Entity Dossier
entity

Lazard Frères

Strategic Concepts & Mechanics

Capital StrategyDynastic Primogeniture Against Dilution
Signature MoveBusiness Lunches Not Society Dinners
Competitive AdvantageSleeping on Gold Bags Earns Trust
Signature MoveBank Without Tellers or Savers
Signature MovePrimogeniture to Prevent Capital Dilution
Risk DoctrineThree-Legged Stool Across Sovereigns
Cornerstone MoveMagical Triangle From War's Wreckage
Identity & CultureFortune-Rebuilding as Core Competence
Cornerstone MovePersonal Liability as Nationalization Shield
Cornerstone MoveGold Bags to Gold Points — Liquidate at Peak
Signature MoveSecrecy as the Operating System
Signature MoveCalm as a Weapon at the Negotiation Table
Signature MoveCollect Relationships Like Intelligence Assets
Signature MoveGifts That Outlast the Commission Check
Identity & CultureConsensus Hiring, Two Promotes Per Import
Cornerstone MovePackage the Elements, Then Force the Bid
Identity & CultureMailroom Encyclopedia Before Anyone Else Wakes
Competitive AdvantageBe the Outlier in a Multiplayer Contest
Operating PrincipleTreat Every Client as a Corporation
Signature MoveThousand Letters a Year, Zero Left Unanswered
Cornerstone MoveNo Fee Letter, Just Trust—Then Name Your Price
Decision FrameworkNever Promise a Name You Can't Deliver
Cornerstone MoveOrchestrate the Room Before Anyone Sits Down
Signature MoveCars in the Garage Before Dawn
Risk DoctrineNo Written Contracts, No Anniversary to Leave
Relationship LeverageThe Ten-Minute Watch on the Desk
Strategic PatternMirror Their Culture, Not Yours
Strategic PatternProcess of Bites, Not Grand Plans
Decision FrameworkCash Flow Over Earnings as Debt Survival Test
Relationship LeverageHighly Confident as Substitute for Actual Capital
Capital StrategyInterest Deductibility as Leveraged Assault Fuel
Competitive AdvantageNOL as Bidding War Nuclear Option
Signature MoveSpeed-of-Sale as Debt Survival Doctrine
Signature MoveLawyer as Deal Principal, Not Hired Gun
Signature MoveParis Apartment Discipline
Signature MoveAll Debt Disguised as Equity
Cornerstone MoveBuy the Whole, Sell Everything But the Crown Jewel
Cornerstone MoveBlind Pool Before the Target Exists
Cornerstone MoveBribe the Gatekeeper, Storm the Castle
Cornerstone MoveBankruptcy's Tax Corpse as Acquisition Weapon
Competitive AdvantageTax Arbitrage as Structural Weapon
Operating PrincipleProfessional Manager Decay Across Generations
Risk DoctrineNever Cut Back a Committed Deal
Signature MoveMilken: Four-Thirty AM Cathedral-Builder With No Office
Capital StrategyVenture Capital Masquerading as Debt
Signature MovePeltz: Spittle-on-the-Check Persistence from Near-Broke
Signature MovePerelman: Borrowed $1.9M to a Boeing 727 in Seven Years
Cornerstone MoveManufactured Credibility from Thin Air
Decision FrameworkContra-Thinking as Default Mental Operating System
Identity & CultureForced Savings as Loyalty Handcuffs
Cornerstone MoveCash Flow Over Earnings as the Only Truth
Cornerstone MoveBuy the Core, Sell the Pieces, Erase the Debt
Signature MoveKingsley: Mount Everest Desk, Twenty-Year Sounding Board
Signature MoveIcahn: Wrestling-a-Ghost Negotiation Until the Last Penny
Cornerstone MoveOwner's Equity as the Non-Negotiable Discipline
Signature MoveDecentralized Goal Ownership
Capital StrategyInternal Cashflow as Expansion Fuel
Operating PrincipleRemove Rivals with Ironclad Exits
Signature MoveModern Management Invasion
Operating PrincipleDecentralize but Demand Results
Signature MoveTough Negotiation as Ritual
Signature MoveFinancial Engineering as Core Skill
Cornerstone MoveDistressed Asset Empire-Building
Cornerstone MoveNon-Core Asset Liquidation Blitz
Strategic PatternBuy Low in Structural Chaos
Cornerstone MoveBoardroom Power Consolidation by Stealth
Cornerstone MoveIntercede Across Borders as the Indispensable Bridge
Identity & CultureDebt to Italy as Strategic Identity
Signature MoveMoney as Instrument Never Destination
Relationship LeveragePower Through Ecclesiastical Networks
Signature MoveCardinal-Level Access as Deal Currency
Identity & CultureWartime Survival as Permanent Worldview
Operating PrincipleBridge Player's Complexity in Finance
Relationship LeverageDynasty Proximity as Career Launchpad
Cornerstone MoveConvert Personal History Into Relational Capital
Signature MoveDissatisfaction as Perpetual Engine
Strategic PatternProfitable Service Over Growth for Growth
Operating PrincipleIncorporating Problem Causers Into Solutions
Capital StrategyMoral Obligation Bond Innovation
Strategic PatternBear Hug Takeover Strategy
Signature MoveRelationship Banking Over Transaction Focus
Signature MoveGovernment Partnership During Business Crisis
Signature MoveTheater in High-Stakes Negotiations
Decision FrameworkSquare Pegs Into Round Holes
Signature MoveCrisis Action Before Complete Data

Primary Evidence

"Lazard Partners is indeed an unusual bank, which has always operated on three legs - Lazard Frères in New York, Lazard Brothers in London, and Lazard Frères in Paris - and is endowed with a very rare legal status: that of a partnership. Its members are therefore liable with their personal assets."

Source:Mm. Lazard Freres et Cie: A Saga of Fortune (translated)

"Lazard Frères continues to thrive cheerfully, with its San Francisco branch. During the war, President Wilson prohibited American public agencies from lending funds to belligerents. However, this policy of financial neutrality does not apply - liberalism obliges - to private banking establishments. As a result, almost all American banks have joined one of the two sides, most often that of the Franco-British allies. Lazard is obviously among them."

Source:Mm. Lazard Freres et Cie: A Saga of Fortune (translated)

"Lazard Frères became a general partnership "for the operation of manufacturers and trading houses, banks, commission, and consignment in Paris and San Francisco, and in all other locations." The House of Banking was born! A historic date for this future investment bank was this January 1er, 1864."

Source:Mm. Lazard Freres et Cie: A Saga of Fortune (translated)

"In the early eighties, I’d begun collecting relationships. For instance, I reached out to Felix Rohatyn, the Lazard Frères banker who had almost single-handedly rescued New York City from bankruptcy in the seventies, and who was on the board of MCA and had Lew Wasserman’s ear. I called and asked to see him, saying, “I need no more than ten minutes of your time.” On my next trip to New York, I went to his office, shook hands, and placed my watch on his desk. Then I said, “I’d love to talk to you about how you saved New York, and also how you advise Lew—to learn from the Dean. And I’d love to be helpful to you in L.A. in any way I can.” All to get him talking and to show that I knew what he’d done and that I admired it and wanted to learn from it. After ten minutes, I said, “Thanks so much,” and stood to pick up my watch. Felix—and everyone else I used this stratagem on—asked me to sit back down. In this way I got to know Herb Allen, the head of Allen & Co., and Bob Greenhill at Morgan Stanley, and I’d always drop in on them when I was in New York—as well as on Mort Janklow and fifteen other book agents, a number of figures in the art world, and our clients Meryl Streep, Mike Nichols, Al Pacino, Sidney Lumet, Bob De Niro, and Marty Scorsese. The relationships outside entertainment would prove useful to CAA in the plans I was beginning to develop. They’d be our bridges to a wider world."

Source:Who Is Michael Ovitz?

"At that 1982 session, Joseph and the others drew up a list of the people who were the stars of the M& A world. It included Martin Siegel of Kidder, Peabody; Eric Gleacher of Lehman Brothers; Bruce Wasserstein of First Boston; Felix Rohatyn of Lazard Frères; Ira Harris of Salomon Brothers—and lawyers too, like Martin Lipton of Wachtell, Lipton, Rosen and Katz, and Joe Flom of Skadden, Arps, Meagher, Slate and Flom."

Source:The Predators' Ball

"At that 1982 session, Joseph and the others drew up a list of the people who were the stars of the M&A world. It included Martin Siegel of Kidder, Peabody; Eric Gleacher of Lehman Brothers; Bruce Wasserstein of First Boston; Felix Rohatyn of Lazard Frères; Ira Harris of Salomon Brothers—and lawyers too, like Martin Lipton of Wachtell, Lipton, Rosen and Katz, and Joe Flom of Skadden, Arps, Meagher, Slate and Flom."

Source:Predator's Ball

"The group of investors, apart from Ferinel (11.5%), includes the companies Elf and Total (12%), Worms et Cie (10%), the Lebanese-Syrian holding Finial (5%), Lazard Frères (10%), and the British financial institution Charterhouse (1%)."

Source:The Crazy Epic of the Willot Brothers - From the Société Du Crêpe Willot to LVMH

"At Lazard, he created Sovac (Society for the Sale of Credit Automobiles), a financing company specialized in consumer car loans, thus making Lazard Frères a significant force in consumer credit."

Source:Antoine Bernheim

"Founded in 1848 by two New Orleans cotton merchants originally from Alsace, Lazard Frères was one of several American investment firms with deep southern roots. As the commercial shipping trade moved to San Francisco, Lazard followed. Then at the turn of the century, additional offices were opened in New York, and next in Paris and London. It was the David-Weill family, descendants of the Lazards, who controlled the firm and, wisely, brought Meyer into its Paris branch in 1927. He quickly earned respect in European financial circles for his role in helping to guide Citroën, the French automobile giant, through the depression of the 1930s."

Source:Dealings

Appears In Volumes