Marcel Telles
Strategic Concepts & Mechanics
Primary Evidence
"Cristiane Correa, Dream Big: How the Brazilian Trio behind 3G Capital —Jorge Paulo Lemann, Marcel Telles, and Beto Sicupira —Acquired Anheuser-Busch, Burger King and Heinz, (Rio de Janeiro: Sextante,"
"Marcel Telles, interview at FALCONI Movement 2014, accessed June 26, 2016, https://www.youtube.com/watch?v=mzcHVpbHIZo"
"“Great Leaders: Marcel Telles,” part 5, accessed June 26, 2016, https://www.youtube.com/watch?v=UOYXkdpvOEQ"
"According to Marcel Telles, an employee mustn’t have more than five goals, which ensures focus and accountability. What usually happens is that administrative employees tend to three to four SMART goals and one or two projects. Goals can also be weighted according to their relative importance to the company."
"the trio believes their only really sustainable competitive advantage is their management style, they sought to chase growth by purchasing “mature businesses, with pulverized (and/or weak) ownership, strong, recognized brands and poor management,” where “external and internal owners could make a difference,” in the words of Marcel Telles. Acquisitions supplied top-line growth, and management turnaround supplied earnings growth, a combination that pleased ambitious employees and shareholders alike. Acquisitions enabled Antarctica—then AmBev and finally InBev—to export talented individuals to a number of M&A-created positions (the Brazilians secretly pride themselves in having “taken over” much of AB InBev’s management structure) around the globe. That is…"
"Jorge Paulo Lemann, Marcel Telles, Beto Sicupira, and their executives talk tirelessly about dreaming big: “always dream big. Big dreams and small dreams take the same effort,” Lemann says."
"We always nurtured a colossal pipeline of brilliant, ambitious, entrepreneurial people. - Marcel Telles, Endeavor CEO Summit We hire people with the potential to be better than we are, ensure that our leaders engage them fully, and challenge them to perform at their best. At the same time, we invest heavily in attracting the best people, developing their potential, and enriching their opportunities through a range of programs and initiatives. We have continued to refine and enhance our talent recruitment, learning and development initiatives to build a…"
"Foreword on People A company’s biggest asset is good people working as a team, growing in proportion to their talent and being recognized for that. Employee compensation has to be aligned with shareholders’ interests. The 18 Commandments Our commitment to recruiting, training, and retaining our best people is a key element of our strategic initiatives. We know the AmBev People are our greatest competitive advantage. AmBev’s 2003 Annual Report We’re a one-trick-pony: our trick is to leverage people. That’s what we know how to do. Find people that have talent, a spark in their eyes, and a desire to grow, and open up their path, to help them get ahead. Marcel Telles"