Entity Dossier
entity

BNZ

Strategic Concepts & Mechanics

Relationship LeveragePay Consultants to Open Doors
Signature MoveGood Cop While Gibbs Plays Bad Cop
Competitive AdvantageMonopoly Infrastructure as Chokepoint
Capital StrategyHidden Cost of Frivolous Spending
Cornerstone MoveSell Before the Floor, Buy the Next Thing
Signature MoveNever Consider Failure as a Possible Outcome
Risk DoctrineBrierley's Bluff-Bid Brinkmanship Lesson
Cornerstone MovePhone Call to the Top, Then Show Up Anyway
Signature MoveStagger Contracts to Break Supplier Cartels
Cornerstone MoveExclusive Rights as Subscriber Magnet
Signature MoveResign from Everything When Time Becomes the Priority
Signature MoveCut-Throat Competition Even at the Dinner Table
Decision FrameworkRide Winners, Cut Losers at Ten Percent
Identity & CulturePhone Stops Ringing Test of Friendship
Strategic PatternState Broadcaster Arrogance as Opening
Operating PrincipleLucky Timing as Honest Accounting
Capital StrategySubscriber Economics Over Advertising
Risk DoctrineAnimal Intuition to Exit
Identity & CultureFree Market Conviction from Regulation Experience
Strategic PatternDiscontinuity Hunting as Core Strategy
Competitive AdvantageStructural Value Recognition Over Market Timing
Cornerstone MovePrivatization Partnership Arbitrage
Capital StrategyIntellectual Freedom Through Financial Independence
Signature MoveWalk Away as Negotiation Weapon
Signature MoveCash Preservation as Freedom Doctrine
Cornerstone MoveZero-Money Leveraged Takeovers
Signature MoveHands-Off Management Through Trusted Operators
Relationship LeverageRelationship Leverage in Government Asset Sales
Operating PrincipleManagement Avoidance as Operational Principle
Signature MoveSingle A4 Sheet Analysis
Risk DoctrineRisk Elimination Over Risk Taking
Decision FrameworkPsychology Over Numbers in Deals
Signature MovePartner Selection Over Capital

Primary Evidence

"Collins recalls BIL’s treasurer being invited to speak to a group of the BNZ’s senior corporate bankers. He was asked to talk to them about how he had rung the bank at 9 a.m. and by 5 p.m. had in place a $500 million loan facility. ‘The point of the example,’ says Collins, ‘was to encourage all the corporate bankers to lend more and more money and this was an illustration of how to respond quickly to what clients wanted.’ In hindsight, the incident could just as easily have been used to illustrate the lack of caution in corporate borrowing and lending, and how inadequate bank oversight was at the time. There were many contributing factors and perhaps it should have been no surprise that, to taxpayers’ chagrin, just a couple of years later the Bank of New Zealand needed a bailout."

Source:No Limits: How Craig Heatley Became a Top New Zealand Entrepreneur

"Gibbs’ scheme was good enough for the Hong Kong Bank (now HSBC), but since it didn’t operate in New Zealand special arrangements were required. In the end, Gibbs arranged that the Hong Kong Bank send a letter of credit to BNZ for $115 million which then endorsed Gibbs Securities’ bills of exchange. The BNZ endorsement turned the bills into first-rate paper. Gibbs then used Jarden and Co. (New Zealand’s largest broking firm) to sell the paper in the money markets. In a roundabout way, then, Gibbs and Farmer were effectively funding it themselves, putting no money in, but having gained the confidence of Wardley, the Hong Kong Bank and BNZ. The whole process had been made much easier by the financial deregulation that the government had passed over the previous months; Gibbs had been amongst the first to take advantage of the new freedoms."

Source:Serious Fun

Appears In Volumes