The following article on a
creative barter deal between Sun Microsystems and Ancor
Communications is reprinted from BarterNews Issue
#50, which was published in the fall of 1999. It�s a
strategy used by many over the years. (Ross Perot used it to
get leveraged when he started a new company and cashed out
for an incredible $1.4 billion three years later!) Such
creative arrangements are outlined in our mind-expanding
Think Barter & Grow Richer Report, available for
purchase through our
Order Desk.
(Click here.)
Ingenious
Barter Arrangement Can Cement Strategic Tie With Valued
Clients Or Suppliers
By Bob Meyer
Do you receive a �reward� or
some form of compensation when you buy from your suppliers?
Probably not. But here�s an example of what�s being done in
some sectors of the marketplace. (And this technique doesn�t
have to be limited to super huge deals.)
Sun Microsystems had worked
out a barter agreement with Ancor Communications, a supplier
of Internet storage switches. Ancor says the equity
relationship was designed to cement a strategic tie and
generate $100 million in additional sales, in return Sun
would receive up to 1.5 million warrants.
Here�s how the deal was
structured. For every $67 in purchase revenue Ancor received
from Sun, one warrant share (exercisable at $7.30) was
vested. To be vested for the full 1.5 million shares, Sun
had to buy $100 million in switches from Ancor.
Under this relationship both
companies benefited. Sun received an ownership stake in
Ancor and earned a nice paper gain on the warrants, and
Anchor boosted sales as a result of the deal plus realized
an appreciable gain in the price of their stock.
(When the agreement was
announced Ancor was selling at $10-1/4. The stock price hit
a high of $38-1/2 and Ancor was able to sell a follow-up
offering of 2.5 million shares at $27, far more than they
could have done without the Sun deal.)
Here�s How To Use The Same
Strategy In Your Business
Of course, if you�re not a
public company, the use of stock options is out of the
question. So develop some strategic relationships with
critical suppliers. Consider another form of incentive such
as supplying them with your company�s scrip (gift
certificates) for your products or services.
If that�s not feasible, then
look at structuring one through your trade exchange, to
accomplish your goal. This strategy is easy because of its
simplicity.
Begin by offering your
supplier a set amount of �purchasing power per sale� in the
form of trade dollars. Then open up a sub-account in the
supplier�s name, and deposit trade dollars at various
intervals into that account for your supplier. They can
access the account at any time to use the trade dollars for
whatever purchases they desire through the exchange�s
network. (Contact your barter company for details on a
sub-account.)
How A Successful Family-Owned
Restaurant Chain Creates Strategic Ties With Their Valued
Customers
An extremely successful
family-owned restaurant chain is Lawry�s Restaurant. (Some
customers refer to the company as Lawry�s Prime Rib.)
They�ve been around for eight decades with locations in
Beverly Hills, Chicago, Dallas and Las Vegas. Overseas sites
include Singapore, Taipei, Tokyo and, soon, Hong Kong.
They also own Five Crowns in
Orange Country (CA) and the Tam O�Shanter Inn in Los
Angeles.
In addition to their
longevity they�ve been creative. Back in 1938, Lawry�s
became the first company to introduce valet parking at
restaurants, and they�re also credited with being the first
to offer the �doggie bag.�
At www.lawrysonline.com you
can see how the company cements strategic ties with their
valued customers through their VIP Rewards�a reward points
system.
One point is earned for every
$1 spent at any of their restaurants. When a total of 250
points is reached the customer receives a $25 gift
certificate, which can be used at any of their
establishments.
Lawry�s also uses its VIP
Rewards program to drive traffic to their locations when
more business is desired, by offering double points during
early dinner hours. Double points are also earned when
dining on Monday�s, the slowest day of the week for the
restaurant chain.
Facebook Structures Barter
Deal With Interpublic Group To Drive Ad Revenue In Win-Win
Arrangement
How much is friendship worth?
That�s an open-ended question, certainly. However, to the
likes of social networking sites like MySpace and Facebook,
the figures these days are truly staggering.
And for Facebook, according
to some analysts, the company is approaching a possible $2
billion valuation, after capitalizing the numbers on their
recent transaction with the Interpublic Group an ad agency,
marketing and public relations firm.
Facebook, which focuses on
the college crowd (with 8 million registered members listing
their favorite bands, books and hobbies, on the site), has
just traded one-half of 1% of its equity stake to the
Interpublic Group for a commitment by IPG to place $10
million in advertising on its web site.
The Facebook barter
agreement, in essence, says, �Generate $10 million in ad
revenue for us and we�ll provide you with equity in our
company.� Plus the link up with IPG should further
Facebook�s development of an ad model.
The partnership is also a
brilliant move for IPG, for not only do they obtain an
equity position in a hot social networking site (the second
most popular and one of the top ten most trafficked sites on
the Net), but they will receive preferential access to prime
ad space on Facebook. And, IPG also acquired the exclusive
access to Facebook�s user data for research purposes.
Mark Zuckerberg, the former
Harvard college student who started Facebook in February
2004, is grinning from ear to ear. According to Business
Week, he reportedly turned down an offer of $750 million
for Facebook prior to this arrangement. |