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14 results for “market consolidation”
Concept6 mentions across episodes
Consolidation
Topic3 mentions across episodes
consolidation
Concept3 mentions across episodes
market consolidation
During the nineteen nineties, we saw the shift from single brand to multibrand distribution, And that was an important strategic move for Watsco because it decreased their reliance on this one manufacturer, Rheem, and it also acted as the next leg of
13:23 / 14:46
from transcript13:23 – 14:46
Now if you have a business that has been growing for decades, it's just natural that they're gonna be new larger deals over time, but you do have to trust management more in terms of their diligence. And is there anything based on their track record
39:03 / 40:14
from transcript39:03 – 40:14
...markets with that acquired company and therefore drive margins, which drives higher free cash flow, which enables you to kinda do this all over again. So it's this virtuous cycle, and I think the acquisitions really tie it all together. I don't know
33:44 / 34:52
from transcript33:44 – 34:52
...market and would be willing to do larger transactions. That being said, there's not that many, and there's not enough large public strategics to buy the next 15 largest private companies. So last, you are talking about potential IPOs. This industry,
52:31 / 53:35
from transcript52:31 – 53:35
So we're using it directly in the portfolio in investments that we're investing behind, but we're also using it in tools in a business like Sedgwick that is managing claims, And how do you use the AI tools to be more efficient in how you get at, at a
20:17 / 21:22
from transcript20:17 – 21:22
And this thoughtfulness on incentives is something that we continuously see across many areas of Watsco. In fact, they also use the same joint venture structure when they did the carrier deal twenty years later. I can just build on that. After this i
12:48 / 13:54
from transcript12:48 – 13:54
...end markets. If I just focus on the size, there's this debate oftentimes about as you grow via acquisition, it eventually gets tougher to move the needle. The question is, will the playbook still apply to companies that are bigger in size and that sa
38:15 / 39:19
from transcript38:15 – 39:19
And I think what Russ saw as an opportunity says, look, there's a lot of unprofitable business in this, but we'll basically get the pricing right. We'll fire some customers. We'll get the route density right. And then once that gets where it needs to
34:32 / 35:35
from transcript34:32 – 35:35
This is a highly, highly fragmented industry. And for GTCR, when we think about tuck in acquisitions, you have a great management team. You have a great platform. You invest in the infrastructure and the technology, and then m and a just becomes an a
11:18 / 12:20
from transcript11:18 – 12:20
I think since the company's gone public even over the last five years, there's been a really great emphasis on making the life safety segment bigger through acquisition. They bought Chubb, which was a carve out of Carrier. They bought another busines
11:13 / 12:24
from transcript11:13 – 12:24
There's two really real reasons that they can pay bigger valuation multiples for the companies on the sale from our managers. One is the companies are just better, higher quality. So that gives them the ability to do it. The other is they have the ab
45:00 / 46:05
from transcript45:00 – 46:05
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