SOLO EXCHANGE
SOLO EXCHANGE
SOLO EXCHANGE
Brands matter, but their value is difficult to quantify. It requires different time periods and/or different markets in which brand equity has experienced significant change. Those contexts are not usually easy to come by. In the absence of experimental or statistical evidence, we are back to conceptualizing the role of brand equity just as those justifying investments in people, It is reassuring to know the solid evidence exists to support the general assertion that brand investments, on average, have been shown to pay off
Brands matter, but their value is difficult to quantify. It requires different time periods and/or different markets in which brand equity has experienced significant change. Those contexts are not usually easy to come by. In the absence of experimental or statistical evidence, we are back to conceptualizing the role of brand equity just as those justifying investments in people, It is reassuring to know the solid evidence exists to support the general assertion that brand investments, on average, have been shown to pay off
Brands matter, but their value is difficult to quantify. It requires different time periods and/or different markets in which brand equity has experienced significant change. Those contexts are not usually easy to come by. In the absence of experimental or statistical evidence, we are back to conceptualizing the role of brand equity just as those justifying investments in people, IT and organizational culture do. But it is reassuring to know the solid evidence exists to support the general assertion that brand investments, on average, have been shown to pay off
Brands matter, but their value is difficult to quantify. It requires different time periods and/or different markets in which brand equity has experienced significant change. Those contexts are not usually easy to come by. In the absence of experimental or statistical evidence, we are back to conceptualizing the role of brand equity just as those justifying investments in people, IT and organizational culture do. But it is reassuring to know the solid evidence exists to support the general assertion that brand investments, on average, have been shown to pay off
Brands matter, but their value is difficult to quantify. It requires different time periods and/or different markets in which brand equity has experienced significant change. Those contexts are not usually easy to come by. In the absence of experimental or statistical evidence, we are back to conceptualizing the role of brand equity just as those justifying investments in people, IT and organizational culture do. But it is reassuring to know the solid evidence exists to support the general assertion that brand investments, on average, have been shown to pay off
Brands matter, but their value is difficult to quantify. It requires different time periods and/or different markets in which brand equity has experienced significant change. Those contexts are not usually easy to come by. In the absence of experimental or statistical evidence, we are back to conceptualizing the role of brand equity just as those justifying investments in people, IT and organizational culture do. But it is reassuring to know the solid evidence exists to support the general assertion that brand investments, on average, have been shown to pay off
Brands matter, but their value is difficult to quantify. It requires different time periods and/or different markets in which brand equity has experienced significant change. Those contexts are not usually easy to come by. In the absence of experimental or statistical evidence, we are back to conceptualizing the role of brand equity just as those justifying investments in people, IT and organizational culture do. But it is reassuring to know the solid evidence exists to support the general assertion that brand investments, on average, have been shown to pay off
Brands matter, but their value is difficult to quantify. It requires different time periods and/or different markets in which brand equity has experienced significant change. Those contexts are not usually easy to come by. In the absence of experimental or statistical evidence, we are back to conceptualizing the role of brand equity just as those justifying investments in people, IT and organizational culture do. But it is reassuring to know the solid evidence exists to support the general assertion that brand investments, on average, have been shown to pay off
SOLEX CAPITAL LTD.
UNITED KINGDOM
UNITED STATES
KUWAIT
S P A I N
ITALY
SOLEX GLOBAL
Diversified global investment portfolio
About Us
we seek to provide innovative
financial solutions and investment vehicles to help our fund investors achieve their investment goals.
With offices around the world,
we fulfill our mission
one investor at a time
one company at a time
and we do this as one global team
We focus to identify opportunities in a wide range of asset classes in different sectors and invest in assets that will generate steady income and potential appreciation in capital so as to deliver regular dividends and achieve capital growth.
Our portfolio of assets and economic exposures includes an investment in
UK, Poland, Brazil, Chile, Mexico, Hong Kong and South Korea
Investment Policy
Our investment policy is to make investments in a portfolio of assets in different sectors through different means which includes but not limited to direct asset ownership, swaps, credit default swaps, debts, warrants, options, convertibles, preference shares, equity, guarantees of assets and performance, securities lending and participating loan agreements provided that it will not make any direct investments in real estate and commodities
SOLEX GLOBAL implements the following strategies in working to achieve its investment objective:
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Active Portfolio Management Strategy – sourcing and acquiring new assets in a wide range of asset classes in different sectors that enhance the returns to shareholders;
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Financing and Risk Management Strategy – in addition to acquiring new assets, opportunistically divesting assets to maximize shareholder value; and
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Acquisition Growth Strategy – optimizing the capital structure of individual assets and the portfolio as a whole.
© 2018 Solex Capital / www.solex.co