DAMU Capital Management

31/12/2023

18/05/2020

DAMU Capital Management evaluated the price of the Almaty airport as 180-210 million USD without any penalties or premiums imposed.

Governments all over the globe throw emergency funds to keep airlines and key airports alive. In doing so desperate states cross all the internal EU and WTO lines that clearly prohibit this kind of actions. Pilots loose their jobs by thousands. Aircraft manufacturers cancel their profit forecasts. T...

18/05/2020

We were quoted in the German press:

Regierungen auf der ganzen Welt stellen Notgelder bereit, um Fluggesellschaften und wichtige Flughäfen am Leben zu erhalten. Dabei überschreiten verzweifelte Staaten alle internen EU- und WTO-Grenzen, die diese Art von Maßnahmen eindeutig verbieten. Piloten verlieren ihre Arbeit zu Tausenden. Flu...

19/12/2017

Quarterly sales numbers are important, but they are also a deceptively comfortable way to manage a growth company. Leading with that number is lazy, is a death knell for innovation and long-term success, and can disguise the real issues facing the company’s prospects. The biggest value creation comes from companies that know how to win over the long run.

How CEOs can change the conversation.

19/12/2017

Companies whose culture and strategy are not aligned in this way often struggle to understand how they can make the linkage.

They focus on a few positive attributes and amplify them.

19/12/2017

When controlling costs dominates the corporate agenda, it sucks the oxygen out of any growth plan. Conversely, we’ve found that companies that have a clear agenda for organic growth and pursue it systematically outperform the competition.

Growth winners think about growth in new ways and pursue it across multiple dimensions.

14/12/2017

The way companies allocate resources and make investment decisions is critical to their ability to create shareholder value.

According to new survey results, exploring the more subjective side of investment decision making yields five elements that correlate closely with ...

11/12/2017

Picture two global companies, each operating a range of different businesses. Company A allocates capital, talent, and research dollars consistently every year, making small changes but always following the same broad investment pattern. Company B continually evaluates the performance of business units, acquires and divests assets, and adjusts resource allocations based on each division’s relative market opportunities. Over time, which company will be worth more?
If you guessed company B, you’re right. In fact, our research suggests that after 15 years, it will be worth an average of 40 percent more than company A.

Most companies allocate the same resources to the same business units year after year. That makes it difficult to realize strategic goals and under...

08/11/2017

However hard it is to devise a smart strategy, it’s ten times harder to get people to execute on that strategy.

A process for getting the right people aligned.

04/11/2017

Making strategy doesn’t have to be a slow process. Sprints are an ideal way to incorporate vision, improvisation, imagination, and experimentation.

Incorporate vision and improvisation.

03/11/2017

The best-run companies, in contrast, think of cost management as a way to support their strategy, and of cost as precious investment that will fuel their growth. They put their money where their strategy is and continually cut bad costs and redirect resources toward good costs.

Across-the-board cuts often backfire.