The Evening Post

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

"Heatley thinks Hawkins was fixated on controlling companies in which he had an interest. ‘Why else would he want to pay a 300 per cent premium for cash? Whereas I was thinking, Where do you ever see this—you buy something for 50c and someone offers you $1.50 for it five minutes later? So I said, “Right, sold.” It not only gave us profit but all the money back that we had put in. It was a great day for us.’ A year after its listing, Omnicorp’s purposeless nature seemed more obvious and more troubling. *The Evening Post* quoted Chase Corporation’s Peter Francis as conceding that the other commitments of Omnicorp’s directors had made it difficult to find time to make investment decisions.[1](private://read/01jectdbce729daxqkxt7cbe8r/#mn5)"

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

"‘There’s too many players in the market all fighting over the same bones,’ he said in a lengthy interview with *The Evening Post* the week that Rainbow acquired a 20 per cent stake in supermarket operators Progressive Enterprises after selling its stake in Rothmans.[1](private://read/01jectdbce729daxqkxt7cbe8r/#mn6) ‘The market is too high—it is inevitable it will come back. There are some crazy prices being paid. There are some dopey things happening. Some investment companies are having to buy anything to give themselves earnings, it can only work for so long.’"

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