Entity Dossier
Person

Nate Smith

Strategic Concepts & Mechanics

Relationship LeveragePay Consultants to Open DoorsSignature MoveGood Cop While Gibbs Plays Bad CopCompetitive AdvantageMonopoly Infrastructure as ChokepointCapital StrategyHidden Cost of Frivolous SpendingCornerstone MoveSell Before the Floor, Buy the Next ThingSignature MoveNever Consider Failure as a Possible OutcomeRisk DoctrineBrierley's Bluff-Bid Brinkmanship LessonCornerstone MovePhone Call to the Top, Then Show Up AnywaySignature MoveStagger Contracts to Break Supplier CartelsCornerstone MoveExclusive Rights as Subscriber MagnetSignature MoveResign from Everything When Time Becomes the PrioritySignature MoveCut-Throat Competition Even at the Dinner TableDecision FrameworkRide Winners, Cut Losers at Ten PercentIdentity & CulturePhone Stops Ringing Test of FriendshipStrategic PatternState Broadcaster Arrogance as OpeningOperating PrincipleLucky Timing as Honest AccountingCapital StrategySubscriber Economics Over AdvertisingRisk DoctrineAnimal Intuition to ExitIdentity & CultureFree Market Conviction from Regulation ExperienceStrategic PatternDiscontinuity Hunting as Core StrategyCompetitive AdvantageStructural Value Recognition Over Market TimingCornerstone MovePrivatization Partnership ArbitrageCapital StrategyIntellectual Freedom Through Financial IndependenceSignature MoveWalk Away as Negotiation WeaponSignature MoveCash Preservation as Freedom DoctrineCornerstone MoveZero-Money Leveraged TakeoversSignature MoveHands-Off Management Through Trusted OperatorsRelationship LeverageRelationship Leverage in Government Asset SalesOperating PrincipleManagement Avoidance as Operational PrincipleSignature MoveSingle A4 Sheet AnalysisRisk DoctrineRisk Elimination Over Risk TakingDecision FrameworkPsychology Over Numbers in DealsSignature MovePartner Selection Over Capital

Primary Evidence

"By early 1992, with Sky’s subscriber numbers grinding upwards but not reaching forecasts, revenue consistently lower than expected, the company in debt and its shareholders still having to put in more money, Sky was desperate for some wins. Heatley was convinced that rugby was the answer. On 11 March 1992, his eye was caught by a short Australian Associated Press report from London in that day’s *New Zealand Herald*. Just three paragraphs long, the article said that the Cricket World Cup, which was at the time being hosted by Australia and New Zealand, and in which the England team was a favourite, was leading to bumper sales of satellite dishes in Britain. ‘The form of [England batsman] Graham Gooch and the England team have sparked tremendous interest in the cricket extravaganza, shown exclusively on satellite television station British Sky Broadcasting,’ the article said. ‘According to the latest figures by the *Financial Times* satellite monitor, sales of new dishes were 78,000 last month, up from 41,000 for the same period last year.’[4](private://read/01jectdbce729daxqkxt7cbe8r/#mn27) This was exactly the evidence Heatley was looking for. He immediately fired a copy of it off to Nate Smith. ‘Nate, if the powers that be in America want any more evidence of what we need to do here, send them this,’ he wrote, attaching a copy of the AAP story.[5](private://read/01jectdbce729daxqkxt7cbe8r/#mn28) If Sky could get exclusive rights to the All Blacks tour of Australia and South Africa it could attract another 20,000 to 30,000 subscribers at least, he added, seemingly making up numbers in his enthusiasm."

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

"By early 1992, with Sky’s subscriber numbers grinding upwards but not reaching forecasts, revenue consistently lower than expected, the company in debt and its shareholders still having to put in more money, Sky was desperate for some wins. Heatley was convinced that rugby was the answer. On 11 March 1992, his eye was caught by a short Australian Associated Press report from London in that day’s *New Zealand Herald*. Just three paragraphs long, the article said that the Cricket World Cup, which was at the time being hosted by Australia and New Zealand, and in which the England team was a favourite, was leading to bumper sales of satellite dishes in Britain. ‘The form of [England batsman] Graham Gooch and the England team have sparked tremendous interest in the cricket extravaganza, shown exclusively on satellite television station British Sky Broadcasting,’ the article said. ‘According to the latest figures by the *Financial Times* satellite monitor, sales of new dishes were 78,000 last month, up from 41,000 for the same period last year.’[4](private://read/01jectdbce729daxqkxt7cbe8r/#mn27) This was exactly the evidence Heatley was looking for. He immediately fired a copy of it off to Nate Smith. ‘Nate, if the powers that be in America want any more evidence of what we need to do here, send them this,’ he wrote, attaching a copy of the AAP story.[5](private://read/01jectdbce729daxqkxt7cbe8r/#mn28) If Sky could get exclusive rights to the All Blacks tour of Australia and South Africa it could attract another 20,000 to 30,000 subscribers at least, he added, seemingly making up numbers in his enthusiasm."

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

"So Gibbs had left Telecom by May 1999. Ironically, soon afterwards Craig Heatley and the others on the Sky board went cold on their proposed acquisition of ihug, which had been the actual trigger for Gibbs’ departure from the Telecom board. Sky, meantime, had been an excellent investment for Gibbs and Farmer. The US grouping of Ameritech, Bell Atlantic, Time Warner and TCI, which Gibbs had helped to bring in as 50 per cent shareholders in 1991, had provided the company with the additional capital it needed to get established with two excellent executives in Nate Smith and John Fellet. But the American partnership was inherently unstable because of the rivalry between its constituent companies. In August 1997 Heatley engineered the sale of the Americans’ stake in Sky to Independent Newspapers Limited (INL), a New Zealand newspaper company that was controlled by Rupert Murdoch’s News Corporation.[15](private://read/01jrsfvkjy84rkprtbz9amfvj8/#rw-num-note-477355-616451090-15) Then a few months later, in November 1997, Sky had its initial public offering."

Source:Serious Fun

Appears In Volumes