Wednesday, April 6, 2016

Glencore Agrees to Sell Minority Stake in Agriculture Business – New York Times

LONDON — The Swiss commodities and mining company Glencore said on Wednesday that it had agreed to sell a 40 percent stake in its agriculture business to Canada Pension Plan Investment Board for $2.5 billion in cash.

The deal is the latest move by Glencore to reduce its debt by selling assets. The company’s stock has been under pressure in recent months as analysts and investors have expressed concern about the company’s debt load and about weakness in commodities pricing.

Glencore said in December that it was considering the sale of a minority stake in the agriculture business, known as Glencore Agri, as well as possibly seeking an initial public offering.

Representatives of the Canada Pension Plan Investment Board “have a proven track record in the sector and share our vision for the future growth of the business through value-creating organic and inorganic growth opportunities for the benefit of all stakeholders,” Ivan Glasenberg, the Glencore chief executive, said in a news release. “We welcome them aboard and look forward to continuing our good relationship as we work together.”

The agreement values the agriculture business at $6.25 billion. It is subject to regulatory approval and is expected to close in the second half of this year.

Glencore, based in Baar, Switzerland, buys and sells commodities, like coal and copper, as part of its trading arm. It also mines those commodities.

In March 2012, a consortium of investors led by Glencore acquired Viterra, then the largest Canadian grain handler, for $6.2 billion, in a deal that greatly expanded the Swiss company’s presence in agriculture.

Graphic | How Glencore Is Performing

Glencore Agri’s operations include more than 200 storage facilities, 31 processing plants and 23 ports worldwide. In 2015, the agriculture business reported earnings before interest and tax of $524 million, down 47 percent from a year earlier.

If the sale is completed, Glencore Agri will have its own board of directors, with two directors appointed by the Canadian pension fund.

The sale would be subject to a four-year lockup period, with an exception that would allow Glencore to sell up to an additional 20 percent stake in the business.

Glencore was hit particularly hard in 2015 as a sell-off in commodities and concerns about a slowdown in China’s economy weighed on its results. The company reported a $5 billion loss for the year, compared with a profit of $2.3 billion in 2014.

It had already undertaken $1.6 billion in asset sales since it announced in September that it planned to sell assets to reduce its debt.

Last month, the company said it was aiming for asset sales of as much as $4 billion to $5 billion this year.

Glencore, which is also trying to cut costs, is seeking to reduce its debt to about $15 billion to $19 billion by the end of next year. The company, which went public in 2011, had $25.9 billion in debt as of Dec. 31.

Shares of Glencore rose slightly in London on Wednesday morning after the announcement.

As part of its efforts to reduce debt, Glencore eliminated its dividend and sold $2.5 billion in shares in September.

Glencore was advised by Barclays, Citigroup and Credit Suisse and the law firm Linklaters.

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Listen up, entrepreneurs! 5 big tips from business titans – CNBC

Although small-business owners have more tools and sources of capital available to them than ever before, it still takes a lot to keep a start-up going. And a lot can go wrong, especially in the early days, if a founder hitches their ambitions to the wrong set of management principles.

Longtime investors and business executives shared insights and lessons learned about the right mind-set for building a wildly successful business with aspiring entrepreneurs at iCONIC in Seattle.

Greg Glassman, founder and CEO of CrossFit, believes that entrepreneurs who start businesses to make money will often find themselves on a wild goose chase.

“The universe doesn’t care if you want to be rich,” Glassman said at the iCONIC Conference in Seattle on Tuesday. “Markets are unknowable.”

“Excellence stands like a beacon, a lighthouse,” Glassman said. “Excellence is obvious to everyone. Chase it. Pursue it.”

He explained that entrepreneurs that aim to produce high-quality products and services will often find financial success as well.

“Shark Tank’s” Kevin O’Leary, founder of the O’Leary Financial Group, thinks that the most important quality of an entrepreneur is the ability to execute, because that is the foundation of a business.

“There’s nothing worse than vision all day long. Vision is easy. Execution is hard,” he said.

O’Leary explained that entrepreneurs that are able to set goals, communicate them and are transparent about progress toward those goals are the ones that succeed.

Danae Ringelmann, founder and chief development officer of Indiegogo, said that entrepreneurs should expect obstacles.

“When you’re trying to do something new, you are going to face resistance,” she said.

In fact, while many successful entrepreneurs are renowned for their confidence, Ringelmann said besides the typical rejection and ridicule, one of the biggest forms of resistance is self-doubt.

Ringlemann said that if entrepreneurs prepare for this hindrance rather than hide it, then they can at least be prepared to deal with reistance properly.

Tilman Fertitta, CEO of Landry’s and host of CNBC’s “Billion Dollar Buyer,” said that in tough financial decisions, you can’t hesitate to trim what’s necessary.

“Don’t be scared to make cuts. You can’t save the world. If you want to be successful in business, you gotta be tough sometimes, and you better be tough in tough times,” Fertitta said.

He said that there’s a surprising amount of excess in every business. Fertitta explained that while quality should never be sacrificed, there’s always something that can be shaved off in every aspect of a business.

“Shark Tank’s” Robert Herjavec, founder and CEO of Herjavec Group, advises entrepreneurs to take advantage of the opportunities that are given to them, even if they feel daunting.

“I’m a big believer that you’re never prepared enough for a job that has the potential for greatness,” Herjavec said. “You’re never going to know everything. You just gotta do it, because the best experience is doing it.”


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Join more of America’s most influential entrepreneurs at the next iCONIC stop, in Denver, on June 15.

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Tapping The Power Of Data Analytics To Boost Business – Forbes

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Forbes
Tapping The Power Of Data Analytics To Boost Business
Forbes
Data analytics seems like something for whiz-bang tech companies or larger operators. But this is rapidly becoming a thing of the past as technologies get easier to use and much more affordable. So how can you leverage analytics in your own business?

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Sunday, March 6, 2016

How To Build A Game-Changing Team For Your Business – Forbes

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Forbes
How To Build A Game-Changing Team For Your Business
Forbes
Getting a successful business up and running is a key skill for entrepreneurs. Building a team TISI +% that can take it to the next level is another; and some might say, one of the most difficult to master. The people they need to bring on board must …

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How One Bad Employee Can Destroy Your Entire Business – Fortune

The Leadership Insider network is an online community where the most thoughtful and influential people in business contribute answers to timely questions about careers and leadership. Today’s answer to the question: What did you learn from your biggest failure? is written by Tom Gimbel, CEO of the LaSalle Network.

Business leaders will often write thought-leadership pieces about mistakes they made earlier in their careers, and usually end with a positive outcome. But sometimes mistakes are just mistakes. And one of my biggest mistakes was holding on to an employee for too long. In hindsight, I’m confident I didn’t make some hires — while this individual worked for me — I should have for the fear of offending him, or was too concerned about what he was going to think. There were really strong candidates I should have hired because they could have driven our business, but I was hesitant to have them report to him. I had a great, young staff that was temporarily stunted while reporting to him.

He was a really good individual producer. He could sell, he could recruit, and was an overall good employee. However, he never evolved with my business. Despite the negatives that came with employing him for far too long, there was one positive that came from it: It showed my staff I was extremely loyal, and that goes a long way. This experience compelled me to create a training department because I truly wanted this employee to remain at my company. He was a good worker, but just in the wrong department. So I took a chance and opened a branch office for him to lead a new project. It failed, but it taught me that failure is okay, and it showed me how to go about doing the same task differently in the future.

See also: What Every Business Leader Can Learn from Ellen DeGeneres

Holding on to employees — especially those that become friends — for too long is a huge challenge entrepreneurs face, because it’s not really a “business” issue. It isn’t about sales or marketing. It isn’t about expansion or operations. It’s about one salary. That’s how entrepreneurs always justify holding on to a pain in the you-know-what. It’s just “x” amount of money, I can afford it and it doesn’t affect the business. But it does.

Employees see you playing favorites. Even if you complain about the person, they see that person as having immunity — and that’s not fair. You spend countless hours at work and sleepless nights thinking about this person and what you “can do with them.” At the end of the day, if a relationship is severed because you had to do what was in the best interest of the company, then the relationship wasn’t strong to begin with.

I didn’t fire this person. He fired himself. He didn’t want to learn from younger staff who were faster and smarter than he was. I begged him to. He didn’t want to put in extra time to learn new skills and create new plans. I challenged him to. My biggest mistake? Thinking that everyone wanted to grow — including him — and hoping things would change. Hope isn’t a plan. It was tough to cut him loose; however, it taught me a valuable lesson and made me a better leader, manager, and person.

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U.S. politics and global business: what every exec should know going overseas – Denver Business Journal (blog)

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U.S. politics and global business: what every exec should know going overseas
Denver Business Journal (blog)
Few countries have the “show business” side of politics that Americans embrace. Fire and brimstone and insults and one-liners are what the American public wants to see, as evidenced by the current debates getting 10 times the audience of previous …

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Friday, March 4, 2016

Logic20/20 acquires Brainbox, expanding its tech consulting business – GeekWire

Image via BrainboxImage via Brainbox

Logic20/20 Inc., a management and technology consulting firm based in Seattle, has acquired Brainbox Consulting, another Seattle consulting company specializing in business intelligence, data warehousing, and data analytics. The terms of the deal have not been disclosed, however there will be no layoffs as a result of the acquisition, said Brainbox founder and CEO Adam Nathan in an e-mail.

“Our singular focus as part of the integration was the people and accordingly, the entire Brainbox team has been offered positions at Logic20/20,” he said. “As part of the integration, the Logic20/20 consulting leadership team will be expanding.”

Nathan will join Logic20/20 leadership, becoming one of the senior directors supporting strategic accounts.

The partnership between the two companies began almost 10 years ago when they collaborated on a complex business intelligence project. As they worked together, the companies found that they were a good cultural fit and that they shared similar goals for combining modern technology and data analysis to advise businesses on strategy.

  The Northwest values locally cultivated and long-term business relationships

“The Northwest values locally cultivated and long-term business relationships,”said Logic20/20 CEO Christian O’Meara in a release. “Partnerships cannot be built overnight. The wealth of knowledge and expertise between us is one element. However, the real world experience working alongside each other through the years is frankly the most important component.”

Logic20/20 was founded in 2005 and was an early-adopter of cloud technology and machine learning as tools in analyzing market sizes for businesses in its management consulting services. That same year, Brainbox Consulting was founded with a goal to help its clients identify the right personnel at the right time using its proprietary Virtual Services Model for its business intelligence assessments.

Logic20/20 has a greater breadth of service than Brainbox did, Nathan said, so through the acquisition, Brainbox will be able to increase its potential to help clients both from both a business enablement and technology capability perspective. Brainbox will bring to Logic20/20 its Virtual Services Model for assessments and knowledge of both Tableau’s data visualization software and Microsoft’s SharePoint work collaboration software.

“The combined firms are better positioned to expand offerings across business lines and technology,” said Nathan. “This development deepens our industry knowledge, better positioning us to help our clients transform the way they do business.”

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