In 1990, billionaire Kirk Kerkorian asked his advisors to join him at his home in Beverly Hills: “I’m going to buy 10% of Chrysler.”
He had met Chrysler’s CEO Lee Iacocca the previous year at a horse race. Now he wanted to acquire a stake without tipping off the market.
Bear Stearns banker Michael Tennenbaum was skeptical: “I never met a CEO without a 10% holder who wanted a 10% holder. Never.”
K: “I’m going to protect him. The company is vulnerable to takeover.”
Should they contact Iacocca first?
K: “Nope, I want you to buy the stock.”
Chrysler was cyclical, indebted, the economy was weak. Kerkorian’s advisors didn’t like the idea.
Tennenbaum: “I’ll be happy to spend some time studying Chrysler and let you know what I think.”
Kerkorian: “I’d rather you wouldn’t.”
Tennenbaum insisted: “Kirk, we will put the entire Bear, Stearns organization at your disposal. We will do a very in-depth analysis.”
“Michael, if you and Bear develop an opinion on Chrysler, please keep it. I’m placing an order. Do you want it or not?”
Of course, they did.
“Kirk may be going crazy,” Tennenbaum told Bear’s Ace Greenberg.
To which Greenberg replied: “Don’t ever tell Babe Ruth how to hold his bat.”
Kerkorian bought 9.8% of Chrysler’s shares and over several years pushed for a higher dividend and buybacks.
When management resisted, Kerkorian partnered with the then-retired Iacocca to threaten a takeover. That did the trick.
“Chrysler raised its dividend ... Mr. Kerkorian, Chrysler's second-largest stockholder, has been badgering the auto maker for more than a year…initiated an unsuccessful takeover bid in April. Chrysler announced a $1 billion stock buyback…”
In 1998, Daimler bought Chrysler and, per his biography, Kerkorian walked away with some $2.7 billion in gains and dividends.
Tennenbaum: “All the smart guys, including me, said ‘Don’t get involved in a cyclical company.’ But Kirk picked the right horse, and he stuck with it.”
Kerkorian had picked a good time to ride a cyclical company in a benign economy.
Kerkorian was a self-made billionaire without a high school degree. He had founded and taken over airlines. Built and traded hotels, casinos, the MGM studio. By 2007, his fortune was estimated at $18bn. Easy to think that he had the golden touch. latimes.com/business/hiltz…
In 2005, he acquired a 10% stake in GM. He recommended they sell their Hummer and Saab divisions and partner with a foreign automaker.
Management was not interested. Kerkorian sold in late 2006 with an estimated $250mm profit. GM filed for bankruptcy in 2009.
When Daimler sold Chrysler in 2007, Kerkorian made a bid. Lucky for him, he lost to Cerberus. Chrysler also went bankrupt in 2009.
Betting on automakers and City Center, one of Las Vegas’s biggest projects, one could speculate he was trying to relive his glory days.
If being a ‘dealmaker and developer’ was key to his identity, how could he possibly retire from the game. wsj.com/articles/SB123…
Self-verification theory poses that we seek interactions with people who confirm our self-perception and tend to disengage with people who don’t. We risk losing the dissenting voices.
But we need them when conditions change and when our winning formulas need adjusting.
Be careful not to over-identify with a specific strategy, pattern, or victory of yours. You might overstay your welcome.
Someone knock me over the head for not following my threads with a link to my substack *where I write profiles and stories such as this one*😣
Bank One was being hit by the recession and loan losses were exploding.
"I was slow waking up to the problems" Dimon admitted.
"They said we'd peak losing 70 basis points. History told me it would be around 100," says Dimon. "The losses hit 180!" money.cnn.com/magazines/fort…
In his annual letter, Dimon starts with the bad news:
"Bank One had an extremely difficult year in 2000. We lost $511 million. ... These results are absolutely un acceptable — to you and to Bank One’s management."
Charlie Munger once sent a letter to Robert Cialdini with a single share of $BRKA
“Warren and I have read your books. We’ve made hundreds of millions of dollars. This is our way of saying thanks.”
Cialdini kept the share and is an avid reader of Buffett's shareholder letters.
"Every year, Warren establishes his credibility ... he mentioned something that went wrong that year. And then he says of course we learned from that, we will never do that again, and he moves on to of the strengths of the year all the things that went right"
"He establishes his truthfulness which makes me believe in what went right to truly process it deeply and believe it fully because he first was willing to tell me what went wrong. I now believe the next thing he said."
"My vision of the business is always to have a large one. When I had two stores, ten stores seemed like a lot. I'd like to believe that trees can grow to the sky. None have yet, but that doesn't mean it's impossible."
Lazard's Felix Rohatyn: "One of the most driven men I know."
Competitor: "Greatest merchandising talent in America."
Quit law school to join the family store in Columbus. Wanted to focus on bestselling merchandise - sportswear. Father: "You'll never be a merchant."
Opened first store in '63 with limited selection: Limited
1976: 100 stores
1985: 577
"The necessity to be continuously on the verge of some great new idea sows an endemic hurriedness that can be seen on people’s faces and heard in their voices.
This struck me as unhealthy for decision making (and perhaps even unhealthy, period)."
"I think of highest quality companies as a class of their own: the 99th percentile is not 10% better than the 90th percentile but 10x better. Linear thinking and analysis—though important in building a full understanding—are insufficient for revealing superlative quality."
I love the moment when Soros told Druckenmiller to go for the jugular and lever up the short of the British pound. It’s unfortunate that it turned into meme because it’s easy to miss the “conviction stack” that this generational trade was built on.
“I've learned many things from [George Soros], but perhaps the most significant is that it's not whether you're right or wrong, but how much money you make when you're right and how much you lose when you're wrong.” -Stanley Druckenmiller
“What is most interesting to me about the breaking of the pound was the combination of Druckenmiller’s gamesmanship – Stan really understands risk/rewards — and George’s ability to size trades.” Scott Bessent
Craig McCaw made a fortune by thinking like a ‘business anthropologist’ and having conviction on the value of new technology. Landline phones made humans “slaves to places” - cellular telephony was inevitable.
To turn his conviction into a billion-dollar fortune, he had to be fast, focused, and go all-in. He needed leverage a team that could make up for his dyslexia.
Craig’s father Elroy was a spy turned entrepreneur who bought radio and televisions stations, piling leverage on handshake deals. When he passed away in 1969, Craig was 19. The family’s fortune crumbled overnight.