That was not enough for Mr Moelis, who says he still felt uncomfortable at such a big bank.In early 2007, despite the worsening economic outlook, he left to set up a bank of his own. Aday after opening Moelis Company he won the job of advising Hilton Hotels on a $26billion takeover bid from Blackstone Groupone of the biggest deals of the buy-out boom. Asthe recession took hold, demand grew for the impartial advice that boutique banks offeredbut that the giants, with their myriad customers and huge proprietary-trading operations,struggle to provide.
但是这些对于莫里斯远远不够,这样一个大银行里他还是觉得不舒服。在2007年初,尽管经济前景不乐观,他依然选择离开并创建自己的银行。在开业后的第一天,莫里斯赢得了希尔顿酒店从黑石集团260亿美元的收购要约 买断热潮中最大的一笔交易。随着经济衰退的确立,对精品银行的中立意见的需求增加,但是那些有着众多顾客和巨额自营交易的投行巨头们却很难提供。
Indeed, big banks share of the worlds M A business so far this year is five percentagepoints lower than it was last year. Boutique banks, by contrast, have won their highest shareever, at 15%. Both long-established small outfits such as Rothschild and Lazard, and newerones such as Evercore Partners, have seen their business expand. But Moelis Company made the biggest splash, briefly becoming one of the top ten banks in the M Abusiness in America. Mr Moeliss firm helped Anheuser-Busch, an American brewer, sell itselffor $52 billion to Inbev of Belgium, and helped Yahoo!, an internet portal, see off a takeoverbid from Microsoft, a software giant.
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