Entity Dossier
entity

Daily Telegraph

Strategic Concepts & Mechanics

Signature MoveBudget Every Item Until Truth Surfaces
Competitive AdvantageHard Selling Against British Snobbery
Capital StrategyNever Idle Capital Never Unused Credit
Identity & CultureSimplicity as Anti-Phoniness Doctrine
Relationship LeverageGregariousness as Deal Pipeline
Signature MoveFigures on the Back of an Envelope
Cornerstone MoveOffer to Buy Every Newspaper in the Room
Signature MoveRestlessness as Anti-Stagnation Engine
Signature MoveTrust Executives Then Watch the Numbers
Operating PrincipleExperience Compounds Like Interest
Decision FrameworkSubconscious as Decision Computer
Cornerstone MoveCross-Fertilize Cash Flows Across Seasons
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

"I then asked him if they would consider selling their business to me. This was what I said to everybody, but, of course, the Daily Telegraph would have suited me very well. I was surprised when he appeared to flush with annoyance and cut the interview short. So no doubt I was partly to blame for what followed. As I have said the suggestion of buying a family-owned newspaper is often received as an insult and no doubt mortally offended the Berrys. I was quite brash in my approach and there was some excuse for him resenting what I did."

Source:After I Was Sixty - A Chapter of Autobiography

"Afghanistan had been a nice diversion. Back in London, however, not everything was going according to plan for the Aquada. The cars were being built, and the invention had received numerous golden accolades. *Time Magazine* named it as one of the ‘Best Innovations of 2003’. A feature on design in the *New York Times* highlighted the car.[19](private://read/01jrsfvkjy84rkprtbz9amfvj8/#rw-num-note-477408-606132179-19) Leader writers fought over good lines to tell the story. The *Daily Telegraph* alighted on ‘Drink Driving — could Aquada be the ultimate plaything?’[20](private://read/01jrsfvkjy84rkprtbz9amfvj8/#rw-num-note-477408-606132179-20) But Gibbs’ basic business plan, to wow the world and then find a car manufacturer to make it under licence, wasn’t coming off. To his great annoyance every company they approached said that he hadn’t demonstrated the size of the market, therefore they couldn’t measure whether there’d be a return on their investment. They also worried about the effect of US product liability laws on such a radically new product. On reflection Gibbs concedes, ‘Quite naturally, people were sceptical as hell; would it work in salt water, could it handle rough conditions, would its complexity frighten customers, was it too expensive?’ Jenkins laments, ‘Our licensing idea fell on stony ground at that point; we needed someone with the balls to create the market and no one materialised. So Alan had to do it himself.’[21](private://read/01jrsfvkjy84rkprtbz9amfvj8/#rw-num-note-477408-606132179-21)"

Source:Serious Fun

Appears In Volumes