Tamaki Drive

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

"In 1983 the partners had more audacious plans than major attractions. They were starting to think about floating their company on the New Zealand Stock Exchange. One of the drivers for listing was better access to capital. By now, with money coming in from both Tamaki Drive and Rainbow’s End, banks were willing to lend for the infrastructure costs associated with developments at the adventure park, but the cost of borrowing was high. If the company became public it could raise money in its own right."

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

"⁠By late 1983, the decision to take the company public was made. Rainbow Corporation was formed to buy the capital of Manawa Holdings Ltd, which in turn owned the separate companies running the Tamaki Drive site, Rainbow’s End and the Wet ‘n’ Wild water slides. But even with all three operations, Rainbow Corporation was tiny by the standard of publicly listed companies and it had been in operation only a short time. Studying Rainbow’s past performance could be done over a cup of tea. Nevertheless, the sharemarket was starting to move. There were 27 initial public offerings (IPOs) in 1983 and many of the new companies were doing well. Rainbow would be one of 31 local IPOs in 1984 and it would succeed beyond its founders’ most optimistic hopes.⁠"

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