Documente Academic
Documente Profesional
Documente Cultură
Reinventing
PHOTOGRAPH BY JEFFREY LOWE
Olympus Real Estate Corp. unit, whose funds have some $6 billion more, including debt, invested in properties ranging from
hotels and office buildings to Arnold Palmer golf courses.
Competition is increasing, though, with Wall Street firms and
commercial banks offering their own funds. Chase Capital Partners, a unit of Chase Manhattan Bank, has about $14 billion
under management to invest in buyouts, venture capital, and
other areas. Its a growing industry, says David Snow, managing
editor of Buyouts, a newsletter based in New York. What started
as an obscure boutique specialtydoing LBOshas transformed into an institutionalized business.
You can tell by looking at Hicks Muses backers, two-thirds
of which are government or corporate pension plans. Their
track record is very good. Returns are above expectations, says
Bill Quinn, who has put $115 million into Hicks Muse funds
as president of AMR Investment Services, American Airlines
pension fund manager. Quinn says he especially likes what Hicks
Muse calls its buy and build strategy, which involves purchasing
companies and bulking them up with additional acquisitions
unlike the asset-stripping LBOs of the 1980s that Quinn says
ruined businesses and laid off workers.
LBO funds fall under the category of private equity investment, a so-called alternative investment into which most institutional investors sink 25 percent of their assets. One big public
pension fund, the State of Michigan Retirement Systems, has
bought 10 percent of each Hicks Muse equity fund.
Hicks Muse funds get about 15 percent of their capital from
wealthy families like the Hunts, whose fortune came from oil,
and the Crowes, who got rich off real estate. Jim Parker, president of Hunt Petroleum Corp., administers the trust fund for
Margaret and Hassie Hunt, which has invested with Hicks Muse
since the firm began. Weve been very pleased with the returns
weve had, he says. Another 15 percent comes from banks and
other financial institutions. Hicks Muse itself puts in the
remaining 35 percent of the capitala figure Quinn, for one,
would like to see grow. That way their interests would be more
the LBO
Bloomberg February 2000 25
Jack Furst
worked with
Hicks at his
predecessor
firm, Hicks
& Haas
The new computer systems failed, and so did the deal. Hicks
Muse exited a year later with a $52-million loss.
Hicks Muse also failed in its attempt to turn around the bankrupt beer maker G. Heileman Brewing Co., which it bought for
$390 million$61 million in equity, the rest in debtin 1994.
Two years later, the firm sold it at a $100 million loss. Hicks
attributes the fiasco to poor management and the firms mistaken belief that it could get a major beer brewer like AnheuserBusch Cos. to distribute Heilemans products. In fact, Hicks
says, alcoholic beverage producers are more heavily regulated
Bloomberg February 2000 27
than soda bottlers, so that avenue was closed and Heileman was forced
to go to a weaker distributor.
Meanwhile, Heileman lowered prices to capture market share. Hicks says
that move cut cash flow by about a thirdcash that was needed to service
Hicks Muses borrowings as well as Heilemans existing $250 million in debt.
Hicks has had better luck with businesses he knew more aboutlike
radio, his fathers field. But even there, things have been far from simple.
Hicks Muse bought two radio stations in Sacramento,
Calif., for $48 million, then began a rapid series of
A piece
acquisitions, including companies separately bought
of cake,
by Hicks and his younger brother Steve.
says
The Dallas-based radio company, which went public in
Bowles
of his
1993, has had some problems managing its rapid growth.
new job
After the federal government passed the Telecommunications Act of 1996, which liberalized regulations
restricting radio station ownership, Hicks stepped up the
pace of expansion until the company, now called AMFM,
owned 465 stations across the U.S. Things began getting
ugly after investors objected to a planned purchase of half
of a Mexican radio station company, Grupo Radio Centro,
at seven to eight times earnings before interest, taxes,
depreciation, and amortization, a multiple they considered
unreasonably generous during a volatile time in Latin
America. Hicks backed out of the deal in October 1998,
three months after announcing it, when the companys
earnings were about half what they were projected to be, Hicks says.
In March 1999, Hicks himself stepped in at AMFM, the third CEO in 11
months. We did a lot in a very compressed time period, says Hicks. When
you do that, its a difficult process to manage.
Hicks was also getting more grief from AMFMs public shareholders, who
forced him to cancel a deal for AMFM to buy LIN Television Corp., a Providence, R.I.based owner and operator of eight TV stations, from the Hicks
Muse Equity Fund III. Institutional shareholders balked at the idea of moving into the TV business, which was growing more slowly than the radio
and billboard business. We did not want to dilute the growth, says Storm
Boswick, managing director at J. & W. Seligman & Co. Investors also
charged that the transaction was not at arms length, since it was being
bought from another Hicks Muse affiliate.
LIN TV and Grupo Radio are two of the four deals Hicks Muse has
pulled out of in the past 23 months. I think public shareholders have
a hard time figuring out: Are we trying to do whats good for us or whats
good for them? Hicks says of LIN TV. They did not like merging a TV
station we controlled into a radio platform.
Shareholders ended up pleased with the outcome of the radio negotiations, Hicks Muses biggest investment to date. AMFM announced plans
in October to merge with Clear Channel Communications, a deal that
if approved would turn Hicks Muses $1.3 billion in equity into a Clear
Channel stake worth about $5.5 billion. Wall Street was happy, too: Hicks
Muse hired four firms to advise it on the deal, including Deutsche Banc
Alex. Brown, Chase Securities, Greenhill & Co., and Morgan Stanley Dean
Witter & Co. By spreading the wealth around like that, Hicks Muse now
keeps itself in the loop for new deals.
Thats important in these days of smaller returns and rarer bargains.
Nowhere are those difficulties more apparent than in Hicks Muses recent
foray into Latin America, where the firm is betting heavily on a deal that has
Rafael Fuchs