作者:
剋裏斯蒂娜·柯利婭,巴西資深記者、知名的商業和管理谘詢顧問。供職巴西最暢銷的商業雜誌《檢視》(Exame)執行編輯12餘年。其間她參與瞭幾十篇針對巴西大型公司的深度報告。
譯者:
王仁榮,法學博士,百威英博亞太區副總裁。2003年加入百威英博,和雷曼、馬塞爾、貝托3G“三劍客”相識、共事13年,先後參與瞭“英特布魯收購美洲飲料”“英博收購百威”以及世紀並購“百威英博收購南非米勒”等一係列大型跨境並購案。他也是百威英博在中國及亞太地區並購擴張的親曆者。
My friend - and now partner - Jorge Paulo and his team are among the best businessmen in the world. He is a fantastic person and his story should be an inspiration to everybody, as it is for me." - Warren Buffett
In just over forty years, Jorge Paulo Lemann, Marcel Telles and Beto Sicupira built the biggest empire in the history of Brazilian capitalism and launched themselves onto the world stage in an unprecedented way.
Over the past five years, they have acquired no fewer than three globally-recognized American brands: Budweiser, Burger King and Heinz. This has been achieved as discreetly as possible and they have shunned any personal publicity.
The management method they developed, which has been zealously followed by their employees, is based on meritocracy, simplicity and constant cost cutting.
Their culture is as efficient as it is merciless and leaves no room for mediocre performances. On the other hand, those who bring in exceptional results have the chance to become company partners and make a fortune.
Dream Big presents a detailed behind-the-scenes portrait of the meteoric rise of these three businessmen, from the founding of Banco Garantia in the 1970s to the present day.
In 1971, when the Brazilian stock market was going through an euphoria, Harvard graduate, tennis champion and underwater fishing enthusiast from Rio de Janeiro Jorge Paulo Lemann decided to start a new business. He assembled some partners and put out a newspaper ad: "Brokerage wanted." Days later, Lemann began running what would become the cornerstone of his fortune and those of over 200 other people. Its name was Garantia.
The "Garantia model" was based on businesses that impressed Lemann, such as Goldman Sachs in finance and Walmart in retail. Its philosophy gave the best workers the opportunity to become shareholders.
除了英博和百威合并这个case描述清晰,其他案例并不好,尤其是加兰蒂亚如何败的,如何向GP资本过渡,又如何最终打造3G资本,觉得太片段化了。可能是没有一手资料。 从3个巴西人涉足过的公司看,姚振华,可能是照着他们的模板抄作业,百货、调味品、万科、南玻。而且抄的很优秀...
評分《基业长青》有句话说的好,高瞻远瞩公司的创办人通常都是制造时钟的人,而不是报时的人。造钟者,关注于企业文化和组织打磨,而报时人,关注的则是商业战略。3G资本的缔造者无疑是前一种。 3G资本并不广泛为人所知,但它却是全球范围内私募股权投资领域的标杆企业。从证券经纪...
評分3G资本最宝贵的财富是什么? 是携带了3G资本基因的员工。这些员工如病毒一般,加入那些被收购的企业,然后把3G资本的理念、经营模式、制度复制到新的公司,从而彻底在新公司身上打上自己的烙印。雷曼等人对于人才的重视,放眼全球也少有人可以相提并论。设立各种奖学金,直接资...
評分01 投行时代 > 1971年,雷曼等人收购加兰蒂亚经纪公司的交易席位 > 随后两年,马塞尔、贝托等加入该公司;在接下来合作中不断磨合,形成三人内核 > 1994年,加兰蒂亚史上最佳业绩,利润接近10亿美元 > 19998年,亚洲金融风暴、三人内核重心不在加兰蒂亚(期间雷曼...
評分最近参加了下和君的董秘班课程。和君的合伙人一直对标3G资本讲“赋能式投资”的理念,所以想找找相关的书看看。花了一个周末时间看完这本英文原版,比较原汁原味。 1、3G资本创造Alpha收益源自哪? Alpha收益来自于人才,具体改造被收购标的的方式包括: (1)管理文化 (2)降...
https://abookaweek.zbf.me/dream-big-du-hou-gan-ge-dian-xing-lang-han-de-meng-xiang-zhi-lu
评分企業文化很值得學習,meritocracy。
评分數次看到瞭和自己共鳴的部分,慶幸自己take the risks,巴西的昨天就是我們的今天。最好的時代!
评分精英文化是有條件的. 你有和精英相匹配的激勵--錢和空間. 沒有這些, 就彆扯精英文化. 其次, 還是要有夢想! 收購的企業還是有一個共性的, 就是人人都會用的, 纔能有巨大的成功. 啤酒, 食品都是dau上10億的商品. 那個時代的收購, 紅利還是管理係統. 用相對精英的管理文化去切換傢族落後的管理文化. PE滲透到企業運營裏麵, 有點類似高瓴現在做的事情. pe管理一個行業最先做的還是學習, 先用一年時間去一綫!去一綫!去一綫! 一年時間, 足夠瞭解瞭. 對於一個較為聰明的人, 沒有什麼障礙的. 員工錢太多就會腐蝕進取心, 人性人性啊! psd是雙刃劍. 有錢還是要做慈善,多捐助一些學生! 最後, 天天鍛煉身體, 不抽煙不喝酒, 還是有心髒病!!!
评分Poor Smart Deep Desire to get rich Meritocracy,cutting costs and continuous improvement
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