Entity Dossier
Organization

Iceland

Strategic Concepts & Mechanics

Signature MoveFour-Word Operating System: Focus, Simplicity, Reality, FunCapital StrategyPension Deficit as Deal LeverageDecision FrameworkRetail Reduced to Five NumbersSignature MoveFive Ratios and Nothing ElseSignature MoveNegotiate the Escape Hatches Before SigningOperating PrinciplePrivate Ownership as Competitive WeaponCornerstone MoveBuy Back What You Built, Strip Out the BaggageIdentity & CultureFun as Operational Philosophy Not PerkStrategic PatternCounterparty Carelessness as OpportunityCornerstone MoveLong-Term Greedy Over Quarterly SqueezeSignature MoveInstinct Over Analysis for New MarketsCapital StrategyPartnership Over Solo Risk TakingCornerstone MoveReverse Takeover Financial EngineeringStrategic PatternExit Before Market RecognitionRisk DoctrinePersonal Guarantee Risk CalibrationSignature MoveDe-Risk Through Deal FlowSignature MoveLocal Knowledge as Barrier AdvantageSignature MoveSubmarine Strategy Market EntrySignature MoveMaximum Leverage on High ConvictionCornerstone MovePrivatization Consortium AssemblyRisk DoctrineLow Profile High Stakes StrategyOperating PrincipleModular Scalability Design PrincipleDecision FrameworkIntuition Over Analysis DoctrineStrategic PatternChaos as Opportunity WindowOperating PrinciplePivot Only With Clean BreaksSignature MoveGut Instinct As GreenlightSignature MoveRadical Focus After OverreachIdentity & CultureStakeholder Alignment Through Personal SkinCornerstone MoveCopy-Paste Playbook TransplantsCornerstone MoveLeverage-to-Ownership FlywheelDecision FrameworkSweaty Palms as Danger SignalIdentity & CultureCompetition as Survival DoctrineStrategic PatternOpportunity in Macro DisarrayCompetitive AdvantageBrand as Rebellion WeaponSignature MoveStealth Launches And Submarine StrategyStrategic PatternStealth Before ScaleSignature MovePersonal Guarantees—High-Stakes CommitmentSignature MoveDeal Junkie Portfolio CyclingCornerstone MoveCrisis Entry, Post-Collapse CreationRelationship LeverageTrusted Core Teams Across BordersOperating PrincipleCuriosity as Growth Compass

Primary Evidence

"I’ve decided I never want to retire. I’m in this for life and completely focused on Iceland, apart from owning or having stakes in a hairdressing salon, a vodka distillery in Iceland (the country), property businesses in Poland and the UK, a film production company, an ice-making business, a media monitoring agency, an African biofuels company, a chain of restaurants and an upmarket fish and chip shop. That diversification bug that plagued us through our early years has certainly proved hard to shake off!"

Source:Best Served Cold

"Tarsem and I finally signed a deal with Palmi on 24 November 2004 in the London flat of Arev’s John Scheving (like all the Icelanders we met, he had a swish flat in Chelsea overlooking Stamford Bridge). We would buy the Iceland business for a fixed £ 160 million. Best of all we negotiated to leave the pension deficit behind with Booker. We agreed to pay a further £ 20 million, phased over our first year in the business, to take us out of the BFG pension scheme altogether and make a fresh start. This was without doubt the best £ 20 million we have ever spent. We also managed to negotiate a shareholders’ agreement whereby no dividend could be paid or any refinancing take place without the consent of the management. We were frightened that Baugur might want to strip cash out of the business. Why they agreed to it I don’t know but they were pretty broad-brush in their approach and once the deal was agreed in principle they weren’t too interested in the detail, particularly where Iceland was concerned: they were focused on the big opportunities in the property portfolio and Booker. We also negotiated that if they ever wanted to sell the company we had the right to buy provided we could match the price. These conditions later proved to be worth their weight in gold."

Source:Best Served Cold

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