Sir Ron Brierley

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

Primary Evidence

"At that time, there were many examples of the market mispricing public companies, with share prices either too low or too high to be justified by the respective company’s value. It still happens today but it was more frequent in the eighties for a number of reasons. Identifying which stocks were mispriced was key to Sir Ron Brierley’s success. He and his team picked over the data of companies, looking for a mismatch between their real value and the price of their shares. ‘That’s been Ron Brierley’s modus operandi all his life,’ says Heatley. ‘I’m not as clever as him, and I’m not an analyst but some of those mismatched prices were obvious.’"

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

"In her book on Sir Ron Brierley, Yvonne van Dongen writes that Heatley’s suggestion of buying GM showed ‘it was obvious he was not BIL material’.[11](private://read/01jectdbce729daxqkxt7cbe8r/#mn16) Collins is kinder. ‘Craig’s thought processes had no real boundaries,’ he says. ‘He was not constrained by things the way we were. While we were huge by New Zealand standards, in a lot of ways we were very constrained and we tended to look at existing companies and not stray too far from the things that we knew, whereas Craig had not been around for that long and didn’t tend to see those boundaries. He looked at things quite differently.’"

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

Appears In Volumes

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