Teva Pharmaceuticals (TEVA) out with earnings late last night. Globes reports this morning that Copazone sales rose 29% year over year while overall sales increased 18% over 2007. Reporting $2.82 billion over analysts’ expectations of $2.68, TEVA beat on the top line. TEVA also beat with $.65 on EPS. According to Globes, “As of July 23, 2008, Teva had 149 product applications awaiting final FDA approval, including 41 tentative approvals.”
Bank of Israel raises interest rates to 4%. Read more.
Zoran (ZRAN) reported disappointing earnings last night. Transcript here.
Just eight months after its launch, Sheldon Adelson’s free Hebrew daily, Yisrael Hayom, has become the second most widely circulated newspaper in Israel, edging out Maariv.
Scopus Video (SCOP) moves into black and according to the company, things look even better in the second half of 2008.
Here’s an interesting interview with VC Cafe’s Eze Vidra pitting Israel against Sand Hill Road.
Avishai Silvershatz , Infinity: Infinity is an equity fund, not a traditional VC, focused on China. We manage over $600M. Our key focus is on a new $300M-plus fund, named the I-China Fund focused on late-stage equity investments. This fund’s main strategy will be to invest in late stage Israeli tech companies and on the other side, partner with Chinese companies that can employ Israeli technologies locally in China.
Who are Infinity’s Chinese partners?
AS: We have a list of very strong partners from both the government and private sectors in China. We’ve received a large commitment from the Chinese government for the fund. Political support of the fund comes from senior levels in both the Israeli government and Chinese government leading up to the Chinese Premier.
I assume that Israeli companies are traditionally nervous about sharing trade secrets. Is this the case?
AS: A key issue to establishing Chinese-Israeli partnerships requires overcoming this fear of Chinese firms co-opting Israeli tech. We successfully mitigate this problem by building multi-layered partnerships with key incentives beginning at the shareholder level all the way up to management level.
What’s Infinity’s advantage as an investor in Israeli firms?
AS: Infinity Equity had the first foreign fund to be incorportated in a GP/LP format in China. Doing business in China since 2004 has helped build a layer of trust for our network. We have strong support from the Chinese government. China is committed to Infinity because “innovation” is one of key things of the Chinese Government’s 5 year plan. The government has committed to moving from a low cost supply of labor to more value-added services as an economy. Innovation is mandated as part of this plan. The government views Israel and this fund as part of this movement to innovate.
What kind of criteria do you use when sizing up an investment?
AS: Typically, we invest in Israeli companies that have proven themselves in gaining marketshare through leading technologies and product development. Similarly, we invest in Chinese companies with strong market presence. We give Chinese companies, in some cases, equity in the Israeli company to incentivize the partnership and align working terms. There has to be mutual interest for these partnerships to work. We’ve had time to home our model over the past few years.
Can you give us an example of a recent investment?
AS: We invested in an Israeli company, Shellcase, which created a technology for packaging of chips used in cameras in cellular handsets. They had a.fab in Jerusalem with good tech and big losses. Many earlier shareholders gave up. We split the company in 2 parts. R&D stayed in Jerusalem and manufacturing shifted to China. The Israeli part of the company was sold to Tessera (TSRA) and the Chinese company is doing well and is very profitable and will probably float next year. Doing the manufacturing in the Far East has enabled them to do very well. By the way, the strong support from the Chinese government in the form of 0% interest loans made this successful investment and venture successful.
Which sectors are you looking at in Israel to make investments?
AS: In particular, we like the IT sector and see a lot of technology strength in Israel and demand for such technology in China. We also think Israel is quite strong in Medical Devices and related technologies. We’re seeing more activity and potential in Internet related technologies, spanning both consumer and B2B. Lastly, Mobile technologies coming out of Israel are very hot and in absolute numbers, China is the fastest growing market in the world.
Given your model, do you begin by targeting an Israeli firm and then look for a Chinese partner or vice-versa?
AS: More often than not, we start with a Chinese partner with a specific need for technology and we go shopping for the best in Israel. But, it really works in both directions. We get a lot of Israeli companies frequently approaching us looking for Chinese partnerships.
So, Israeli firms see Infinity as a distribution partner who takes equity in return for services?
AS: Infinity provides value in two ways. Most companies know that China should be their next play. These companies also realize that they can’t go to China alone. Many have frequently tried and failed to penetrate into China. They need a partner who can talk to Israelis and knows how to do business in China. We also focus on late stage entities and because this part of the market is not very populated, we can put up a lot of money when public markets are not very receptive to tech companies.
Are you seeing any fallout in portfolio companies that have their cash invested in subprime assets?
AS: Some companies lost money. This is not a huge deal. Other trends like the slowdown of the American market, weakening of the dollar has hit foreign companies twice, at both the operations and expenses level. We also see companies hit by the public market window closing and debt players less willing to put money into late stage technology companies.
Which sectors do you see in the near future as capturing larger share for Infinity?
AS: We are seeing more companies with little technology risk (it’s behind them) and less market risk (they’re selling well). As successful entrepreneurs start their second and third firms, we expect to see more of this as well.
Thanks.
The entire interview with Xenia’s Anat Segal is part of our new subscription newsletter, Israel Opportunity Investor. You can find out more about the product and the opportunities we cover at www.israelnewsletter.com.
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Please tell us about Xenia?
Anat Segal, CEO: Xenia is an investment firm founded in mid-2003 by a group of entrepreneurs with the vision of being an incubation powerhouse, engaged in the initiation and building of successful high-tech companies in the areas of IT and medical devices. I would say that there are two main similarities we share with traditional Venture Capital (VC) firms. We invest in startups in return for equity, and the terms of our deals are similar.
What are the differences?
AS: One of the differences is that our investments are in really, really early stage companies. What are typically referred to as seed and pre-seed stage deals. We establish the company alongside the entrepreneur. Our money is typically the first money in the firm. Sometimes there is friend-and-family round. We are first and foremost an investment firm. We base ourselves on the unique structure of the Israeli incubator model. (Continue »)
Tell us a bit about yourself.
Eze Vidra, VCCafe.com: I’m originally from Argentina. My parents moved to Israel with me in 1987 when I was just a kid. I grew up in Israel and did my army service. I moved to the US about 4 years ago. I’ve now been in Northern California for over a year. In 2003 I cofounded a firm that enabled text input solutions for PDAs ad mobile devices. At the time, it was almost impossible for Israeli companies to raise money. During the fund raising process, I met a CEO with a firm that eventually offered me a position on the spot. That firm was Gerson Lehrman Group, the hedge fund research firm. I started in IT as a project manager and grew into a position where I was managing the integration of business requirements and IT products. (Continue »)
