马上五一了，祝大家节日快乐，创业也要劳逸结合，出去休息休息吧^_^

种子期融资估值汇总

对于融资，要考虑到最坏的情况

给VC的公开信

拿到第一份Term Sheet后应该做的4件事情

你的企业应该融多少钱

如何防止投资人出售你的公司？

对于风险投资，你是要他的钱还是指导？

【融资】和VC第一次接触的时候到底应该准备哪些材料

VC投资中的常见分期追加投资Tranched Financings

创业企业融资时的估值

风险投资协议（Term Sheet）详解之一：清算优先权

风险投资协议（Term Sheet）详解之二：放稀释条款

风险投资协议（Term Sheet）详解之三：董事会

简历何时死亡？

【融资】 你的企业大概该拿多少钱，能融多少钱？

募集风险投资的10个有效步骤

商业计划书的写作之——名片融资

欢迎探讨 startup@startuping.com.cn

Starup|   做中国最好的创业企业成长博客

1.  除非钱到帐才算真正完成，签Termsheet后不投的太常见了

2. 对于不利的东西不要马上拒绝，即使价格低，对赌条件不好，所有东西都是谈出来的

My advice to entrepreneurs: Assume you aren’t even close to closing your round of funding until the money is in the bank. I know it sounds a little obvious and a little negative, but I have had signed term sheets on the table that never closed despite the fact that the venture capitalists on the other side of the table had every intention of funding my deal. I have seen my friends waste valuable time working on deals, to the neglect of other possible deals, that never had a chance of closing. The truth of the matter is that you will NEVER know all of the potential reasons why your venture capital ‘partner’ won’t be able to do your deal ~ their limited partners refused the capital call, another deal is in serious trouble and they will need the dry powder to bail it out, the partner you are dealing with might be on the way out of the firm, the partner you are dealing with is conducting undue diligence (i.e. competitive intelligence) and so on. It really doesn’t matter. What does matter is that you keep selling, you keep trying to raise the money necessary to keep the business going. NEVER TELL ANYONE YOU ARE ABOUT TO CLOSE A ROUND. Instead tell them you are actively seeking the right partner to fund the deal. The right partner will most frequently be the one whose check clears the bank. Let me tell you a story about a good friend who prompted this advice.

Over the past year a very good friend of mine has been ‘about to close a round of funding‘ for his startup. He raised several million dollars the year before and has executed on his plan flawlessly. The venture capital market has turned it’s back on his space and raising money has been, to say the least, difficult. Three or four months ago he was on the verge of running out of money, but had an un-negotiated term sheet from a small venture capital firm in hand. After reviewing the term sheet he convinced his ‘angels’ to give him a little more runway to get the business funded.

This was a red flag in my book. In my experience an interested venture capital firm would have taken this ‘weakness’ as a perfect opportunity to get involved at the ‘right price’ if they were truly interested. I didn’t say anything to my friend, but I did try to make a few introductions to alternative investors. He didn’t have the time to invest with the ‘new’ investor because he figured he didn’t have the time to get another venture group up to speed. My thought was he didn’t have the time NOT to get another venture group up to speed. Needless to say I was annoyed at my friend.

Each month my friend would come close to running out of cash. They were just limping along trying to make it until they could close the round. The investor was ‘very close’, but there were always problems. Finally the investor prepared a negotiated term sheet for the company’s review and after a couple of weeks of convincing he got the investors on board with the deal. It sounded like everything was done, but then my friend mentioned to me that they were almost there, just the venture capitalist’s investment committee was going to meet the next day and that would be that. I couldn’t contain my frustration! The investment committe hadn’t already approved the deal, i.e. signed off on the term sheet? I knew my friend was in trouble. It took a week, but when he had to finally close the doors the investor explained that he couldn’t get the investment committee on board. The term sheet was worthless and now it really was too late to talk to another investor.

You can do everything right, but without capital your startup won’t make it. Never give up. Never assume you have a deal until the money is in the bank. I know, it sounds obvious, but remember, venture capital firms are selling to - sometimes they are selling what they can’t deliver.

融资文章相关阅读：

种子期融资估值汇总

对于融资，要考虑到最坏的情况

给VC的公开信

拿到第一份Term Sheet后应该做的4件事情

你的企业应该融多少钱

如何防止投资人出售你的公司？

对于风险投资，你是要他的钱还是指导？

【融资】和VC第一次接触的时候到底应该准备哪些材料

VC投资中的常见分期追加投资Tranched Financings

创业企业融资时的估值

华鸣

海湾

正科

有志于往PE行业发展的兄弟们，擦亮眼镜了。。。。。。

orz

商业编辑
美国商业资讯2008年4月27日香港和华盛顿消息——

富兰克林邓普顿投资公司（Franklin Templeton Investments）旗下从事私人股权业务的达弼海外投资公司（Darby Overseas Investments，简称Darby）任命David Hudson为高级执行董事，负责领导Darby公司的亚洲业务及其全球基础设施投资计划。

Hudson担任亚洲区高级执行董事，将负责监管Darby公司亚洲私人股权投资业务。他还将负责Darby公司的全球基础设施投资业务。到华盛顿哥伦比亚特区进行短暂的轮岗后，Hudson将常驻香港，并于2008年5月1日上任。他将向华盛顿哥伦比亚特区的公司首席执行官Richard Frank汇报工作。

加入Darby公司之前，Hudson在荷兰国际集团（ING Group）工作，担任美洲批发银行业务总裁兼首席执行官。更早些时候，Hudson在JP摩根公司负责领导亚太地区业务。在他的职业生涯中，Hudson曾代表荷兰国际集团、所罗门兄弟公司（Salomon Brothers）和JP摩根公司，在亚洲、拉丁美洲、美国和中东地区从事企业银行和投资银行方面的工作。

Hudson履新之后，将侧重于推动Darby公司的亚洲私人股权和夹层投资活动，目前该业务包括三只基金，由香港、首尔和孟买的团队管理。他还将带领Darby公司寻找机会，在全球范围扩大公司的基础设施相关业务。Darby公司通过拉丁美洲、亚洲、中欧和东欧地区的六只基金，在新兴市场开展基础设施投资，是该领域领先企业。

Frank谈到这项任命时说，“我们很高兴宣布这项任命。David把他在国际金融方面的资深背景带到Darby公司。他在亚洲工作和在全球从事基础设施投资的深厚从业经验为公司创造了独特的机会，将使Darby的平台在这两个迅速成长的重要市场得到发展。”

Hudson说，“Darby公司现有的亚洲业务以及Darby在基础设施领域的业绩为今后的发展创造了绝佳的平台。富兰克林邓普顿投资公司的机构支持和全球品牌只会扩大Darby公司在投资者和潜在投资组合公司中的竞争优势。”

David Hudson在新兴市场的商业和投资银行方面拥有30多年的经验。Hudson的职业生涯起步于JP摩根公司，在那里，他一直做到了执行董事和亚太区负责人的职位。离开JP摩根公司之后，他加入所罗门兄弟公司，担任亚太区执行董事。1996年，Hudson加入荷兰国际集团，担任荷兰国际银行（ING Bank）和荷兰国际证券（ING Securities）亚太区董事长兼首席执行官；在离开荷兰国际集团之前，担任美洲批发银行业务总裁兼首席执行官。

Hudson在亚洲、拉丁美洲、中东和非洲新兴市场的基础设施领域拥有丰富的经验。纵观他的职业生涯，他在基础设施领域负责的工作和取得的成绩有：投资项目的发起、执行、协商和最终完成；风险/信贷评估和审批；资源分配；管理以基础设施为侧重点的业务部门；为基础设施领域的机遇制定战略。

Hudson获得弗吉尼亚大学文学学士学位和工商管理硕士学位。

Darby公司是富兰克林资源公司（Franklin Resources, Inc.，纽约证券交易所：BEN）全资所有的子公司。富兰克林资源公司是一家全球性的投资管理机构，以富兰克林邓普顿投资公司（Franklin Templeton Investments）的名义开展经营。富兰克林邓普顿机构投资（Franklin Templeton Institutional）是富兰克林邓普顿投资公司旗下部门，提供国内和国际投资管理解决方案，这些方案由富兰克林全球咨询（Franklin Global Advisers）、邓普顿（Templeton）、富兰克林邓普顿固定收入（Franklin Templeton Fixed Income）、富兰克林邓普顿房地产咨询（Franklin Templeton Real Estate Advisors）、Darby公司和共同基金系列（Mutual Series）投资管理团队管理。该公司总部设在加州圣马特奥，拥有60多年的投资经验，截止到2008年3月31日，该公司管理的资产超过5910亿美元。

Q: What I haven’t seen among the blogs, and what I’m hoping you can shed some light on, is how early stage companies go about finding and attracting the right talent.

It’d be interesting to hear from you (probably in blog form, I’d reckon) about how the companies you invest in find their talent. Do they hire mainly from within their network? How would a company go about finding a generalist, meaning somebody that’s capable of coding one day and going on a sales call or working a trade show the next? Sites like Monster and Dice aren’t set up to find those people, but there must be a need.

A: (Brad) I find it fascinating (and awesome) that you are asking your question backwards.  Most of the time the question people in your position ask is “how do I find a job in a startup?”  Kudos on going one level deeper!

There are several ways startups find their early hires.  The most common is to aggressively hire within their network.  I’ve found this to be the most useful (as have you - apparently from your past).  Great people tend to run in packs and enjoy working with each other again so when this works it has very high leverage.

While friends are great, new blood is often helpful, especially if you are looking for either specialized talent or very generalized talent.  The more specialized the talent, the broader the net should be as you want to be the attractor.  Don’t limit yourself to a few online job boards - hit them all, and don’t forget Craigslist and your friends / companies blogs (especially if they are widely read).  Put an email footer on all your emails.  Get the word out.  Since you are looking for specialized talent, you should be able to filter quickly based on resume plus phone interview as to whether or not the person fits through your talent filter.

In contrast, if you are looking for very generalized talent, this approach won’t work.  In this case, posting to online job boards is likely a complete waste of time and will generate a high noise to signal ratio.  In the generalized talent case, you need to work your network even more aggressively and go after all the second order introductions that you can (e.g. people you know that might know someone).  I’ve even found third order introductions (e.g. people that you know that know someone that knows someone) to be useful here.  The higher quality the introductions (e.g. people that have worked together, vs. “I just know this guy”) the better.

If you are on the other side of this (e.g. the one looking for a job) get the word out to YOUR network.  Random inbound resumes to VCs and companies rarely produce much (unless they are a response to a specific job inquiry.)

Anti-portfolio

能有勇气承认失误是一件很不容易的事情，特别在VC界，大家都以自己投过的成功的Deals为荣，但很少人去承认自己错过的Deal。

BVP，也算是美国最老牌的VC之一了。

赞赏BVP！虽然错过了像Google，Ebay，Apple，Intel，HP，Cisco这样的巨头，但近百年的历史就是最好的证明。

Bessemer Venture Partners is perhaps the nation’s oldest venture capital firm, carrying on an unbroken practice of venture capital investing that stretches back to 1911. This long and storied history has afforded our firm an unparalleled number of opportunities to completely screw up.
Over the course of our history, we did invest in a wig company, a french-fry company, and the Lahaina, Ka’anapali & Pacific Railroad. However, we chose to decline these investments, each of which we had the opportunity to invest in, and each of which later blossomed into a tremendously successful company.
Our reasons for passing on these investments varied. In some cases, we were making a conscious act of generosity to another, younger venture firm, down on their luck, who we felt could really use a billion dollars in gains. In other cases, our partners had already run out of spaces on the year’s Schedule D and feared that another entry would require them to attach a separate sheet.
Whatever the reason, we would like to honor these companies — our “anti-portfolio” — whose phenomenal success inspires us in our ongoing endeavors to build growing businesses. Or, to put it another way: if we had invested in any of these companies, we might not still be working.

Apollo Computer
(acquired by Hewlett Packard)
BVP’s Felda Hardymon was offered a small position in the company’s last private round, and waved it away: too small a position, he thought, at too high a price. In less than a year it was worth 17x.

Apple Computer
BVP had the opportunity to invest in pre-IPO secondary stock in Apple at a $60M valuation. BVP’s Neill Brownstein called it “outrageously expensive.”

Check Point
In 1994, Gil Schwed pitched his idea to BVP’s David Cowan, who said that Gil would never get distribution in the US. The next year, Check Point got a huge Sun OEM deal and sold $25M of firewall software.

eBay
“Stamps? Coins? Comic books? You’ve GOT to be kidding,” thought Cowan. “No-brainer pass.”

Federal Express
Incredibly, BVP passed on Federal Express seven times.

Google
Cowan’s college friend rented her garage to Sergey and Larry for their first year. In 1999 and 2000 she tried to introduce Cowan to “these two really smart Stanford students writing a search engine”. Students? A new search engine? In the most important moment ever for Bessemer’s anti-portfolio, Cowan asked her, “How can I get out of this house without going anywhere near your garage?”

Ikanos
Rob Chandra met these guys in 2000 at the start of the telecom meltdown, and remembers saying something like, “Rajesh, I like you a lot but do you really want to build a communications semiconductor business right now?” He looked at Rob in a sort of funny way and then raised money from Greylock, Sequoia and others. They are now running at a $60 million revenue run rate by focusing 90% of their effort on the telecom boom in China.

Intel
BVP’s Pete Bancroft never quite settled on terms with Bob Noyce, who instead took venture financing from a guy named Arthur Rock.

Intuit
Along with every venture capitalist on Sand Hill Road, Neill Brownstein turned down Intuit founder Scott Cook. Scott managed to scrape together only $225K from friends, including HBS classmate and Sierra Ventures founder Peter Wendell, who personally invested $25K to get Scott off his back.

Lotus and Compaq
(formerly known as Gateway Computer)
Ben Rosen, one of the founders of Sevin Rosen, offered Felda Hardymon the chance to invest in both Lotus and Gateway Computer on the same day. Says Hardymon: “Lotus had just missed a payroll, and I was worried about the situation there. As for Gateway, I told him there was no real future in transportable computers since IBM could do it.”

Paypal
David Cowan passed on the Series A round. Rookie team, regulatory nightmare, and, 4 years later, a $1.5 billion acquisition by eBay.

StrataCom
(acquired by Cisco)
Felda Hardymon: “[Sierra’s] Pete Wendell asked if I’d like to look at Stratacom, which was doing a ‘fast packet switch.’ I gave him a blank stare.”

新天域资本成立于2007年5月，基金的投资人由20多家国际知名的机构组成，基金规模为5亿美元。

基金以实现投资人价值增值为目的，以中国经济腾飞为背景，分享中国经济快速增长的成果。基金由经验丰富、价值判断敏锐的专业人士进行管理，投资领域主要包括：制造业、新能源、消费品、生物医药及汽车零配件等产业，重点投向上述行业中具有市场领导地位、良好增长性、高效能管理团队的成长型公司。

在中国经济高速增长的背景下，基金的投资和参与将给目标公司带来快速稳定的发展，给投资人带来丰厚的回报，同时也使当地政府受益，从而实现多方共赢的局面。

新天域资本侧重投资将受益于中国经济高速发展中的拟上市公司。以参股或组织合资/合作公司的形式直接投资于具有高成长性及发展潜质的优质公司，以获取资本的最大增值。

新天域资本非常重视与被投资公司、境内政府及海外投资伙伴的合作关系。并充分利用基金投资人的海外资源和长年的投资经验，来弥补被投资公司在发展中的瓶颈和管理中的不足，实现为被投资公司提供良好的增值服务。相信我们的投资和参与能够为公司创建更美好的前景。

2008年2月5日，天骏传媒集团完成了8300万美元融资，这是中国户外广告企业获得的最大规模的一笔私募融资。花旗银行担任了天骏传媒此次私募的独家财务顾问。

    此轮投资是由高盛、新天域资本、红杉中国 (Sequoia China) 等Series A 投资者的战略股份融资，本次融资总额为8300万美元。新天域资本总裁于剑鸣先生、高盛的代表和前维尔康姆户外广告 (Viacom Outdoor) 全球首席执行官 Tom Goddard 先生将加入天骏传媒董事会。Farallon Capital 等其他Series A 投资者也在此轮融资中参与了投资。

原启明创投合伙人周颖华(Edward Zhou)已正式加入新天域资本(New Horizon Capital)，担任董事一职。该消息日前已得到新天域方面的证实。

　　在加入启明之前，周颖华担任思科公司(Cisco)业务发展高级经理。2004和2005年间，他负责思科在中国的战略投资。在他的努力下，思科及其投资伙伴在中国的投资超过4000万美元。在此期间，他同时还负责亚太地区的收购和战略合作。对于他的加入，新天域资本总裁于剑鸣表示：“周先生在思科和启明的经验将会给团队带来新的视角，有助于我们继续深度挖掘投资机会，新的受资公司也将更能够享受到新天域原有项目的协同效应。”

　　周颖华于1995年在IBM中国开始了其职业生涯，担任多个销售、市场和管理职务。他拥有美国西北大学凯洛格商学院(Kellogg)的MBA学位，上海交通大学的工程硕士及学士学位。

　专门从事与互联网相关风险投资业务的日本Ngi集团计划在本月与中国共产主义青年团共同在中国开设一家公司，来促进其在中国的风险投资业务。

　　Ngi集团的总裁Satosh Koike此前在接受彭博电视台采访时说到：“Ngi公司将会持有这家公司45%的股权，投资额为10亿日元（970万美元）。中国共青团会持有10%的股份。”另外，他还透露中国温州恒生资产管理公司也将会持有这家新公司的一部分股权。

　　Ngi集团现在已经在中国投资了逾10家公司，这次合作的目的是想利用共青团的影响力，在风险投资方面提高自己的竞争力。据Koike总裁透露，这是中国共青团第一次参与风险投资业务方面的合作。

　　Koike总裁说：“在中国做生意，有好的关系很重要。日本的投资公司很难找到好的投资项目，因为在中国，好的投资项目一般都会去找国内的投资公司或者西方的资本雄厚的投资公司来做。”

　　Koike总裁还说：这家新成立的公司管理的资本额可能达到600亿日元，但是实际用于投资的额度有多少，现在还没有决定。另外，这家新成立的合资公司，将会把主要资金投资于在一年之内可以回收成本的项目上，来最小化其投资风险。而对于具体投资于哪家公司，Koike并没有透露。

　　公司总部设在东京的Ngi集团是日本最有名的社区网站Mixi的最大投资人。但是Ngi公司却计划投资于新兴产业中更多其它种类的公司，Koike说：“我们将会把目光投向发展前景广阔的投资领域，不仅仅局限于网络和信息技术，比如清污技术。”Ngi集团已经在日本投资了100家新建的公司，其中就包括Mixi网站。它是Mixi网站的第二大股东，其股份持有量仅次于Mixi总裁Kenji Kasahara。

我的老板是81年的,这是我在进公司之后才发现的.我很惊讶,惊讶的原因有2个:
    一、面试的时候我第一次见他,说话条理清晰,能言善辩,聪明睿智,成熟干练,但,圆胖脸,黑糙皮肤,我认为他可能35岁.
    二、他的老板身份，毕竟80后创业的不多，我认为他至少也是80前的，只要是80前的，都比我大。
    当然现在才发现，我是公司最大的，尽管我也不大，但这是事实，尽管我也不大。这是后话。
    我的老板2003年毕业于上海一个大专院校，专业是餐饮管理。他现在是展览公司的老板，各位看出来了吧，这年头所做非所学已经不是什么新鲜事，呵呵，我一个历史学的硕士，如今做的也是展览，想到这里，觉得有点对不起我硕士时的导师，……
    话说远了，老板2003年毕业到2005年创业这个展览公司,之中他做过很多行业,对口的工作有中餐管理和西餐厅的领班.不对口的就是外贸和展览公司销售员,也正是做了一段时间的展览销售员，有了一定的客源关系，他有了一批很稳定和熟悉的客源，还认识了一个非常信任他的客户，他投资给我的老板让他进行了这次创业。
    创业至今2年不到，前年创业之初的半年，公司经过前面3个月的蹒跚发展，到2006年整年的稳定发展，公司目前20人不到，但去年公司盈利将近80万，究其原因，我来分析：
    一、个人有一批非常稳定的客源，这也是根本原因。我相信刚创业的人最宝贵的财富就是稳定的客户：他在之前的公司积累了一部分非常宝贵的客户关系，都是五金、汽配、消费品、电子、磨具以及食品行业的。这些客户目前绝大部分还是我们公司的客户,而且他也能非常好地开发客户和维护客户的能力，许多客户的私事他能帮的也帮.之前上海车展的一个参展商也是我们的墨西哥瓜达拉哈拉汽配展的客户，她来上海参加车展的时候，老板亲自帮她定酒店和计票，客户走时，还送了她上海的特产；还有一次他听说另外一个客户的母亲有关节炎，他还在自己的老家四处打听到一个治疗关节炎的老中医。试问你要是客户，你会不被他的用心所打动吗？
    二、个人的丰富的行业经验，老板之前做过管理、销售、执行，行业有：餐饮、展览、电子、It、磨具、消费品,汽配等；
    三、学习能力非常强，老板在创业之前在各个行业工作的时间都不长，他会用最短的时间学习和掌握好本职工作的经验；
    四、非常刻苦努力，从2003年毕业到现在(包括创业前后)他每天的工作时间都不会少于14个小时；
    五、对员工非常关系。我跳槽到这家公司来，并不是因为它给以前的公司待遇好薪水高，之前那家公司的底薪是我刚到这家公司来的2.5倍，我还是来了，除了自己私人的原因，其中一个最重要的原因就是他的善良和和善。他的所做所为给我感觉就是：他会善待他的员工，当公司有更大发展的时候，他会善待公司的元老。
    个人感觉：
    刚创业的公司除了行业、给予、资金的原因外，能不能很好的发展有一个很重要的因素就是创业者本人，如果您想创业，如果你能做到这些，相信你能做到他的成绩！

Aureos China Fund has invested $5 million in company Qingdao Land of State Power Environment Engineering Co., a Chinese wind energy and environmental protection company.

Aureos China Fund (ACF) has invested US$5 million in the Chinese company Qingdao Land of State Power Environment Engineering Co., Ltd (QGLD), a wind energy and environmental protection company. ACF is an initiative of Aureos Capital, one of the leading private equity fund management companies specialising in investing in small to mid-cap businesses in emerging markets.

QGLD specialises in the production of wind energy turbines and in equipment needed to clean gas & water emissions from power stations.

• Wind energy: QGLD produced its first large scale 1.5 MW turbines in October 2006 for use in a wind farm in Inner Mongolia (a 1.5MW turbine will typically have rotor blades with a diameter of over 60metres!).  They are the first Chinese company to develop a turbine of this capacity based entirely on their own proprietary technology.

• Gas desulphurisation and water reuse in power plants: In the power plant water-recycling sector QGLD is ranked third in China in terms of sales. In the desulphurisation sector (removal of sulphur from power plant emissions) QGLD is ranked 20^th out of 500 companies in the sector in terms of sales.

Says Steve Y. Wu, Managing Partner  of Aureos China Investment Advisers Ltd: “As China’s industrial output and energy usage has continued to climb the demands to improve the sustainability of both have increased. QGLD is amongst the forefront of the domestic companies able to take advantage of this trend.”

“The Chinese government is putting ever more focus on environmental protection and energy use and is already providing strong policy support, such as the mandatory purchase of wind generated power and provision of price subsidies. We feel QGLD’s technical expertise, proven ability as an innovator and established reputation and client base will underpin their growth.”

Zhao BingSheng, CEO of QGLD comments: “Aureos has a strong team of experienced professionals and we are very pleased to work with them. We are also confident that Aureos’ strong and extensive international presence and network will prove beneficial to QGLD’s future expansion to overseas markets.”

AUREOS CAPITAL LTD

  青岛欧瑞斯投资顾问有限公司（ASIA），是为中国中小企业服务、从事投融资顾问与管理咨询的外资专业公司，是欧瑞斯中国基金在中国投资的唯一窗口公司。
   青岛欧瑞斯投资顾问有限公司在中国开展私募股权投融资顾问与管理咨询工作，得到了欧瑞斯中国基金在中国投资合作的承诺与欧瑞斯资本有限公司的支持。公司有国内外具有丰富经验的专家队伍，得到了中国政府有关部门、金融机构、中介机构、研究教学等单位的大力支持，并与他们保持密切合作。公司与设在香港的欧瑞斯中国投资顾问有限公司合作开展国内外业务。

青岛欧瑞斯与欧瑞斯资本有限公司
   欧瑞斯资本有限公司（AUREOS CAPITAL LIMITED,”AUREOS”），是英国政府的英联公司（CDC Group plc）、挪威政府的发展中国家投资基金（NORFUND）发起设立,荷兰开发金融公司（FMO）等参与投资的。AUREOS继承其母公司的业务和几十年的经验，主要从事新兴市场中小型企业私募股权基金管理，具有世界领先水平，拥有广泛的国际网络，管理着分布在亚洲、非洲和美洲的21个基金。其基金投资者中包括英国政府的英联公司、挪威政府的发展中国家投资基金、荷兰开发金融公司、欧洲投资银行、德国投资与开发有限公司、瑞典与发展中国家的工业合作基金会、法国经济合作投资和促进公司、北欧发展基金、世界银行国际金融公司、亚洲开发银行、美洲开发银行等实力强大的金融机构。
   ASIA是AUREOS通过欧瑞斯中国基金管理公司控股的全资子公司，与集团其他成员共享AUREOS具有世界领先水平的管理与技术、业务经验及国际网络。

青岛欧瑞斯与欧瑞斯中国基金
    欧瑞斯中国基金（AUREOS CHINA FUND）是英国政府的英联公司与挪威政府的发展中国家投资基金联合发起、荷兰开发金融公司等国际知名机构投资者共同投资设立,专门投资于中国中小型企业的私募股本投资基金。
   ASIA是欧瑞斯中国基金在中国的唯一窗口。ASIA为融资企业提供咨询服务、协助公司提高管理水平和融资能力；依据基金的要求和标准，结合中国国情，选择项目、对项目进行尽职调查、完成项目的研究报告。欧瑞斯中国基金评审ASIA提出的项目，投资经其投资委员会审批合格的项目，并委托ASIA协助管理投资项目和回收投资收益。

Aureos Capital Ltd is a unique private equity fund management company, domiciled in Mauritius, which specialises in providing expansion and buy-out capital to unlisted small to mid-cap businesses across Asia, Africa and Latin America.

It was formed in July 2001 to assume management of a range of funds originally sponsored by CDC Group plc and to raise and manage a new generation of private equity funds under the Aureos brand.

Today, Aureos employees are the largest shareholders in Aureos. Other shareholders include CDC Group plc, Norfund and FMO which are, respectively, the British, Norwegian and Dutch development finance institutions. 

Since 2001, Aureos has increased its funds under management to over US$720 million and extended its geographical footprint to over 50 emerging markets covering Asia, Africa and Latin America, by establishing 14 regional private equity funds.

Investors in Aureos funds include institutional investors, bilateral and multilateral development finance institutions, fund of funds, family offices and foundations and high net worth individuals. 

Aureos is in the process of raising funds for the US$100 million Aureos Central Asia Fund, the US$300 million Aureos Latin America Fund and the US$400 million Aureos Africa Fund.