Warren Buffett junto a uno de los hombres más ricos de Brasil han presentado una oferta para la compra de Heinz en US$ 28.000 millones. El acuerdo, que por tamaño es la cuarta operación de compras alimentarias de todos los tiempos, aumenta el optimismo sobre la reactivación de fusiones y adquisiciones.
La compra que ya fue aprobada por el directorio de Heinz, ha reunido al Berkshire Hathaway de Warren Buffety a 3G Capital, una firma de capital privado respaldada por el multimillonario brasileño Jorge Paulo Lemann, que en 2010 encabezó la compra apalancada de Burger King.
Berkshire, un conglomerado con más de 70 negocios amasados durante más de 40 años por Buffett, estaba buscando grandes compras para colocar sus US$ 48.000 millones. Además, ha dicho por televisión que está buscando algún otro elefante para comprar. ?Si alguien ve alguno que me avise?.
En círculos inversores se dice que la participación de 3G en una operación de 3G es inusual y que refleja la dificultad de Buffet para encontrar compañías para comprar.
Leer más “You’re ketchup Heinz! la compran Buffett y Lemann”
Most deals aren’t won on price alone. Align your value proposition with your buyer’s strategic needs and the deal will get bigger and possibly better.This is an excerpt from Tom Searcy’s latest book, “How to Close a Deal Like Warren Buffett—Lessons from the World’s Greatest Dealmaker” written with Henry DeVries and published by McGraw-Hill, available now.
When Walmart sold Warren Buffett their McLane Company Division, which was valued at $22 billion in 2003 at the time of the sale, they made a choice they never made before—to sell a part of the company. Was it the money? A fair question, but Walmart has plenty of money—and although the $1.45 billion cash acquisition price was a nice chunk of change—the real reason was strategic benefit.
McLane was well run, profitable and successful, but it was still the ugly stepsister of the family. It had razor-thin margins and it’s ability to grow was limited because competitors to Walmart were wary about contributing in any way to the success of their biggest rival. McLane was the weakest link in the chain for Walmart. Buffett’s transaction was quick and easy and it brought an independence that would allow investments and revenues for McLane to grow without negatively impacting Walmart’s balance sheet. This was addition by subtraction.
An outright auction may have been more financially beneficial in the short run, but Walmart wanted to keep the capability of McLane as a part of its supply and distribution.
What do you bring to a customer’s strategy? Leer más “Why Price Isn’t the Biggest Factor on Big Deals | Inc. |”
With all of the serious news and analysis surrounding Friday’s Facebook initial public offering, Victoria, British Columbia-basedForbes blogger Greg Voakes chimed in with Facebook MBA, a humorous infographic based on Facebook’s timeline profile.
We particularly enjoyed the fictional status updates and comments from Facebook Co-Founder and Chief Executive OfficerMark Zuckerberg, legendary investor and Berkshire Hathaway CEO Warren Buffett, and MySpace Co-Founder Tom Anderson, among others.
“They listen to what they say, they look at the decisions they make, sometimes it’s very subtle,” she told CNN.
If you’re lucky enough to go through the ranks and selection, you’ve already proven that you are able to do the job. The question is, how do you define the job.
–Anne S. Tsui, W. P. Carey School of Business Management Professor
“If you’re lucky enough to go through the ranks and selection and (become a CEO), you’ve already proven that you are, in most cases, able to do the job. The question is, how do you define the job,” she said.
“Researchers and companies that do executive training know that executives who are very charismatic have a strong vision about the company and they talk a very good language of rallying the whole company towards this mission, which is ‘let’s do it all for the company,’ and ‘it’s good to do things for our society.'”
By Eliza Ridgeway
Warren Buffett is known for his interest in social values.
- Chinese study finds employees are happier, and more likely to stay at a company, if their leaders clearly indicate social values
- Employee loyalty related to whether a leader’s personal social values matched his or her outward statements
- But middle management pick up quickly if there’s dissonance between what a CEO says and does
- And “it’s a given” that business leaders should “know how to make money”
(CNN) — New research shows that managers can benefit from bringing values into the workplace, as long as they do it right.
A study of CEOs and their middle management in China found that employees were happier, and more likely to stay at a company, if their leaders clearly indicated social values — but also followed through in their private actions.
The study of CEOs and their underlings’ happiness was carried out by W. P. Carey School of Business Management Professor Anne S. Tsui, Ping Ping Fu of the Chinese University of Hong Kong, Jun Liu of Renmin University of China, and Lan Li of Chinese Entrepreneur Survey System.
Over the course of five years, Tsui and her collaborators studied CEOs and their subordinates at 42 companies in China. They asked both groups about the CEOs’ perceived values, and measured middle managers’ commitment to the company or likelihood of jumping ship.
They found that employee loyalty related to whether a leader’s personal social values matched his or her outward statements.
Tsui said that because corporate leaders communicate their values through every-day actions, typically middle managers can’t help but pick up on their bosses’ values. Leer más “Leaders’ social values drive staff loyalty, study finds”
Mexican tycoon Carlos Slim is the world’s richest person, knocking Microsoft founder Bill Gates into second spot, as the wealth of the world’s billionaires grew by 50 percent over the last year, Forbes magazine said on Wednesday.
It is only the second time since 1995 that Gates has lost the crown, the magazine said, estimating Slim’s net worth at $US53.5 billion ($58.7 billion), compared to Gates’s $US53 billion fortune, while investor Warren Buffett came in at No. 3 with $US47 billion.
The trio regained $US41.5 billion of the $US68 billion they had lost the previous year, Forbes reported.
The master has spoken in his freshly released letter to shareholders and as usual, it is filled with brilliance, hypocrisy and more brilliance. You can read the full letter here. I will keep my personal thoughts on the letter short and sweet, but a few things stood out to me:
Buffett appears to attempt to distance himself from the notion of “too big to fail” and implies that the firm is not dependent on the “kindness of strangers”:
“We will never become dependent on the kindness of strangers. Too-big-to-fail is not a fallback
position at Berkshire. Instead, we will always arrange our affairs so that any requirements for cash we may conceivably have will be dwarfed by our own liquidity.”
These are interesting comments now that we know Buffett in fact played a role in orchestrating the bank bailouts (see here for his letter to Hank Paulson). Of course, Buffett had a substantial amount at stake if the banks were allowed to implode. As Barry Ritholtz has previously shown, Buffett did indeed rely on the kindness of strangers. He claims to have been a supplier of capital, but this was nothing more than doubling down on bad bets that he had made with the hope that the government would ultimately step in. Of course, we all know they did. I don’t know how he can make such comments when it is so obvious that he directly benefited from the bank bailouts and played an instrumental role in orchestrating them? It’s disingenuous at best.
A few other things that jumped out:
- His discussion on risk management (p. 16) should be required reading for every CEO and money manager in America.
- He is still extraordinarily funny.
- He sounds very optimistic about the state of the housing market.
- He sells his company and the idea behind Berkshire better than any CEO on the planet.
For more reading please see his annual letters from the Buffett Partnership days.
© 2009 pragcap.com