To: carranza2 who wrote (37773 ) 7/31/2008 8:51:19 AM From: elmatador Respond to of 217592 PIMCO: A 'Quantum Leap' for Allianz (int'l edition) Henning Schulte-Noelle took his time getting into third-party asset management. But the Allianz chief executive more than made up for his slow pace when he bought control of PIMCO Advisors L.P. for $3.3 billion last September. At a stroke, he increased Allianz' business in the sector sevenfold, to $300 billion from $44 billion. He also acquired the services of William Gross, PIMCO's star bond manager, in the process (box). ''It's a quantum leap,'' says Klaus Becker, an insurance analyst at Munich bank Merck, Finck & Co. The move propels Allianz to sixth place in global money-management league tables, from a modest 13th before. Including insurance-fund assets, it now manages a huge $630 billion. Natural growth alone will turn that into more than $1 trillion within three years. But Allianz is also likely to pounce on other firms if they become available, paying for them from the sale of old-line industrial companies. ''This company is on the move,'' says Joachim Faber, the board member in charge of asset management. Critics contend that Allianz paid top dollar and then some for PIMCO. Not so, says Faber. The nearest comparable deal--and the only bigger one to date--was Merrill Lynch & Co.'s $5.3 billion acquisition of Britain's Mercury Asset Management in 1998. Merrill paid 3.1% of assets under management, the standard measure of the cost of buying such companies. Allianz, meanwhile, paid just 1.8% of forecast 1999 assets for PIMCO--and got access to 1,600 institutional clients worldwide. HUGE OPPORTUNITIES. Allianz' move certainly makes sense. Last year's introduction of the euro, plus the growing interest in private pension provision and health insurance, opens up huge opportunities in Europe. Schulte-Noelle first explored offering asset management jointly with Dresdner Bank, in which Allianz holds a 21.7% stake. But they could only agree on sharing some technology. Soon afterward, Allianz set its sights on PIMCO. ''A couple of us chatted over a cup of coffee,'' recalls Faber. ''A month later we graduated to dinner.'' Boat trips off the California coast and evenings at a Bavarian farmhouse followed. Allianz believed PIMCO could turn it into a global player, while PIMCO was betting Allianz would give it easy entree to foreign markets. ''We recognized that European and Asian clients presented us with a great opportunity for development,'' says PIMCO CEO William Thompson. He also liked Allianz' hands-off approach with subsidiaries. Now Schulte-Noelle has to quickly make Allianz, PIMCO, and Oppenheimer Capital, PIMCO's equity arm, brand names among institutional investors in Europe and Asia. It won't be easy. Archrivals AXA and Zurich Financial Services are already well established and determined to grow, too. AXA had $655 billion on its books at the beginning of last year, of which some 42% was handled on behalf of third parties, and Zurich managed $415 billion, of which almost 60% was for third parties. ''Whether Allianz can catch up depends on whether they can make a success of integrating PIMCO,'' says a rival. In the cutthroat world of asset management, even the friendliest deals can flounder easily. Keeping star managers from walking is a big challenge. As a start, Allianz has offered top PIMCO executives incentives it would never provide at home, including $200 million over the next five years for Gross. ''We have learned to live with different incentive schemes,'' Schulte-Noelle says. If Gross can repeat in Europe and Asia what he has done in the U.S., Allianz' investment will really be worth something. Otherwise, it's going to be a costly lesson.