of the schools”
— Martin Kenney, author of Understanding Silicon Valley: The Anatomy of an Entrepreneurial Region
Venture capital within Stanford’s ecosystem
Given its central role in Silicon Valley, Stanford has been one of the most successful universities in the world for creating companies and attracting funding. Unsurprisingly, the past decade’s fundraising data is consistent with this trend. More often than not, Stanford has been at the top of the list of universities producing the most VC-backed entrepreneurs, and during this period, there has been a substantial increase in funding received by Stanford-affiliated startups.
“Venture capitalists routinely back more founders coming out of the Stanford business program than any other university in the country.” — TechCrunch
Compiling raw data from several PitchBook university reports, we found that in the first half of the decade (January 2010 to July 2015), Stanford produced 955 company founders, who created 813 companies and raised $10 billion. By contrast, in the second half of the decade (August 2016 to September 2020), there were 798 new founders and 741 new companies, with the total funding reaching $54.1 billion, a 540% increase from the amount raised in the decade’s first half (Source 1, 2, 3, 4, 5).
(NOTE: PitchBook was much more poorly populated in the earliest years of the past decade, and the extraordinary increase in venture capital funding is partly attributable to the availability of better data metrics (not necessarily a real increase). We employed the statistical technique “difference in differences” to assess whether the unusual surge in funding was seen in other universities as well, and the results confirmed our suspicion: Harvard had a 704% increase, MIT had 262%, and UPenn had 408%. As such, it’s likely that Stanford’s increase was overstated, and it would be misleading to present these results without this caveat. Because very few companies release reports on university entrepreneurship, PitchBook’s reports are still the most comprehensive and widely cited. As such, we decided to include this data in our report, and we believe it does capture the overall direction of movement around VC funding.)
While Stanford topped the rankings of undergraduate programs producing most entrepreneurs, in the graduate programs list, Harvard Business School remained ahead of Stanford Graduate School of Business throughout the decade. One explanation for the business school gap could be the bigger size of Harvard’s MBA classes, which is almost 2.5 times that of GSB’s.
The remarkable rise in funding for Stanford startups has been fueled by a combination of catalysts, including both macro trends and Stanford-specific advantages. We discuss some of the Stanford-specific advantages — like classes, clubs, and scout programs — later in this section, but two industry-wide macro trends include:
- The advent of the Web 2.0 revolution, as articulated in Marc Andreessen’s prescient op-ed “Software is eating the world.” In the past decade, software-based solutions supplanted products and services traditionally delivered through other means. Stanford students and alumni were at the forefront of this disruption, founding startups like SoFi, StubHub, Robinhood, and Instagram.
- An unparalleled rise in global venture capital financing, coinciding with a drop in the number of funded startups.
Of course, Stanford also has a variety of its own specific advantages that help to explain the impressive rise in funding for Stanford startups over the past few decades. As Contrary Capital put in its inaugural university rankings:
“If you’re a university entrepreneur, it’s tough to beat Stanford. It has it all: perhaps the best strategic location out of any university with Sand Hill Road on its doorstep, top-tier programs in nearly every field, and a decades-long entrepreneurial culture. Underappreciated in impact is Stanford’s leave of absence policy — students can leave for a full year without consequence. This dovetails well with their flexible curricula. Pairing access to high-quality resources with the freedom to work on anything predictably spawns interesting companies every year.”
In addition, some particular aspects that also play a role include Stanford’s classes, organizations, campus accelerators, student-run venture funds, and venture capital scout programs. We go into more detail in the sections below.
“[Stanford’s] campus, in fact, seems designed to nurture such success. The founder of Sierra Ventures, Peter C. Wendell, has been teaching Entrepreneurship and Venture Capital part time at the business school for twenty-one years, and he invites sixteen venture capitalists to visit and work with his students. Eric Schmidt, the chairman of Google, joins him for a third of the classes, and Raymond Nasr, a prominent communications and public-relations executive in the Valley, attends them all. Scott Cook, who co-founded Intuit, drops by to talk to Wendell’s class. After class, faculty, students, and guests often pick up lattes at Starbucks or cafeteria snacks and make their way to outdoor tables.”
— Ken Auletta, The New Yorker (2012)
The past decade has seen a major influx of venture capital and startup-related courses on Stanford’s campus.
Lean Launchpad, one of Stanford’s flagship entrepreneurship classes, was founded in 2010. (This class is discussed in more detail in the External Relationships section of this report.) Not long thereafter came CS 183 (aptly named “Startup”) taught by venture capitalist Peter Thiel ’89 JD ’92. Shortly after that came Startup Garage in 2013, and Sam Altman’s “How to Start a Startup” in 2014. Other popular classes from the last decade include Technology-Enabled Blitzscaling with Reid Hoffman ’90; Entrepreneurship and Venture Capital with Peter Wendell, Andy Rachleff MBA ’84, and Eric Schmidt; and Technology Entrepreneurship with Tom Byers. Today, according to our survey, over 50% of students “in tech” (and 38% of students in general) have taken an entrepreneurship class by their senior year.
Note: A more robust list of entrepreneurship-related courses can be found on the Stanford Technology Ventures Program website.
Clubs & Organizations
Outside of classes alone, Stanford’s campus is home to a host of venture capital-related clubs and organizations. Among undergraduates, the Business Association of Stanford Entrepreneurial Students (BASES), a Stanford-sponsored student organization, is popular and highly regarded. Along with hosting frequent chats with entrepreneurs, BASES runs the Startup Career Fair with BEAM, the official campus career center, and coordinates the annual Startup Challenge competition with a total of $100,000 in prize money. In a similar vein, ASES, a Stanford-based global entrepreneurship group, hosts VC3, a daylong event that brings together VC firms from Silicon Valley and Stanford-affiliated startups for rotating pitch sessions.
A more tight-knit community on campus in this realm is Stanford Venture Capital Club (SVCC), founded in 2012. The club is comprised of a well-connected group of students working in and around venture capital. SVCC members work intimately with a handful of venture firms in Silicon Valley to conduct market research and work on various projects. Many have gone on to become investors themselves, with SVCC alumni at top venture firms including Sequoia, Founders Fund, Bessemer, CRV, and more.
Among graduate students, the GSB Entrepreneurship Club, or E-Club, is particularly popular. One of the oldest student-run entrepreneurial clubs in the nation, the organization hosts one of the largest annual conferences dedicated to entrepreneurship in the world. Today, the Entrepreneurship Club claims to be the most active student-run club within the Graduate School of Business community.
Stanford also provides its own host of accelerator programs, which serve not just as funding sources but also as mentorship opportunities for early-stage startup founders.
One of Stanford’s most successful accelerators is StartX, a non-profit educational accelerator and founder community for Stanford affiliates run by a number of entrepreneurs and Stanford professors. StartX was founded in 2009 and developed through $7M+ in grant funding from Stanford University and Stanford Health Care to support the university’s entrepreneurship ecosystem. (Today, StartX operates independently from the university.) StartX’s alumni include companies like Lime, Patreon, and Branch, to name a few; after ten years of activity, the combined market cap of StartX’s alumni is $25B+ with more than 80 acquisitions. According to a report in The Stanford Daily in 2019, “StartX has now guided 650 companies, 83 percent of which are growing or have been acquired… In a testament to its growth, StartX says its companies now raise $9.3 million on average, many times the $1.1 million its companies raised on average half a decade ago.”
Once referred to by Forbes as an “entrepreneurship factory,” Launchpad is an intensive ten-week program designed for Stanford students who are primed to prototype and sell business ideas. Founded in 2010, Launchpad runs on campus each spring and is taught by d.school adjunct professors Perry Klebahn and Jeremy Utley. Since its inception, Launchpad has helped Stanford-founded startups raise over $500 million in venture capital funding. Today, 60% of Launchpad ventures are still in business.
Stanford Venture Studio
The Stanford Venture Studio is an entrepreneurship hub for graduate students exploring new venture ideas. It connects students to resources, entrepreneurial expertise, and an interdisciplinary community of like-minded peers and alumni. Over a hundred teams work in the Venture Studio each year; the studio is not selective and offers year-round enrollment to graduate students from any Stanford school.
In 2012, Stanford lecturer Ravi Belani founded Alchemist Accelerator, a venture-backed accelerator focused on accelerating the development of “seed-stage ventures that monetize from enterprises.” In 2016, CB Insights rated Alchemist the top accelerator based on median funding rates of its graduates (Y Combinator held the #2 slot). The accelerator’s portfolio includes companies like MobileSpan, a Stanford-founded startup acquired by Dropbox in 2014. Since its formation, 34 of its accelerated companies have been acquired.
Another accelerator, and perhaps most familiar to Stanford students, is Cardinal Ventures, the equity-free startup accelerator run exclusively by and for students under Stanford Student Enterprises (SSE). Over the past five years, Cardinal Ventures has graduated over 90 companies, going on to cumulatively raise more than $366 million from venture funds like Sequoia, Y Combinator, Initialized, and Kleiner Perkins.
Although not a campus-specific accelerator, we would be remiss not to reference Y Combinator, the powerhouse startup accelerator founded in 2005 by Paul Graham, Jessica Livingston, Trevor Blackwell, and Robert Tappan Morris. Originally, Y Combinator held two programs: one in Cambridge, Massachusetts, and one in Mountain View, California. In 2009, however, they announced that the Cambridge program would be closed and all future programs would take place in Silicon Valley. Y Combinator’s success coupled with this decisive move to the Silicon Valley ecosystem helped spur a series of new accelerator and incubator programs (like the ones mentioned above, among others). Access to such institutions has made — and continues to make — a significant difference in the fundraising prospects of Stanford founders and startups.
Student-run Venture Funds
The past decade has also seen the rise of student-run and student-owned VCs. Venture funds like Dorm Room Fund (founded in 2012 and backed by venture firm First Round) and Rough Draft Ventures (founded in 2012 and backed by venture firm General Catalyst) can also be found on Stanford’s campus, with a handful of both undergraduate and graduate students on the funds’ San Francisco investment teams.
Contrary Capital, another university-focused venture fund with a nationwide network of over 100 student venture partners across more than 50 universities, also has a presence at Stanford. Contrary’s portfolio includes DoorDash, which was founded in 2013 by four Stanford students.
On top of this, in 2010, Stanford University alumni and venture capitalists Miriam Rivera and Clint Korver founded Stanford Angels & Entrepreneurs (SA&E), which seeks to strengthen Stanford’s startup community by fostering relationships among entrepreneurs and alumni investors. Membership is open to all Stanford alumni and affiliates, including students, faculty, staff, and parents or spouses of alumni or students. To date, Stanford Angels & Entrepreneurs has helped fund over 40 startups.
And if this were not yet enough, last year welcomed the birth of the Stanford 2020 Fund, a new venture fund created entirely by Stanford business school classmates to invest in their fellow students’ ventures. As of July 2020, they have already raised $1.5 million across 175 investors for the new fund, with 50 investors willing to give $500,000 on the waitlist. The group plans to invest between $50,000 and $100,000 in Stanford-founded startups depending on round size and valuation.
Venture Capital Scout Programs
Lastly, a striking trend within the broader Silicon Valley entrepreneurial network is the rise of venture capital scout programs, where “scouts” — generally well-networked individuals — are empowered to invest money in startups (usually in ~$50k increments at the pre-seed and seed stages, the earliest stages of a company’s lifecycle) on behalf of a venture capital fund. Sequoia Capital is commonly credited with inventing the scout program in 2009; since then, the practice of employing scout programs has blossomed among legacy firms, who now deploy billion-dollar funds but still want to remain competitive with smaller investments at the seed stage.
Of course, this trend of venture capital scout programs has naturally extended into Stanford’s university ecosystem. On Stanford’s campus specifically, scouts can be found from Sequoia, Lightspeed, Pear VC, and more.
(Note: The list goes beyond what we can cover in this report. Other venture firms using such programs are Accel Partners, CRV, Founders Fund, Index Ventures, Social Capital, and Spark Capital, according to the Wall Street Journal.)
Pear VC’s program has a particularly strong impact on Stanford’s campus. Founded in 2014, Pear VC invests in startups spanning three stages of company development: pre-seed, seed, and Series A. Over the past six years, Pear’s portfolio has had two IPOs (Guardant Health and DoorDash), along with $5 billion in total capital raised. Pear has a strong belief in student founders: nearly 50% of their portfolio companies were founded by students. Of particular relevance here is Pear Dorm, their program specifically designed to provide entrepreneurial support to students and recent graduates. Coupled with this is their Pear Fellows program, which provides a VC apprenticeship for students interested in developing their venture capital knowledge and reputation. The program is limited to five campuses: Stanford, U.C. Berkeley, Harvard, MIT, and Penn. As such, Stanford students (both undergraduate and graduate) have historically found myriad ways to be involved with Pear VC while still enrolled full-time.
An Outlook for the Future
“[Stanford is] the germplasm for innovation. I can’t imagine Silicon Valley without Stanford University.”
Stanford and VC are inextricably linked, given many of the major venture capital successes have come out of Stanford. In many ways, Stanford had a vital role in creating the Silicon Valley-style of venture capital we know today.
As we’ve seen, this symbiosis has become more tightly coupled over time as venture capitalists want increased access to the next generation of great founders. This has happened both from the VC side (Sequoia’s creation of the scout program, Pear VC’s reach on campus, etc.) as well as the university side (Startup Garage, Stanford Venture Capital Club, and other venture-related organizations).
At times, this coupling may go too far. For example, it’s not uncommon for Stanford professors to invest in their students’ companies — in 2013, a company named Clinkle made news for this reason. The company was funded in part by university professors, and Stanford’s then-president John Hennssey had served as the academic adviser to Clinkle’s CEO while was an undergraduate. Situations like this raise “complicated questions about values and conflicts: Do students get good grades if they start a company that their professors invest in? Professors have coercive power, which isn’t the best thing to pair with financial opportunity.” In 2012, a widely-discussed article titled “Get Rich U” summarized the overarching concern succinctly: “There are no walls between Stanford and Silicon Valley. Should there be?”
How will these trends evolve over the next decade? Perhaps we will see even tighter coupling between Stanford and Silicon Valley’s mutualistic relationship. Or, tangentially, maybe these trends will expand beyond just computer science and engineering: what would a “Startup Garage” in, say, the biology or robotics departments look like? Startup culture has slowly begun to trickle into other domains; for example, hackathons, historically hosted by tech companies/organizations and targeted towards software engineers, are now becoming more prevalent in other verticals. The Stanford Institute for Economic Policy Research is known for hosting “policy hackathons” on campus, like a hackathon for criminal justice reform in partnership with Stanford in Government. We anticipate that this trend will continue.
We also optimistically anticipate an increase in diverse founders and funders within Stanford and Silicon Valley’s respective ecosystems. In today’s bull market, venture capital is incredibly competitive. There are a large number of emerging funds sharing space (and competing for investment allocation) with larger, more institutional funds. Additionally, last year’s expanded accredited investor definition has further increased the pool of eligible investors for early-stage companies. Over the next decade, these trends will only intensify. As venture capital becomes increasingly accessible to founders, it will naturally have to expand to meet founders’ needs — that is, to include more diverse voices, backgrounds, and perspectives.
In particular, scout programs play an important role here. Serial entrepreneur and angel investor Jason Calacanis agrees: “They’ll never get enough credit for this, but one thing Sequoia did was use scouts to radically increase the amount of diversity in the industry… They opened the aperture to get more women and underrepresented investors [into their network].”
Of course, there’s still a long road ahead. Only 9% of investment decision-makers in VC today are women; just 2% are Black. If the venture capital industry reached a wider group of investors, the economy would be better off. A more diverse venture ecosystem would help spread the wealth of economic growth to more people. With Stanford — and Silicon Valley as a whole — at the forefront of venture capital innovation, it is well-positioned to help accelerate these changes. As mentioned above, this is directly applicable to scout programs, which are becoming increasingly common: these programs should be composed of a diverse set of people, and unique backgrounds & perspectives should be viewed as a strategic advantage. But this recommendation can also be applied more broadly. Innovation is everywhere, so access to capital should be, too. Anywhere venture capital touches Stanford’s ecosystem — from classes to clubs to on-campus accelerators — the example should be set that diversity of thought, backgrounds, and experiences is a net positive for everyone. Working to make these changes will ensure that Stanford continues to raise the bar and set an example as one of the most successful universities in the world for innovation.


Mondi Industrial Bags Invests in North American Plants for Efficiency, Quality and Service
The Industrial Bags business of Mondi in North America is in the midst of completing an investment at its North American plants that will improve product quality and speed shipments to customers throughout the continent. The investment consists primarily of high speed printing capability, packaging and robotic palletizing systems, new and upgraded warehousing, a clean room for food grade packaging production and a new IT system. The program began in July 2014 and is projected for completion during 2016.
“The investment reflects Mondi Industrial Bags’ commitment to serving its North American customers with new levels of excellence that are in line with Mondi’s world class global standards for quality and efficiency,” says Mark Ushpol, President of Mondi Industrial Bags in North America. “We tapped Mondi’s vast global knowledge and experience in the industrial bags sector to identify and procure the fastest and most technically advanced packaging and printing resources. Our ultimate goal is to ensure our customers’ success.”
Mondi is in touch with its customers’ needs every day, and much of the North American investment has been in support of its “in touch” business proposition. “Our customers tell us that quality and on-time shipments are among their most important priorities,” Ushpol reports. “So while we have invested in machinery and equipment upgrades, our new IT system will further support our ability for greater customer intimacy, connection and ultimately increased supply chain integration. In addition, our associates across a multitude of functions are receiving training from experts across Mondi’s European plant network. They are quickly gaining market-leading skills and know-how established by Mondi over many years.”
Mondi’s new clean room will be located at the company’s Salt Lake City plant. It is equipped with detection equipment that provides a unique capability for food grade bag production. The clean room complements certain specific Mondi bag solutions, such as the trademarked Peel Pak® bag, which is qualified for dry dairy and related food-product clean room applications. For Mondi customers, the plant is a one-stop point for food grade bag purchases and accountability. Food quality certification has already been achieved at a number of Mondi’s NA plants, setting high standards customers can rely upon for their product packaging.
“We have repositioned the business in the last 18 months to create a sustainable business and an innovative market presence, which supports our customer partnerships and strengthens our business relationships,” Ushpol notes. “We’ve had our challenges over this period. However, we’ve started to settle and our customers are acknowledging the improvements they’re beginning to see. Over the next year we will realize benefits from our investment, and our customers will experience the advantages of dealing with a leading, committed, global player in the IB market.”
New clean room will complement certain specific Mondi bag solutions, such as the trademarked Peel Pak® bag, which is qualified for dry dairy and related food-product clean room applications. (Photo courtesy of Mondi in North America.)
Mark Ushpol, President of Mondi Industrial Bags in North America.
Four MIRALFEX CL flexographic presses are being installed as a part of Mondi’s investment. (Photo courtesy of Windmoeller & Hoelscher Corporation.)
Media Contact - Mondi in North America, Industrial Bags
Tel: +1 610-328-1051
About Mondi Industrial Bags in North America
Mondi Industrial Bags, North America, produces ultra-strong paper bags for high-speed filling, air-permeable bags featuring hermetic and vacuum sealing, sewn open mouth, valve, pinch bottom, block bottom, woven polypropylene and slider bags, as well as two-ply bag constructions made from high performance kraft paper. It serves the sugar, gardening, building and construction, pet food and animal feed industries. Mondi offers the hygiene certification scheme AIB for food and animal feed applications.
Mondi creates packaging and paper solutions that touch millions of lives every day.
We are Mondi. IN TOUCH EVERY DAY.
At Mondi, our products protect and preserve the things that matter.
Mondi is an international packaging and paper Group, employing around 25,000 people across more than 30 countries. Our key operations are located in central Europe, Russia, North America and South Africa. We offer over 100 packaging and paper products, customised into more than 100,000 different solutions for customers, end consumers and industrial end uses - touching the lives of millions of people every day. In 2015, Mondi had revenues of €6.8 billion and a return on capital employed of 20.5%.
The Mondi Group is fully integrated across the packaging and paper value chain - from managing forests and producing pulp, paper and compound plastics, to developing effective and innovative industrial and consumer packaging solutions. Our innovative technologies and products can be found in a variety of applications including hygiene components, stand-up pouches, super-strong cement bags, clever retail boxes and office paper. Our key customers are in industries such as automotive; building and construction; chemicals; food and beverage; home and personal care; medical and pharmaceutical; packaging and paper converting; pet care; and office and professional printing.
Mondi has a dual listed company structure, with a primary listing on the JSE Limited for Mondi Limited under the ticker code MND and a premium listing on the London Stock Exchange for Mondi plc, under the ticker code MNDI.
For us, acting sustainably makes good business sense and is part of the way we work every day. We have been included in the FTSE4Good Index Series since 2008 and the JSE's Socially Responsible Investment (SRI) Index since 2007.
Last change: 28/06/2016


As Seen In...
Behavioral Financial Advice
Our only priority is helping you achieve success financially. 95% or more of what you read, see, or hear about investments is attempting to predict what is going to happen. This is a fool's errand. What matters most is your spending, saving, and investing behavior. Vanguard researched the potential value added by an advisor in 2016. Their study measured the potential value added stating,
"Based on our analysis, advisors can potentially add about 3% in net returns" ~ Vanguard research, 2016
The study also explained where the 3% potential additional returns could be found. An additional 1.5% of net returns could potentially be achieved through an advisor's behavioral coaching.
Each of us has a unique money script from which we operate. According to a Money Magazine study conducted in 2014, 70% of married couples argue about money; ahead of fights about household chores, togetherness, sex, snoring, and what's for dinner.
The Smart Money Philosophy
The Smart Money Philosophy is about having a personalized plan that addresses you as a person and your life needs for money- expected and unexpected, embracing the certainty of uncertainty.
Single, Divorced or Widowed
Facing new financial decisions can be stressful and overwhelming. Let us help during this difficult transition.Learn More
Start here if you are single, divorced, or widowed
From immediate needs to long-term goals, we help you prioritize your objectives with cohesive strategies.Learn More
Start here if you are a family
As you build your career, we help you determine how to manage your wealth and maintain a healthy cash flow.Learn More
Start here if you are a professional
Juggling business ownership and your personal finances isn't easy. We can help you stay on track.Learn More
Start here if you own a business
The Rule of 72
Do you know how long it may take for your investments to double in value? The Rule of 72 is a quick way to figure it out.
Problems with Probate
Probate can be a completely public process, or it can be managed to include as little information as possible.
What Is a Stretch IRA?
If you have a traditional IRA, you may have the opportunity to extend its tax-deferred status across multiple generations.
There are ways to improve your physical fitness without denting your fiscal fitness.
Variable Universal Life is permanent insurance in which the policyholder directs how premiums are invested.
It sounds simple, but paying yourself first can really pay off.
Even if you’re young and single, you should still consider protecting yourself.
Try these activities to keep your brain sharp.
You taught them how to read and how to ride a bike, but have you taught your children how to manage money?
Estimate the total cost in today's dollars of various mortgage alternatives.
Use this calculator to estimate your net worth by adding up your assets and subtracting your liabilities.
Estimate how much you have the potential to earn during your working years.
This calculator will help determine whether you should invest funds or pay down debt.
Assess how many days you'll work to pay your federal tax liability.
Assess whether you are running “in the black” or “in the red” each month.
A number of questions and concerns need to be addressed to help you better prepare for retirement living.
There are some smart strategies that may help you pursue your investment objectives
Principles that can help create a portfolio designed to pursue investment goals.
A presentation about managing money: using it, saving it, and even getting credit.
There are a number of ways to withdraw money from a qualified retirement plan.
There are some key concepts to understand when investing for retirement
A will may be only one of the documents you need—and one factor to consider—when it comes to managing your estate
What is your plan for health care during retirement?
Selecting a mortgage isn't an easy process. Get a better understanding of how professionals make the right decisions.
There are hundreds of ETFs available. Should you invest in them?
Even low inflation rates can pose a threat to investment returns.
There are a few things to consider when buying or leasing your next vehicle.


According to Statistics Canada’s Labour Force Survey, immigrants in both Quebec and Canada are engaged in a wide range of occupations spanning various industries. While specific trends may vary, several common patterns emerge:
1. Skilled Professions: Immigrants often occupy skilled professions such as healthcare, engineering, information technology, and finance. Many immigrants bring valuable expertise and qualifications from their home countries, contributing to the delivery of essential services and driving innovation in these sectors.
2. Service Industry: Immigrants also make significant contributions to the service industry, including retail, hospitality, and customer service roles. Their diverse language skills and cultural competencies enhance customer experiences and facilitate communication in multicultural environments.
3. Trades and Construction: In Quebec and Canada, immigrants are well-represented in trades and construction-related occupations. Many immigrants possess technical skills and experience in fields such as carpentry, plumbing, and electrical work, contributing to infrastructure development and urban growth.
4. Entrepreneurship: Immigrants are increasingly engaged in entrepreneurship and small business ownership, driving economic activity and job creation. According to the Business Development Bank of Canada, immigrants are more likely to start businesses than native-born Canadians, launching ventures in diverse sectors such as retail, food services, and professional services.
5. Caregiving and Support Services: Immigrants play a vital role in caregiving and support services, including childcare, eldercare, and home support. Many immigrants fill essential roles as caregivers, bringing compassion, cultural understanding, and dedication to their work in assisting vulnerable populations.
These trends underscore the diverse talents, skills, and contributions of immigrants to the Quebec and Canadian workforce. Embracing immigration and supporting the integration of newcomers into the labor market is essential for fostering economic growth, addressing labor shortages, and building inclusive communities.


The development of irrigation is generally considered an efficient way to reduce poverty in rural areas, although its impact on the inequality between farmers is more debated. In fact, assessing the impact of water management on different categories of farmers requires resituating it within the different dimensions of the local socio-technical context. This study, led by Chloé Fischer, tested this hypothesis in a semiarid area in Karnataka, South India, where groundwater irrigation was introduced five decades ago. Using the conceptual framework of comparative agriculture, based on farmers’ interviews, the authors built a farm typology, traced the trajectories of farm types over the last decades, and assessed their current technical and economic performances. The results show that the differentiation of farm trajectories since the 1950s has been linked with the development of groundwater irrigation, interplaying with their initial assets, and the evolution of the national and local contexts. The authors highlight the mechanisms by which irrigation indeed reduces poverty but engenders fragilities, particularly for poor households, whose situation was aggravated by the depletion of water resources over the last two decades. Finally, this extensive understanding of the agrarian context allowed to formulate and assess the potential of different ways forward, including irrigation technology, change in cropping or livestock systems, land tenure, and value added distribution. As such, this analysis would be of major interest to policy makers involved in reforming the agricultural context for better agricultural water management.
This paper has been published open access in the journal Scientific Reports.


Northeast Midstream LP
Northeast Midstream LP is a Toronto-based energy partnership focused on delivering natural gas to communities and industries not currently served by traditional pipelines.
- Our management team has extensive natural gas experience.
- We’ve permitted a natural gas liquefaction facility in Thorold, Ontario, to supply LNG in southern Ontario and eastern United States.
- We are proposing to deliver natural gas to customers in rural and northern Ontario, using an LNG model that is expandable to other underserved markets.
- We are committed to contributing to the economic and environmental future of Ontario.


Investing in comic books can be a smart financial move for a number of reasons. For one, comic books have a long history of appreciating in value over time. This is due in part to the fact that comics are often produced in limited quantities, making them rare and sought-after by collectors. Additionally, comics that feature popular characters or storylines can become even more valuable as those characters or stories are adapted into movies, TV shows, and other forms of media.
One of the biggest benefits of investing in comic books is the potential for high returns. While there is no guarantee that a specific comic book will increase in value, many comics have appreciated significantly over the years. For example, a copy of Action Comics #1, which featured the first appearance of Superman, sold for $1 in 1938 and has since sold for millions of dollars. Similarly, a copy of Amazing Fantasy #15, which featured the first appearance of Spider-Man, sold for 12 cents in 1962 and has since sold for over $1.1 million.
Another benefit of investing in comic books is the ability to buy into a piece of pop culture history. Comics have played a significant role in shaping popular culture and have introduced some of the most iconic characters and stories of all time. Owning a piece of that history can be both a personal and financial investment.
Comic book investment is also relatively low-risk compared to other forms of investment. There is no need to worry about market fluctuations or the performance of a company. The value of a comic book is determined by its rarity and popularity.
In conclusion, investing in comic books can be a smart financial move for a number of reasons. The potential for high returns, the ability to buy into a piece of pop culture history, and the relatively low-risk nature of comic book investment make it a worthwhile consideration for any investor. As with any investment, it is important to do your research and invest wisely. With a little bit of knowledge and a keen eye for a good deal, you may just find that comic books are the perfect addition to your investment portfolio.
~ Waleed's Vintage Comics Team


- Business Type:
- Manufacturer, Trading Company
- Year Established:
- Main Markets:
- North America, South America, Eastern Europe, Southeast Asia, Africa
- Registration No.:
Established in 1986, Tongxiang City Heshan Weiye Textile Co., Ltd. was located in the Hangjiahu Economic Area. It is close to the great canal, the highway from Shanghai to Hangzhou and No. 320 National Highway. The former Heshan Spun Silk Mill was set up in 1986. After nearly 20 years of hard work, our company has grown and developed into a large scale enterprise.
With over 1,000 employees and an area of 53,000 square meters, our company enjoys a yearly yield of 10,000 spindles of spun silk habotai and 6,000,000 meters of spun silk pongee. By the end of 2003, our total output had amounted to USD 227,395,577 accumulatively and the foreign trade output USD 126,348,894. Meanwhile, our company gave financial and technological support to small local companies, helping them develop and creating good economic and social relations.
Our leading product - "Fengshu" brand mulberry spun silk yarn enjoys great popularity and reputation in America, Canada, Italy, South Korea, Japan India, Pakistan and Nepal. Over the years, we were awarded several honors including "A Strong Contributor To Foreign Exchange Nationwide"; "An Enterprise With Excellent Performance Nationwide"; "A Enterprise On The Largest Scale Of Operation Nationwide"; "Provincial Moral Enterprise"; and "One Of The Top 100 Export Companies in Jiaxing City" by the Ministry of Agriculture and the Ministry of Economy and Trade.
If you are interested in any of our products, please feel free to contact us for more information. We are looking forward to forming business relations with customers from all over the world.
Quick Response (last 30 days)
46.2% of buyers that have contacted this supplier are responded to (Note: only includes responses sent via the My Alibaba Message Center or TradeManager)


Zhongshan Huadengxing Lighting Co., Ltd.
|Location:||Guangdong, China (Mainland)|
|Year start exporting:||2012|
|Total Employees:||51 - 100 People|
|Total Annual Revenue:||US$1 Million - US$2.5 Million|
|Average Lead Time:||7 Day(s)|
Zhongshan Huadengxing Lighting Co., Ltd., established in 2008, is a company specialized in lighting industry production and manufact...
Zhongshan Huadengxing Lighting Co., Ltd., established in 2008, is a company specialized in lighting industry production and manufacturing. We are located in the Lighting Capital of China, Guzhen Town, Zhongshan City.
Huadengxing has been committed to the LED product development for years. We have different series LED products in project lighting, commercial lighting and residential lighting by years' unremitting efforts of our R&D department. Imported material, spare parts and machinery help us obtain CE, RoHS and ISO9001:2000 certifications. With safe, unique design, outstanding quality, environmental-friendly and competitive price, our products are exported to the USA, Europe, Australia, South Asia and other regions and countries. We can supply OEM and ODM services.
Since LED is relatively new to the industry, we do feel that LED does continue to have a strong and prosperous future. In this rapidly developing field, Zhongshan Huadengxing Lighting Co., Ltd. focuses on the idea of "honest business operation, reputation first, and our customer the utmost" to ensure complete satisfaction.
Huadengxing welcomes you, our customers, from all over the world to visit our company and share our business professionalism and enthusiasm.
Southern Europe : 10.00%
South America : 8.00%
Factory Size : 3,000-5,000 square meters
No. of Production Lines : 4
No. of R&D Staff : 11 - 20 People
Email to this supplier


What Is Cash App, And How Does It Work?
Cash App is a p2p payment app that allows users to transfer, receive, and invest money rapidly. Block, Inc. (previously Square, Inc.) released the app (formerly known as Square Cash) in 2013 to compete with mobile payment apps such as Venmo and PayPal.
Cash App is not a bank, but rather a financial platform. Through its bank partners, it offers financial services and debit cards. The Federal Deposit Insurance Corporation (FDIC) insures your account balance through partner banks. Cash App Investment LLC, a broker-dealer registered with the Securities and Exchange Commission (SEC) and a member of the Financial Industry Regulation Authority, provides investing services (FINRA).
How Does Cash App Work?
You must first download the Cash App mobile app, which is available for iOS (4.7 stars out of 5) and Android (4.6 stars out of 5). You can also create an account on the internet. The software includes sections for banking, debit cards, payments, investment, and Bitcoin, among other things.
Is the Cash App secure?
To protect its users, Cash App claims to use the most up-to-date encryption and fraud-prevention technology. When you log into your account, the app will send you a one-time-use login code as a security safeguard. Additional security precautions are also available through the Cash App's configurable settings. Every Cash App payment, for example, requires your passcode if you enable a security lock. Within the app, you can also disable your Cash Card, which could be useful if your card is lost or stolen.
Money Sending and Receiving
You'll link an existing bank account to your Cash App account after you've created one. You can send and receive money using the mobile app once you've connected a payment source. Users can create a payment by entering a dollar amount in the green payment tab and tapping "Request" or "Pay."
Money should be added.
To add money to your Cash App account, go to the banking page of the app and tap "Add Cash." Select the decided amount and tap “Add.”
When you receive payments, the money is held in your Cash App balance. You have the option of keeping it or transferring it to your associated bank account. Instant transfers are charged a fee (0.5 percent to 1.75 percent of the transfer amount, with a minimum fee of $0.25), but you can also choose a no-fee regular transfer, which takes one to three business days.
To get a Cash App Direct Deposit form:
Tap the Banking/Money tab on your Cash App home screen. Tap Direct Deposit. Select Get Direct Deposit Form. Fill out your employer information, the amount you would like to be deposited from each paycheck, and provide your signature.
Why is my direct deposit pending on Cash App?
Direct transfer using "Cash App Direct Deposit Pending" refers to the fact that the recipient has not yet received or accepted the payment. For the first transaction, you must wait for the payment to complete, then you must manually accept the payments. The "Pending" tab is where you'll find it.
How do I Accept Cash App Payment Pending?
1. On your phone, open the Cash app.
2. From the clock icon in the bottom-right corner of your screen, select the "Activity" tab. 3. Right All pending transactions are listed under the "Pending" tab.
4. Next to the pending payments, a green Accept Button will be displayed.
5. To accept pending payments and receive money into your Cash App wallet, click "Accept."
6. When you click Accept, a pop-up will appear on your screen asking you to confirm that you want to accept the user's payment.
7. From the bottom of the screen, select the "Confirm" button.
8. To accept the pending payments on Cash App, tap "Done."


You're standing in the cereal aisle looking for the best deal on a box for breakfast. With so many sizes, packages, and competing brands to choose from, which do you buy? If you're like most people you grab the 'Value Size' – or the biggest box – because buying in bulk is always a deal, right? Maybe not.
Comparing prices at the grocery store can be tricky. Whether you're shopping for food, shampoo, or laundry detergent there's an easy way to see which brand and size really saves you the most money.
It's called unit pricing, and it's a shopping trick you need in your life. In many stores, an item's unit price is printed next to the product price on the shelf label, and gives you the cost of the product for a standard unit of measure – for example, per ounce or per 100 grams. Having a price to compare between different sizes helps you choose the better deal without being swayed by familiar brands or nice packaging.
So let's say you want to buy some yogurt. Good, dairy is delicious. Now which is the better price: the big 24-ounce tub of yogurt for $3.79 or the smaller 16-ounce container for $2.19?
This is tricky to answer if the unit price isn’t listed on the price label. So here's the money-saving equation for finding the unit price and how to use it:
TOTAL PRICE ÷ SIZE = UNIT PRICE
Unit pricing takes the price of the item ($2.19 for a 16oz container of yogurt) and divides it by its size (for example, 16 ounces) and then gives you a price comparison ($2.19 divided by 16oz = $0.14 per ounce). You can now use the unit price to choose the better deal. Is the larger yogurt tub a better price per ounce? When you do the math ($3.79 divided by 24 ounces = $0.16 per ounce), you can see that the answer is nope! You'll save two cents per ounce by buying the smaller container.
Now, two cents per ounce on a small tub of dairy doesn't sound like a lot, and it's not. But over time you'll notice similar products with 50-cent unit price differences, sale items that are more expensive than the value-sized option, and brand name products that retail for less than generic or store brand products.
A few unit price gotchas to watch for:
- The biggest jar is not always the best deal. Watch for it!
- Many retailers use the same base units between brands for easy price comparison, but that's not always the case! Check shelf labels to see if the unit price lists the price per 100g or something else.
- Sale items boasting special discount labels don’t always reveal the unit pricing. So you'll need to do the math yourself.
Bottom Line: By taking a quick peek at a product's unit price you'll find the better value and save considerable cash by being a more informed consumer.
Kerry K. Taylor is a consumer expert at Squawkfox.com.


The BUMC Kidsale volunteer staff organizes in the Spring and Fall, a consignment sale of quality children’s clothing, toys, furniture and accessories for the benefit of mission programs at Brentwood United Methodist Church, Harvest Hands, Room in the Inn, Thembelihle School in South Africa, and the community-at-large. After each sale, the Kidsale is humbly able to distribute between $20,000 and $25,000 to the above ministries as well as to other smaller ministries in need of financial support.
Consignors wishing to participate will automatically receive 70% of the selling price and BUMC will receive the other 30% to designate for missions. Consignors whose total sales are between $300 and $350 will receive 75% and consignors whose total sales is $350+ will receive 80%. In order to participate you must contribute at least 10 items deemed appropriate for the sale with 150 maximum items. A fee of $10 is due at time of check-in to assist with covering the costs of hosting the sale so that we can maximize the amount dispersed to the ministries.
Brentwood United Methodist Church
309 Franklin Road,
Brentwood, TN 37027


About East Manufacturing Company
Strength, durability, quality, value and innovation all work together at East Manufacturing in the manufacture of trailers that take on some of the toughest jobs in the transportation industry.
Founded in 1968, East is a privately-owned company that began operations in a 80-foot by 100-foot building, manufacturing aluminum dump trailers, one at a time. Since then the company has grown to become a multiple product, leading trailer manufacturer that employs over 500 people with facilities comprised of more than 800,000 square feet of manufacturing and warehouse space.
East sits on over 100 acres in Randolph, Ohio, providing ample space to meet both current and future growth requirements for trailer manufacturing, service and repair, storage, pick-up and delivery. At East, we sell through our network of over 70 dealer locations across North America.
East builds trailers to provide our customers with superior operational performance, strength, durability and longevity, while providing top value. Our dedicated and loyal workforce is key to our success, and the foundation to pursuit of excellence. Because of our people and our processes, we provide a top quality product, which exceeds customer expectations.
VALUES & MISSION
The more you look at East, the more one overriding strength becomes clear. East is an investment in superior quality and value that proves itself, day after day, where it counts most-in a better bottom line.
It comes from the East equipment, and the way each model is engineered and built. Since 1968, East has been dedicated to making sure you have the best in class. You have the top value going in…the highest resale value coming out.
It comes from our innovative leadership, which keeps East equipment out front for others to follow. Ideas for greater efficiency, strength and durability – East puts them to work for you first.
And it comes from the depth of support you get. East dealers are among the best in the industry at helping match equipment to needs…and getting the most out of it. Working with us at East, they offer you the knowledge, financial options and service backup that help make businesses run better.
At East, the bottom line is this: we’ve always figured that the more we add to your success, the more you’ll continue to look to us for equipment answers. So everything we do must prove to give the best quality and value…and the best return. We win when you win.
We have quality proven to last, it is no wonder East products continue to thrive. To discover the different products we have to offer, check out our website inventory. If you do not see something that suites your needs, give one of our knowledgeable sales representatives a call or stop by our showroom today!


PowerWorks Wind Turbines LLC sold 15 PowerWorks 100 kW wind turbines to a developer in Nevada, who installed them for farmers in north-central Nevada, in late 2012.
The wind turbines were installed under the State of Nevada’s RenewableGenerations Program which is administered by NV Energy, Nevada’s largest public utility company. Under the program, the farmers will take advantage of the electricity produced from the wind turbines through net metering of their monthly electric bills from NV Energy. The electricity from the PowerWorks 100 kW wind turbines will offset the farmers’ high electricity costs from running crop irrigation pumps.
PowerWorks Wind Turbines LLC sells, installs, and provides operations and maintenances services for the PowerWorks 100 kW wind turbines. PowerWorks can provide complete turn-key services for our 100 kW wind turbine, including comprehensive project/site engineering, wind studies, turbine installation and commissioning, support services pre and post startup, and operation and maintenance. We also maintain a complete spare parts inventory.
For more information about our 100 kW wind turbines, please visit our 100 kW wind turbine page.
PowerWorks and its affiliates own and operate over 900 wind turbines in California and Idaho, with offices in California, Idaho, and Michigan. For further information, please contact Mr. Morgan McGovert, Senior Vice President, phone 925.230.8145, e-mail email@example.com