All Annotations of Carnegie, Wylie & Company[Preview]

saved by2 people, first byPaul on 2007-03-25, last byPaul Hoff on 2008-02-01

• CWC recognises that as a provider of money alone its targeted returns would often be considered high cost by potential investee companies relative to public market alternatives.
• CWC believes its approach is differentiated and value-adding
• Operational risks include those associated with new product introduction, management change, operational leverage or integration of an acquisition.
• CWC has a strong focus on market and investment fundamentals in preference to fashion, with a view to capitalising on value gaps between the two.
• CWC seeks to offer potential investee companies specialised value in order to increase the likelihood of being a sole or preferred provider of capital. It believes it can do this through focus, personal networks, proven processes, independence, intellect, attitude and entrepreneurship.
• Australia and South-East Asia is that much of the excess returns generated are as a result of a local network of relationships and knowledge of the micro-economy
• reputation, although intangible, is key to competitive advantage. A good reputation in a small market will generate a large amount of potential investment opportunities relative to the size of the company.