
http://finance.yahoo.com/news/private-equity-firms-build-instead-030000929.html
A new dam at the headwaters of the White Nile, nearly 20 years in the making, generates almost half of this East African country’s electricity.
Its owner isn’t a state utility or an energy giant. It is Blackstone Group LP, best known for corporate takeovers.
The private-equity firm built the dam with partners and has a contract with energy-hungry Uganda to sell it power at rates that ensure profits for Blackstone for years to come.
The project, fraught with holdups that included a pirate hijacking and rituals to appease spirits before flooding an island, has little in common with the debt-fueled billion-dollar buyouts Blackstone helped popularize.
But the firm and its rivals increasingly are moving beyond the buyout playbook in search of other, sometimes unfamiliar sources of profit: drilling for oil in Oklahoma, building tract homes in North Dakota or shipping gasoline on the high seas.
“You’ve seen a radical shift in what private equity has done these last few years,” said Blackstone’s president, Hamilton “Tony” James. “You’re forced to cast your nets a bit wider and find things where the space isn’t so crowded.”
Private-equity firms long counted on buyouts for yearly returns of 20% or more. In such deals, they raise a buyout fund from investors, use that cash plus debt to take over a business, then aim to improve its operations, rejigger its finances and sell it after a few years for a big score.
In recent years, some firms are finding it difficult to survive on buyouts alone. Competitors have crowded into the buyout business, leaving fewer good candidates available. And large firms that have gone public want to show their shareholders steady earnings quarter after quarter—hard to obtain with buyouts, where the timing of a payoff is unpredictable.
“Conventional private-equity is a wonderful business in certain environments, but there are a lot of environments where, frankly, it doesn’t work right,” said Leon Black, chairman and chief executive of Apollo Global Management LLC, at an investor conference last year.
Buyouts remain the large firms’ bread and butter. Blackstone, although it ultimately decided not to go forward, recently considered mounting a $25 billion-plus offer for Dell Inc. In addition, while choppy markets limit the times when private-equity firms can cash out of past buyouts, a strong stock market has held that window wide open this spring.
Nonetheless, Blackstone, Apollo, KKR & Co. and Carlyle Group LP—all publicly held—now have operations far afield from their traditional financial plays. Only about a third of the investor assets Apollo manages now are tied to corporate buyouts—down from about 75% in 2007. At Blackstone, the portion of managed assets that is in buyout funds is below 25%, versus twice that nearly a decade ago.
Among the novel ventures, Carlyle raised a fund it is using to lend to companies that banks increasingly shun, which include a business that turns construction debris and old shipping pallets into power.
Apollo, for its part, is managing the investment of money that small savers put into fixed annuities promising them a steady rate of return. This is a business some insurers are retreating from, in the face of low returns on the high-quality corporate bonds that insurers invest in; Apollo is betting it can do better by putting the cash in higher-paying investments.
KKR, meanwhile, is making several bets on energy. It has teamed up with Chesapeake Energy Corp. to buy mineral rights from U.S. landowners, a deal that could allow KKR to drill for oil for years to come. KKR also created an in-house oil company to scout for its own drilling opportunities.
In addition, the firm has made billions of dollars in recent years flipping shale-field leases, many purchased from private landowners, to major oil companies. In yet another drilling-boom play, KKR is developing a tract of houses and apartments in Williston, N.D., for the oil workers pouring into that region.
In these ventures, the private-equity firms often are creating businesses from scratch, instead of making debt-fueled bids for existing ones at auctions. David Foley, who heads Blackstone’s energy investing, said his group is “building, not buying.”
Besides power projects like the dam in Uganda, Blackstone has used billions of dollars of its investors’ money to buy foreclosed homes to spruce up and rent out. Blackstone has bought ships and gotten into ocean transport. It also selects hedge funds and allocates some of investors’ money to them.
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get the run down here: http://www.enterprisecorruption.com/
is this the new enron..the one we have been waiting for?
thanks to reinhardt and the enormous background work he does on these topics..the man has spoken..you would be encouraged to follow his advice..he knows his shit..he really does..
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Posted in Africa, Uganda, USA, World News
Tags: blackstone group, blackstone group lp, corporate takeovers, private equity firm, private equity firms
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