Senior Investing Strategy​

 

• Intelligence modelling

• Analysing trends

• Analysing Risks in economy, politics, competition

• Capitalising on opportunity through acquisitions, the development of new acquisitions, the disposal of other assets as required.

• Reducing risk through effective programming, diversification, achievement of efficiency targets and alignment with senior strategies.

• Second phase, re-investing strategies and the enhancement of the business’s market position.

• Second phase, new acquisitions to support existing investments.  

 

 

Contrarian Investing

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Expect to find us fearful of certain areas of the market at certain times; we know where and how to drive Investing initiatives and more importantly, we have purpose, knowing what we are doing and why.

 

Expect to find us not necessarily isolated but independent, not rebellious but certain with integrity, not opportunistic but strategic, never greedy but combining hard work with ethical standards.

 

We are cautious, logical but confident and certain about the information we use to formulate decisions. Looking outward, extrovertedly and positively,  we assess business operations and market opportunities not to ascertain how we will demand but what demand to fill and why; forming our our own counsel to understand the market, to predict  and play it. We monitor emerging trends, to determine early growth but trends that originate from locations that are secure, focused on enterprise and where moral obligations on sustainability can be fulfilled. We expect high levels of innovation, quality products and services, attached to sensible asset values, that then respectfully warrant the attention and consideration of an investor.

 

Our contrary behaviour demonstrates our independence, competence, integrity and advanced awareness.

 

 

Growth and Tactical Investing

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Xecology’s strategies focus primarily on the development of capital growth, across the long term and engaging in tactical manoeuvres on the short terms to feed the long term strategy.   

 

Through portfolio optimization, Xecology will take advantage of opportunities but without compromise on market, economic and operational assurances; ie: the positive macro and micro indicators. 

 

However, the overall view is not on riding megatrends but seeking logical potential  and applying intellectual expertise to capitalise on favourable operations, practices and to develop potential into revenue and business value. 

 

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Acquisition Strategy

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Traditional acquisition strategy is based on the following;

 

• Economies of scale

• Greater market share

• Increased synergy

• Cost reductions

• New niche offerings

 

What makes Xecology different is that whilst we can observe potential advantages, we have the expertise to manage new acquisitions and bringing them into alignment with group strategy, as well as developing the investment as an individual entity, with its own rights over its own purpose and identity. The holistic view is not a step back from profits; rather our greater awareness of organisations allows for a more causative view, approach and handling on the major and micro matters.

 

We address;

 

• Acquisitions to capture new research, new technologies, enhance revenue and increase production.

• Restructuring for optimization.

• Reduction of bureaucracy.

• Greater market impact.

• The distribution of advantages and resources.

• Re-alignment of Strategy, in particular with saturated markets, or to address aggressive, competitive markets.

 

Much of the Xecology is also confidential and is never directly revealed; clients are served with the exact intelligence required to fulfil their objectives, which may include intelligence we may have evaluated which we choose to keep exclusive for the benefit of future clients.

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Why Make an Acquisition?

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Companies perform acquisitions for various reasons. They may seek to achieve economies of scale, greater market share, increased synergy, cost reductions, or new niche offerings. If they wish to expand their operations to another country, buying an existing company may be the only viable way to enter a foreign market, or at least the easiest way: The purchased business will already have its own personnel (both labor and management), a brand name, and other intangible assets, which helps to ensure that the acquiring company will start off with a solid customer base.

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Acquisitions often become a part of a company's growth strategy when it is more beneficial to acquire an existing firm's operations than it is to expand its own. Sometimes expanding compromises efficiency. Whether because the company is becoming too bureaucratic or it runs into physical or logistical resource constraints, eventually its marginal productivity peaks. To find higher growth and new profits, the large firm may look for promising young companies to acquire and incorporate into its revenue stream.

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When an industry attracts too many competitor firms or when the supply from existing firms ramps up too much, companies may look to acquisitions to reduce excess capacity, eliminate the competition, or focus on the most productive providers.

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If a new technology emerges that could increase productivity, a company may decide that it is more cost-efficient to purchase a company that has successfully implemented the technology rather than spending on internal research and development, which can often be too costly and time-consuming.