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737-7122

SEPTEMBER

the match business declined as
the war came to an end.
In 1946, Moshe started doing
business in Europe, specializing
in barter trade with the Scan-
dinavian and Eastern European
countries, often masterminding
complex three-way transactions.
He handled a significant part of
Israel's food imports at that time.
Soon afterward he moved into
manufacturing, specifically tex-
tiles and plastics, setting up fac-
tories in Petah Tikva and
eventually acquiring Alliance's
plastics division. The manufac-
turing activities are still in op-
eration, though they are now
located in Or Akiva.
In the mid-'50s, Moshe May-
er expanded into Africa. Start-
ing in Liberia, his major
construction projects included
the president's Mansion House
(including atomic bomb shelter),
most of the government build-
ings and a luxury hotel in Mon-
rovia. He was also very active in
the Ivory Coast. As the winds of
political change blew through
Africa about a decade ago, Moshe
Mayer and Zalman Shoval sold
their holdings there — at a good
price.
Mr. Mayer eventually bought
all his partners out. Before he
died in 1993, Moshe Mayer split
his business interests into two,
leaving the real-estate invest-
ment interests in the hands of
daughter Rina, and the banking
and financial interests with his
other daughter, Kena, and her
husband, Mr. Shoval.
Mr. Shoval makes no secret of
his political ambitions. He has
already declared that he intends
to stand in the upcoming Likud
primaries. With his resources,
and an established position in
the Likud hierarchy, it seems
likely that he will win a safe slot
on the party's list. He does not
deny suggestions that he sees
himself as a potential foreign
minister.
"I'm certainly not interested
in being a back-bench opposition
MK," he says.
Mr. Shoval's business philoso-
phy is, to some extent, shaped by
political ambition. He is prepar-
ing himself for the possibility of a
long stint in politics, where, if his
ambitions are realized, he will
have little, if any time, to devote
to business. So he has ensured
that the business structure, and
the management of his family's
affairs, are in safe hands.
He gives the impression that
he would like to see his son, Gi-
don, 32, who is a lawyer, in the
business (though they say that
family businesses rarely survive
the third generation). In the
meantime, he makes a point of
praising Moshe Bauer, who runs
CHC and CFC, Oved Ben-Ozer,
the managing director of Uni-
trust, and Meir Dayan, who took
Shoval into the Shopping Chan-
nel. ❑

47

