Murf76
Senior Member
- Nov 11, 2008
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It's not "heads I win/tails you lose". It's a last ditch opportunity to save a company from certain extinction. Bain represents investors. Those investors are regular people; pension plans, hospitals, charitable organizations, retirees, etc. Bain's primary responsibility is to those investors who have entrusted their money to them. The priority is NOT providing a social service to businesses who, through mismanagement and blood-sucking unions, have no ability to secure enough capital to modernize or otherwise stay competitive.
Not every one of these companies can be saved. But Bain has a record of saving about 80% of them. That's fantastic. But not good enough for the disgruntled 20%, who more often than not, did NOTHING to help save their failing enterprise.
GS Steel was around for 105 years before Romney and his vultures got their hooks into them. So was AmPad. The notion that these were weak companies is ridiculous. Quite the contrary, they had name recognition and assets that allowed Romney and his boys to borrow ridiculous amounts of money against them, pay themselves huge salaries, and then either fob them off on unsuspecting investors.
Take GS Steel. The way to save GS Steel would have been to invest that 125 million they borrowed into new and improved equipment. Instead, they paid themselves a 36 million dollar bonus, then used the rest of the money to buy up other plants in attempt to corner the market. Then after those plants were mortgaged to the eyeballs (GS Industries had 500 million in debt when it went tits up) because the Kansas City plant hadn't been moderinized, when they sold off the assets, they just couldn't find a buyer. (Other plants did.)
And this is the problem with the investor economy. It's about short term gratification, not long term building. Romney isn't the solution, he's the problem.
Romney's only a problem if you're a union parasite whose unwilling to notice the host is nearly dead. These plants were partnered together in an effort to make a couple of small, antiquated operations in danger of closing into a larger, more dynamic and compelling force. Problem is, while 80% is a great record of success, there's still the 20% that can't be salvaged. When you've got an existential, industry-wide threat to your company, you can't be in a pissing contest with management all the time and striking every 15 minutes.
We liked the management team, said Paul Edgerley, a Bain managing director who analyzed GS Industries before the investment. We felt like it was a good chance to take an antiquated facility and update it.
That calculus was badly shaken by the Asian financial crisis in 1997, which opened the floodgates for cheap imports to the United States and accelerated GS Industries slide into bankruptcy in 2001.
Cont... How 1 mill thrived, 1 failed after Bain invested - The Boston Globe
So... what did the unions at GST do when the market was flooded with cheap imports? Did they put their shoulders to the grindstone and fight for the continued survival of the plant? Nope. They went on strike that same year.
Meanwhile, at Steel Dynamics in Butler, Indiana, a non-union operation... they're employing 6500, utilizing the latest techniques, and paying out 80k salaries with performance-linked bonuses. If Joe Soptic was walking a picket-line in 1997, HE was the one who was "part of the problem".
As we already know, Bain is there to make money for it's investors. Its first responsibility and priority is to them. Its not a social service with the sole purpose of providing jobs. But 80% of the time, that's the happy by-product of Bain's involvement.