Financial Investor, Strategic Investor
By: Dr. Sam Vaknin
CLICK HERE to buy "Malignant Self Love - Narcissism Revisited"!
Click HERE to buy 80 Frequently Asked Questions about Relationships with Abusive
As an e-book
Including a bibliography, Webliography, and dozens of additional documents!
Click HERE to buy "The World of the Narcissist" Essay as an e-book
Including a bibliography, Webliography, and dozens of additional documents!
Click HERE to buy "Excerpts from the Narcissism List" as an e-book
Including eleven (11) additional Q&A's about relationships with abusive narcissists!
Click HERE to buy "After the Rain - How the West Lost the East"
READ THIS: Scroll down to
review a complete list of the articles - Click on the blue-coloured text!
Bookmark this Page - and SHARE IT with Others!
This material is copyrighted.
Free, unrestricted use is allowed on a non commercial basis.
The author's name and the address of this website must be incorporated in
any reproduction of the material for any use and by any means.
TO SEARCH THIS SITE, FOLLOW THESE STEPS:
1. Click here to find a specific word or subject: "Search My Site"
2. Click the blue-coloured
name of an article to reach a specific article
and then use your browser button to search for a specific word
In the not so distant past, there was little difference between financial and strategic investors. Investors of all colors sought to safeguard their investment by taking over as many management functions as they could. Additionally, investments were small and shareholders few. A firm resembled a household and the number of people involved in ownership and in management was correspondingly limited. People invested in industries they were acquainted with first hand.
As markets grew, the scales of industrial production (and of service provision) expanded. A single investor (or a small group of investors) could no longer accommodate the needs even of a single firm. As knowledge increased and specialization ensued it was no longer feasible or possible to micro-manage a firm one invested in. Actually, separate businesses of money making and business management emerged. An investor was expected to excel in obtaining high yields on his capital not in industrial management or in marketing. A manager was expected to manage, not to be capable of personally tackling the various and varying tasks of the business that he managed.
Thus, two classes of investors emerged. One type supplied firms with capital. The other type supplied them with know-how, technology, management skills, marketing techniques, intellectual property, clientele and a vision, a sense of direction.
In many cases, the strategic investor also provided the necessary funding. But, more and more, a separation was maintained. Venture capital and risk capital funds, for instance, are purely financial investors. So are, to a growing extent, investment banks and other financial institutions.
The financial investor represents the past. Its money is the result of past - right and wrong - decisions. Its orientation is short term: an "exit strategy" is sought as soon as feasible. For exit strategy read quick profits. The financial investor is always on the lookout, searching for willing buyers for his stake. The stock exchange is a popular exit strategy. The financial investor has little interest in the company's management. Optimally, his money buys for him not only a good product and a good market, but also a good management. But his interpretation of the rolls and functions of "good management" are very different to that offered by the strategic investor. The financial investor is satisfied with a management team which maximizes value. The price of his shares is the most important indication of success. This is "bottom line" short termism which also characterizes operators in the capital markets. Invested in so many ventures and companies, the financial investor has no interest, nor the resources to get seriously involved in any one of them. Micro-management is left to others - but, in many cases, so is macro-management. The financial investor participates in quarterly or annual general shareholders meetings. This is the extent of its involvement.
The strategic investor, on the other hand, represents the real long term accumulator of value. Paradoxically, it is the strategic investor that has the greater influence on the value of the company's shares. The quality of management, the rate of the introduction of new products, the success or failure of marketing strategies, the level of customer satisfaction, the education of the workforce - all depend on the strategic investor. That there is a strong relationship between the quality and decisions of the strategic investor and the share price is small wonder. The strategic investor represents a discounted future in the same manner that shares do. Indeed, gradually, the balance between financial investors and strategic investors is shifting in favour of the latter. People understand that money is abundant and what is in short supply is good management. Given the ability to create a brand, to generate profits, to issue new products and to acquire new clients - money is abundant.
These are the functions normally reserved to financial investors:
The financial investor is expected to take over the financial management of the firm and to directly appoint the senior management and, especially, the management echelons, which directly deal with the finances of the firm.
Collection and Credit Assessment
The strategic investor is, usually, put in charge of the following:
Project Planning and Project Management
The strategic investor is uniquely positioned to plan the technical side of the project and to implement it. He is, therefore, put in charge of:
The selection of infrastructure, equipment, raw materials, industrial processes, etc.
Negotiations and agreements with providers and suppliers
Minimizing the costs of infrastructure by deploying proprietary components and planning
The provision of corporate guarantees and letters of comfort to suppliers
The planning and erecting of the various sites, structures, buildings, premises, factories, etc.
The planning and implementation of line connections, computer network connections, protocols, solving issues of compatibility (hardware and software, etc.)
Project planning, implementation and supervision
Marketing and Sales
The strategic investor typically brings to the firm valuable experience in marketing and sales. It has numerous off the shelf marketing plans and drawer sales promotion campaigns. It developed software and personnel capable of analysing any market into effective niches and of creating the right media (image and PR), advertising and sales promotion drives best suited for it. It has built large databases with multi-year profiles of the purchasing patterns and demographic data related to thousands of clients in many countries. It owns libraries of material, images, sounds, paper clippings, articles, PR and image materials, and proprietary trademarks and brand names. Above all, it accumulated years of marketing and sales promotion ideas which crystallized into a new conception of the business.
Education and Training
The strategic investor is responsible to train all the personnel in the firm: operators, customer services, distributors, vendors, sales personnel. The training is conducted at its sole expense and includes tours of its facilities abroad.
The entrepreneurs who sought to introduce the two types of investors, in the first place are usually left with the following functions:
Administration and Control
This is why entrepreneurs find it very hard to cohabitate with investors of any kind. Entrepreneurs are excellent at identifying the needs of the market and at introducing technological or service solutions to satisfy such needs. But the very personality traits which qualify them to become entrepreneurs also hinder the future development of their firms. Only the introduction of outside investors can resolve the dilemma. Outside investors are not emotionally involved. They may be less visionary but also more experienced.
They are more interested in business results than in dreams. And being well acquainted with entrepreneurs they insist on having unmitigated control of the business, for fear of losing all their money. These things antagonize the entrepreneurs. They feel that they are losing their creation to cold-hearted, mean spirited, corporate predators. They rebel and prefer to remain small or even to close shop than to give up their cherished freedoms. This is where nine out of ten entrepreneurs fail - in knowing when to let go.
Go Back to Home Page!
Internet: A Medium or a Message?
Malignant Self Love - Narcissism Revisited
Write to me: firstname.lastname@example.org or email@example.com