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19. Investment Banks



Financial Markets (2011) (ECON 252)

Professor Shiller characterizes investment banking by contrasting it to consulting, commercial banking, and securities trading. Then, in order to see the essence of investment banking, he reviews some of the principles that John Whitehead, the former chairman of Goldman Sachs, has formulated. These principles are the basis for a discussion of the substantial power that investment bankers have, and their role in society. Government regulation of these powerful investment banks has been a thorny issue for many years, and especially so now since they played a significant role in world financial crisis of the 2000s.

00:00 – Chapter 1. Key Elements of Investment Banking
09:50 – Chapter 2. Principles and Culture of Investment Banking
16:54 – Chapter 3. Regulation of Investment Banking
27:21 – Chapter 4. Shadow Banking and the Repo Market
33:04 – Chapter 5. Founger: From ECON 252 to Wall Street
46:24 – Chapter 6. Fougner: Steps to Take Today to Work on Wall Street
53:49 – Chapter 7. Fougner: From Wall Street to Silicon Valley, Experiences at Facebook
57:56 – Chapter 8. Fougner: Question and Answer Session

Complete course materials are available at the Yale Online website: online.yale.edu

This course was recorded in Spring 2011.

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Das Insider-Dossier: Die Finance-Bewerbung: Investment Banking, Private Equity, Corporate Finance & Co.

Das Insider-Dossier: Die Finance-Bewerbung: Investment Banking, Private Equity, Corporate Finance & Co.

Jetzt kaufen

Investment Banking, Private Equity, Corporate Finance & Co.
Broschiertes Buch
Wer eine Karriere in der Finance-Branche will, sollte jetzt dieses Buch kaufen. Selten waren die Einstiegschancen so gut wie heute. Der Bewerbungsprozess bleibt jedoch anspruchsvoll. Dieses Buch bietet Praxis-Wissen zur Bewerbung und Erfahrungsberichte aus aktuellen Interviews, die in allgemeinen Ratgebern und Unternehmensbroschüren nicht zu finden sind. Fachfragen im Vorstellungsgespräch können Sie ab sofort problemlos beantworten.

– Überblick über die führenden Investmentbanken und ihre M&A-Abteilungen, Private Equity-Gesellschaften, Corporate Finance-Beratungen, Ratingagenturen, Versicherungen und mehr

– Einführung in Bewerbungsverfahren und Anforderungen an Bewerber, typische Interviewfragen/-cases mit Musterlösungen und Tipps, Weiderholung der relevanten Finance-Theorie

– Unternehmensprofile und Bewerbungstipps von führenden Unternehmen und erfolgreichen Bewerbern

Why Private Investment Works & Govt. Investment Doesn’t



From transportation to energy, and everything in between, should the government invest money in as many promising projects as possible? Or would that actually doom many of those ventures to failure? Burt Folsom, historian and professor at Hillsdale College, answers those questions by drawing on the fascinating history of the race to build America’s railroads and airplanes.
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Script:

In 2011, a solar power company called Solyndra declared bankruptcy. A company going bankrupt is not news. But Solyndra was not just any company. Its biggest “investor” was the federal government which had given it $500 million dollars. That was news.

But, really, it shouldn’t have been. If history is any guide, it was quite predictable. The government is a very poor investor. And always has been. There are countless examples, but two should serve our purpose here.

After the Civil War, American leaders were anxious to bind the country’s North, South, East, and West regions together with transcontinental railroads. Congress therefore gave massive federal aid to build the Union Pacific, the Central Pacific, and later the Northern Pacific Railroads. But all three of these roads had huge financial problems. The Union Pacific, for example, was mired in financial scandal from its inception, went bankrupt several times, and had to rebuild large sections of track thanks to shoddy construction practices.

At that same time, James J. Hill, with no federal aid whatsoever, built a railroad from St. Paul to Seattle — the Great Northern. How was Hill able to do with private funds what the Union Pacific failed to do with a gift of tens of millions of federal dollars?

The starting point is incentives. The Union Pacific was paid by the government for each mile of road it built. It was in the railroad’s interest not to build the road straight. The more miles it took the UP to cross Nebraska, for example, the more money it made.
Hill, by contrast, used his own capital. To make a profit, he had to build his Great Northern Railroad sturdy and straight. Hill’s company remained in business for almost a hundred years until 1970 when it merged with other railroads. The original Union Pacific, riddled with corruption and numerous other financial misdeeds, including the wholesale bribery of public officials, went broke within ten years.

The story of the airplane is even more stark. By the opening of the twentieth century, the major nations of Europe and America were frantically at work trying to invent a flying machine. The first nation to do so would have a huge military and commercial advantage.
In fact, leading American politicians of the day, such as Teddy Roosevelt, President William McKinley, and others argued that building an airplane was a national emergency. There was no time, they argued, to wait for private industry to get the job done. The government needed to pick the best aeronautics expert and give him the money he needed.

That expert was Samuel Langley, the president of the prestigious Smithsonian Institution and holder of honorary degrees from Harvard, Yale, Oxford, and Cambridge. Langley was already an accomplished inventor and he had written a highly praised book Experiments in Aerodynamics. Federal officials gave Langley funds for two trial flights. He immediately set to work. His theory was that his plane needed to be thrust into the air from a houseboat on the Potomac River. The big engine on the plane would then propel it through air for several minutes.

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