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March 31, 2009

Re-Establishing the Baseline: Econ & Mkts Ain't Look'n That Good ! (UPDATES !!)

After hammering away at the Finance Industry, the implications and the structural reforms there's several directions we ought to go. We could look at the industry specifics for Finance or shift gears to other industries (Autos come to mind for some reason but we could re-iterate and wrap-up our look at Technology as well). Or we could really pop up and look at the core causal breakdowns in business management which lie at the root of almost all of this. But with a three week runup in the markets apparently loosing steam plus the the "ray of sunshine" economic reports it's time to re-set the baseline back to reality yet again. The readings cover the US and World Outlooks (Janet Yellen' speech is a thing of professional beauty if scary and the OECD has just lowered it's worldwide outlook significantly) and the Market situation. Just to review the bidding remember it was the Pandit Put that got this whole thing rolling, followed by historically unprecedented Fed quantitative easing (Prof. Ben Addresses the Lizard-brain: Steady-hands Vs DiscomBOOBulations (Update)) and carried further by Geithner's two major proposals.(Helmet Laws vs Adult Supervision: Re-Regulation & Finance Industry Futures) But the market was already loosing it's upward momentum. The real reason we want to focus here is that the headlines and mis-interpretations remind us of this exact time last year and in the readings you'll find some older posts excerpted to remind us of how distortionate the analysis was then, as well as panglossian in an extreme. Our best judgement is that we're back to that, so be warned. And also remember that in these circumstances policies and politics are as much a key driver as anything else; this week's G-20 meeting (which ain't going well) will be a major driver. (Sounds of Angry Men, Whimpering Politicians & the Global Crisis)

Economic Outlook

Contrary to the headlines NONE of the economic data really offered up much in the way of encouragement, especially when you look at the data using our preferred YoY% change measurements. One ostensibly favorable WSJ headline was pretty optimistic but when you read the story it was anything but ! Fortunately the YoY change meme is now widespread enough that most of the reporting includes it so you can see for yourselves. The top part of this graphic shows the high-frequency indicators that got some excitement but aren't encouraging at all. Turndown points are marked in yellow while tipping points are noted in red. The thing to really notice is the cyclic structure with New Home Sales falling off the cliff, then Autos and now Capex (durable good x-aircraft). Besides Capex the other stimulating headline was about Personal Consumption where the monthly number was "o.k." but in this YoY view you can see where PCE and real sales are still terrible; as bad as they've been in the post-war period.(Previous posts here and here).What got everybody going was the apparent flattening of the rate of decrease. Which leads to a key point that Yellen makes - there's changes in rates and changes in levels. While the rate of decrease may be slowing the level of activity is still bad. That's NOT a recovery or even close you see in those charts.

Markets

Like we said everybody's bottom calling but if you look at this chart thru last Friday you can see where the markets (the whole proxied by the SPX) is really running out of steam indeed. Again, of course, IOHO. Sorry if this is confusing but it's four different "studies" of the SPX compressed on one page so you can see multiple timeframes simultaneously. The UR corner shows a 30Min 15Day chart where you can the uptrend of the last three weeks loosing momentum while the LR chart uses something called a Fibonacci Fan to look at March on a daily basis. Notice that the runup kept tipping farther and farther over; that is hitting a lower and lower fan-line. The middle chart shows YtD for the SPX and how the technical indicators are giving off ambiguous signals; notice especially the yellow-circled Slow Stochastic Indicator which has stayed in over-bought territory thru last Fri. So far this week btw it's tipped over rather abruptly (threatening GM and Chrysler with bankruptcy didn't help but not only was that long over-due but the steam was leaking out anyway). The LH chart runs back to Nov. and what you see is that the longer-run downtrend is not only perfectly intact but that the recent rally ran right up against that downtrend and is failing. So much for bottom-calling and the end of surprises. Sucker's Rally indeed. Now the markets may run sideways here for a while but, again, compare it to last year when the de-coupling meme was still around and there was lots of bottom-calling as well. We especially enjoyed all the folks telling us that the worst of the credit market breakdown was over. In actual point of fact the markets are now starting to function after heroic efforts but credit is still widely unavailable.

Two other little details we'll call attention to. One is China's call for a new international standard currency and the other is something we've pointed out before - the impact of credit constriction and an economic downturn on oilfield investment and development. Even if, as we expect, economies perform poorly for several years and energy demand doesn't pick up very much demand will still exceed supply. Now that'll be an ugly situation for sure.

UPDATES:

In case you missed it the OECD and the World Bank came out with new economic forecasts that severely reduced the outlook for the rest of the year and anticipated a very poor and extended recovery. The OECD/WB scenarios now is as bad as the worst case for the stress test. In other news Moody's anticipates unprecedented credit card defaults and corporate bond defaults/BKs as well. Below are the URL's for several key announements and in the readings section you'll find several major additions excerpted as well. There are two in particular we think are mandatory self-interest readings. One is the OECD vs Worst Case graphic from CalculatedRisk and the other is Todd Harrison's update on the investment outlook, from which we quote:

"January thought: The entire spectrum of industries, from finance to media to retail to philanthropy to academia, will be forced to reinvent themselves and the leaders coming out of this crisis won't be the same as the leaders that entered it. Update: We use the forest-fire analogy because it's so very apt, scary and dangerous, yet necessary for a fertile rebirthing. A snapshot of once-venerable icons such as General Motors (GM) , General Electric (GE) , Citigroup (C) and AIG (AIG) supports the notion that market leadership, and leadership within individual sectors, will look drastically different once this process of price discovery passes."

Here are the NEW URLs:

Despite Interventions Global Outlook Deteriorates (World outlook update survey from RGE Monitor)

Roubini: Go Ahead, Keep Dreaming of That "V-Shaped" Recovery(vidclip on Tech Ticker with Dr. Doom laying it out)

Comparison: OECD and "More Adverse" Scenarios(CR graphic comparison of new OECD outlook with stress test worst case)

Stress Test, Quarterly Forecasts for Unemployment and GDP (earlier graphic comparisons)

Asian Data Shows Severity of Slump

Has Housing Industry Hit Bottom Yet?

Credit card charge-offs hit record high -Moody's 

10 Investment Themes for 2009, Revisited

This is enough material to call for a whole major new post, or re-threading them thru this one. But there was so much startling new news that confirms our basic arguments we wanted to put them in the context we already developed. The new excerpts are in a concluding section at the bottom of the readings. BUT...if you don't think this is worth really paying attention to we urge you to look at the 2010 OECD outlook and then think thru the implications for what Harrison is saying.

US Economic Outlook 

The US and global economic outlook (Roubini Interview) However, in an intense presentation held yesterday in Milan at a meeting organized behind closed doors by Calyon Crédit Agricole, Dr. Doom gave a glimmer of hope: "there is possibly light at the end of the tunnel," he said, although with close teeth. That bottoming out however requires a number of conditions: it requires governments and central banks of the countries most affected by the worst recession since the Great Depression of 1929 – the United States, European Union, China and Japan in the first place - "to adopt anti-crisis measures that very aggressive and front loaded". What has been implemented so far, in terms of fiscal stimulus and monetary policies, including unconventional policies, is not enough. The severity of the crisis is such – “the world economy in danger of falling into the abyss of a near depression" to put it as Roubini says it - that resolving this crisis requires major policy efforts and timely and bold decisions by the governments. Dr. Doom had already foreseen a long and protracted U-shaped recession for the world economy when the prevailing view was of a short and shallow V-shaped recession for the US.  Roubini yesterday made it clear that his estimate for the length of the recession in the U.S. is moving from 24 to 36 months, with an unemployment rate in the U.S. that is heading towards 10%. Its "U" in the meantime is worsening day by day. "If the Obama Administration and the rest of the world will not intervene in drastic manner, with anti-crisis fiscal and other policies even stronger than those announced, the" U "is likely to turn into a" L ", i.e into a near-depression." The forecasts by Roubini about the global economy are bleak. "Do you remember the saying that when the U.S. sneezes, the world catches a cold. Well now the United States have a severe chronic case of pneumonia."

The Uncertain Economic Outlook and the Policy Responses (Yellen). We are struggling to assess the effects of conditions we haven’t seen before, including a near-collapse of the financial system, and to predict the impacts of policies that haven’t been tried before, including an array of new Fed initiatives designed to improve conditions in private credit markets. I share the guarded optimism of most professional forecasters that the economy may begin to grow again within the next several quarters. But I must admit that I see considerable downside risk, and my confidence in this outlook is greatly diminished by the nearly unprecedented set of circumstances we face, circumstances that severely challenge our ability to use historical economic relationships to anticipate future developments. We face an extraordinarily uncertain future, and our main hope for economic recovery lies in the sorts of innovative and aggressive economic policy responses that are being carried out by Federal Reserve and federal government policymakers. We must use all available tools to fight off the significant forces for contraction now hitting the economy. You are well aware of how downbeat most of the economic news has been, despite some scattered positive signals. We are in the fifth quarter of recession and economic activity and employment are contracting sharply, with weakness evident in every major sector aside from the federal government. At the same time, financial markets remain highly stressed and the adverse feedback loop between the economy and the financial sector shows little sign of slackening. These negative dynamics create severe cash; and financial institutions are shrinking their assets to bolster capital and improve their chances of weathering the current storm. Such precautions may be smart for individuals and firms, but they intensify economic distress for the economy as a whole. With the caveat that my forecast is subject to exceptional uncertainty in the present environment, my best guess is similar to that of most forecasters, who expect to see moderately positive real GDP growth rates beginning later this year or early in 2010, followed by a gradual recovery. However, I am well aware that my views are strikingly more optimistic than those I hear from the vast majority of my business contacts. They tend to see conditions as dire and getting worse. In fact, many of them can’t believe I would even suggest what they see as such a patently rosy scenario! So why is it that so many of us who prepare forecasts seem to be more optimistic than many others? I think there are several reasons. First, as forecasters, we distinguish between growth rates and levels. It’s true that the Blue Chip consensus shows moderate positive growth rates in output in the second half of this year. But even so, the level of the unemployment rate would still rise throughout 2009 and into 2010. So, in this sense, the worst of the recession is not expected to occur until next year. And, even by the end of 2011, I would expect the unemployment rate to be above its full-employment level. So I wouldn’t call this a particularly rosy scenario.

Existing Home Sales: Turnover Rate (CalculatedRisk [CR])  It is correct that sales peaked in 2005, and have fallen steadily since then. And it is also correct that the rate of decline has slowed. However this doesn't suggest to me that "a bottom may be near" for existing home sales. The opposite it true. I think existing home sales will fall further. (note: much of this post is an update from earlier posts) This was an important disclosure in the National Association of Realtors (NAR) Existing Home Sales report: Lawrence Yun, NAR chief economist, said ... "[D]istressed sales accounted for 40 to 45 percent of transactions in February.” This is another reminder that the only reason existing home sales appear to have "stabilized" is because of the high number of REO sales. Sales excluding REOs have plummeted. I've argued before that REO resales are real sales and should be included in the NAR statistics, but I suspect these REO buyers might hold these properties longer than recent turnover would suggest. If these are owner occupied buyers, they have probably been waiting to buy, and they have saved a down payment and qualified under the tighter lending standards. They probably won't sell until they can make a reasonable profit to buy a move up home - and it will probably be a number of years before prices recover. Although slowing, the turnover rate is still above the median for the last 40 years and substantially above previous troughs. Both types of speculative buying are over for now. And the Baby Boomers have probably bought move up homes, and the next major move for the Boomers will be downsizing in retirement (still a number of years away). And finally - and probably a very important point - homeowners with negative equity, who manage to avoid foreclosure, will be stuck in their homes for years. All of the above suggests the turnover rate - and existing home sales - will fall further, perhaps much further.

Banks Starting to Walk Away on Foreclosures City officials and housing advocates here and in cities as varied as Buffalo, Kansas City, Mo., and Jacksonville, Fla., say they are seeing an unsettling development: Banks are quietly declining to take possession of properties at the end of the foreclosure process, most often because the cost of the ordeal — from legal fees to maintenance — exceeds the diminishing value of the real estate. The so-called bank walkaways rarely mean relief for the property owners, caught unaware months after the fact, and often mean additional financial burdens and bureaucratic headaches. Technically, they still owe on the mortgage, but as a practicality, rarely would a mortgage holder receive any more payments on the loan. The way mortgages are bundled and resold, it can be enormously time-consuming just trying to determine what company holds the loan on a property thought to be in foreclosure. In Ms. James’s case, the company that was most recently servicing her loan is now defunct. Its parent company filed for bankruptcy and dissolved. And the original bank that sold her the loan said it could not find a record of it. Experts suggest the bank walkaways are most visible in states where foreclosures are processed through the courts and therefore tend to be more transparent. Other states, like Indiana and New York, have court-mandated foreclosures, but roughly half of the states allow foreclosures to proceed without court intervention, making it difficult to accurately count the number of bank walkaways in recent months. The soft housing market and the vandalism that often occurs when a house sits empty are the two main factors influencing the mortgage holders’ decisions to walk away, said Larry Rothenberg, a lawyer for Weltman, Weinberg & Reis, one of the larger creditors’ rights firms in the country. “Oftentimes when the foreclosure starts out, it’s a viable property,” Mr. Rothenberg said, “but by the time it gets to a sheriff’s sale, it might not have enough value to justify further expense. We’ve always had cases where property was vandalized or lost value, but they were rare compared to these times.”

A Downturn Wraps a City in Hesitance Throughout the American economy, retrenchment is begetting retrenchment. Falling home prices, weak consumer spending, diminishing investment and a fresh reappraisal of risk are combining to bring more of each. Grim expectations about the future are becoming self-fulfilling prophesies, as nervous companies cancel investments and households defer purchases. This vengeful dynamic was the main problem that policy makers failed to tame nearly 80 years ago, when a banking crisis swelled into the Great Depression. As the Obama administration confronts what some economists describe as perhaps the worst downturn since then, the same constellation of forces appears at play. Even as stock markets have rallied in recent days on hopes that the latest government plan to rescue the banks can finally restore order to the financial system, this fundamental problem continues to constrict the economy. Credit remains tight for troubled households and businesses, while even those able to borrow often demur because they are afraid to invest and spend in the face of so much uncertainty. The needed ingredients to change this psychology are unclear, and history underscores the difficulties. Economists suggest the same forces now pushing the economy into a downward spiral must be reversed; housing prices must level off, stock markets stabilize and consumers — now deferring purchases of items like cars and appliances — must start to replace older models. Banks now confront accusations of clinging to their money, depriving the economy of growth, while the picture, as Mr. Powell attests, is more complicated. Even banks that are eager to lend find some of their best customers reluctant to extend themselves.

U.S. Economy Raises Tentative Hopes Just as the U.S. recession is set to become the longest since the Great Depression, some economic signs are encouraging, if tentative.April will mark the 17th month of the recession that began in December 2007, making it the lengthiest downturn of the post-Depression era. For the most part, forecasters don't see U.S. economic growth turning positive until early autumn, and even then, expect the unemployment rate to hit double digits this year or next. This week, though, has brought a spate of good economic news. Consumer spending rose marginally in February, the Commerce Department said Friday, as did consumer sentiment in a household survey by Reuters and the University of Michigan. The housing market also appears to have stabilized from its free fall, and an uptick in orders for big-ticket items is helping raise hopes of a future pickup in manufacturing. During a meeting with President Barack Obama and other bank executives Friday at the White House, Bank of America Corp. Chief Executive Ken Lewis and Northern Trust Corp. CEO Rick Waddell expressed cautious optimism that the economic downturn was either at or near the bottom of the cycle, according to people at the meeting. "There's growing evidence supporting the optimists' view, and I am surprised at that," said Robert J. Gordon, an economist at Northwestern University and a member of the National Bureau of Economic Research committee that is the official arbiter of when recessions begin and end. "I was sort of in the pessimists' camp until I started looking at things." He points to one indicator in particular with a remarkable track record: the number of Americans filing new claims for unemployment benefits. In past recessions, it has hit its peak about four weeks before the economy hit a trough and began to grow again. As of right now, the four-week average of new claims hit its peak of 650,000 in the week ended March 14. Based on the model, "if there's no further rise, we're looking at a trough coming in April or May," he said, which is far earlier than most forecasts currently anticipate. But a turn toward positive growth is not the same as a recovery, particularly now with the current 8.1% unemployment rate at a quarter-century high and marching higher by the month. Nariman Behravesh, chief economist at IHS Global Insight in Lexington, Mass., says unemployment could hit 10.5% by late next year, even if the economy is growing at a 3% rate by that point. "What comes next, I'm afraid, will be the mother of all jobless recoveries," said Bernard Baumohl, chief global economist at the Economic Outlook Group in Princeton, N.J. "While we may emerge from recession from a statistical standpoint later this year, most Americans will be hard-pressed to tell the difference between a recession and recovery the next 12 months."

Q1 GDP will be Ugly (Calculated Risk) Earlier today the BEA released the February Personal Income and Outlays report. This report suggests Personal Consumption Expenditures (PCE) will probably be slightly positive in Q1 (caveat: this is before the March releases and revisions). Since PCE is almost 70% of GDP, does this mean GDP will be OK in Q1? Nope. I expect Q1 2009 GDP to be very negative, and possibly worse than in Q4 2008. Right now I'm looking at something like a 6% to 8% decline (annualized) in real GDP (there is significant uncertainty, especially with inventory and trade). The problem is the 30% of non-PCE GDP, especially private fixed investment. There will probably be a significant inventory correction too, and some decline in local and state government spending. But it is private fixed investment that will cliff dive. This includes residential investment, non-residential investment in structures, and investment in equipment and software. A little story ... Imagine ACME widget company with a steadily growing sales volume (say 5% per year). In the first half of 2008 their sales were running at 100 widgets per year, but in the 2nd half sales fell to a 95 widget per year rate. Not too bad. ACME's customers are telling the company that they expect to only buy 95 widgets this year, and 95 in 2010. Not good news, but still not too bad for ACME. But this is a disaster for companies that manufacturer widget making equipment. ACME was steadily buying new widget making equipment over the years, but now they have all the equipment they need for the next two years or longer. ACME sales fell 5%. But the widget equipment manufacturer's sales could fall to zero, except for replacements and repairs. And this is what we will see in Q1 2009. Real investment in equipment and software has declined for four straight quarters, including a 28.1% decline (annualized) in Q4. And I expect another huge decline in Q1. For non-residential investment in structures, the long awaited slump is here. I expect declining investment over a number of quarters (many of these projects are large and take a number of quarters to complete, so the decline in investment could be spread out over a couple of years). And once again, residential investment has declined sharply in Q1 too. When you add it up, this looks like a significant investment slump in Q1.

Profits Drop at Steepest Rate in 55 Years U.S. corporate profits fell by $250 billion in the closing months of 2008, a staggering decline that many businesses are still struggling to offset. Profits at corporations in the fourth quarter fell 16.5% from the previous quarter, the Commerce Department said Thursday. In the financial sector, profits fell by $178 billion -- and that figure doesn't reflect the industry's massive write-downs as the value of assets soured. The drop in pretax corporate profits was the steepest in 55 years. Compared with the same quarter in the previous year, the decline was more than 20%. "It's horrendous," said Joshua Shapiro, chief U.S. economist at forecasting firm MFR Inc. in New York. "It destroys the ability of corporations to pay salaries, invest in equipment and do everything else that helps the economy grow."

Underwriting Gains on Stimulus  The government's programs to address the financial crisis didn't stop the first-quarter decline in the stock market, but they did help spur a rebound in Wall Street underwriting. The dollar volume of new stocks and bonds issued during the first quarter rose 27% from last year's first quarter and 94% from the fourth quarter of 2008, when markets were largely frozen. In all, about $1.7 trillion in new securities were sold in the latest three months, according to data provider Dealogic.Fees earned by Wall Street firms stayed subdued, in part because companies around the world were reluctant to sell stock at prices far below what they could have received a year or two ago. Global fees earned from stock and bond deals was an estimated $6.1 billion, down 12% from the first quarter of 2008 but up 30% from the fourth quarter. "With the political and financial uncertainty," large parts of the market "are in hibernation," said Jody Drulard, managing director at Dealogic. "The investment-grade bond market is picking up a lot of the slack. The problem is it's the only capital market running at a normal pace." Dealogic expects heavy corporate bond issuance in 2009, in part because $3 trillion in debt is coming due and companies are reluctant to use short-term funding that can dry up nearly overnight. New securitized bonds are still few and far between, often requiring government support, which puts pressure on some companies with investment-grade bond ratings to sell straight debt. Debt markets have been "wide open for well-recognized, well-capitalized," issuers, said Paul Spivack, who runs the investment-grade debt syndicate at Morgan Stanley. Those issuers benefited from the attention of both traditional bond investors as well as participants that previously focused on other assets such as commodities and stocks. The government's recent moves to keep interest rates low while buying up distressed bonds helped support the credit markets and bond issuance, said Tyler Dickson, head of global capital-markets origination at Citigroup. "There's been a meaningful thawing in the capital-markets freeze," he said.

World Economic Outlook

WTO Predicts Global Trade Will Slide 9% This Year  The World Trade Organization issued the most pessimistic report on global trade in its 62-year history, forecasting a drop of 9% or more in 2009. Monday's prediction is worse than previous estimates by the WTO, the World Bank and independent economists, and adds to evidence that the financial crisis is badly hurting trade. "Many thousands of trade-related jobs are being lost," said Pascal Lamy, director of the Geneva-based organization. Mr. Lamy urged the leaders of the Group of 20 leading economies, who will meet in London on April 2, "to unite in moving from pledges to action and refrain from any further protectionist measure which will render global recovery efforts less effective." When that recovery happens will be determined by the effectiveness of stimulus plans, which will amount to 3% of total global production in 2009, and of reforms to the banking system, the WTO said. "Further adverse developments in financial markets could prolong the current crisis, as could a surge in protection," the group warned. The report is based on recently available trade figures showing steep drops in the first two months of 2009, as well as on broader economic projections. Mr. Lamy's economists listed four reasons for gloom. First, all regions of the globe are hurting, and consumer demand is shrinking, especially for imported goods -- from cars to stereos. There aren't any "decoupled" areas that aren't affected, the WTO said. Second, the trade crisis will mostly affect the richest countries, whose citizens borrowed and bought beyond their means, the WTO said. Trade in developed countries will decline 10% this year, compared with a drop of 2% to 3% for developing nations. Third, companies big and small have globalized their supply chains, so goods that cross the world on their way from factory to shelf add to trade statistics in several countries. As a result, global trade now grows or declines more than global economic growth. The global economy is expected to shrink 1% or 2% in 2009. "This kind of globalization entails volatility," says Fredrik Erixon, director of the European Centre for International Political Economy, a Brussels-based think tank. Finally, there's been a flurry of protectionist measures, as countries from Mexico to Russia imposed new tariffs on imports. The World Bank estimates that 17 of the 20 countries coming to London on April 2 have already broken free-trade promises. With the prospects slim for another international trade treaty following the Uruguay Round of 1994, the WTO is hoping to shame its 153 members into keeping trade open by cataloguing protectionist excesses and publishing a bimonthly list. It will release its latest such report this week.

Global Slump Seen Deepening  The outlook for the global economy worsened on the eve of a summit of the world's 20 biggest economic powers, as two international agencies warned that global output will fall in 2009 for the first time since World War II.Fresh evidence of the deepening slowdown came from around the world. Euro-zone data released Tuesday showed inflation at 0.6% in Europe's single-currency area for the year through March, the lowest level since official records began in 1996. In the U.S., home prices fell 19% in January compared with a year earlier. In Japan, the jobless rate climbed to its highest level in more than three years.All together, the world economy will shrink by 2.75% this year, the Organization for Economic Cooperation and Development said. The 30 industrialized countries it tracks now face a far bigger slump than it forecast just four months ago, the OECD said, at 4.3%. The World Bank issued a slightly smaller downgrade of the global economic outlook Tuesday, projecting a contraction of 1.7%. Both institutions forecast a steep and damaging plunge in 2009 world trade, the World Bank at 6.1% and the OECD more than double that. "The world economy is in the midst of its deepest and most synchronized recession in our lifetimes," the OECD's chief economist Klaus Schmidt-Hebbel wrote in the group's report. The OECD added its voice to U.S. calls for reluctant governments to increase their stimulus efforts -- especially Germany -- and for the European Central Bank to lower rates more quickly to stave off a potential spiral of deflation there. Some resistance to calls for increased government spending has been spurred by fears it will stoke inflation. But the new data Tuesday showed that the opposite problem -- potential for deflation, a downward spiral in prices and wages -- may be at least an equal threat. The ECB meets Thursday and is expected to lower rates perhaps by a half-point from its current 1.5%. But Europe's fast-falling inflation has put the bank under increasing criticism that it has been too slow to join its peers in bringing rates close to zero, and thus exacerbated the euro zone's slowdown. The OECD's report said the ECB should cut interest rates quickly in view of "growing disinflationary pressures" in the next couple of years. Many economists and the ECB believe euro-zone inflation could turn negative in coming months -- partly because energy and food prices have plunged from their peaks last summer -- before turning positive again this year. "Even if the outlook is not for deflation as such, it is for very low inflation and it's a strong indicator that [the ECB] needs to do much more," says Nick Kounis, economist at Fortis in Amsterdam. The ECB has also been reluctant so far to mimic other central banks by buying government or corporate debt with newly created money to support borrowing and lending. But ECB officials have hinted they might soon take more aggressive steps to ease companies' financing woes, such as buying corporate bonds. The OECD report also said stimulus measures are still "critical to cushion the fall in aggregate demand." It said Germany, Europe's biggest economy, faces a particularly sharp contraction of 5.3% this year, and that "further temporary stimulus measures are needed and should be implemented quickly." German unemployment rose to 8.1% in March from 8.0% in February, official data showed Tuesday.

Oil Production Cutbacks Threaten Major Price Spike, Study Says The slowdown in investment in oil and gas production could lop off nearly eight million barrels a day of future oil supply growth, setting the stage for another big crude price surge in years to come, according to a new study. The global credit crisis and falling oil prices have squeezed oil companies' finances and forced many to cut capital spending and postpone projects. That could have big implications for supply when the global recession ends and demand for energy recovers, the report by Cambridge Energy Research Associates says. CERA projected last summer, before the economic crisis set in, that world oil production capacity would rise to 109 million barrels a day by 2014 from the current 94.5 million barrels a day.It now says 7.6 million barrels a day -- or slightly more than half -- of that increase is "at risk" due to project deferrals or cancellations.The report says that reduction in capacity is a "potentially powerful and long-lasting aftershock" following the oil-price slide of 2008, when within a few months crude fell from a record high of $147 a barrel. Crude-oil futures rose $1.57, or 3%, to settle at $54.34 a barrel Thursday. "A price collapse of this magnitude really registers on the Richter scale, and its impact on levels of future investment will be felt for years," CERA Chairman Daniel Yergin said in an interview. The report comes amid ample evidence companies are scaling back on investment in costly projects that require a high oil price to be profitable, such as the oil sands of Canada or the ultra-deep waters off west Africa. Middle East oil producers, hit by falling export revenue, have reined in spending plans. The Organization of Petroleum Exporting Countries says as many as 35 new projects in OPEC countries could now be delayed past 2013. Most Western oil companies say they are sticking to their investment plans but are slowing down some developments. The slowdown is troubling the International Energy Agency, the Paris-based adviser to oil-consuming countries, which has also trimmed its forecast for supply growth due to the fall in oil prices and the lack of available credit.

Politics and Policy

China Takes Aim at Dollar  China called for the creation of a new currency to eventually replace the dollar as the world's standard, proposing a sweeping overhaul of global finance that reflects developing nations' growing unhappiness with the U.S. role in the world economy. The unusual proposal, made by central bank governor Zhou Xiaochuan in an essay released Monday in Beijing, is part of China's increasingly assertive approach to shaping the global response to the financial crisis. Mr. Zhou's proposal comes amid preparations for a summit of the world's industrial and developing nations, the Group of 20, in London next week. At past meetings, developed nations have criticized China's economic and currency policies. This time, China is on the offensive, backed by other emerging economies such as Russia in making clear they want a global economic order less dominated by the U.S. and other wealthy nations. However, the technical and political hurdles to implementing China's recommendation are enormous, so even if backed by other nations, the proposal is unlikely to change the dollar's role in the short term. Central banks around the world hold more U.S. dollars and dollar securities than they do assets denominated in any other individual foreign currency. Such reserves can be used to stabilize the value of the central banks' domestic currencies. Monday's proposal follows a similar one Russia made this month during preparations for the G20 meeting. Like China, Russia recommended that the International Monetary Fund might issue the currency, and emphasized the need to update "the obsolescent unipolar world economic order." Chinese officials are frustrated at their financial dependence on the U.S., with Premier Wen Jiabao this month publicly expressing "worries" over China's significant holdings of U.S. government bonds. The size of those holdings means the value of the national rainy-day fund is mainly driven by factors China has little control over, such as fluctuations in the value of the dollar and changes in U.S. economic policies. In his paper, published in Chinese and English on the central bank's Web site, Mr. Zhou argued for reducing the dominance of a few individual currencies, such as the dollar, euro and yen, in international trade and finance.

ECB Chief Says Boost In Stimulus Not Needed The president of the European Central Bank said Europe doesn't need to boost spending more to combat the global financial crisis, throwing the bank's weight behind Europe's governments in their battle with the U.S. over how to overcome the worst recession in a generation. In an interview with The Wall Street Journal, Jean-Claude Trichet said that instead of pushing new measures, governments around the world should move faster on what they've already announced -- referring in part to delays and difficulties in the U.S. government's rescue of its troubled banks. Europe and the U.S. should "now, as efficiently and rapidly as possible, do what has been decided," said Mr. Trichet, chief of monetary policy for an economy second in size only to the U.S. "Nothing will really work until the financial sector is back on track and ready to lend on a sustainable basis. I would say exactly the same with the budget. Decisions have been taken; they are very important. Let's do it! Quick implementation, quick disbursement is what is needed." The U.S. has hoped to press global governments to pass stimulus packages similar in scale to its $787 billion plan at a meeting of the Group of 20 leading economies in London on April 2. European leaders, who have pledged less than half the U.S. amount, have rebuffed that notion, most recently and directly 10 days ago as finance ministers including U.S. Treasury Secretary Timothy Geithner met to prepare for the summit. Mr. Trichet's comments siding with European governments are particularly significant because he has, at times, been a stern critic of their fiscal and other policies. He also is a fierce guardian of the bank's political independence, and has periodically rebuffed governments' calls for the bank to do more itself to spur growth.With forecasts saying the global economy will contract this year for the first time in six decades, governments from China to Britain have unveiled huge spending plans.

Markets

Kass: I was right about the bottom Seabreeze partner Doug Kass thinks you may have just missed a generational market low (or, in any event, a cyclical bear-market one): A classical wall of worry is being reinforced by an overwhelming consensus that the recent advance was a bear market rally. Moreover, the negative "chatter," as Jim "El Capitan" Cramer describes it, appears loosely constructed and fails to credibly argue against the salutary effect that $4 trillion of stimulus will have on the domestic economy. Based on the 12 considerations comprising my  watch list [see below], I respectfully disagree with the prevailing negative consensus, most of whose members failed to properly analyze the cracks in the foundation of credit, in the economy and in equities two years ago. Indeed, it remains my view that the fear of further investment losses and possible investor redemptions are clouding many managers' objectivity in assessing the markets. Kass's watch list:

WRFest 18Apr08(Markets): Whee....What a Rush ! Sucker's Rally ?! Well what a day in the markets, and not a bad week either, if you were long. Since a bunch of folks have been calling the bottom for a while with the credit pipes unclogging a tad, everybody having priced into the Big R all we needed was for positive earnings surprises. That Citi announced another huge writeoff after the kitchen sink quarter and 9,000 layoffs to go with ATT's 4,000 or so should make no never mind. Like we said in the immediate prior posts there was NO good economic news. And we're early days in the downturn. Also bear in mind that earnings are a laggin variable and backward looking as well. For example one of the recent drivers was INTC's excellent earnings - we won't mention that last month they managed to reset expectations significantly lower thereby leadping over the lumbago...oops I mean limbo...bar instead of at least a low hurdle.

WRFest 27Apr08(Market): Three Steps to Two Views Here's our update for the market outlook and situation with the readings (after the break) divided into three sections. One on the nature of the recent rally, then on whether or not the "crisis is over and the third on analysts outlooks. Each of these touch on topics we've explore in depth before so each section has prior posts also included for your review and refresh. The bottomline, IOHO, is that the "Market" appears to think the worst is over and the upcoming/current mild recession is already fully priced into valuations and outlooks. On whether that's true or not rests the largest gap we can remember between the Street and the rest of the world of informed observers we've ever seen. On the state of the Finance Industry and whether it's over please see the prior post listed below. On whether or not we've seen the worst of the economy please...please recall the prior post WRFest 26Apr(Economy): Between the Gust Front and the Storm. For how that's playing out, the debate between the two diametrically opposed views, consider the chart which shows the SP500 on two views. One is the 2 Steps and Jump view we've been exploring for some time where each time the market looked like it was "bottoming" some other unanticipated surprise popped up to take it down. Until this last time when the April Fool's surprise of a massive UBS write-down and re-capitalization led insiders to conclude that things were hunky dory. Our minds our boggled (in the prior post you might want to look at the excerpts on UBS's internal report - gross incompetence is the best summary of their own words. One has to think they aren't alone). The second sub-chart shows how the debate is playing out with what we've argued is the lull before the real storm with the emergence of a sideways trading range. With this week's momentus economic data upcoming this'll get really interesting indeed. To complement that we've update our Key Factors Table which looks at the Structural, Fundamental, Technical and Sentiment Outlook situation. Since it's been a while from the last update the prior observations are included for comparison as well as the current ones. The delay was from more than laziness since until recently most of our assessments were holding up well. Now the only real change is further deterioration in the real world drivers combined with an improvment in Sentiment. Go figure ! :) But feel free to violently disagree with all of these observations - but we suggest doing it systematically (and disagreeing with, for example, Jim Jubak, et.al.).

Stock markets – keep an eye on confidence measures It is important that confidence be restored for the recent stock market gains to be more enduring. A few comments regarding this issue are highlighted in this post. As shown in Sunday’s “Words from the Wise” review, there is a strong historical relationship between the US Consumer Confidence Index and the 12-month change in the S&P 500 Index. One needs to take a view on the direction of consumer confidence, but should it for argument’s sake pick up from 30 to 40 by the end of June, the relationship indicates a S&P 500 decline of 30-35% in year-ago terms. Using end-of-quarter prices, this means an Index at between 832 and 896 by mid-year. Interestingly, a report from Franklin Templeton Investments has just arrived, also showing that when confidence was low in the past, it had been time to buy. For example, on average, stocks returned 12.5% a year following consumer confidence of 66 or lower. The consumer confidence reading at the end of February was 25. Another confidence indicator worth monitoring, is the Barron’s Confidence Index. This Index is calculated by dividing the average yield on high-grade bonds by the average yield on intermediate-grade bonds. The discrepancy between the yields is indicative of investor confidence. There has been an improvement in the ratio since its all-time low in December, showing that bond investors are growing somewhat more confident and have started opting for more speculative bonds over high-grade bonds. Not surprisingly, a strong historical relationship also exists between the Barron’s Confidence Index and the S&P 500’s 12-month rate of change. But unlike consumer confidence that has not yet bottomed, the Barron’s indicator has already been working its way higher over the three months. As mentioned before, taking one step at a time, the next hurdle is the release of potentially ugly earnings and guidance announcements in April. By then a clearer picture should also start emerging on the results of the Fed’s medicine and whether credit markets are thawing and confidence is beginning to improve.

Wall Street Extends Losses After Dimon Comments U.S. stocks slid on Friday as investors booked profits in the wake of a recent surge, and bank shares dropped after several bank executives indicated March had been a tougher month than the previous two.After the meeting with President Barack Obama, JPMorgan Chase & Co's Chief Executive Jamie Dimon said that March was "a little tough" in comments to CNBC. Bank of America Corp's top executive added to the sour mood surrounding banks when he said the No. 1 U.S. bank's trading book lagged the two prior months in March. "Given that's kind of where this rally started in the second week of the month with Citigroup and Bank of America indicating they had a good first two months (of 2009), it would make sense that his comments would have a negative impact," said Peter Jankovskis, director of research at OakBrook Investments LLC in Lisle, Illinois.

UPDATE EXCERPTS

Despite Interventions Global Outlook Deteriorates March 31 OECD: Economic activity is expected to plummet by an average 4.3 percent in the OECD area in 2009 while by the end of 2010 unemployment rates in many countries will reach double figures for the first time since the early 1990s. international trade is forecast to fall by more than 13 percent in 2009 and world economic activity to shrink by 2.7 percent. The big emerging economies will also suffer abrupt slowdowns in growth. The global recession will worsen this year before a policy-induced recovery gradually builds momentum through 2010. Forecast for U.S.: -4% in 2009, 0% in 2010; Japan: -6.6% (-0.5%); Eurozone: -4.1% (-0.3%). Brazil’s GDP is expected to decline by 0.3 percent in 2009 while Russia’s is projected to fall 5.6 percent. Growth in India will ease back to 4.3 percent this year and in China to 6.3 percent. IMF: Global economic activity is projected to contract by ½ to 1% in 2009 on an annual average basis—the first such fall in 60 years before growing 1.5-2.5% in 2010.

Credit card charge-offs hit record high -Moody's Credit card write-downs soared to record levels in February, representing an all-time high in the 20-year history of the Moody's Credit Card Index, as job losses mounted, the rating agency said on Wednesday. Credit card charge-offs, the write-down of uncollectable debt, advanced decisively to 8.82 percent in February, marking the sixth consecutive month of increases. The level, is more than 300 basis points higher than a year ago.Sharp increases were experienced across several large issuers and have closely followed the surges in unemployment occurring over recent months, the rating agency said."We expect that the charge-off index will threaten double digits by the end of the year, in light of our expectation that the economy will worsen throughout the remainder of the year," Moody's said.It predicts the charge-off rate index will peak at about 10.5 percent in the first half of 2010, assuming a coincident unemployment rate peak at 10 percent.As deal performance continues to erode, the potential for additional rating actions increases, especially for the lower-rated subordinate tranches.

Moody's downgraded $1.76 trln U.S. corp debt in Q1 Corporate America's credit quality collapsed in the first quarter, with Moody's Investors Service downgrading an estimated $1.76 trillion of debt, a record high, the rating agency said on Wednesday. The downgrades included a record number to the lowest rating categories, signaling the approach of the worst defaults since at least World War Two, Moody's chief economist John Lonski said in an interview."These are numbers that just underscore how risky both the financial and economic environment remain," Lonski said.The downgrades reflect how badly corporate balance sheets have been hurt by the slump in consumer spending amid the deepest economic contraction since 1982."Business sales and profits fell off the table in general during the final quarter of last year and have continued to deteriorate in the first quarter in 2009," Lonski said.U.S. corporate profits plunged a record $120.1 billion in the fourth quarter, depressed by tumbling consumer spending and exports.

Summitry, the global financial architecture and change About three months ago, the editors of Finance and Development (an IMF publication) asked me to reflect on the lessons the effort to reform the international financial architecture in the 1990s holds for today’s effort to reform the global financial system. Then, as now, there was a real desire to create a system that was less prone to major crises — though the financial crises of the late 1990s were concentrated in the emerging economies, not the US and Europe.One of my conclusions was that summits rarely are the venue for the key decisions that end up defining the character of the world’s financial system. Many of the decisions that ended up mattering the most were fundamentally national decisions. Other key decisions were made in the heat of an acute crisis — not in a conference room hashing out communique language.Martin Wolf is right to argue that this summit has to be evaluated against the demands created by a very sharp global downturn. The OECD is now forecasting a global contraction of close to 3%. I certainly had hoped that the world’s large surplus countries would do more to support a recovery in global demand — and in Germany’s case, to facilitate a needed adjustment among the countries of the European Union. But as a veteran of almost ten years of debate over the scale and scope of IMF lending, I am amazed by the set of changes that seem poised to happen. Here is one benchmark: the reworking of the IMF’s lending facilities goes well beyond anything that Nouriel Roubini and I proposed back in 2004.** Maybe that is more evidence that Dr. Roubini and I were too timid in our recommendations then than that the world’s leaders are acting boldly now. But it is evidence that the realm of the possible has changed.

10 Investment Themes for 2009, Revisited As last year drew to a close, we revisited our 2008 themes and weighed them in kind.Some of them came to fruition, others were early, but most hit the mark.When we entered 2009, we offered a fresh set of forward-looking expectations. With a conscious nod that we must stay humble, or the market will do it for us, it's time for reflection as the first quarter comes to a close. The socioeconomic mindset remains the single greatest risk as this crisis evolves from financial to economic to social. If peaceful globalization is to arrive, the persistent trend of protectionism must give way to an orderly destruction of debt. As it stands, current policies are pointing in the wrong direction. Entering September, we offered that the disconnect between equity and credit would manifest as a car crash or a cancer. Four months later, despite lower prices and massive government intervention, the equilibrium between equity, credit, commodities and currencies remains elusive.January thought: The entire spectrum of industries, from finance to media to retail to philanthropy to academia, will be forced to reinvent themselves and the leaders coming out of this crisis won't be the same as the leaders that entered it. Update: We use the forest-fire analogy because it's so very apt, scary and dangerous, yet necessary for a fertile rebirthing. A snapshot of once-venerable icons such as General Motors (GM) , General Electric (GE) , Citigroup (C) and AIG (AIG) supports the notion that market leadership, and leadership within individual sectors, will look drastically different once this process of price discovery passes.

 

March 30, 2009

Helmet Laws vs Adult Supervision: Re-Regulation & Finance Industry Futures

Well last week should have been another stunner, beginning as it did with the biggest extension of the biggest bailout since the GD and ending with the largest regulatory re-thinking since the cumulative total of GD and intervening decades legislation and regulation. REALLY stop and think about that for a moment - almost EIGHT DECADES of incremental change has been compressed into sixty days. Or being slightly more fair 120 going back to Sept and the TARP kickoff. Five weeks ago everybody wanted to hang Geithner for malfeasance and lack of detail, now he's a genius and a hero. Be careful what you ask for too ! Pundits and interests on the left, right, up and down are all choking, albeit more quietly, on these details. Yet nothing should be a surprise since there's a clear pathway from Bush Administration decisions and recommendations, including Paulson's tentative plan from last spring (btw on of the key readings is a FT oped by Henry supporting a regulatory overhaul that looks like this one on a worldwide basis). Of this set of initiative what's most important - the economics, the financial technicalities, the politics or the popular reaction ? Actually all of them !! What's still missing is a context to help organize, categorize and organize our thinking about these myriad complexities so we're going to take our best shot at explaining what's going on. And make no mistake - these are enormous changes, mostly for the better IOHO, long over-due and the Finance Industry and it's role will never be the same again. The last three decades of business models, strategies and profit/performance relationships are gone forever ! We ended the last post with the accompanying cartoon to capture the popular reactions to date and so we start there. Now lets dig into the strategic context.

Helmet Laws and the Public Good

My personal reaction to seatbelt laws was they were unnecessary interferences in private decisions; as we used to say in the rock climbing game when the tourists went round the back side of difficult climbs, started down ravines and went splat in the parking lot that's how you sort out the riffraff and wannabees from the folks who belonged there. Ditto for motorcycle helmet laws and cellphone laws. All of which have become widely adopted. Now for anyone who's almost been run over by some weekend shopper chattering away (in our case one nice lady looked us directly in the eye and then almost ran us over and didn't even notice !) these laws begin to make more sense. Take at look at this YouTube clip and ask yourself what level of responsibility was displayed by the rider. Then ask whether or not the law made sense. Without a helmet this guy would have been history. Here's the policy implication - if the only person to be hurt had been the rider then sobeit. And if irresponsible riders had to post insurance for the bucket and mop brigades required for cleanup as well the public costs would have been balanced out. The realities are lots of folks continued, continue and will continue to act irresponsibly and the costs are not restricted just to them but impact the general public. There's the general principle - when the costs to society greatly exceed the cost to private individuals regulation is our only recourse.

Keep On Breathing: the Financial Circulatory/Respiratory System

What does that say about the Financial System ? If you go back to the Congressional testimony in the summer of '07 on executive compensation one can only characterize the responses of the boards, chairmen and compensation committees as being beyond tone deaf. And as publicly irresponsible as a drunken motorcyclist driving thru streets full of school children. We have at least $180B invested in AIG to date trying not to save the company but save the world economy; literally. (If you check out several of the last posts that show the credit and equity markets and economic data that should now be beyond challenge we hope !!!). The credit breakdowns and crisis is often compare to a terrible plumbing problem with rusted and clogged pipes, frozen values, and bad water. A fair analogy if you consider that it's not just a house but the whole neighborhood and town. A better analogy we think, that represents the complexity and inter-connections is how your circulatory system takes oxygen and energy and gets it into your system until it reaches the cellular level where a complex and inter-connected set of metabolic and bio-checmical reactions keeps you going. Credit has been called the lifeblood of the economy and, in some senses, that's almost literally true. It's pervasive, systemic and systematic involving inter-actions at the most minute and granular levels on up to grand flows of macro-systems. To tell that story we've composited a graphic that traces thru the flows of the circulatory system as a model and metaphor.

Supreme Truth and Systemic Poisonings

Back in 1995 the Aum Shinrikyou cult put Sarin gas into the Tokyo subway systems to purify things and bring on the new world, since they were an elect and spiritual elite who had deeper insights into the mysteries of the Universe. Now there are many good people in the Finance Industry but the leadership, perverse incentives and lack of controls combined with the "deeper grasp of the mysteries" of financial engieering led the Finance Industry as a whole to effectively mimic the cult's actions. Only instead of 5,000 people who were affected locally we had six billion who are effected globally. For nearly three decades the Industry has argued that it was capable of self-responsible adult supervision, that is it wouldn't drive recklessly, didn't need to wear helmets and was performing both a privately profitable and public good service. That turns outs out to be entirely false to fact. And, judging by the shell-shocked lack of leadership in response to these disasters the industry isn't stepping up to the plate to help re-formulate the proper "helmet laws" so society is going to do it for them. Which is truly unfortunate on many levels and in several ways. First off we truly do need a finance industry to help mobilize and allocate capital; much of human progress is built on the gradual evolution of capital markets, at least indirectly. And there's still going to be huge profit potentials for well-constructed, designed and operated financial institutions as a result. The question really becomes which ones.

Can You Hear the People Singing ?

 As Peter Drucker pointed out almost forty years ago businesses are social institutions and cannot survive or prosper if the societies of which they are a part are not also healthy and prosperous. Enlightened self-interest would, for a responsible adult, motivate businesses to encourage the welfare of the broader society. Or at least not damage it. Drucker identifies three major goals or responsibilities of the effectively managed business: 1) deliver an effective service that creates value - in the case of businesses this means making a profit that is sustainable in the long-run, i.e. balances short- and long-run decisions. Then, 2) operates efficiently and effectively by making work productive and the worker achieving. In other words by making sure that work is logically designed but also recognizing that people are social animals and to be effective one has to account for the non-economic dimensions of the business as a social institution. Finally, 3) act in a socially responsible manner to ensure that society is doing well (or as we put in an earlier post make sure that the prey populations are sustainable and self-renewing). Social responsibility requires two things - first when the activities of your business impact the broader society move to reduce the harm. For example when you create a pollutant act to clean it up before society forces you to do it. Second, identify broader social problems that are connected to your business and act proactively to eliminate them before they become so bad that society has to. The classic example is the Auto companies and Healthcare, which they've known is a competitive problem for six decades yet failed to pursue the social remedies of regulatory and insurance overhauls required.

Farther and Farther Behind the Curve

In particular Drucker points out that denial and fighting rear-guard actions to prevent regulation when it's in the interests of society and your company is a management failure, grossly counter-productive and irrational in the long-run. Paraphrased, either change the regulations or change the regulations !

Let me translate that: if business operations create a problem that individual businesses cannot solve because of the profit impacts and therefore require general regulation it is the fundamental responsibility of management to proactively engage in working with other institutions to craft the legislation and regulation. To fail to do so is irresponsible, malfesant and a gross failure of managerial leadership.

The Finance Industry would never be the same again after testing their engineering skills to destruction. But after the social damage they've done society cannot allow them to self-supervise. Something they should have been addressing for the last thirty years; there have been plenty of warning signals. Instead they chose to pursue the path of lobbying for greater and greater freedom which led to greater and greater risk-taking. Pursuing the analogy it's as if the Aum cult kept making more sarin.

The question is what happens now ? We'll take that up in another post but here's a hint: get out in front and help shape things or get run over by the Juggernaut. Two more: you won't like the alternatives AND if it gets out of control nobody will win.

Geithner Plan Update

This is a series of vidclips from BNN (the Canadian Financial News Network) who is everything MSNBC is not (cf. Cramer’s Mea Culpa), balanced, calm, insightful and asking good questions of it’s guests. That said not all these are recommended without qualification; rather for hearing somewhat opposing views. However many of the nay-sayers are talking their books and/or narrowly focused. Other than the two first clips (BNN Staff largely) the single best on is from the chief economic strategist of Nomure, Richard Koo, who provides better insights into what’s going on and what needs to be done than about anybody we’ve heard.

·          Top Story [03-24-09 8:05 AM] Paul Bagnell reports the latest on Geithner and Bernanke.

·          Geithner & Bernanke [03-24-09 8:15 AM] The new plan by the U.S. Treasury looks very similar to the old plan. The sticking point has always been price, and it could ultimately derail the plan as it has in the past. BNN speaks with Mark Vitner, senior economist, Wachovia Securities.

·          Trading Day Toxic Asset Plan [03-23-09 2:10PM] Treasury Secretary Timothy Geithner today unveiled his plan to get toxic assets off holder's books. BNN interviews Petra Beck, international economist and author of the book "A Rescue Plan For President Obama: 7 Steps To A Win-Win Economy".

·          Trading Day: Toxic Assets/Equities [03-23-09 2:35PM] Examining the pros & cons of the U.S. Treasury's plan for toxic assets. BNN interviews Jack Ablin, chief investment officer, Harris Private Bank.

·          The Close : Will Hedge Funds Take Treasury's Carrot and Buy Toxic Assets? [03-23-09 4:30PM] BNN interviews Igor Lotsvin, founding partner, Soma Asset Management.

·          SqueezePlay: Asset Detox [03-23-09 5:20PM] BNN interviews Martin Wolf, associate editor and chief economics commentator, Financial Times.

·          SqueezePlay: Lost Decade [03-23-09 5:10PM] BNN interviews Richard Koo, chief economist, Nomura Research Institute.

·          Strategy Session [03-24-09 8:30 AM] BNN talks investment strategies with Danielle Park, portfolio manager, Venable Park Investment Counsel. [Out Opinion: some good sense mixed with some mis-placed optimisms. Use a lot of salt but think it thru.]

 

It'll Take More Than Money to Fix This Crisis Browsing through the Style section of yesterday's Post, I happened upon an article about new Washington "power couples" that made reference to one Jeremy Bernard, a Los Angeles fundraiser for President Obama who recently landed the plum job as White House liaison to the National Endowment for the Humanities. White House liaison to the National Endowment for the Humanities?  Let's get this straight: We're up to our necks in the worst global economic crisis since the 1930s, the government is putting trillions of dollars of borrowed money on the line to rescue the financial system and stimulate the economy, tens of trillions of dollars in paper wealth has vaporized, millions of Americans are losing their homes and their jobs, nearly all the top jobs at the Treasury Department are vacant, yet somehow the White House has found the time and the money to hire a liaison to the National Endowment for the Humanities! It's a small point, I realize, and I mean no disrespect either to Mr. Bernard or the humanities. But it highlights what seems to be a glaring problem: There is still way too much business as usual going on in Washington, on Wall Street and in the media.Not so on Main Street. All indications are that in response to the crisis, consumers have embraced a new frugality, paring debt and cutting consumption they know had become excessive. Businesses are moving to cut back on dividends and stock buybacks they can no longer afford, trim frills and reduce prices and capacity to post-bubble realities. Contrast that with the approach to the crisis taken by members of Congress, who as far as I can tell, have changed nothing about how they go about their duties. Same leisurely three-day work week. Same bloated budgets for staff and security. Same unwieldy committees holding the same meaningless hearings. Same partisan posturing and gamesmanship. Same willingness to put narrow special or parochial interests over the national interest. As for Republicans, their stubborn opposition to any increase in government spending in the face of a severe downturn is the economic equivalent of bloodletting. And their determination to paint every initiative of the Obama administration with the broad brush of socialism is the kind of old-fashioned red-baiting that would make Joe McCarthy proud. It's not just Congress, however. Key regulators have also been slow to respond to the unfolding crisis with the kind of urgency the situation demands. The media also deserve some criticism for the way they have recently covered the crisis. The personalizing of policy debates may be great sport during a political campaign, but it can be downright destructive in the middle of a crisis when public and market confidence are so crucial. You'd never know it from the coverage that Treasury secretary Hank Paulson last year almost surely prevented a meltdown of the global financial system. Nor would you imagine from all the negative coverage and commentary that Tim Geithner's now-disqualifying sin is that he took an extra couple of weeks to flush out the details of an innovative scheme to buy up unwanted bank assets and reduce home foreclosures. Too often, the media have accepted uncritically all manner of hyperbole and misinformation peddled by people talking about their trading books, wielding partisan axes or pursuing ideological agendas. While there are plenty of reasons for populist outrage at the behavior of major financial institutions, the titillating focus on bonuses and boondoggles has been way out of proportion. And thanks to the media, much of what now passes for conventional wisdom about the government's response to the crisis amounts to little more than a childish disappointment that officials have been unable to wave a magic wand, throw a couple of hundred billion dollars worth of fairy dust in the air and make the whole thing disappear. What we are facing is the economic equivalent of a war -- a war that caught us by surprise and threatens much of what we have taken for granted. It's a war we can win, but only if we have leaders and opinion makers who commit to difficult sacrifices, a sustained effort and serious changes in the way things are done.

Policy Re-Thinkings, Re-Structurings and Reactions

Let's Put Down the Pitchforks We're angry. We're frustrated. We feel cheated and abused. We're not going to take it anymore. But then again, we don't have much choice, do we? Sure, we can demand that a few more heads roll on Wall Street, or at the Treasury, or that a few hundred million are clawed back from financiers who never deserved it. But the reality is that no matter what we do now, tens of trillions of dollars in wealth have been lost. All that's left is simply an elaborate exercise in settling up the accounts. At the end of the day, the thing to get outraged about is not the $440 million in bonuses at AIG or the $10 million that Citigroup is spending to redesign its shrunken executive suite. These may seem like princely sums, but they are almost insignificant compared with the real outrage: the hundreds of billion dollars of taxpayer funds that have been put at risk to keep AIG and Citi from failing and taking the whole financial system down with them. Let's keep our attention on the elephant rather than the pimples on its behind. First, as I've said in the past, this isn't about fairness. There's nothing remotely fair about using taxpayer money to rescue a free-market financial system from the mistakes of the financiers. But the reality is that we can punish the bankers or we can save the banking system, but we can't do both at the same time. Nor is it fair, as The Great Santelli has declared on CNBC, that homeowners who have paid their bills and have been careful not to take on too much credit are now being asked to provide relief to homeowners who have not. Unfortunately, the price of righteous indignation is a wave of foreclosures, a further decline in home values and billions of dollars of additional loan losses at banks that are already on government life support. Given the financial and economic hits they have already taken, that's a price that most "innocent" homeowners and taxpayers would probably prefer not to pay. During a financial crisis, fairness is a luxury we cannot afford. During the 1930s, bankers and financiers lost everything, but the outcome -- a decade-long depression -- was hardly fair to the ordinary American. The key question is not whether something is fair, but whether it helps get us through this mess faster and at a lower cost. A final point on outrage: We need to save some of it for ourselves. While it was Wall Street that got rich by peddling new ways for Americans to live beyond their means, the decision to do so was ours. It was we who ran up the credit card bills, we who drew down the equity in our homes and we who refused to tax ourselves for the government services we demanded. Wall Street bankers may have been the pushers, but it was we Americans who became addicted to the easy credit.

Timothy Geithner: My Plan for Bad Bank Assets The American economy and much of the world now face extraordinary challenges, and confronting these challenges will continue to require extraordinary actions. No crisis like this has a simple or single cause, but as a nation we borrowed too much and let our financial system take on irresponsible levels of risk. Those decisions have caused enormous suffering, and much of the damage has fallen on ordinary Americans and small-business owners who were careful and responsible. This is fundamentally unfair, and Americans are justifiably angry and frustrated. The depth of public anger and the gravity of this crisis require that every policy we take be held to the most serious test: whether it gets our financial system back to the business of providing credit to working families and viable businesses, and helps prevent future crises. Over the past six weeks we have put in place a series of financial initiatives, alongside the Recovery and Reinvestment Program, to help lay the financial foundation for economic recovery. We launched a broad program to stabilize the housing market by encouraging lower mortgage rates and making it easier for millions to refinance and avoid foreclosure. We established a new capital program to provide banks with a safeguard against a deeper recession. By providing confidence that banks will have a sufficient level of capital even if the outlook is worse than expected, more credit will be available to the economy at lower interest rates today -- making it less likely that the more negative economy they fear will take place. However, the financial system as a whole is still working against recovery. Many banks, still burdened by bad lending decisions, are holding back on providing credit. Market prices for many assets held by financial institutions -- so-called legacy assets -- are either uncertain or depressed. With these pressures at work on bank balance sheets, credit remains a scarce commodity, and credit that is available carries a high cost for borrowers. Today, we are announcing another critical piece of our plan to increase the flow of credit and expand liquidity. Our new Public-Private Investment Program will set up funds to provide a market for the legacy loans and securities that currently burden the financial system. The Public-Private Investment Program will purchase real-estate related loans from banks and securities from the broader markets. Banks will have the ability to sell pools of loans to dedicated funds, and investors will compete to have the ability to participate in those funds and take advantage of the financing provided by the government. The funds established under this program will have three essential design features. First, they will use government resources in the form of capital from the Treasury, and financing from the FDIC and Federal Reserve, to mobilize capital from private investors. Second, the Public-Private Investment Program will ensure that private-sector participants share the risks alongside the taxpayer, and that the taxpayer shares in the profits from these investments. These funds will be open to investors of all types, such as pension funds, so that a broad range of Americans can participate. Third, private-sector purchasers will establish the value of the loans and securities purchased under the program, which will protect the government from overpaying for these assets. This requires those in the private sector to remember that government assistance is a privilege, not a right. When financial institutions come to us for direct financial assistance, our government has a responsibility to ensure these funds are deployed to expand the flow of credit to the economy, not to enrich executives or shareholders. These provisions need to be designed and applied in a way that does not deter the participation by the private sector in generally available programs to stabilize the housing markets, jump-start the credit markets, and rid banks of legacy assets.

Asset Plan Raises Many Questions Though the Obama administration released new details Monday about its plan to buy toxic assets, critical questions remain unanswered, and they likely will not be cleared up until the plan begins operation. Chief among them were whether investors, through an auction process run by the Federal Deposit Insurance Corp., would offer high-enough bids to entice bankers to sell illiquid assets and whether federal regulators would force them to participate if they balked at selling. FDIC Chairman Sheila Bair conceded that possibility, acknowledging nothing could guarantee the process would produce a good deal for the investor, the bank and the government. "There is always that risk," she said in a conference call with reporters. "Markets will do what markets will do, but I think this structure has a better chance than any that I've seen to provide that magic price where buyer and seller are willing to meet. But we won't find out until we get it running and see what happens." When asked if regulators might push bankers to accept a price offered through the auction process, Bair responded that it would be a "consultative process with supervisors." Industry observers argued that the banking agencies would penalize banks that did not take the opportunity to shed their most troublesome assets. "If the banks refuse to sell, I think you'll see an increased pressure on the part of the regulators and an increased Camels rating going on to the watch list," said Thomas Barrack Jr., the founder, chairman and chief executive of Colony Capital. "The regulators will have no other alternative to start shutting down more banks." Mark Zandi, chief economist and co-founder of Moody's Economy.com Inc., said pressure from the Treasury Department and the results of "stress tests" on the banks could force many to participate. The Treasury split its program to address troubled assets into two parts. Under one, the FDIC would host auctions designed to let banks sell pools of residential and commercial real estate loans. Under the other, the Federal Reserve would accept legacy securities as collateral as part of its Term Asset-Backed Securities Facility. The Treasury plans to partner with up to five asset managers to help it manage the extended TALF program, which will now accept lower-rated securities. The department would use up to $100 billion from the Troubled Asset Relief Program to leverage $500 billion of toxic asset purchases. Treasury and Fed officials said the program could be expanded to reach $1 trillion. It was unclear when either program would be up and running. The FDIC said it plans to release more details on its auction process shortly and would put it out for public comment.

Optimism Over Despair It fills me with a sense of despair that Paul Krugman is now "filled with a sense of despair." Gee, and I was feeling rather encouraged by yesterday's developments. If nothing else, it was certainly a good sign that the conversation has turned from AIG bonuses to the question of how to revive the global financial system. And a nearly 500-point rally on Wall Street led by financial shares certainly suggests some improvement in investor confidence. More to the point, the plan looks to me like it has a good chance of bringing significant amounts of private capital back into the financial system and relieving banks of some of their worst assets. On first blush, the Geithner plan looks rather complicated, but its general design is rather simple: The government will go in as partner with private investors in newly created investment vehicles that will compete to buy up loans and securities backed by loans that banks want to sell in order to strengthen their balance sheets. As with most investment funds, this public and private equity or risk capital will be supplemented with additional funds that will be borrowed from Treasury, the Federal Reserve or from private investors who will receive a government guarantee that their loan will be repaid. If the investments wind up making money, the profits will be split with the government in the same proportion as the equity that was put in. If the funds lose money, the initial losses -- roughly the first 15 cents on the dollar -- will be borne in the same proportion by the government and the private investors. Any losses beyond that will be borne by the government. In the meantime, the banks will be able to strengthen their balance sheets in ways that will allow them to attract new private capital from investors who no longer will worry about the bad loans on the banks' books. They will also have the cash from the asset sales with which to make new loans. Most importantly, by reviving the secondary market for the loans and securities backed by packages of loans -- the so-called "shadow banking system" -- the plan could revive the mechanism that in recent years has been the source of capital for half the loans to American businesses and households. (That's one reason why bank nationalization might work in a country such as Sweden a decade ago, but wouldn't work as well here.) The blogosphere was full of Krugman-like criticism of the Geithner plan yesterday, with some complaining that it would be a windfall for hedge funds and other private investors and others arguing that it would fail to attract private capital. It's hard to see how both could be true. There's no denying the fact that the balance of risk and reward for these investment vehicles are asymmetric -- more of the downside risk is assumed by the government, while more of the upside reward will go to the private investors. But some sort of asymmetry was inevitable for any plan that tried to lure private investors at a time when investors were refusing to participate with the usual risk-and-reward ratios. One can quibble that the proposed deals are too sweet or not sweet enough, but I can assure you that the folks at Treasury, having consulted widely with potential investors, have a better feel for those details than even the most sagacious newspaper columnists. The larger point, however, is that the government has different goals than private investors. Investors want to make as much money as they can while taking the least risk. The government wants to revive the financial system and an economy in a way that winds up costing taxpayers the least amount of money. The asymmetries reflect those different goals.

Dissecting Bank Plan for a Way to Profit Up and down Wall Street, bankers and traders sharpened their pencils on Tuesday as they began the complex financial calculus of the latest bank rescue plan. Their goal: to find ways to profit from it. In skyscrapers across Manhattan, banking executives assessed how best to use the new Treasury proposal to sell billions of dollars of their troubled assets. Traders at giant investment houses and small hedge funds debated whether to buy them. And on a day when the Treasury secretary, Timothy F. Geithner, said he was seeking government authority to regulate or take control of nonbank financial institutions like insurance companies, insurance executives wondered whether they might use the program to ease their industry’s financial stress. “Even though they are called toxic assets, some of them are not toxic, and those are the ones that we are going to be ferreting out,” said Sherry Reeser, a spokeswoman for the California State Teachers’ Retirement System, which sees a buying opportunity in the so-called public-private investment program. But no one on or off Wall Street seemed any closer to answering the fundamental question hanging over these investments: What is this stuff really worth?  Nor was there any consensus about an even more sobering question that confronts not only the financial industry but ordinary Americans: Will this be the plan that finally works?  “It’s a wait-and-see attitude,” said Paul Graham, chief actuary of the American Council of Life Insurers. The proposal, which was announced officially on Monday, has provoked many responses and questions. Can banks that received government bailouts use taxpayer money to bid on toxic assets, in the hope of making a profit? Would that be bad, given that the point of the exercise is to stir up a bit of greed and animal spirits, the lack of which has been holding the economy back? Can banks sell some assets and then use the proceeds, leveraged by generous government financing, to buy more of the same? Might investment houses be tempted to overpay, if doing so buoys the value of their own investments? In the end, it will be the taxpayer who will be largely footing the bill. For the Obama administration, the challenge is to strike a balance between the potentially competing interests of investors and taxpayers. Some wonder if the proposal tips too far in favor of investors. Internet blogs were full of economists scratching their heads over how to game the plan and come out ahead of the government.

CITI, BOFA BUYING BACK LAUNDERED LOANS AT LOWER RATES As Treasury Secretary Tim Geithner orchestrated a plan to help the nation's largest banks purge themselves of toxic mortgage assets, Citigroup and Bank of America have been aggressively scooping up those same securities in the secondary market, sources told The Post. Both Citi and BofA each have received $45 billion in federal rescue cash meant to help prop up the economy and jumpstart the housing market. But the banks' purchase of so-called AAA-rated mortgage-backed securities, including some that use alt-A and option ARM as collateral, is raising eyebrows among even the most seasoned traders. Alt-A and option ARM loans have widely been seen as the next mortgage type to see increases in defaults.One Wall Street trader told The Post that what's been most puzzling about the purchases is how aggressive both banks have been in their buying, sometimes paying higher prices than competing bidders are willing to pay. Recently, securities rated AAA have changed hands for roughly 30 cents on the dollar, and most of the buyers have been hedge funds acting opportunistically on a bet that prices will rise over time. However, sources said Citi and BofA have trumped those bids. The secondary market represents a key cog in the mortgage market, and serves as a platform where mortgage originators can offload mortgages in bulk that have been converted into bonds. Yields on such securities can be as high as 22 percent, one trader noted. BofA said its purchases of secondary-mortgage paper are part of its plans to breathe life back into the moribund securitization market.

Rolling Stone: “The Big Takeover” — AIG Bailout as Political Revolution by Wall Street If you have not done so, read MATT TAIBBI’S excellent piece in Rolling Stone on the political implications of the bailout: The Big Takeover . Taibbi has done a very thorough job of research on this piece.  For example, he illustrates some of the bizzare legal protections given the Fed over the years, protections that make the central bank immune from congressional oversight:  Article provides excellent overview of AIG scandal and political angles. BTW, I am hearing that Rahm Emanuel is bought and sold by Goldman Sachs.  More confirmation that we need to change the caption on the money to read “In Goldman Sachs We Trust,” a la Galbraith, of course.

Dark musings, 2009-03-24 Unfortunately, I have a darker temperament, a spirit less generous and optimistic than Mark’s. I am filled with despair, not because what we are doing cannot “work”, but because it is too unjust. This is not my country. The news of today is the Geithner plan. I think this plan might work very well in terms of repairing bank balance sheets. Of course the whole notion of repairing bank balance sheet is a lie and misdirection. The balance sheets we should want to see repaired are household balance sheets. Banks have failed us profoundly. We want them reorganized, not repaired. A world in which the banks are all fixed but households are still broken is worse than what we have right now. Too-big-to-fail banks restored to health are too-big-to-fail banks restored to power. The idea that fixing legacy banks is prerequisite to fixing the broad economy is a lie perpetrated by legacy bankers. I think that critics of the Geithner plan are missing some of its tactical brilliance. My guess is that behind the scenes, Geithner has arranged a kind of J.P. Morgan moment. You know the story. During the Panic of 1907, J.P. Morgan locked a bunch of bankers in a room and insisted they lend to stave a panic. We’ve already seen one twisted parody of this event, when Henry Paulson locked a bunch of bankers in a room and insisted they borrow money from the Treasury. This second one is more clever. I don’t think the scandal of the Geithner plan is going to turn out to be the subsidy to well-connected investors embedded in the non-recourse loan put option. On the contrary, I think that Treasury has already lined up participants for the “Legacy Loans Public-Private Investment Fund” and persuaded them to offer prices so high that despite the put, investors will expect to take a major loss. My little conspiracy theory is that the Blackrocks and PIMCOs of the world, the asset managers who do well by “shaking hands with the government“, will agree to take a hit on relatively small investments in order first to help make banks smell solvent, and then to compel and provide “good optics” for a maximal transfer from government to key financial institutions.

Bonus Anger Will Linger Anger over executive pay and bonuses could poison labor relations for years, Ignatius argues in today's video. Is he right? How else do you expect the recession to change the long term business landscape?

Where’s the Plan, Wall Street? FOR the last several months, Americans have looked to Washington to lead them. But where’s the leadership on Wall Street? There is an enormous opportunity for a C.E.O. to come forward with a plan to reform the financial system and pledge a change from business as usual. Jamie Dimon, JPMorgan Chase’s chief executive, has been the most outspoken of his peers during the crisis — and has done an admirable job addressing the issues — but he has been more focused on helping instill confidence in the economy and the health of his own firm. John Mack, the chief executive of Morgan Stanley, has shown glimpses of public leadership, at one point apologizing for the crisis by saying, “We are sorry for it.” But the public could particularly benefit today from a forceful voice of reason and change within the industry, proposing how to remake the world of finance in a sensible way, driven not by populism but by practicality and a sense of fairness. It’s worth noting that most Wall Street C.E.O.’s are being advised by their legal and public relations teams to keep their heads down or risk provoking more public outrage. But there is the flip side to that coin: reasoned leadership may generate a reasonable response, helping the industry pre-empt what it fears most — additional government regulation. So in that spirit, here’s a five-point plan to refashion Wall Street. A plan that would be best sold by Wall Street itself.

Geithner to Propose Vast Expansion Of U.S. Oversight of Financial System Treasury Secretary Timothy F. Geithner plans to propose today a sweeping expansion of federal authority over the financial system, breaking from an era in which the government stood back from financial markets and allowed participants to decide how much risk to take in the pursuit of profit. The Obama administration's plan, described by several sources, would extend federal regulation for the first time to all trading in financial derivatives and to companies including large hedge funds and major insurers such as American International Group. The administration also will seek to impose uniform standards on all large financial firms, including banks, an unprecedented step that would place significant limits on the scope and risk of their activities. Most of these initiatives would require legislation. Geithner plans to make the case for the regulatory reform agenda in testimony before Congress this morning, and he is expected to introduce proposals to regulate the largest financial firms. In coming months, the administration plans to detail its strategy in three other areas: protecting consumers, eliminating flaws in existing regulations and enhancing international coordination. The testimony will not call for any existing federal agencies to be eliminated or combined, according to the sources, who spoke on condition of anonymity. The plan focuses on setting standards first, leaving for later any reshaping of the government's administrative structure. The nation's financial regulations are largely an accumulation of responses to financial crises. Federal bank regulation was a product of the Civil War. The Federal Reserve was created early in the 20th century to mitigate a long series of monetary crises. The Great Depression delivered deposit insurance and a federally sponsored mortgage market. In the midst of a modern economic upheaval, the Obama administration is pitching the most significant regulatory expansion since that time. An administration official said the goal is to set new rules of the road to restore faith in the financial system. In essence, the plan is a rebuke of raw capitalism and a reassertion that regulation is critical to the healthy function of financial markets and the steady flow of money to borrowers. The government also plans to push companies to pay employees based on their long-term performance, curtailing big paydays for short-term victories. Long-simmering anger about Wall Street pay practices erupted last week when the Obama administration disclosed that AIG had paid $165 million in bonuses to employees of its most troubled division, despite losing so much money that the government stepped in with more than $170 billion in emergency aid.The administration's signature proposal is to vest a single federal agency with the power to police risk across the entire financial system. The agency would regulate the largest financial firms, including hedge funds and insurers not currently subject to federal regulation. It also would monitor financial markets for emergent dangers.

How to fix the global economy Globalization -- and the integration and rise of the world's developing economies -- have been taking place at a breakneck pace. Who would have believed 20 years ago that China would become the world's third-largest economy in 2008? Or that so many jobs and, in some cases, whole industries would essentially be shipped from the developed world to countries with low labor costs? Meanwhile, the longer-term solutions have yet to kick in:

  • Developing economies have been slow to let their citizens spend their growing wealth. Government decisions to provide only a pittance, if any, of a pension at retirement, restrictions on land rights that prevent farmers from selling their land, and moves to market-based, for-fee education and health care systems have all depressed spending. If you know the future is completely up to you, you put as much as you can under the mattress.
  • Developed economies have been slow and, in some cases, actively delusional about addressing the limits of their wealth. Japan, the European Union countries and the United States all offer unsustainably high retirement and health care benefits, for example. The Bush administration's calls to expand the percentage of Americans who own their own homes in a period of stagnant family incomes made political but not financial sense.
  • Developing economies have remained wedded to controlled currency exchange rates that slowed the appreciation of their currencies against those of their trading partners. The lessons of the Asian currency crisis of 1997, which nearly bankrupted export-based economies that hadn't put enough in the bank, led to an almost obsessive drive to build up reserves.

For all these reasons and more, the world came to rely more and more on short-term solutions. And as the period that short-term solutions were called upon to fix stretched out further and further, it put increasing strain on the short-term system itself. But to keep the short-term solution working, to keep the global imbalances circulating, that's the proposition that both deficit and surplus nations had to embrace. And they did. The labs of Wall Street turned out the products. First, securities backed by pools of mortgages and commercial loans and buyout loans and credit card debt that paid higher yields than plain old Treasurys but that were supposedly safer than individual mortgages, etc., because they were pooled. The game was to create a new world of AAA-rated investments that paid more than the traditional AAA investments exactly at a time when the supply of actual AAA-rated investments was shrinking as companies and governments piled on debt. It's clear, of course, why the deficit countries and the financial factories that churned out this paper wanted to believe. The alternatives were too hard or too painful -- the long-term mechanisms I've mentioned above inflict economic pain and require short-term sacrifice. What's more intriguing is why the surplus countries bought into this -- well, let's call it what it was -- global Ponzi scheme. It wasn't because the financial experts in these countries were stupid. Many of them clearly saw the scam for what it was. But the surplus countries had as much incentive to believe in the short-term solution as the deficit countries did. Once you hold $500 billion in Treasurys, you aren't inclined to say, "Hey, these are not as safe as I thought." When you need higher yields to feed an underfunded state pension plan, you're not inclined to say, "You know these aren't really suitable for a pension fund."  And so, as the risks grew, more-extravagant instruments were needed to keep the money circulating around the globe. And then, one day, the bust in the U.S. housing market, what could have been a relatively small event in a universe with less leverage and less riding on  nsustainable guarantees, showed that the system was built on smoke and mirrors. And the money stopped circulating. And the global economy ground slower and slower in a devastating credit crunch. If this is the disease, what's the cure? I think the medicine comes in three parts that are based on a recognition that the huge global challenge of recirculating money from surplus to deficit nations isn't going away soon. And what happens if we don't address these underlying problems? Down the road, five years or seven or 10, we're going to replay this crisis. The global imbalances that brought it into being aren't going away by themselves. Certainly not very quickly.

Bailout Scorecard: The End of the Beginning Breathe a sigh of relief: More than six months after the financial crisis erupted, a complete bailout regime is finally in place.The bank rescue plan finally unveiled by Treasury Secretary Tim Geithner is the last major piece of a vast bailout scheme that's been evolving since last September, when Lehman Brothers failed and AIG and Merrill Lynch almost did. Having a full plan in place doesn't mean it will work. But regulators at the White House, Treasury, and Federal Reserve can now transition from designing the biggest financial bailout in 70 years – which could ultimately cost more than $2 trillion - to executing it.If you've lost track of what the government is actually doing, you get a pass. The bailout efforts have developed in fits and starts, from TARP to TALF to a bunch of other arcane-sounding programs. (See Treasury’s official list.) Some have been scrapped before they even got started. Others have been rolled out quietly, then expanded to become major parts of the relief effort. And the bailouts don’t include stimulus spending, tax cuts, or monetary-policy maneuvers by the Federal Reserve.The Obama administration now calls its various bailout efforts the Financial Stability Plan, and it’s developing a Web site to explain it all. Meanwhile, here's a quick scorecard to help track the government’s biggest moves, how much it's costing, and what the prospects for success seem to be:

Political Economy of Policy (Prior Posts)

First Things: Financial Crisis, Economy and Barry Otto, Furst von Bismarch, was not only a great statesman but an experienced, wise and witty politician; author of the "Sausage Factory" epigram we keep re-using. He had another, actually several but this one sticks, that when a crisis goes by grab its' coattails and ride for all it's worth. In this case we're facing multiple inter-lacing policy crisis that have been accumulating for decades, which nobody was willing to tackle to the can kept getting kicked in the ditch until it put itself back on the road and, worse, we actually knew what to do about all the cans. The thing about a crisis is that it not only represents danger but opportunity since it's likely that the will to change and do what is NOW clearly necessary can be mustered instead of continuing in denials. We're so much in that position that many on the inside of things are actually excited to finally get a chance to do what they've known needed doing for a long time. So much so that my alternative title was Economic Crisis=Opportunity, Danger and Change. While we're in the midst of the worst financial crisis since the '30s and the most serious economic downturn since the early '70s the cartoon is still more black humor than reality; but if we don't seize this opportunity it'll be more truth than anything. Fortunately not only is Barry picking the best economic team since Bretton Woods or the Marshall Plan with outstanding people in the right jobs (Hit the Decks aRunnin...Git 'er Done Barry) but he and they are moving with speed, urgency, accuracy and skill. He's already made more progress that's the right kind than the last three Presidents did in their first 18 months. Amazing and startling but to establish why we're going to have to take rather deep dive on the subject of economic policy by poking at the nature of business cycles and fiscal stimulus.

To Boldly Go Where We Must: Speech, Budget and Dr. Noes Judging from the readership indicators we can move on to the next discussions but judging from the cartoons, talking heads and agitated feedback from my network we need to stay with the "Political Economy" of the Stimulus/Budget/Rescue efforts, so we will. Just in case you were on vacation last week it was one of the most momentous in post-war American history ioho - particularly for the speed, size and complexities of what was done. Mo saw the signing of a giant stimulus package, Tu a major national "suck-it-up" address that's largely gotten plaudits from almost all sides with the exception of diehard Rips, We saw the Phase 2 announcement of TARP II and Th the tabling of the most ambitious budget proposals we've seen in a very long time. Not to mention Chairman Bernanke's testimony that "yes a recovery was possible if everything went right AND we repaired the financial system". Any one of those things, or actually a subset of line items, would have been as much major news as we've been used to getting in a month in the last 8-12 years. Barry's striking while the iron is hot indeed.

Back in the US: Economic Realities vs Partisan Posturings We're going to circle back to the US and take up the state of the economy, economic policy, policy vs. politics and partisan political posturings and try and braid them together into a single rope of investigation. At the same time we are NOT leaving the topic of the state and outlook of the world because, as we argued in the first foreign affairs post in this series the US's role in maintaining and re-developing a new international system is critical and indispensable. And central to that role is the success of economic policy without which both the US and the world will face severe difficulties. In the readings we cover a lot of ground, as usual admittedly, starting with a survey of the state of the economy and real nature of proposed economic policy instead of what the headlines, pundits and partisans are telling you. If you read nothing else click thru and download Paul Kasriel's two essays on what did work in fact in the Great Depression (The Great Depression – Just the Facts, Ma’am) and on what role savings and investment will play in future growth (Paradox Squared). Then we shift to what the real challeng is - IMPLEMENTATION ! Then we segue to the partisan catfights where old shibboleths of the '80s are being revived to counter these policies when the facts on the ground  have changed ("when the facts change I change my mind. what do you do ?"). Finally we finish up with some readings on re-imagining what the new world could/should look and why a return to fundamental values revived in new clothes are essential to making this all work ! To summarize our main points however we'd say: 1) the economic situation is very serious but fixable and we have strong historical evidence, 2) the biggest challenges are implementation AND laying future foundations. On the latter the Administration is doing many right things on the former it's early to say. However, 3) partisanship is proving to be a poisonous legacy, 4) the American people still haven't grasped the Administration's direction at a fundamental (gut) level and 5) the biggest danger is the knife-edge balances between impatience for what will take time, effort and perseverance against the all to real risks of backlashes, anger and a radicalization of American politics. Then all bets are off. We take our socio-political stabilities for granted but what happens if they aren't a self-renewing gift from past generations ? Then we're in for the same kinds of troubles that are threatening other nations !

March 25, 2009

Prof. Ben Addresses the Lizard-brain: Steady-hands Vs DiscomBOOBulations (Update)

The title is deliberate not a really bad typo, thought it started out Freudian and became an accurate label. We are in a nasty situation and badly discombobulated but the BOOBs are making it worse by piling on like the mobs in a Roman arena looking for blood. There's very little example of adult behavior in the last couple of weeks from the Finance guys to Congress (can you believe 'ol Hang 'em High Chuck ? This is a US Senator ?). Fortunately for us the adults are concentrated in the Administration and other places of power and seem to be doing their best to channel the anger while continuing to do their jobs. We seem back to an event-based and interrupt-driven reactionary posting cycle but as we tried to point out this firestorm is really dangerous. Much as it would satisfying to let your neighbor go up with his house it threatens yours, the neighborhood, the town and the state. Literally ! No hype. In fact just to jar your lizard-brains a bit let me re-use a graphic we created in trying to convey the extent of the credit market carnage and the risks when we created a composite of screen-shots from the movie Virus. (Back to Stalingrad: Containing the Contagion, Moving Forward ?) Ask yourself just how angry are you ? Willing to die along with your neighbor angry ? Or willing to save your family now and revenge later ? Remember, revenue is a dish best served cold !

Listen to Uncle Ben

This post started out to quickly draw your attention to some really critical vidclips we ran across where you can see some adults in action, including Ben Bernanke, Tim Geithner, Pres. Obama and three local politicians (Ahnuld, Bloomberg and Rendell) all of whom are focused on constructive, calm and reasoned ways to deal with a crisis that's not going to be magically over. With the AIG Firestorm continuing to rage we ended up postponing, letting the last post run and adding some more readings excerpts. But let's start with Uncle Ben's discussions of the crisis, the risks last Fall and now, what it'll take to fix things and what the outlook is. You really owe it to yourself to watch this, even take notes IOHO. He says it a lot and tells you more, especially if you listen carefully and for the human inside the Chairman. This interview is, btw, historically unique and Sixty Minutes had done a great public service. We also included some other clips from Barry in LA to Sec. Geithner at the recent WSJ "Future of Finance" conference, which is on C-Span. That one is about as important - true to form the media didn't hear what he was saying and the talking heads and politicians have not helped AT ALL. Both these guys are about as angry as we are, but are doing something about it, know what to do and have a much more realistic grasp on the emotions and politics than they are given credit for. The word that comes to mind is MATURITY.

Surviving Stalingrad: Just How Bad Was It ?

Last Fall as the wheels were coming off the wagon we compared the emergency efforts of the Fed and Treasury to Stalingrad. We should have compared it to the Battle of Moscow because that was a last ditch effort that saved Russia, and was pulled off by a miracle. Back then we talked about the collapse of Western Civilization, being we thought a tad hyperbolic but "truthy". One of the most startling, among many, learnings we had listening to Uncle Ben was that in fact it really was that close. For example there was no authorization for the government to inject capital into a private enterprise and, when it turned out LEH's books were god-awful, they had to let it go. The TARP included such authorization and was passed about two days before AIG blew up. If LEH destroyed the markets can you imagine what would have happened if the orders of magnitude AIG had gone south ? Great Depression indeed !! It was that close. The last post (Burn the Witches: Private Outrage, Public Policy and Butterfly Effects (Updates)) discussed the fiscal and monetary situations and how close to the edges we were so we won't repeat but take a look at this market chart. The markets crashed 20% in Oct. and almost went kaboom again in Nov. as all the ramifications of how deep the doodoo was were absorbed. Ben is right - we were on the edge. There's another little learning hiding here though. We were able to decode the situation and get it right, AT THE TIME, not by special insight or brilliance but by stepping back and applying logic. Instead of trying to read tea leaves if the pundits would apply some logic and data they too could be informed, instead of inflaming. (Oh, btw, we also share some key trading bloggers insightful recent posts on how real this rally is as well).

Some More Adults: Schwarzenegger, Rendell, Bloomberg

At the same time, roughly, that Ben was doing Sixty Minutes these guys were on "Meet the Press" trying to explain why this situation was dire, why they supported the Rescue Bill and budget proposals and thought it was good for the country. Not sure to be honest they've honed their act in terms of getting simple explanations and metaphors developed but this is three responsible officials on the firing line who have come together in a constructive, moderate, pragmatic and bi-partisan way to do what's best for their constituents and the country. Would that more were like them. Oh please !

Putting out the Firestorm to Deal With the Contagion

Circling back to our key concern at this point, is revenge worth the costs ? In the readings you'll find these clips and some others. You'll also find some readings that "walk back the cat". That's a phrase from the military intelligence world that's used to describe the process of working back thru an event and figuring out what went on, who was involved, what they did, how they did it and  any why. We use the examples of BAC's purchase of Merrill, the Citi rescue and then excerpt extensively from Geithner's WSJ OpEd piece on the plan he's put forth. There are serious questions about it but, in the spirit of applying logic, it follows along the lines he outlined five weeks ago and should have been expected, it's as good as anything and stands a decent chance of working. It's also our best bet and will be adjusted to the circumstances. There's no magic answers here, it'll take skill, guts, discipline and perserverence. It'd help if a bunch of yahoos weren't standing around riding the fireman while they're trying to save our lives. For my own sake I hope the Yahoos go back under their rocks until they find something constructive to contribute before the whole neighborhood goes up and takes me and my family and friends along with it. Nothing but enlightened self-interest here folks !

NPR on Anger Management:Update

Does Getting Angry Make You Angrier? Anger seems to be the emotion of the moment. The president says he's angry. Members of Congress say they're angry. The public, we're told, is angry.But should angry people act out how they feel? The popular idea is that venting your anger helps get rid of it. There's even a woman in San Diego who makes money helping people do that. But now, psychologists are saying that venting does more harm than good.

Key Video Clips

Brokaw, Burnett on economy, media: Tom Brokaw and Erin Burnett join David Gregory to answer viewer's questions about the media, leadership during the economic crisis, and investing in your retirement.

Ben Bernanke's Greatest Challenge Aside from the president he's the most powerful man working to save the economy, but you have never seen an interview with Ben Bernanke. Bernanke is the chairman of the Board of Governors of the Federal Reserve System, better known as the Fed. The words of any Fed chairman cause fortunes to rise and fall and so, by tradition, chairmen of the Fed do not do interviews - that is until now. The Federal Reserve controls the economy by setting interest rates. But after the crash of 2008, Bernanke invoked emergency powers, and with unprecedented aggressiveness has thrown a trillion dollars at the crisis. Ben Bernanke may be the most important Fed chairman in history. The question is, can he help lead America out of this deep recession and when?

Obama On AIG Rage, Recession, Challenges By most accounts, this past week was one of the most difficult in the young presidency of Barack Obama. At the heart of it all was the public upheaval over $165 million in bonuses paid to employees of AIG, a company largely responsible for bringing the world's financial system to its knees and now being propped up by U.S. taxpayers. The bonuses touched off a cultural war between Wall Street and Main Street, both of whose support the president needs to help stabilize the economy. After campaigning in California to drum up support for his $3.6 trillion budget, the president sat down with 60 Minutes in the Oval Office for a conversation about the AIG debacle, the economy, and getting the hang of the world's most difficult job.

Bloomberg, Rendell & Schwarzenegger Three political heavyweights and the founders of Building America's Future - NYC Mayor Michael Bloomberg, Gov. Ed Rendell (D-PA), and Gov. Arnold Schwarzenegger (R-CA) - meet with President Obama on Friday and join us exclusively to talk about the economy, bailouts, and stimulus. Plus, a special economic and political roundtable with NBC's Tom Brokaw and CNBC's Erin Burnett.

(*****) Sec. Geithner on “The Global Imperative: A New Financial System Alan Murray, Wall Street Journal, Deputy Managing Editor and Executive Editor for the Journal Online talks with Treasury Secretary Timothy Geithner on how the current economy shapes the future of finance initiatives.

Key Stories: Walking Back the Cat

In Merrill Deal, U.S. Played Hardball Kenneth Lewis is getting a hard lesson in the new balance of power between Washington and Wall Street.The Bank of America Corp. chairman and chief executive had agreed to buy brokerage giant Merrill Lynch & Co. in September, possibly saving it from collapse. But by early December, Merrill's losses were spiraling out of control. Internal calculations showed Merrill had a horrifying pretax loss of $13.3 billion for the previous two months, and December was looking even worse.Mr. Lewis had had enough. On Wednesday, Dec. 17, he flew to Washington, ready to declare that he was through with Merrill, people close to the executive say."I need you to know how bad the picture looks," Mr. Lewis told then-Treasury Secretary Henry Paulson and Federal Reserve Chairman Ben Bernanke, according to accounts of the conversation by people inside the government. Mr. Lewis said Bank of America had a legal basis to abandon the deal.The threats left no doubt: The federal government saw itself as firmly in charge of U.S. financial institutions propped up since October by infusions of taxpayer-funded capital.During the four weeks that followed Mr. Lewis's conference call, federal officials and Bank of America hashed out a deal to salvage the Merrill takeover. The government agreed to provide $20 billion in additional aid for the Charlotte, N.C., bank, and to provide protection against losses on $118 billion in troubled assets.Federal officials have said little publicly about their oversight of the institutions that received capital from the Troubled Asset Relief Program. Initially, the government seemed reluctant to use the ownership stakes it got in banks ranging from J.P. Morgan Chase & Co. to Saigon National Bank as leverage over bank executives. But the tough negotiations with Bank of America, along with recent moves by federal officials related to executive compensation and other issues, suggest that the government's attitude toward the troubled banking industry has changed, as financial markets have deteriorated further and political ire has risen.

Citigroup Chafes Under U.S. OverseersIn a recent phone call with a senior government official, Citigroup Inc. Chief Executive Vikram Pandit revealed who's on top in the new world of American finance."Don't give up on us," Mr. Pandit said, pleading with the official not to push out top management. "Give us a chance to execute."Mr. Pandit is on the verge of ceding yet more control to the government. Citigroup is in talks with federal officials about the U.S. taking greater ownership of the bank by converting its 7.8% stake of preferred shares to as much as 40% of Citigroup's common stock. Doing so would give the wobbling bank a desperately needed boost to its capital, but less control of its destiny. Interviews with more than 30 banking-industry executives, regulators, government officials and others show that the U.S.-Citigroup relationship, one of the most important products of the American financial-system bailout, is off to a very rocky start.Citigroup executives are attempting to strike a seemingly impossible balance: Run the business in a way that will please their new federal masters, but also help the bank rebound from $28 billion in losses over the past five quarters.Former federal officials have dubbed Citigroup the "Death Star," comparing the bank's threat to the financial system with the planet-destroying super weapon in the "Star Wars" movies. Privately, in the words of one official, they regard the banking giant as "unmanageable." Complicating the issue is the government's back-and-forth between bouts of micromanaging the banking giant and periods of ignoring it. In trying to be neither an active nor a passive investor, the U.S. is directing the business without a firm strategy or particular expertise.In a recent meeting with investment bankers, Citigroup's investment-banking chief, John Havens, was pushing his deputies to further streamline operations in order to reduce costs. One executive asked whether the changes needed to be made quickly. The question "is typical Citi," Mr. Havens replied, suggesting that decisions at the company take too long, according to a person at the meeting. "That's why Geithner is so intolerant with us these days," Mr. Havens told the bankers.Now, gallows humor is setting in. This week, some employees noted that they always thought that working for Citigroup -- with its unwieldy bureaucracy and clashing fiefdoms -- was like working for the government anyway.

Geithner: 'My Plan for Bad Bank Assets' The American economy and much of the world now face extraordinary challenges, and confronting these challenges will continue to require extraordinary actions.No crisis like this has a simple or single cause, but as a nation we borrowed too much and let our financial system take on irresponsible levels of risk. Those decisions have caused enormous suffering, and much of the damage has fallen on ordinary Americans and small-business owners who were careful and responsible. This is fundamentally unfair, and Americans are justifiably angry and frustrated.The depth of public anger and the gravity of this crisis require that every policy we take be held to the most serious test: whether it gets our financial system back to the business of providing credit to working families and viable businesses, and helps prevent future crises.However, the financial system as a whole is still working against recovery. Many banks, still burdened by bad lending decisions, are holding back on providing credit. Market prices for many assets held by financial institutions -- so-called legacy assets -- are either uncertain or depressed. With these pressures at work on bank balance sheets, credit remains a scarce commodity, and credit that is available carries a high cost for borrowers.Today, we are announcing another critical piece of our plan to increase the flow of credit and expand liquidity. Our new Public-Private Investment Program will set up funds to provide a market for the legacy loans and securities that currently burden the financial system.The Public-Private Investment Program will purchase real-estate related loans from banks and securities from the broader markets. Banks will have the ability to sell pools of loans to dedicated funds, and investors will compete to have the ability to participate in those funds and take advantage of the financing provided by the government.The funds established under this program will have three essential design features. First, they will use government resources in the form of capital from the Treasury, and financing from the FDIC and Federal Reserve, to mobilize capital from private investors. Second, the Public-Private Investment Program will ensure that private-sector participants share the risks alongside the taxpayer, and that the taxpayer shares in the profits from these investments. These funds will be open to investors of all types, such as pension funds, so that a broad range of Americans can participate.Third, private-sector purchasers will establish the value of the loans and securities purchased under the program, which will protect the government from overpaying for these assets.

Adult Supervision and Systemic Reform

Government Looks to Cap Firms' Risks Treasury Secretary Timothy Geithner, in a bid to forestall a repeat of the financial crisis, suggested the Obama administration may limit the ability of big firms to take risks. Mr. Geithner said the government must provide significant amounts of financing to the private sector in order to restart paralyzed financial markets.Mr. Geithner said the government is trying to create a market where none exists in order to get bad loans and other assets off the books of financial firms.Among the things the administration plans to push for is authority to wind down a large, complex institution. Mr. Geithner called it "tragic" that no such authority exists.The administration, in trying to deal with the current mess, is committed to providing enough capital so banks feel confident to begin lending again, even if there is a deeper recession, Mr. Geithner said. The nation's largest banks are currently undergoing "stress tests" to determine their ability to weather worse economic conditions. Banks that are found to lack capital will be required to raise money and Mr. Geithner said the government will funnel as much money as needed to those firms.

Group Offers Boards Repair PlanThe leading U.S. organization of directors says its members must do a better job governing corporate America, or risk further alienation of wary shareholders.In a report to be released Tuesday, the National Association of Corporate Directors urges boards to bolster their handling of risk oversight, corporate strategy, executive compensation and investor communications. Among other things, the report suggests directors consider creating so-called bonus banks for executives, which would pay out over time if executives reach key goals."The only folks who can fix corporate America are the directors," NACD President Kenneth Daly said in an interview. "Boards are really trying to do a good job. But they aren't all doing a great job in all areas."The governance drive comes amid intensified scrutiny of corporate boards for poor oversight of management leading up to the credit crisis and recession. A new federal law requires 400 companies receiving bailout money to give stockholders an advisory vote on executive-compensation practices. Congress likely will extend the requirement to all listed companies. At many companies, individual directors are now subject to possible dismissal if they don't win a majority of votes cast during annual meetings.No report alone, regardless of its source, will restore investor confidence, some governance specialists say. "The public wants to see good results, not just good principles," said Lucian Bebchuk, a Harvard Law School professor and head of its corporate-governance program.At Home Depot Inc., where Ms. Hill is the lead director, the board recently enlarged its involvement in corporate strategy -- another approach endorsed by the NACD.At the request of CEO Frank Blake, Home Depot directors spent a Saturday in October discussing possible strategic shifts with top management. Ms. Hill said it was the first all-day strategy-planning session involving directors since she joined the board a decade ago. The discussion contributed to Home Depot's January decision to close its 34 Home Expo Design Centers, Ms. Hill said.The NACD report also urges boards to constantly review their size and makeup "to ensure a close fit" with the company's strategic direction. Aetna and Dow Chemical directors go a step further. They recruit new members with "the expertise and experience to oversee [future] strategic thrusts," Ms. Franklin said. Their recruitment efforts sometimes begin years before an expected vacancy, she added.

Judging the Outlook

Channeling the 80's Macro Man was admonished last night not to repeat his mantra about 6% rallies. Coming so soon after the last 6% rally, there would appear to be little utility in doing so, so he won't. Instead, he'll cue up the Smiths' "Stop Me If You've Hear This One Before". The 23% rally off the recent lows has been impressive, but let's remember that it's the fourth such rally of similar magnitude of the last six months.....many of which have been centered around policy developments. So while he's retreated to the equity market sidelines, nursing his wounds, Macro Man retains a less-than-enthusiastic outlook moving forwards. The question he has re: the PPIF is not why an asset manager would participate, but rather why a bank would sell assets at a level that would be economically viable for the buyer. While it is true that fund managers will be putting up a small sliver of equity relative to the assets that they can buy, what this means is that if the managers overpay it will take only a small decline in the value of the assets to completely wipe out that equity. If these investments are placed in specially-crafted vehicles, this will encourage them to drive the hardest bargain possible. Would you invest in a fund that has an equal chance of doubling its money or losing all of its equity/ Neither would Macro Man. It will be worth following ABX to see if markets start getting legitimately excited. So far, it's been met with a yawn.

Game Plan - 3/24/09 839.43 is the next important resistance level. That was the high on the day before the Gap of Doom, February 13th, and is a Fibonacci confluence level that I can arrive at four different ways. If the SPX can break through that level, the next stop is the February 9th high at 875-878, which is also a confluence level.But what about the Geithner Gap? If Monday morning’s gap turns out to be a “measuring gap” then you calculate the target by placing the gap in the middle of the trend. So, the uptrend began at 666, and the Geithner Gap opened at 772, so 772-666=106 points. And 106+772=878, which just so happens to match the February peaks, and my Fibonacci projections. Here is a chart where I use a fib retracement to align the gap and arrive at the projection (Matt's SPX Chart - click to view):So, if the rally is to continue, it is geared for 878. Of course, the market is terribly overbought now, and with the Gap of Doom more-or-less filled, the market should turn down. Filling the gap is bullish in the intermediate term, but usually bearish in the short term since gaps often serve as targets that terminate trends.If the market pulls back, we want to see if the Geithner Gap gets filled. If it does, then a good chunk of the rational for 878 goes out the window.

March 22, 2009

Burn the Witches: Private Outrage, Public Policy and Butterfly Effects (Updates)

First off if it's not clear we hope you took at least two fundamental points away from the prior post: 1) we've got a long....g way to go in this business cycle, it's just started and eyeball inspection tells you it's gonna get deeper and uglier. And 2) the last two week's rally is a bear market sucker's rally not founded on realities but triggered by the Pandit Put and whimpering out with the Big Ben (not)Bang. Which roughly translated means it's time to go inverse. The third major sub-theme is that we are utterly dependent on public policy, both in the US and around the world, for triage, damage repair, stimulus and recovery and long-term restoration of growth. Which hides a fourth - public policy is co-dependent between political leadership and the "will of the people". Before trying to walk rationally, and we hope, rigorously thru the various policy aspects and consequences we need to do some emotional (lizard-brain) level-setting. Accordingly we appeal to those great diagnosticians of the public pscyhe, Monty Python, who in one simple five-minute vinette capture and encapsulate everything from crowd psychology to false positive leadership to letting apparent logic mislead you. We really do think you ought to watch the whole clip to ground the rest of this post !

There are three things at play here: 1) downturn in the economy vs fiscal stimulus policy, 2) broken credit markets vs monetary policy and credit "fixes" and 3) political will, games and leadership. Of the three the most important at this juncture is the third. We say juncture because the Administration and the Fed are taking almost all the right steps IOHO (btw all the smart punditocracy who're so smart should dig into the details and come up with alternatives if they're so much more brilliant than the guys on the hot seats; as TR puts it, "there's nothing like stepping into the ring's blood and dust yourself" or something to that effect !). All that said we say juncture because the AIG bonus screwup is serving as a lightening rod for the fears, uncertainties and massive distrust of our private sector leadership. Who in fact failed us miserably. We spent a whole post (Predator Prey Symbiosis: Crisis, Leadership and Values) discussing why their behaviors were immoral, reprehensible, severely damaging the public well-being and violated the essential foundations of the social contract. All well and good. And the sensible pundits, e.g. Joe Nocera, et.al. of the NYT, who're trying to inject a few notes of rationality into the "burn the witches" anger are doing their best. But nobody is getting the whole picture right, again IOHO. The problem is that, as an essentially social species, we rely on trust between members of the same tribe to function and for twenty years or more that trust has been increasingly abused. The net result is a poisoning of the ecology on which we all rely. So here's the bottomline, so-to-speak; the anger is entirely justified even if counter-productive. Until it's bled off or re-directed our risks of doing something self-damagingly stupid are going to increase. In other words the single most important economic and financial datum to watch is whether this firestorm blows out or turns into a populist conflagration and takes us with it. The latter we give a low probability but an increasing risk. Unfortunately the former is also low - about all we can hope for is that the lid is kept on the pressure cooker long enough to bleed off the over-pressure and give the substantive programs some time to work.

Economic Policy

In the readings you'll find another collection that looks at various policies designed to get the economy going again and repair and re-start the credit markets, both in the US and around the world. At the end you'll find a bunch of excerpts that speak to the mini-essay we just wrote on the political challenges. As we said in our last post (History Review to Look Ahead: Markets, Economy & Business Trifecta) getting the economy going again is the fundamental strategic priority; and doing it in such a way that it becomes first self-sustaining and then gets back on a growth is the intelligent way to go about it. In the last set of readings we pointed you especially to two Econtrary essays by Paul Kasriel discussing fiscal policy during the Great Depression and the role of smart vs. stupid public spending. Public spending that subsidizes increased consumption is a "bad" idea. Public spending that invests in re-vitalizing the capital base (infrastructure, new inventions and innovations, education, healthcare, etc.) could put us back on the vanished Golden Path. To re-prove that fundamental argument we've created a composite chart from one of Paul's essays that shows how the economy was doing during the GD; the main point here is that a recovery was underway until the triumphal return of economic orthodoxies (at least of the time) caused budget tightening and the return of Phase II. Coupled with the really abysmal monetary policies of the time...well we'd really not want to try and dig our way out of this by starting WWIV, the strategy we defaulted to last time we were in a mess this serious ! Here's one more sad and dangerous set of facts for you on the international front. The rest of the world is actually in worse trouble now than the US. And is by and large facing more discombobulated policy responses, Europe in particular. In fact the only two countries where the leadership is stepping up to the plate are China and the US. Europe looks set to dis-coordinate itself into a disaster and Japan is in worse shape. So either we make this work or kaboom !

Monetary Situation

Speaking of credit markets, monetary politcy and central bank fixes take a look at this composite chart which shows the behavior of key interest rates from Jan08 to now and YtD. The rates charted include the TED spread, the 3Mo Treasure (IRX) and the 10Yr Treasury (TNX). TED is the different between Libor and IRX. Notice how rough it was last year leading to the catatstrophic levels reached in the Sep/Oct timeframes and how "repaired" it got as disaster was averted. While the wheels got kept on the wagon it's still wobbly and in fact started wobbling worse earlier this year but again appears to be improving. We're a long way away from having restored credit markets; in fact we're still in the Triage and emergency field medical care stage. Hopefully the upcoming Treasury plans will be the equivalent of getting to the MASH, in combination with the Fed's huge quantitative easing program and special facilities like TALF designed to credit flowing to consumers and small businesses again. Then we can start working on re-engineering the architecture of the entire set of regulatory frameworks (one of the most interesting essays excepted below is on by Sec. Paulson calling for just that. Stop and think about that...ex-GS CEO, ex Rep. Sec....lightening rod and he says it needs major re-constructive surgery...wow !).

The Peasants are Revolting

Let's close by re-iterating our starting point with some personal ancecdotes. Talking to my friends and neighbors for months now they're still in denial and shock but moving rapidly toward anger. In fact two close friends, both experienced executives of long standing, who pay some attention but not a lot to financial and economic affairs both went out of their way to share their feelings with me recently. Or more accurately chose me to vent their outrage out. If two business executives of decades of experience and fairly conservative in their outlook at that PO'd think how the populace in general feels. Like we said the Monthy Python clip is not really humorous in these circumstances. And all to many of the pundits are wanting to weigh the witch against the duck and burn here if she fails the test (to really get both the joke and the indictment you have to watch the clip). But you should be watching the political news just as much as the economic news...it's NOW as important for the market and economic outlook.

UPDATEs: One of the truly startling things (cf. the excerpt on the revival of Ayn Rand's popularity) is the combination of near criminal malfeasance, utter social and political tone-deafness and willingness to sacrifice the public trust (with the attendent violation of implicit fiduciary responsibilities and breaking the Social Contract) that Financial executives specifically and many executives in general are still committed to (committed...now there's a word !). The world is changing, the peasants are about to burn down the castle and they appear to be still planning the next dinner party. Check out this post from

Bob Sutton: Oblivious Rich Assholes

Seth Godin:The myth of big salaries (it's all marketing)

Tim Walker: “It’s going to take some patience.”

Breaker, Breaker. We got us a convoy !

D.C. to America: You Can't Handle the Truth Since the financial crisis began in 2007, policymakers' message to the American people seems to have been adopted from Jack Nicholson's famous line in "A Few Good Men": You can't handle the truth. John Mauldin, president of Millennium Wave Advisors, says there are two good reasons why Ben Bernanke, Presidents Bush and Obama, Treasury Secretaries Paulson and Geithner, and other luminaries haven't leveled with the American people about the state of the economy and steps being taken to address the crisis. And I'm not (just) talking about the AIG bonuses. First, policymakers don't really have the answers. There "really is no playbook" for this downturn, says Mauldin, author of the popular "Thoughts from the Frontline" e-letter. He also worries the financial markets are predicated on academic theory that is faulty, and now policymakers are (effectively) trying to put Humpty Dumpty back together again. Second, while pundits and analysts can afford to be "100% certain – and wrong" about what should be done, Mauldin notes policymakers don't have that luxury since their actions have real world consequences (intended and otherwise). Both points resonate but that still doesn't explain the lack of candor about both the size of the problem and actions being taken to address it. Moreover, there doesn't seem to be anybody in Washington with the leadership skills of Chesley Sullenberger, the hero of USAir Flight 1549, as Henry Blodget notes in the accompanying video.

Global Policy Responses

Economic Advisers Warn of No Quick Turnarounds Top administration economic advisers walked a careful line Sunday, saying that despite a few hopeful indicators and President Obama’s call to investors to consider returning to the share markets, that it would “take some time” to turn a corner. Mr. Obama and his senior aides also sought over the weekend to quell Chinese concerns about the long-run security of U.S. Treasury notes, which had brought a rare expression of high-level concern last week from Prime Minister Wen Jiabao. But despite the recent attempts of the president and others to buck up investor confidence, and a week in which American share markets registered their best performance in months, the message Sunday from one of the administration’s top economists, Lawrence H. Summers, director of the National Economic Council, was essentially one of caution. Asked on ABC’s “This Week” whether a bottoming of the economy was in sight, Mr. Summers said, “No one can make that judgment.” Job losses were likely to continue for some time, he suggested, noting: “We’ve got an economy that’s losing 600,000 jobs a month. It’s probably not going to stop imminently.” And queried about whether the unexpected profit reports for this year from Citibank and some other major banks meant that they were “out of the woods,” he replied, “I wish I could say that.” “It’s going to take some time” for the administration’s rescue efforts to gain serious traction, he said. Administration officials remained cautious Sunday about whether a second economic stimulus package might be needed. The impact of the first was only beginning to be felt, they said. Mr. Zandi agreed and called the current stimulus plan “quite well-designed.” But he also put the odds that another would be needed as “quite high.”

When ‘Deficit’ Isn’t a Dirty Word Because important policy decisions hinge on whether deficits matter, this is an opportune moment to take stock of what we know. The good news is that there is little disagreement among economists who have studied the issue. The consensus is that short-run deficits help end recessions, and that whether long-run deficits matter depends entirely on how government spends the borrowed money. If failure to borrow meant forgoing productive investments, bigger long-run deficits would actually be better than smaller ones. When a downturn throws people out of work, they spend less, causing still others to be thrown out of work, and so on, in a downward spiral. Failure to use short-run deficits to stimulate spending amplifies that spiral, causing further declines in tax receipts and even bigger deficits. That this path makes no sense is a settled issue. But what about long-run deficits? To think more clearly about them, we must recognize that carrying debt is costly. The government can pay just the interest on its debt each year, or it can pay interest plus some additional amount to reduce the principal. The yearly payment is clearly greater in the second case, just as a homeowner’s monthly payment is larger with a 10-year mortgage than with a 30-year one. But the total burden of the various repayment options (in technical terms, their “present value”) is exactly the same. It’s a simple trade-off between intensity of burden and duration of burden. No matter which option we choose, money spent to service debt can’t be spent for other things we value. But that doesn’t mean we should always borrow less. The main issue is what we do with the borrowed money. If we simply use the money to buy bigger houses and cars, deficits make us unambiguously worse off in the long run. That’s why the explosive increase in the national debt during the Bush administration was a grave misstep. In contrast, borrowing for well-chosen investments doesn’t make us poorer. Road maintenance is a case in point. Failure to repair roads in a timely way could mean eventually spending two to four times as much for the work. Even ignoring the fact that timely repairs would reduce the substantial vehicle damage from potholes, it would be much cheaper to borrow the money and do maintenance on schedule. It’s also useful to put the nation’s debt burden into perspective. Over the last eight years, Bush administration deficits raised the national debt by almost $5 trillion. Given the current crisis, it’s easy to imagine a similar increase during the next four years. At recent interest rates, servicing $10 trillion of extra debt costs about $400 billion annually — a big amount, to be sure, but less than 3 percent of the economy’s full-employment output. We’ll still be the richest country on the planet even after paying all that interest. 

Fed Plans to Inject Another $1 Trillion to Aid the Economy The Federal Reserve sharply stepped up its efforts to bolster the economy on Wednesday, announcing that it would pump an extra $1 trillion into the financial system by purchasing Treasury bonds and mortgage securities. Having already reduced the key interest rate it controls nearly to zero, the central bank has increasingly turned to alternatives like buying securities as a way of getting more dollars into the economy, a tactic that amounts to creating vast new sums of money out of thin air. But the moves on Wednesday were its biggest yet, almost doubling all of the Fed’s measures in the last year.The action makes the Fed a buyer of long-term government bonds rather than the short-term debt that it typically buys and sells to help control the money supply. The idea was to encourage more economic activity by lowering interest rates, including those on home loans, and to help the financial system as it struggles under the crushing weight of bad loans and poor investments. As expected, policy makers decided to keep the Fed’s benchmark interest rate on overnight loans in a range between zero and 0.25 percent. But to the surprise of investors and analysts, the committee said it had decided to purchase an additional $750 billion worth of government-guaranteed mortgage-backed securities on top of the $500 billion that the Fed is already in the process of buying. In addition, the Fed said it would buy up to $300 billion worth of longer-term Treasury securities over the next six months. That would tend to push down longer-term interest rates on all types of loans. All these measures would come in addition to what has already been an unprecedented expansion of lending by the Fed. The central bank also said it would probably expand the scope of a new program to finance consumer and business lending, which gets under way this week. In effect, the central bank has been lending money to a wider and wider array of borrowers, and it has financed that lending by using its authority to create new money at will. Since last September, the Fed’s lending programs have roughly doubled the size of its balance sheet, to about $1.8 trillion, from $900 billion. The actions announced on Wednesday are likely to expand that to well over $3 trillion over the next year. Despite a trickle of encouraging data in the last few weeks, Fed officials were clearly still worried and in no mood to cut back on their emergency efforts. Fed policy makers sharply reduced their economic forecasts in January, predicting that the economy would continue to experience steep contractions for the first half of 2009, that unemployment could approach 9 percent by the end of the year and that there was at least a small risk of a drop in consumer prices like those that Japan experienced for nearly a decade. The Fed rarely buys long-term government bonds. The last occasion was nearly 50 years ago under different economic circumstances when it tried to reduce long-term interest rates while allowing short term rates to rise. Ben S. Bernanke, the Fed chairman, has been extremely cautious in recent weeks about predicting an end to the recession, saying that he hoped to see the start of a recovery later this year but warning that unemployment, a lagging indicator, would probably keep climbing until some time in 2010.

Fed's Gamble: Buying Long Bonds The Federal Reserve's controversial decision to buy long-term Treasury securities is a step Chairman Ben Bernanke has been contemplating for much of this decade in thinking about how to prevent a return of deflation and depression. He hopes Wednesday's move will push down long-term borrowing rates benchmarked to Treasury bonds, from car loans to mortgage debt to corporate bonds. But it could backfire and fuel fears that the Fed, by using its power to print money to help the government finance soaring budget deficits, is kindling inflation. Those fears could, paradoxically, send Treasury yields higher. The market's initial reaction was mostly positive. Treasury yields dropped sharply, as previous research conducted by Mr. Bernanke suggested would happen. The Bank of England's decision earlier this month to begin purchasing government debt provided comfort that the move would work. Yields on British gilts have declined by roughly half a percentage point after it decided to buy gilts. An explosion of federal borrowing had started to put upward pressure on Treasury yields, said Brian Sack, an economist at Macroeconomic Advisers LLC. "Fed purchases could relieve some of that pressure and have a meaningful impact on yields." But in a hint of potential worries among investors about the Fed flooding the economy with even more money, the dollar dropped against the euro and the yen. The euro landed at $1.34 in late trading, up from $1.30 the day before, the biggest one-day gain since its birth in 1999.

Consumer-Loan Plan Is Off to Slow Start A program aimed at reviving consumer lending is stumbling out of the gate, pressured by distrust on Wall Street between banks and hedge funds as well as worries that the government will keep changing the rules in its rescue efforts. The Federal Reserve and Treasury program, which launches Thursday, allows hedge funds and other investors to borrow from the central bank on favorable terms. Investors in turn use the cash to buy new securities backed by auto loans, credit-card debt and other consumer financing. The credit crisis has cut off lending to consumers hoping to buy cars or borrow on their credit cards because investors, worried about rising defaults, have shunned that debt. The market for the asset-backed securities backed by this debt has shrunk from more than $1 trillion in 2006 to just $3 billion during the first two months of 2009, according to Dealogic.The goal of the program, called the Term Asset-Backed Securities Loan Facility, or TALF, is to make it more attractive to buy this debt and easier for consumers to get loans and spend money. Wall Street firms, after scrambling to get investors on board, generated enough interest for three deals associated with the program. In its early stages, the program has an outer limit of $200 billion, but that could grow to $1 trillion as the program is expanded to new asset classes. The first round of deals will be a tiny fraction of that, likely totaling about $5 billion, and many of the investors won't tap the Fed to fund their purchases of these securities. "Stillborn would be too harsh, but it is off to a pretty rough start," said Michael Ferolli, a J.P. Morgan economist. Officials have tempered their expectations for the launch. But they anticipate that the program will gain traction and were encouraged that three deals were launched to kick off the program.

Kashkari warns Congress not to force lending The official in charge of the Treasury's $700 billion bailout program for the financial sector warned Congress Wednesday that the government should not force banks to make loans that bankers may deem risky. Neel Kashkari, interim assistant secretary for financial stability at Treasury, told a congressional oversight panel that bad lending practices were at the root of the financial crisis and cautioned Congress not to "micromanage" institutions that receive government funds. "However well-intended, government officials are not positioned to make better commercial decisions than lenders in our communities," he said. Kashkari, who was put in the job during the Bush administration, testified amid growing impatience among members of Congress who want to see evidence that the taxpayer money is actually loosening credit markets. Lawmakers on a subcommittee of the House Oversight and Reform Committee voiced frustration with what they said was a continued lack of clarity from the Treasury on how banks were spending money they have received under the Troubled Asset Relief Program.

U.S. Seizes Key Cogs For Credit UnionsIn the latest move by federal authorities to prop up the nation's banking system, regulators late Friday seized control of the two largest wholesale credit unions in the U.S. after finding that their losses on mortgage-related securities were larger than previously thought.U.S. Central Corporate Federal Credit Union in Lenexa, Kan., and Western Corporate Federal Credit Union in San Dimas, Calif., which have a total $57 billion in assets, were taken into conservatorship by federal regulators.Michael E. Fryzel, chairman of the National Credit Union Administration, the industry's federal regulator, said the seizure was necessary to maintain the integrity of the credit-union system and protect the insurance fund that backs up deposits in thousands of retail credit unions.The affected institutions don't serve the general public. They provide critical financing, check clearing and other tasks for the retail institutions. These wholesale credit unions, known in industry parlance as corporate credit unions, are owned by their retail credit-union members.The vast majority of regular credit unions, the bank-like cooperatives familiar to millions of account holders nationwide, are considered financially sound. Credit unions have more than 90 million members nationwide.U.S. Central and Western Corporate have been grappling for more than a year with large paper losses on a slew of assets, mostly mortgage related. In January, regulators moved to prop up U.S. Central with a $1 billion infusion after it took big write-downs on some of the securities.

 

As Stress Grows, ECB Stays in Denial Can Europe act collectively? The Federal Reserve's shock tactic of pumping more than $1 trillion into the U.S. economy through bond purchases -- after a similar move by the Bank of England -- has left the European Central Bank in a bind. In addition, the bank's refinancing rate of 1.5% is one percentage point above comparable rates in the U.S. and U.K. -- despite forecasts that euro-zone inflation will hit zero this year and GDP will decline by as much as 4%. Printing money is anything but a risk-free solution to the deflationary threat. But one immediate consequence of the Fed's action has been to further undermine confidence in the dollar at a time when the euro already looks overvalued. That piles even more pressure on the ECB, which had been hoping that the stimulative impact of a weaker euro would help counter the disinflationary, if not deflationary, pressures it faces. In its defense, the ECB hasn't been idle. Its less-closely followed deposit rate -- which banks receive on cash left overnight with the ECB -- now stands at just 0.5%, well below the overnight interbank rate of 0.9%. The ECB hopes that will encourage banks to lend to one another and, more important, lend on to customers. The trouble is, with confidence shot to pieces, banks might continue to hoard cash regardless of the deposit rate. Two things are restraining the ECB from more radical action. One is philosophical: The ECB has inherited the inflation-fighting mantle of the Bundesbank, an institution committed to not repeating the Weimar Republic's disastrous experience with hyperinflation. Another is the difficulty of building a consensus among the 16 euro-zone members, particularly when Germany feels it will pick up the tab for the reckless behavior of others. That is a particular problem when it comes to quantitative easing, or using the central-bank balance sheet to buy government bonds. When the Fed and the BOE want to pump money into the economy, they simply buy U.S. and U.K. government bonds. But the euro zone doesn't issue its own bonds. Instead, the ECB would have to buy bonds issued by member states, forcing it into a political minefield as it tries to decide whose debt to buy and how much.Would it only buy bonds from Triple-A rated countries, such as Germany and France, whose debt is lowest risk and most liquid? Or would it buy the bonds of downgraded countries, such as Greece and Spain, thereby cutting their borrowing costs? These are tricky questions. But unless the euro zone acts quickly to agree to some ground rules, it risks finding itself unable to act even if it decides that quantitative easing is the only option.

U.S. to Toughen Finance Rules The Obama administration, moving with increasing speed, has inked the main contours of its plan to revamp financial-market oversight -- changes that will ripple through the economy, affecting everything from the operations of international banks to consumer protection. The principles include giving the Federal Reserve new powers that include authority to monitor and address broad risks across the economy, say people familiar with the matter. The proposals are expected to include tougher capital requirements for big banks and authority for regulators to take over a large financial firm that is failing. Treasury Secretary Timothy Geithner will soon outline proposed changes in financial regulation. They are expected to include: An enhanced role for the Federal Reserve to monitor and address broad economic risks. Changes to the way banks are overseen to prevent lenders from shopping among regulators for the easiest supervision. More transparency and stricter rules for the way money flows between banks. Tougher capital requirements for big banks. Consolidation of consumer-protection enforcement. Proposed changes to the payment and settlement system could also create a central body to process and monitor trades in derivatives, which are financial contracts whose value varies with the value of some other asset. Creating a derivatives clearinghouse would aim to prevent problems such as those at American International Group Inc., whose near-collapse last fall threatened havoc because no one could get a handle on its vast operation in credit-default swaps, a type of financial insurance. The Obama plan is likely to contain ways to make capital requirements less likely to drift lower during strong years for banks. The result could be to require banks to hold more capital during good times -- capping growth -- so those reserves can be safely drawn down if the economy turns sour -- freeing up more funds for lending.The plan is expected to ask Congress to give regulators the power to take over a financial company whose collapse would threaten financial markets.

Global Strategic Reponses vs Politics

Reform the architecture of regulation(Paulson) In the midst of the market turmoil, the pressing priority for US and global policymakers is to repair the financial system and restore the economy. Just as important, however, will be addressing the serious flaws exposed by this crisis. This process of reflection and reform will be critical to restoring confidence and enabling market-based capitalism to rebuild our economies. We must recognise the real possibility that because the crisis is not behind us, there may be lessons to learn and problems to address that are not now obvious. Yet many lessons are obvious and I take confidence from the commitment of world leaders – in the US, Europe, China and elsewhere – to pursue comprehensive regulatory reform and co-ordinate internationally. First, this will be a big, multi-year undertaking. The crisis has exposed serious flaws in many aspects of our financial system. There will be proposals for more effective regulations in areas ranging from over-the-counter derivatives and short selling, to the practices of financial institutions, investors, mortgage originators and credit rating agencies. We will need to reflect on the long-held premise that sophisticated investors have the wherewithal to look out for themselves and require minimal, if any, supervision. In these areas and others, regulations must be crafted to foster market stability while maintaining the fundamental tenet of capitalism: if investors are to reap the rewards of taking risks they must also bear the negative results of their risk-taking. Yet updating our regulations and market practices will not be enough. We must also fundamentally reform and modernise our regulatory architecture and authorities. While regulators have co-operated in addressing this turmoil, it is clear that their overlapping jurisdictions, gaps in jurisdictions and authorities, uneven capabilities and competition among themselves created the environment in which excesses throughout the markets could thrive. Consequently, to focus only on new regulation would fall short: we must also modernise the regulatory system and authorities in the US. This is not a new issue, but it is a difficult one. If we search for something positive in the carnage created by this financial crisis, it may be that it will provide the impetus for doing what many, including myself, have repeatedly called for: real reform of our regulatory architecture.

No Clear Accord on Stimulus by Top 20 Nations Two weeks before President Obama and the leaders of 19 other industrial nations meet to confront a global economic contraction, top finance officials meeting here Saturday committed to take “whatever action is necessary” to revive consumer demand and regulate global markets. Even so, they still seemed to have divergent views on what actions are required now.  At the end of a lengthy meeting at a luxury resort outside London, the so-called Group of 20 nations, who together represent about 85 percent of the world economy, failed to offer specifics about the size or timing of coordinated economic stimulus, and some major players, including Germany and France, remain deeply reluctant to add to their national debt. They did agree on Saturday to commit more money to help developing countries and the emerging markets of Eastern Europe, where the downturn has spilled into street protests. They also pledged to step up efforts to revive bank lending and regulate hedge funds. But the vagueness of the commitment meant that it will be up to President Obama — and the leaders of China, Russia and European nations, among others — to convince the markets that they have a coordinated strategy as they prepare to meet in London on April 2.

A Continent Adrift The clear and present danger to Europe right now comes from a different direction — the continent’s failure to respond effectively to the financial crisis. Europe has fallen short in terms of both fiscal and monetary policy: it’s facing at least as severe a slump as the United States, yet it’s doing far less to combat the downturn. On the fiscal side, the comparison with the United States is striking. Many economists, myself included, have argued that the Obama administration’s stimulus plan is too small, given the depth of the crisis. But America’s actions dwarf anything the Europeans are doing. The difference in monetary policy is equally striking. The European Central Bank has been far less proactive than the Federal Reserve; it has been slow to cut interest rates (it actually raised rates last July), and it has shied away from any strong measures to unfreeze credit markets. The only thing working in Europe’s favor is the very thing for which it takes the most criticism — the size and generosity of its welfare states, which are cushioning the impact of the economic slump. This is no small matter. Guaranteed health insurance and generous unemployment benefits ensure that, at least so far, there isn’t as much sheer human suffering in Europe as there is in America. And these programs will also help sustain spending in the slump.  But such “automatic stabilizers” are no substitute for positive action. Why is Europe falling short? Poor leadership is part of the story. European banking officials, who completely missed the depth of the crisis, still seem weirdly complacent. And to hear anything in America comparable to the know-nothing diatribes of Germany’s finance minister you have to listen to, well, Republicans. But there’s a deeper problem: Europe’s economic and monetary integration has run too far ahead of its political institutions. The economies of Europe’s many nations are almost as tightly linked as the economies of America’s many states — and most of Europe shares a common currency. But unlike America, Europe doesn’t have the kind of continentwide institutions needed to deal with a continentwide crisis.

Trade Barriers Could Imperil Global Economy At least 17 of the 20 major nations that vowed at a November summit to avoid protectionist steps that could spark a global trade war have violated that promise, with countries from Russia to the United States to China enacting measures aimed at limiting the flow of imported goods, according to a World Bank report unveiled yesterday. The report underscores a "worrying" trend toward protectionism as countries rush to shield their ailing domestic industries during the global economic crisis. It comes one day after Mexico vowed to slap new restrictions on 90 U.S. products. That action is being taken in retaliation against Washington for canceling a program that allowed Mexican truck drivers the right to transport goods across the United States, illustrating the tit-for-tat responses that experts fear could grow in coming months. The report comes ahead of an April 2 summit in London in which the heads of state from those 20 industrialized and developing economies will seek to shape a coordinated response to the economic crisis. Their inability to keep their November promises is another indication of how difficult it will be to implement any agreement reached next month on a global scale. Protectionist measures may also sharply worsen the collapse of global trade, which the World Bank said is facing its steepest decline in 80 years as global demand dries up.

Editorial: A survival plan for global capitalism  J.K. Galbraith wrote that 1929 stood alongside 1066, 1776, 1914, 1945 and 1989 in its importance. The world today was shaped by the efforts of governments to overcome the economic meltdown of the 1930s – and the consequences of their failures. Even if this economic crisis is not as bad as the Great Depression, it will have epoch-moulding consequences. This week the Financial Times starts a series on the Future of Capitalism. Much, however, depends on the success of next month’s meeting of the Group of 20 in London and how successful governments are at ending this worldwide crisis. The intellectual impact of the crisis has already been colossal. The “Greenspanist” doctrine in monetary policy is in retreat. It no longer seems clear that it is easier for central banks to clean up after asset price bubbles burst than to prick them when they are small. Monetary authorities will need to be more concerned both about financial stability and global imbalances which allowed a few countries to build up vast surpluses while a few others ran yawning deficits. Finance has already changed irrevocably. The grand investment banks which once strode alone have either collapsed, or joined the flock of retail banks. Governments are now borrowers, lenders, investors and insurers of last resort for much of the financial system. The future of finance will be determined by their efforts to disentangle themselves from the thickets of guarantees they have been forced to make. The depth of the crisis will determine how easily they manage it. The fiscal cost of this episode is unclear. In some countries, it may be state-busting. Some nations will need to cope with extraordinary fiscal tightenings in the coming years. The domestic impact of government spending – and its geopolitical ramifications – could yet be colossal. Again, much depends on how soon the downturn ends. There is one certainty. While recessions are inevitable, deep depressions or slumps – or whatever you call them – are neither necessary nor welcome. They destroy wealth, sap happiness and crush old certainties. What is more, increasing poverty is a grave threat to world stability and democracy. Revolutions often start as bread riots, and economically-stagnant countries make belligerent neighbours. Growth must be restarted.

Why saving the world economy should be affordable Can we afford this crisis? Will governments destroy their solvency, as they use their balance sheets to rescue over-indebted private sectors? The debate, as it has so often been, is between the US and Germany. Thus, in a speech last week, Tim Geithner, US Treasury secretary, noted that, “The IMF has called for countries to put in place fiscal stimulus of 2 per cent of aggregate GDP each year by 2009-10. This is a reasonable benchmark to guide each of our individual efforts. We think the G20 should ask the IMF to report on countries’ stimulus efforts scaled against the relative shortfall in growth rates.” Needless to say, no such firm pledge was forthcoming, with Germany particularly resistant. Nevertheless, a great deal of fiscal stimulus has occurred. This is what readers of recent research on the aftermath of financial crises by Carmen Reinhart of the University of Maryland and Kenneth Rogoff of Harvard would expect. These authors concluded from studying 13 big financial crises that the average rise in real public debt in the three years following a banking crisis was 86 per cent. In some of these cases, the increase was more than 150 per cent*. So, is there good reason to expect huge increases in public sector indebtedness across the globe, not least in triple A rated sovereign borrowers ? The answer is: yes. If so, does this guarantee defaults of some kind? The answer is: no. In a recent paper, the staff of the International Monetary Fund suggest why these are the right answers.

Sound and Fury: Denial, Revenge, Repairs ?

Outside Edge: The book that’s in and out of fashion Who is Ayn Rand? The answer is critical to understanding Atlas Shrugged, the libertarian blockbuster written by this Russian-American author. A book of big ideas first published in 1957, it is selling strongly again. Its depiction of a US enervated by interventionism has struck a chord as Washington spends billions on bailing out banks and businesses. The literary device that underpins a plot Wagner would have considered over-elaborate is the question: “Who is John Galt?” It is uttered by despairing Americans whose country is collapsing into chaos. Socialist politicians, venal scientists and corrupt businessmen are all to blame. Galt, it transpires, is a brilliant engineer who has organised a “strike” of the US’s most talented businessmen. These are the “Atlases” who shrug off the world supported on their under-appreciated shoulders. This precipitates anarchy and the remaking of society along libertarian lines. So who is, or rather was, Ayn Rand? The book is back in fashion. The Ayn Rand Institute in California says twice as many copies were sold in the US in 2008 as in 2007, and three times as many in the first seven weeks of 2009 alone. It is popular with business people, usually portrayed as creeps by novelists. They are mostly heroes in Atlas Shrugged, whose publisher, Penguin, is a sister company to the Financial Times. The premise that free trade should rule relationships in place of guilt and coercion appeals to them. Left-leaning liberals mostly hate the book. European sales are apparently modest. There is little place for the weak or for compassion in Rand’s world. But few critics have picked up on the trail of evidence that implicates the author, who died in 1982, in the current economic cataclysm. Rand popularised the libertarian economic ideas that found political expression through Margaret Thatcher, former UK prime minister, and Ronald Reagan, former US president and a Rand fan. Alan Greenspan, who as US Federal Reserve chairman pumped up credit in the wake of “dotbomb” and fuelled the subprime crisis, was also an admirer. Many commentators blame the laisser faire ideology that Rand and others espoused for triggering the credit crunch. State intervention has been a response to disaster rather than triggering it in the way depicted in Atlas Shrugged. An answer to “Who is Ayn Rand?” is therefore: “One of the accused.”

House Passes Bonus Tax Bill The House passed legislation Thursday that would significantly curb Wall Street bonuses this year, as lawmakers from both parties echoed popular outrage over big payouts to employees of American International Group Inc. after the ailing insurance giant took billions of dollars in taxpayer money. The House measure was approved on a 328-93 vote and would impose a 90% surtax on bonuses granted to employees who earn more than $250,000 at companies that have received at least $5 billion from the government's financial rescue program. The bonus tax, if approved by the Senate and signed into law, would be retroactive to Dec. 31, 2008. Wall Street firms last year paid more than $18.4 billion in bonuses in New York City, according to the New York state comptroller, and pay experts estimated that thousands of employees would likely be affected. While the attacks on Wall Street bonuses were seen in Washington this week as good politics, many financial analysts -- and some Obama administration officials -- worried the rush to pass the measures may prove to be bad policy and undermine the government's financial rescue plans. President Barack Obama issued a statement that aides said was intentionally lukewarm. In it, he said the House vote "rightly reflects the outrage that so many feel" over the bonuses, but it didn't mention the substance of the bill. In an appearance later on "The Tonight Show with Jay Leno," Mr. Obama said he understands the frustration. "Everybody's angry," he said. "But I think that the best way to handle this is to make sure that you close the door before the horse gets out of the barn. And what happened here was the money's already gone out, and people are scrambling to try to find ways to get back at them." But privately, there's concern within the Obama administration that the angry political atmosphere now surrounding the federal bailout program will scare away private participants the government needs to help bolster the financial system. Treasury Secretary Timothy Geithner's financial rescue plan is heavily reliant on hedge funds and private-equity funds, for example, to buy up the toxic assets at the heart of the financial crisis. Mr. Geithner is expected to soon unveil details of the so-called Public-Private Investment Fund, which will rely on private capital to buy bad loans and other assets. Members of the administration question whether the appearance of unpredictability by Congress gives potential investors the idea the government program is too risky. Already, many banks are wary of participating in the government's voluntary $250 billion capital-injection program. More than 200 banks have withdrawn their applications to receive government cash.

Obama’s Real Test When you hear a sitting U.S. senator call for bankers to commit suicide, you know that the anger level in the country is reaching a “Bonfire of the Vanities,” get-out-the-pitchforks danger level. It is dangerous for so many reasons, but most of all because this real anger about A.I.G. could overwhelm the still really difficult but critically important things we must do in the next few weeks to defuse this financial crisis. Let me be specific: If you didn’t like reading about A.I.G. brokers getting millions in bonuses after their company — 80 percent of which is owned by U.S. taxpayers — racked up the biggest quarterly loss in the history of the Milky Way Galaxy, you’re really not going to like the bank bailout plan to be rolled out soon by the Obama team. That plan will begin by using up the $250 billion or so left in TARP funds to start removing the toxic assets from the banks. But ultimately, to get the scale of bank repair we need, it will likely require some $750 billion more. The plan makes sense, and, if done right, it might even make profits for U.S. taxpayers. But in this climate of anger, it will take every bit of political capital in Barack Obama’s piggy bank — as well as Michelle’s, Sasha’s and Malia’s — to sell it to Congress and the public. The job can’t be his alone. Everyone who has a stake in stabilizing and reforming the system is going to have to suck it up. And that starts with the brokers at A.I.G. who got the $165 million in bonuses. They need to voluntarily return them. Everyone today is taking a haircut of some kind or another, and A.I.G. brokers surely can be no exception. We do not want the U.S. government abrogating contracts — the rule of law is why everyone around the world wants to invest in our economy. But taxpayers should not sit quietly as bonuses are paid to people who were running an insurance scheme that would have made Bernie Madoff smile. The best way out is for the A.I.G. bankers to take one for the country and give up their bonuses.

Obama Urges Steadiness Amid Crisis  President Barack Obama reacted coolly to a House bill that would use the tax system to try and confiscate nearly all the bonuses paid to American International Group Inc. employees. It's important, he said, not to "lurch from thing to thing" in trying to address the nation's big problems. "Look, I understand Congress' frustrations," he said on "The Tonight Show with Jay Leno." But he suggested that legislators were being more vindictive than constructive. "Everybody's angry... but I think that the best way to handle this is to make sure that you close the door before the horse gets out of the barn. And what happened here was the money's already gone out, and people are scrambling to try to find ways to get back at them," he said. From there, he went on to pitch his long-stated proposals to change the tax code by increasing taxes on all upper-income Americans, specifically families earning more than $250,000 a year and individuals earning more than $200,000 annually. "The important thing over the next several months is making sure that we don't lurch from thing to thing, so we try to make steady progress, build a foundation toward long-term economic growth," he said. "That's what I think the American people expect." Mr. Leno was even more negative to the House plan, saying it "kind of scared me." "If the government decides they don't like a guy, all of the sudden hey we're going to tax you, and, boom, and it passes, that's seems a little scary," he said. "It was frightening to me as an American that Congress or whoever could decide I don't like that group, let's pass a law and tax them 90 percent." Mr. Obama traveled to California, a state hard hit by the recession, where unemployment tops 10%, to promote his budget plan and priorities, to tout the impact of the economic stimulus law, and to hear concerns of everyday people. During his trip, the president has sought to lower the expectations of his adoring fans, saying it will take time to accomplish their goals. At a town hall meeting in Los Angeles earlier Thursday, he warned an audience anxious over cuts to schools that it will cost money to pay for high-quality education.

The AIG Backlash: Has Congress Flipped Out? Barely a day goes by on Capitol Hill without some politician expressing a good measure of righteous indignation. It's less common for virtually every member of Congress, Democrat and Republican alike, to have the same target for his or her carefully calibrated anger. But when all that talk actually gets channeled into immediate action, then you know that something really historic is happening in Washington - and that Congress (and the public) may well come to regret it. The unprecedented productivity on Capitol Hill this week stems from the continuing, unanimous outrage over the $165 million in bonuses handed out by AIG, which the government has funneled more than a hundred billion dollars into since last summer. The plethora of legally questionable bills caps a messy week of finger pointing as all of Washington tries to harness public anger, score political points and figure out how AIG managed to grant the bonuses even after all the legislation Congress has passed to limit compensation to executives of the companies taxpayers have spent trillions of dollars bailing out. The GOP blamed Democratic ineptitude in the rush to pass too many bailouts; Democrats and Republicans alike said the Treasury Secretary Geithner has been asleep at the wheel; and the Obama Administration tried to refocus attention on the consensus point that Wall Street greed is the opposite of good. "In the end, this is a symptom of a larger problem - a bubble and bust economy that valued reckless speculation over responsibility and hard work," President Obama said in a statement. "That is what we must ultimately repair to build a lasting and widespread prosperity." But the AIG bonus scandal could make that repair job even harder than it already is. Growing doubts about the Administration's revitalization plan have now mushroomed into a full-blown credibility crisis. After all, how can Obama ask for upwards of another $750 billion for another bank bailout (as he has in his 2010 budget) and $100 billion to help the world economies, when it appears the Administration has had little control over how the banks have been spending the money thus far?

Sources and Causes: Look in the Mirror

Fluke? Credit crisis was a heist The folks in power in Washington and on Wall Street want to pretend that the current global financial crisis -- you know, the one that reduced household net worth in the United States by $11.2 trillion in 2008, according to the Federal Reserve -- was an accident caused by some unfortunate confluence of greed and asleep-at-the-switch regulators. What we're now living through, though, is the result of a conscious, planned looting of the world economy. Its roots stretch back decades. And it wouldn't have been possible without the contrivances of the bought-and-paid-for folks who sit in Congress. Of course, just because the plan blew up on the looters, taking off a financial finger here and a portfolio hand there, you shouldn't have any illusion that they've retired. In fact, in the "solutions" now being proposed -- by Congress -- to fix the global and U.S. financial systems, you can see the looters at work as hard as ever. The smoke screen -- the official explanation of the global crash -- was on full display at a March 5 hearing led by Sens. Chris Dodd, D-Conn., and Richard Shelby, R-Ala., respectively the chairman and ranking minority member of the Senate Banking Committee, into the $170 billion morass that is American International Group Served up on the grill were Eric Dinallo, the supervisor of insurance for New York state, and Scott Polakoff, the acting director of the federal Office of Thrift Supervision. Neither Dinallo nor Polakoff had a convincing explanation for why their agencies hadn't done more to stop the meltdown at AIG, which has so far cost taxpayers $170 billion. At times, they certainly seemed like they were trying to weasel out of responsibility, exactly as Shelby suggested. By trotting out these sacrificial victims in this show trial, our representatives in Washington hope you won't ask the hard questions, the questions that show that they bear far more responsibility for this crisis and for the destruction of trillions of dollars in global assets than any state insurance commissioner or Washington bureaucrat. What questions? How about these: (….).What should worry you now -- if you can spare a neuron or two from worrying about the economy, your job, your retirement savings, your mortgage and the meltdown of the global financial system -- is that the looters aren't in retreat. If anything, they're getting more brazen. The next round of looting is likely to come in the name of reform. Already, Shelby has called for federal regulation of the insurance industry. For years, the industry itself has been arguing for this, seeking to replace all those pesky state agencies and their differing rules with one federal standard. That's great if the federal standards are tougher than the toughest state standards and the federal regulators are tougher than the best state regulators. On recent evidence, I'm not counting on that. Are you?

Who's to blame? Look in the mirror It's open season on men in gray flannel suits this month, as citizens irate about the loss of $11 trillion in home and stock values have found a set of greedy, reckless insurers, bankers, politicians and TV personalities on whom they can vent their frustrations. Three "booyahs" for the baddies. Blaming someone else for your troubles is as American as handguns, yet it's fair to wonder whether some of the madness is misdirected. For below the surface of the anger on talk radio, the finger wagging in Congress, the Cramer baiting on TV and subpoena waving in statehouses lies the uncomfortable fact that most U.S. consumers were culpable in the borrowing binge that underlay the credit crisis. Much like drug abusers who complain about their nasty, cheating dealers, most Americans were users who were used. And now we're in rehab, secretly wishing for another shot at cheap, abundant credit while at the same time trying to deal with the idea that it's probably never coming back. In this context, the rash of rancor that has raked our culture in recent months is just a stop on the psychological spectrum that Elisabeth Kübler-Ross wrote about in her 1969 book, "On Death and Dying." She described five stages of grief -- denial, anger, bargaining, depression and acceptance -- that some experts believe Americans are enduring now, both individually and as a group. Do you recognize your own emotions somewhere along that path? Social anthropologist Jim Williams has been chronicling this journey for the past decade for his clients in the institutional-investment community, and he believes that acceptance -- the final resting stop for healing and peace -- is a long way away.His analysis is more than just a pedantic way for an academic to sort through the ethereal qualities of the physical world. Because if policymakers can understand that citizens' yearning for heads to roll comes from somewhere deep inside the subconscious, rather than from mere bloodthirstiness, then they can draft more a more effective, farsighted set of laws and rules to prevent another financial crisis from occurring.

Rescuing the economy from the worst financial crisis in 75 years just got harder. Thank those bonuses at American International Group.The uproar over six- and seven-figure payouts by a company propped up with $173 billion of government cash complicates President Barack Obama's already formidable task: To bolster the political courage of voter-fearing lawmakers to spend unfathomable sums of taxpayer money in order to avoid a decade of stagnation or a repeat of the Great Depression.

Rescuing the Economy Just Got Harder Federal Reserve Chairman Ben Bernanke, the nation's most prominent student of the Depression, was asked by a television interviewer the other day: What keeps you up at night? His answer wasn't Citigroup or inflation. "The biggest risk is that we don't have the political will," he said. "That we don't have the commitment to solve this problem, and that we let it just continue. In which case, we can't count on recovery."His point, though he can't put it so bluntly, is that it's going to take hundreds of billions of dollars more to rebuild the foundations of the banking system and restart the economy. It's going to mean letting some people profit from buying smelly mortgage assets on the cheap and paying others far more than the average office worker to manage huge portfolios that fall into government hands. And, to make the whole system safer, it's going to require changes to regulation of finance in ways that powerful interests will resist.Yet the public mood toward spending more taxpayer money -- and toward bankers and their government overseers -- appears even more hostile than it did last fall when the House of Representatives initially rejected the Bush administration's $700 billion bailout plea. Back then, voters didn't know what the plan was. Today, they know -- or at least think they do -- and they don't like it.Perhaps. But Ruy Teixeira, a sociologist who studies working-class attitudes, sees the AIG eruption as a manifestation of "the anger that people feel toward those who have been at the commanding heights of the economy for the last 20 years." Such sentiments led the House to vote 328-93 to impose a 90% tax on bonuses paid by firms that have received more than $5 billion from the TARP. And they prompted Jamie Dimon, chief executive of J.P. Morgan Chase, to bemoan "the constant vilification of corporate America."No one with the charisma of the late 19th century's Williams Jennings Bryan or late 20th century's Ross Perot has emerged to lead the angry mob -- yet.Mr. Obama himself may find a way to use the aroused public to build support for his "never again" plan for the financial system and his broader agenda to, as Mr. Teixeira describes it, "sand down the excesses of capitalism." "I don't want to quell anger," the president said this past week. "I think people are right to be angry. I'm angry. What I want us to do, though, is channel our anger in a constructive way."

March 21, 2009

History Review to Look Ahead: Markets, Economy & Business Trifecta

Another tumultuous week or more in the markets, the economy, the public policy arenas and the general public (do the words, "kill all the financiers, the devil will know his own" as a paraphrase of several historical quotes ring any bells ? People are very angry and justifiably so. We're going to come back to Technology while we review the markets, economic and business situations and use that as a set up for a follow-on post on the public policy and that anger. Which, however justified, is also very dangerous. The readings reflect the agenda of course but start off with a little history review by sampling and excerpting some previous posts from Jun08 to Feb09. Partly on the "told ya so" but mostly to hold ourselves accountable AND to see how past prognostications held up. It's called back-testing and, on the whole, we under-estimated the depth of the breakdown BUT called the trends, outlooks and structural weaknesses pretty well. In other words we didn't drink our own koolaid as much as we should have. But hopefully that history review strengthens our arguments here !?

Start with the Markets

We've got a lot of ground and want to minimize space so the graphics will be a little shrunken (click to enlarge). The UR sub-chart shows a 5Day intra-day chart and the impact of the Fed's $1T quantitative easing this week....which had disappeared by COB Friday ! The biggest policy move the Fed has undertaken in generations peters out in a trading day !! Now IOHO the markets are/were in a bear market sucker's rally and had reached the end of the upward in any case. The UL corner is a 3Mo daily chart and uses some more technical indicators to map this out. Notice that the Slow Stochastic at top (the sine wave indicator) calls these turning points very well. Super-imposed over the recent down and up cycle is a natural rythm indicator, the Fibbonacci (using naturally occurring patterns in number theory and nature but widely recognized by traders so self-reinforcing) that shows the Fed uptick failing around 800 and the bear rally faded and returning around the magic 775. The question then becomes if this doesn't break back above 800 on re-testing where away from there ?

Look at Economic Realities

A friend reminded us of another famous Warren quote: "in the short-run markets vote but in the long-run they weigh". In other words Mr. Market is more a giddy adolescent going with the popular opinions but in the long-run adult sobrieties return (particularly if the mandantory 12-step programs are working right) and judgments based on best interpretations of fundamentals rules. And by fundamentals, in these circumstances in particular, we mean economic fundamentals at a cyclic, structural and policy-driven timeframe. One such deep reality is Employment, the engine that drives Consumption which in turn drives the Economy. In the RH chart the depth and duration of the Employment downturn is compared across the post-War cycles. Obviously we're exploring dangerous new ground, and extrapolating by curve-matching, are very earlier in what promises to be a steep and long downturn. The LH charts look at long-term trends back to 1980 and a key measure is net new job creation in the aggregate; that is jobs created > 150K/month. This was a weak and jobless recovery because organic growth never took off but as you can see net new jobs is as abysmal as it's been in nearly 30 years !! (NB: this means the Administration is right btw - unless we get thru this downturn AND get back on a sounder strategic foundation the economy will just continue to weaken). We won't dive into but will point you to this chart borrowed from CalculatedRisk for the Strategic Housing Outlook. Don't expect that to repair anytime soon either.

Back to Markets: LT Refresh and Review

The joint answer on Markets, both from a technicals and fundamentals basis, is that seeing a 4-handle on the market should NOT come as a surprise. A point we re-made as recently as March 1rst but have been raising for some time (cf. the history review). We consider that highly likely no matter what happens but containing and repairing the damage and then returning to growth depends on three critical factors: 1) repairing the credit markets and re-factoring the Finance Industry, 2) re-stimulating the Economy and 3) re-factoring the the foundations of the Economy onto new long-term sources of growth.(Disruption vs Innovation: Change, Response, Resilience) If you look back at the first market chart and consider the bottom half what you see is a bear-market process that worked out from Oct07 to Sep08 (not shown) that then imploded as the credit markets broke down. Then a new equilibrium was reached (the "Tradeable Box") that was broken earlier this month when the real economic realities sank in. We're not convinced that it's sunk in very deeply however...hence the 4-handle warning.

Naked Swimgers: Business Principles vs. Performance

We left the Freudian typo in the header because our fingers led us from the intended "naked-swimmers" to "naked-swingers"; as in people who substitute immediate gratification for long-term value-creation based on principle. In the final two readings section we have a few excerpts on basic principles of business management and leadership that have been left in the closet, so-to-speak, for years. Now we're going to find out who the good companies are who've been following them or those who're good enough to self-repair. The two key blog posts are from our e-friends Seth Godin and Bob Sutton. Seth sketches the critical concept of 1) focus on value-creation and 2) the execution plan to make it happen while Bob adds 3) make sure the company is the kind of place people want to work for where people are treated with respect and held accountable for their performance in a fair and just environment. That's how you get high-performance in bad times ! (Aholes, Shirkers and Performance: a Draft People Principles Policy)The sad and really....really dangerous parts of this are that many executives were caught flat-footed and ill-prepared and are now shell-shocked and slow to respond. They're scrambling to catch up to a dangerous situation, still don't get it and the "enemies" decision-curve is faster and tighter than theirs. (Good Boats, Good Captains: Applying the Investment Mantra for Profit, WMT as Performance Exemplar: Re-Think, Re-Factor, Re-Energize)

The two most critically important readings are the excerpts from Paul Kasriel of Northern Trust in recent Econtrarian essays. The first tells us what really went on with economic growth and public policy in 1929-39 while the latter debunks (destroys) the mythologies of savings, thrift and long-term economic performance. Your take-aways should be 1) stimulative fiscal policy is a survival necessity but 2) if we can lay the foundations of long-term growth properly then, as Consumers shift from Spenders (Swingers) to Savers we'll fund a healthy growth path like we haven't seen since the 1950s !!!

A Little History Review

Markets: Fear, Loathing, Schadenfreude and Cusps on Wall St.(24Jun08) With all due apologies to Tom Wolfe ( Tom Wolfe's 'Bonfire' Returns as Heartburn) the last few days have seen, IOHO, the beginnings of a major sentiment shift in Wall St.'s grasp on economic realities as the notion that the worst isn't over but rather just beginning. We're not entirely there yet but the actions of several key indices indicate a major attitude adjustment is likely beginning. The Schadenfreude part comes because there's nothing, from GDP & business cycles, to accelerating Housing problems, to unemployment, to credit contagion metastasis to deterioration in the performance of the financials that we haven't discussed here, often extensively and for weeks or months. Beyond the S-factors (puns implied intended) the important thing is that this is thru no special merit of ours. Rather, just a repeated, careful, systematic and systemic look at how things were playing out. In other words anybody with a little work, a smidegeon of discipline and a decent toolkit - which we've tried to demonstrate - could do this for themselves and reach their own interpretations. C'est la guerre.

Quite a Day: Prescience, Schadenfreude, Luck or Toolkit ?(26Jun) What we think is going on are three important things. First off there was widespread mis-readings of the states of the credit markets and of the economy, as well as the consequences that would be working themselves out. Second - our primary point from the "Fear and Loathing" post - is that a major (and we do mean major) re-thinking of the outlook is going on by Mr. Market and all his assorted minions. Bob Pisani captured it perfectly this morning commenting from the trading floors rather early in the day - "the Traders aren't waiting for the analysts or economists to call a recession....they've decided the whole second half outlook is wrong". And the Lord spaketh and the scales fell from mine eyes and lo, I could SEE ! Setting aside the extent of our surprise, and that nobody should be pontificating about a short-term random process where the Gods can hear you, after we net all that out there's the matter of a little work. Specifically building and exercising a collection of tools, toolkits and habits of thought for trying to look beneath the headlines.

News Alert: Vicious Credit, Economy, Market Cycle Spotted(10Aug) We interrupt our regularly scheduled posting to warn you that our early storm warning system has detected more early signs of bad credit weather. Over the weekend our alert news monitors found a new wave of back-on-balance sheet adjustments, Fannie Mae issued worse than expected news, both GSE's (FNM, FRE) announced that they would be restricting new mortgage loans and guarantees. And (H/T CalculatedRisk) Fannie's conference call tells us that the books closed in June but there were significant deteriorations in July MORE THAN THEY ANTICIPATED when putting together their books. Now to provide us with some on spot emergency future storm analysis, straight from the University of LetsCreateaChart, is Prof. Cycle Feedback. Prof. Can you tell us what's going on ? Well Mr. Blog is appears we have several seperate sub-cycles that are providing positive feedback, that is they are reinforcing each other. In good times you know that as a Virtuous Cycle and we rode it up this last few years rather merrily if blindly. Unfortuanately it's well on it's way to reversing itself and turning into a Vicious Cycle. Which we at the Prognostication Center hope doesn't metastasize into a Perfect Cycle Storm.

Markets vs Economy: Dangerous Memes vs Realities(1Sep) The results are at first startling and then a V8 moment - you know, head slip and "oh, of course". Guess what GDPxTrade grew 1.1% in Q1 and 0.5% in Q2 - so close to the official GDPurchase data as to make us think in divine control or that the BEA actually knows what it's doing. More importantly is the divergence issue which you can see clearly - the domestic economy is clearly headed into the tank. In fact given our views on the outlook for consumer spending the tipping point has clearly been crossed (discussed in the Conspiracy Theory post). Now that's what you should be paying attention to. As are many of the commentators in the readings excerpts after the break, including 3.5 of the four horsemen of the market apocalypse (Grantham, Rodriquez,Hussman and Leuthold). Only Luethold, the 1/2, sees any basis for market optimism and he sees it on the basis that we're in a recession with recovery beginning nine months out and the markets bottoming soon. We think, and just finished documenting to a fair-thee-well, why that's an overly optimistic view. In fact we think the two central facts you should be looking at are this: 1) the real economy is tipping over into a more severe downturn than so far experienced and 2) none of the valuations, PEs, or earnings estimates under-pinning current market levels have factored that in. As the other three horsemen all argue, each for different reasons.

The 1,000 Yard Stare: Beyond Terminal PTSD in the Markets(20Oct) The graphic is from a WW2 combat artist and was painted in the immediate, we mean immediate, aftermath of a major German shelling of the beachhead when the survivors crawled up out of their holes and were staring dazedly at the few scrawny trees that survived in the devastated landscape. You can't quite look into their eyes but for many people that's not necessary - they just need to look into the mirror. After a few e-mail and other exchanges my take would be that there are a lot of Market PTSD (that's post-traumatic stress disorder, shell-shock, battle-fatigue, etc.) sufferers out there who are still wondering what hit them. And where about to pull the plug on their 401Ks last Mon. when they got the biggest surge in DJ history....and almost panicked several times during the week. Yet for the week the markets had one of their best weeks ever. The question is, now what ? If we get a rally it's strength and duration will be driven by fundamentals - that is what are the expectations for the worsening economic and earning situations and how well is that yet factored into the markets ? We suspect that the grasp is enormously improved but still hasn't sunk in as yet. In fact for a downturn that's been clearly visible for months and has recently accelerated the deeply surprising, one might almost say appalling, thing is the apparent lack of grasp of most business managements about the situation. And as a result the surreal earnings outlooks we're still seeing. In this longer-term chart the SP500 is shown since 1980. The recent downturn has busted the long-term trend pretty badly (the diagonal blue line) so the question becomes where does it stop ? Well the horizontal blue lines show two areas of resistance - the '02 lows and the pre-'95 high before we got so much bubblicious over-optimism. It certainly wouldn't be surprising to retest those lows in the 800 region nor eve, given the likely severities of the economic downturn, those of the 500 region. Reinforcing that is the natural speed limits shown in the green (the Fibonacci limits). If we get a bear rally with some legs it might run thru the rest of the year but early in '09 the depth of the downturn will be clearer and then we should tip back over and more than likely at least head for the area of resistance around 650 +/- 50.

Market Meditations: the Busted Box and Tradeable Opporuinities ?(21Feb09) With Friday and the last several weeks of markets behavior it seemed like time to take deeper gander into their pathologies and performances. Our last market-focused dive (Markets Manias: Thinking About the Year Ahead) argued that the main US markets were "trapped" in a rectangle. Now we have to raise the question of whether or not that box is busted ? Irrevocably ? And what it might mean. To those ends we're going to focus strictly on markets charts, sans clippings, with one exception. That exception is John Mauldin's latest newsletter (While Rome Burns), half of which is devoted to discussing the sub-prime-like crisis in Eastern Europe that's metastasizing and threatening a rapidly devolving European economy. The other half of which is focused on long-term valuations and a very strong recommendation that we're in for a long-term valuation compression and BuyNHold is dead (Economy vs Earnings Cage Match: Outlook, Business Performance & Realities ???). We're going to start by de-constructing the SP500 and then, after the break, walking thru foreign markets, interest and exchange rates and oil/commodities. All that below the break. On the BnH is DEAD theme we're also going to point out several tradable opportunities that are probably done with for now, and semi-escaped us at the time, but nonetheless are worth thinking about.

Real Economic Situation

Has the Economy Hit Bottom Yet? Forecasting the end of the current recession is even more difficult because it will hinge on how quickly and efficiently governments resolve the crisis in the banking system. Many investors continue to worry that the world’s biggest financial institutions are insolvent, despite assurances from Washington that those firms have plenty of capital. How political leaders diagnose and fix the banks will be critical. Analysts say misguided and erratic government responses exacerbated Japan’s “lost decade” in the 1990s and the Depression of the 1930s. “The things that can screw it up are bad policies,” said Thomas F. Cooley, dean of the Stern School of Business at New York University. In the end, there’s probably no way to know for sure that we’ve hit bottom until we’re on the rebound. Still, analysts say there are some key indicators that might help in spotting a bottom and recovery at a time when it can be hard to see past the despair.

Rapid Declines in Manufacturing Spread Global Anxiety . In a pattern familiar to industrial businesses in Europe, Asia and the United States, Mr. Welcker says his company, Schütte, which makes the machines that churn out 80 percent of the world’s spark plugs, is facing “a tragedy.” Orders are down 50 percent from a year ago, and Mr. Welcker is cutting costs and contemplating layoffs to prevent Schütte from falling into the red. That manufacturing is in decline is hardly surprising, but the depth and speed of the plunge are striking and, most worrisome for economists, a self-reinforcing trend not unlike the cascading bust that led to the Great Depression.In Europe, for example, where manufacturing accounts for nearly a fifth of gross domestic product, industrial production is down 12 percent from a year ago. In Brazil, it has fallen 15 percent; in Taiwan, a staggering 43 percent. Even in China, which has become the workshop of the world, production growth has slowed, with exports falling more than 25 percent and millions of factory workers being laid off. In the United States, until recently a relative bright spot for manufacturing despite the steady erosion of blue-collar jobs, industrial output fell 11 percent in February from a year ago, according to statistics released Monday by the Federal Reserve.“Manufacturing has fallen off the cliff, and it’s certainly the biggest decline since the Second World War,” said Dirk Schumacher, senior European economist with Goldman Sachs in Frankfurt. The pattern of manufacturing and trade ominously recalls how the financial crisis of 1929 grew into the Great Depression: tightening credit and consumer fear reduced demand for manufactured goods in one country after another, creating a downward spiral that reduced global trade. “Plunging manufacturing suggests that as bad as things were in the fourth quarter, they are at least as bad now,” said Robert J. Barbera, chief economist at ITG, a New York research and trading business. “This is a classic adverse feedback loop. It won’t quickly correct itself.” That means more workers can expect to lose their jobs around the world in coming months as manufacturers continue to cut production, especially as global trade contracts.In fact, trade is shrinking even faster than production. Germany’s exports down are 20 percent from a year ago, Japan’s have plunged 46 percent, and in the United States, exports fell at an annualized rate of 23.6 percent in the fourth quarter of 2008. Mr. Welcker says he has never seen anything like it. For parallels, he has to hark back to the Great Depression and World War II, when Schütte’s factory was destroyed.

Kasriel's Guides to Economic Realities

The Great Depression – Just the Facts, Ma’am Contrary to what you might believe, the Great Depression of the 1930s was not a decade-long era of economic decline. Rather, the Great Depression was made up of two distinct economic slumps – August 1929 through March 1933 and May 1937 through June 1938. As Chart 1 shows, the first recessionary period of the Great Depression was not only longer in duration, but more severe in magnitude. Notice, however, that a quite robust economic recovery/expansion occurred between the two recessions. In the four years ended 1937, real GDP grew at a compound annual rate of 9.4%. Lest you think that all of the increase in real GDP growth in the four years ended 1937 was accounted for by federal government spending, Chart 2 should dissuade you of this notion. In the four years ended 1937, real GDP excluding real federal government expenditures grew at a compound annual rate of growth of 9.0%. In the four years ended 1937, industrial production grew at a compound annual rate of 12.9% (see Chart 3). Although this vigorous real economic recovery did not bring the unemployment rate back down to anywhere near where it was before the 1929 recession commenced, the unemployment rate did fall from a cycle high of 25.6% in May 1933 to a cycle low of 11.0% in July 1937 (see Chart 4). There is much discussion in the media of late that FDR’s “New Deal” policies were detrimental to economic growth during the 1930s. But we need to make a distinction between New Deal policies that dealt with increased federal government spending and those that dealt with the direct interference in markets. Perhaps the New Deal policies that directly interfered with markets were responsible for keeping the unemployment rate from falling as much as it otherwise would have. But as was discussed at the outset of this commentary, real GDP grew at a compound annual rate of growth of 9.4% in the four years ended 1937. Chart 5 shows the behavior of the percentage change in annual average real GDP and the percentage change in annual average real federal government expenditures. Perhaps it is coincidental that real GDP contracted by significantly less in 1933 and grew in 1934 through 1937 as the rate of growth in real federal government expenditures increased significantly in 1933, 1934 and 1936. Perhaps, had it not been for the stepped up increases in real federal government expenditures, the compound annual rate of growth in real GDP in the four years ended 1937 would have been even higher than 9.4%. Perhaps. What does this review of historical facts have to do with the current economic environment? For starters, the policy hurdles that were put in front of an economic recovery in the early 1930s are absent today. It is not my role to endorse government policies. It is my role to forecast the impact of government policies on the economy. I believe that large increases in federal government spending that are monetized by the Fed and the banking system will result in a recovery in real economic activity. When that recovery sets in depends on how quickly the federal government increases its spending and by the magnitude of that increase. We can debate whether tax rates should be cut or federal spending should be increased. We can debate what kinds of spending should be increased. We can debate whether the federal government should increase any of its spending. But the facts of the 1930s appear to be pretty clear – monetized increased federal government spending does result in increased real economic activity in the short run.

Paradox Squared Mainstream economists and the mainstream media continue to embrace John Maynard Keynes’ notion of the “paradox of thrift.” While most economists subscribe to the view that the pace of long-run economic growth is a function of productivity and thrift (saving), short-run growth can be retarded by too much thrift. According to this view, if households in the aggregate decide to cut back on their current spending, i.e., save more, aggregate economic demand will be negatively affected. Hence, the paradox of thrift. A little later in this commentary, I will try to dispel the notion that thrift retards growth in aggregate demand in the short run. But before getting into this aspect of economic myth-busting, I want to call your attention to a February 19th WSJ opinion article by a member of the paper’s editorial staff, Daniel Henninger, entitled “Obama’s ‘Hair of the Dog’ Stimulus.” Henninger essentially buys into the paradox-of-thrift argument. He cites the “Making Work Pay” element of the new fiscal stimulus plan as a way of giving a tax rebate to households with a lower probability that the tax reduction will be saved. To buttress his case, Mr. Henninger cites an authority on the subject of women’s marginal propensity to consume/save, Anna Wintour, the editor of Vogue. Ms. Wintour’s sampling, scientific, no doubt, suggests that ladies of leisure will be cutting back on their current spending. (To be complete, perhaps Mr. Henninger should have consulted Playboy’s octogenarian playboy, Hugh Hefner, as to what we men will be doing with our extra eight dollars a paycheck.) Let’s get economically objective. Thrift or saving does not necessarily mute aggregate demand in the short run or the long run. As any economist of the Austrian school will tell you, saving simply implies one economic agent cutting back on its current spending and transferring its spending power to another economic entity. There is, however, a special case in which an increase in thrift will result in a fall in aggregate spending. This is the case of “hoarding” money – currency and bank deposits. Hoarding in this sense is the term classical economists used to describe what hip-hop economists refer to as an increase in the demand for money to hold, or a decrease in the velocity of money. If more and more households wish to curtail their current spending and increase their money balances, this will lead to a decline in aggregate spending in the short run if the supply of money is not increased commensurate with the increased demand for it to hold. So, the paradox of thrift, which mainstream economists and Mr. Henninger so readily embrace, is only paradoxical in the special case in which the public’s demand for money to hold increases. There is one other tangential economic myth that I would like to bust – that the U.S. economy cannot grow rapidly unless there is a high level of consumer spending. Notice that in recent years, the consumption ratio has moved up significantly. Notice also that the real GDP growth rate has moved down significantly. The most rapid real GDP growth we experienced in the 1951 through 2008 period occurred in the 1960s, a period when the consumption ratio was relatively low. My bet is that when we come out of this current deep recession (Q4:2009?), the recovery and expansion will be accompanied by a much lower consumption ratio than we have experienced in recent years and higher export and business capital spending ratios than we have experienced in recent years. But most importantly, I expect that these changing ratios will be accompanied by higher growth in real GDP ex federal government than we have experienced in recent years. Why? Because, as I stated at the outset, the pace of economic growth is a function of productivity and thrift. And no less an authority than the editor of Vogue says that thrift is in vogue again!

China’s Situation

China 'worried' about US Treasury holdings China's premier expressed concern Friday about its massive holdings of Treasuries and other U.S. debt, appealing to Washington to safeguard their value, and said Beijing is ready to expand its stimulus if the economy worsens. Premier Wen Jiabao noted that Beijing is the biggest foreign creditor to the United States and called on Washington to see that its response to the global slowdown does not damage the value of Chinese holdings. "We have made a huge amount of loans to the United States. Of course we are concerned about the safety of our assets. To be honest, I'm a little bit worried," Wen said at a news conference following the closing of China's annual legislative session. "I would like to call on the United States to honor its words, stay a credible nation and ensure the safety of Chinese assets." Wen's comments foreshadowed possible appeals to President Barack Obama, who will meet with Chinese President Hu Jintao at a London summit of leaders of the G-20 group of major economies on April 2 to discuss the global financial crisis. Analysts estimate that nearly half of China's $2 trillion in currency reserves are in U.S. Treasuries and notes issued by other government-affiliated agencies. Washington is counting on China to continue buying Treasuries to fund its $787 billion stimulus package. Last month, visiting Secretary of State Hillary Rodham Clinton sought to reassure Beijing that government debt would remain a reliable investment. "They are worried about forever-rising deficits, which may devalue Treasuries by pushing interest rates higher," said JP Morgan economist Frank Gong. "Inside China there has been a lot of debate about whether they should continue to buy Treasuries." The comments come as finance ministers and central bankers of the G-20 gather in London this weekend to discuss the crisis and possible remedies. U.S. Treasury Secretary Timothy Geithner is pressing for a new coordinated stimulus but European governments are reluctant to take on more debt before they see how current plans are working. The Europeans want to emphasize the need for greater regulation of markets, including a crackdown on tax havens and increased control over hedge funds. In Beijing, Wen expressed confidence China can emerge from its slump "at an early date," and said the government is ready to expand its 4 trillion yuan ($586 billion) stimulus to boost growth in the world's third-largest economy.

In Downturn, China Exploits Path to Growth The global economic downturn, and efforts to reverse it, will probably make China an even stronger economic competitor than it was before the crisis. China, the world’s third-largest economy behind the United States and Japan, had already become more assertive; now it is exploiting its unusual position as a country with piles of cash and a strong banking system, at a time when many countries have neither, to acquire natural resources and make new friends. Last week, China’s prime minister, Wen Jiabao, even reminded Washington that as one of the United States’ biggest creditors, China expects Washington to safeguard its investment.  China’s leaders are turning economic crisis to competitive advantage, said economic analysts.  The country is using its nearly $600 billion economic stimulus package to make its companies better able to compete in markets at home and abroad, to retrain migrant workers on an immense scale and to rapidly expand subsidies for research and development. Construction has already begun on new highways and rail lines that are likely to permanently reduce transportation costs.  And while American leaders struggle to revive lending — in the latest effort with a $15 billion program to help small businesses — Chinese banks lent more in the last three months than in the preceding 12 months. “The recent tweaks to the stimulus package indicate a sharper focus on the long-term competitiveness of Chinese industry,” said Eswar S. Prasad, a former China division chief at the International Monetary Fund. “Higher expenditures on education and research and development, along with amounts already committed to infrastructure investment, will boost the economy’s productivity.” The international economic slowdown is also doing some things that Chinese authorities had tried and failed to do for four years: slow inflation, reverse what had been an ever-growing dependence on exports and pop a real estate bubble before it could grow even bigger. The recession in most of the large economies in the world is inflicting real pain here — causing a record plunge in Chinese exports, putting 20 million migrant workers from within China out of their jobs and raising the potential for increased and sustained social unrest. But as President Hu Jintao told the National People’s Congress last week, “Challenge and opportunity always come together — under certain conditions, one could be transformed into the other.”To that end, Chinese companies are shopping for foreign businesses to acquire. The commerce ministry is now leading a delegation of corporate executives to Europe for the ministry’s first mergers and acquisitions trip; the executives are looking at companies in the automotive, textiles, food, energy, machinery, electronics and environmental protection sectors.

World Bank Lowers China Forecast The World Bank on Wednesday lowered its growth forecast for China to 6.5 percent, reflecting the extent to which the global slowdown is hitting even that nation’s relatively well-insulated economy. That growth rate was well below the 8 percent projected by the government, but in line with what many independent economists had expected. In its quarterly review of the Chinese economy, the bank stressed that China’s economy, the world’s third-largest after the United States and Japan, was holding up relatively well despite the most severe global downturn in decades. China’s banks have been largely unscathed by the international financial turmoil, and the government still has plenty of forceful stimulus levers – on top of a swath of measures already announced by Beijing in the past few months. “China is a relative bright spot in an otherwise gloomy global economy,” David Dollar, the World Bank’s country director for China, said in a statement Wednesday, adding that the bank still expected China’s growth to continue to outpace most other countries. However, recent economic data have shown that exports – a key factor behind China’s stellar growth in the years that preceded the economic crisis – have fallen sharply, forcing millions of migrant workers from their jobs. As the global crisis has intensified, China’s exports have been hit badly, affecting investment and sentiment, notably in the manufacturing sector. The World Bank’s assessment – a revision from the 7.5 percent growth it had earlier projected – puts it in line with what most China watchers expect for this year. And like many others, the Bank highlighted the need to stimulate domestic consumption and reduce the reliance on exports as key elements to China’s long-term growth prospects. Still, the Bank’s comments also reflect a broad consensus that China is better placed than many other economies to get through the downturn relatively well - even if a tangible recovery remains some way off. Ghosts of a Faded Gilded Age Haunt a 19th-Century Chinese Banking Hub

Markets

Porn star strips in Milan bourse protest An Italian pornographic actress stripped down to her panties at the Milan stock exchange on Tuesday to protest against the financial crisis, police said. Laura Perego, 22, climbed on to a table inside the bourse entrance clad only in her panties and with the Italian flag painted on her body, a police spokesman said. "Italy is down to its underpants," the Sicilian-born actress shouted before being taken away by police. She was charged with obscene acts. "I want to send a message to all those who have so badly managed people's savings," Perego told the Ansa news agency. She added she had other public exhibitions in mind "always improvised and unexpected," Ansa said.

Market rally just misguided optimism Stocks scorched the sky in impressive fashion last week, starting with a 379-point Dow rocket Tuesday and proceeding with the sort of jubilant, eat-my-shorts swagger that has characterized the start of many new bull markets of the past. Bravo, well done, and quite a relief. But enough to signal an end to the 17-month capital attack that has blown up $50 trillion in market value and blistered many investors' professional reputations? Not a chance, as well-armed bears in police uniforms are just itching to give out tickets to investors trying to break the laws of financial gravity. The roots of the advance were suspect, and undeniable earnings and credit disasters still lie ahead. Catalysts for the rally were patently absurd. The kickoff event last Tuesday, March 10, was an announcement by Citigroup (C, news, msgs) that it had earned a profit in the first two months of the year -- as long as you don't count loan write-offs or other losses. That's like saying Death Valley is temperate except for the heat. Let's get the facts straight: The bear market has not been about panic or psychology; it's been about plunging demand and the death of credit securitization. Neither shows any signs of improving in the next six months. Retail sales for 2008 were off 10.4%, a plunge equaled in the past 60 years only by July 1951, according to analyst Philippa Dunne. Home prices are now declining at their fastest pace ever, according to ISI Group analysts. Since those declines are coming at the same time stock prices have plunged, credit has re-tightened, and unemployment is accelerating. Among smart independent economists, gross domestic product growth forecasts for 2009 are going negative, down from prior expectations of flat to 1% growth. And next year is looking much worse: An analysis by ISI, which has been right on the money so far, shows the country likely to lose 4 million more jobs by the end of 2010 to reach an 11% unemployment rate. In the past two recessions, 2001 and 1990-91, employment didn't start to grow until one to two years after the first quarter of GDP growth.  Making the housing problem more acute are forecasts that the next leg down will slam areas such as New York and Seattle, where prices are down only 15% from their peaks so far. In areas like California, where prices are down 50%, sales are actually surging from very low levels, but part of the reason is that foreclosure dumping has created stunning bargains that also cut marginal pricing further. Commercial property vacancies are on track to hit 18% by the end of the year.

Mean Street: FedEx Calls the Bottom? If you want to know what’s really going on with the economy, look no further than shipping powerhouse FedEx. It’s the proverbial canary in the coalmine for the global economy. And from this morning’s lousy third quarter results, it’s clear we have one sick bird on our hands. Now, there’s little doubt that FedEx’s third quarter figures were ugly. Year over year, revenues declined 14% and net income fell a whopping 75%. Analysts projected earnings per share of 46 cents a share, but actual earnings came in off by a third at only 31 cents. And here was an analyst at Edward Jones in the WSJ, “I think people have been getting falsely optimistic about the economy. I think this is a dose of reality for all of us.” All of us? Really? Then why are some investors actually bidding FedEx shares much higher today? Each investor has his own reasons. It could be some investors were expecting even worse results. It could be that some liked FedEx’s plans to further cut costs and capacity. Or it could be that some investors heard CEO Fred Smith give an “all-clear” signal for the economy. Nowadays, this is what every investor is desperate to find — proof that the economy has bottomed and that this stock market rebound is real. What Smith actually said on the call was far from an all-clear. “As we all know, the global economy has been very weak during this period of time. There are, however, positive signs supporting eventual improvement in the economy.” And later in the call, Smith added that “we do not anticipate a significant further decline for GDP in 2009.” So, no “all-clear” but at the same time the FedEx executives gave the impression that things in the economy weren’t getting much worse. And for some eager-beaver investors, that’s apparently enough. After all, FedEx shares are off about 50% over the past year. Of course, picking bottoms is a fool’s errand. I had thought it unlikely FedEx would trade below its book value of $49 a share. But then again, I would have thought it unlikely the shares would rise on today’s results. As long as the canary is alive, it may fly.

Test #1 = F- You would think that the S&P 500’s best seven-day rally in 72 years would have accomplished something. But it did not. The rally’s purpose was to back-test the broken neckline of the historic double-top on the long-term chart. The test failed. Here is an update of the weekly chart that I posted a couple of days ago.To add insult to injury, the SPX closed at 768.54, which is 13 cents below the 768.67 panic low of October 2002. That’s a bad omen.This is a very dangerous juncture. Back-testing such a breach is an all-or-nothing type of proposition.The first chart is a weekly chart, so should we require three weeks of back-testing before giving into the double top? I don’t know the answer to that, but if I were thinking of turning bullish, which I certainly am not, I would at least wait until the market managed a weekly close above 800.Anything else is playing with fire. A failure to recapture 800 will likely result in a breathtaking plunge down into the fours.

Higher food prices are on the way Grain prices have plunged in the past year, and that's been great for supermarket shoppers but lousy for agriculture-related stocks.Wheat that sold for $474 a ton a year ago was going for just $243 as of March 9, according to the International Grains Council. Corn prices have tumbled 29% since last March, and the price of soybeans has plunged 53%. Rice has been the best performer, but even that's down 11%. So the boom in agricultural commodities that produced huge profits for investors in stocks such as Deere (DE, news, msgs), Potash of Saskatchewan (POT, news, msgs) and Monsanto (MON, news, msgs) is over, right? Whom are you kidding? What we're seeing is a mere pause in a trend that's likely to run for decades. And moreover, it's a pause that is likely to end this year. Food commodity stocks are about the only equities that I'm looking to buy "now-ish." I'm not saying "now" because I don’t think the rally that began March 10 will hold. It's a rally in a continuing bear market, and I'd rather buy into the next downward move rather than into this temporary upswing. But I'm definitely looking to buy food stocks in the next six months or so.

Business Principles & Guidelines

10 Winners in the Recession If there are silver linings to the recession, they're not immediately apparent. After all, the national unemployment rate is 8.1 percent, the highest since 1983, and economists predict it will reach 9 percent by 2010. Gross domestic product is forecast to shrink more this year than at any other time since the Great Depression. And across the country, stores are closing, municipal budgets are tightening, and banks are begging for bailouts. But a handful of industries, companies, and products are doing well--relatively speaking. They run the gamut from Quarter Pounders to contraceptives, but they share a key component: Whether they help people pivot to new careers, cut costs at home, or simply escape from all the bad news, they're poised not only to weather the economic storm but to, in some way, benefit from it. "There always is a silver lining for people who choose to look past the doom and gloom and find one," says Robyn Feldberg, president of the National Résumé Writers' Association, which represents an industry that's bucking the overall trend. "In adversity, there is always potential for innovation." See the full list of the 10 top recession winners.

Advice on equity A friend asked me to help him think about how to split the equity in a company he was starting. His colleague is contributing office space and some key technology. My friend is responsible for where the business goes from here. I told him this:If you apportion equity, you will certainly do it wrong. That's because it's based on a snapshot, a moment in time. Sure, today, your partner's share is worth 50% and yours is worth 50%. His because of what he did, yours because of what you're going to do.But a year from now, that number can't possibly be right. You may have acquired six more pieces of software, raised millions, traveled the world, closed sales and sold the company. Wow. Or, you may have done absolutely nothing. So, my best advice is to say, "Today, right now, your contribution is worth 5% of the company and my creation of the company is worth 5%. The other 90% is based on what each of us does over the next 18 months. Here's a list of what has to get done, and what we agree it's worth..."  And then make a list. Stuff like commenting and updating and supporting the code. Stuff like closing sales and hiring people and raising money... Of course, you leave an out for unforeseen events and dilution based on bringing in new partners. You may end up having small disagreements about how to interpret the list, but this sort of advance flexibility is well worth the awkward conversation it takes to get it started. Another tip: put in a clause appointing a trusted third party as an arbitrator, so small disagreements don't snowball into litigation.

My Final Exam Question: Can You Answer It?  The quarter is winding down at Stanford, and my course assistants and I are busy grading some very creative final exams.  In my course "Organizational Behavior: An Evidence-Based Approach," I give the students the final exam question on the first day of class, and it is due the last day.  It is, "Design the ideal organization. Use course concepts to defend your answer." It is really a hard question, but the best answers knock my socks off.  I think of great ones over the years, like the paper on the ideal mosque, the one on the ideal honey company, the guy who was engaged and showed about how he would apply course concepts to building the ideal family, and this year, the student who did something like Alice-in-Wonderland, meets a start-up, meets behavioral research and somehow pulled it off perfectly.  I asked students this question for years, but never tried to answer it myself until I wrote The No Asshole Rule.  But frankly I would have failed myself for the answer, as I exceeded the 3000 word limit by about 40,000 words! What is your ideal organization? You don't have to use all 3000 words -- in fact 25 words or less might be most fun.  There are hints about aspects of my ideal organization that go beyond The No Asshole Rule on my list of "15 Things I Believe." But if I forced myself to stay under 25 words, I would say something like: "A place where people are competent, civilized, and cooperative -- and tell the truth rather than spewing out lies and bullshit."  Right now, I am very tired of the lies and bullshit. What is your answer?

Industries and Companies: Cases Across the Spectrum

The Exodus Has Begun on Wall Street The exodus has begun. A number of prominent investment bankers are fleeing major Wall Street institutions amid a bracing economic outlook, increased public scrutiny of their pay and mounting turmoil in their own offices. Wall Street has announced tens of thousands of layoffs since the financial crisis worsened this fall. But most firms have managed to hold on to their top "rainmakers" -- veteran bankers with relationships that brought in revenues for bond deals, mergers and stock offerings. That has begun to change, as the government's intervention in the financial sector has begun to spell the end of the freewheeling, big-paycheck culture that pervaded the firms. For some, the motivation to leave is the same one that drew them to Wall Street in the first place: money. In the past, many of these bankers would have been locked in place with stock options, accumulated after years of toiling from junior analyst to managing director. History is now of little concern as many firms are remade or wiped out by mergers, and stock options are mostly worthless. The market's collapse has also laid bare tensions between traders who generated most of the firms' outsize profits -- and losses -- over the past five years and the advisers who weren't risking firm capital. "I still believe in the investment-banking business, but it has become a bit of a boat anchor, in that there doesn't seem to be a difference between an advisory banker who generates fees without capital and a [proprietary] trader whose job is like going to the casino every day," said one senior banker who is still constrained by agreements with his former firm. Adds Alan Johnson of Wall Street compensation-consulting firm Johnson Associates, "At the moment, no one can tell bankers whether they will or won't get paid for the work they do in 2009. It will get worse the longer this goes on." Reversing the brain drain could take time. Wall Street firms fired many midlevel bankers in 2001 and 2002, forcing senior bankers to stay longer. As a result, there isn't a big corps of up-and-comers to replace the veterans, many of whom are already wealthy and can easily retire. At UBS, one banker recently complained that his staff's bonuses were sharply cut after the bank had already set aside money the prior nine months. Survivors say these actions have poisoned the atmosphere at many banks. "I don't feel like I'm a manager when we ask for all the work and we give them no rewards," said the senior banker who recently decamped.

Losing its magic touch How did GE get itself into a mess that has seen $269 billion wiped off its stockmarket value since the beginning of 2008? The main reason is that the strategy which helped GE gain its reputation for consistently producing bumper profits, year in and year out, has backfired. At its core was GE Capital. Founded in 1932 as General Electric Contracts Corporation to provide financing that supported the group’s industrial businesses, the operation gradually expanded into other areas of lending unrelated to GE. Under Jack Welch, GE’s chief executive from 1981 to 2001, GE Capital grew rapidly. GE’s managers were delighted with this. But they failed to appreciate the risk of GE Capital’s funding model, which left the business dangerously exposed to disruption in financial markets. With few retail deposits to speak of, the firm gorged on long-term debt and commercial paper to fund its lending. Under the charismatic Mr Welch, the firm focused on cutting fat and boosting efficiency, and used the cash generated to go on a shopping spree, building leading positions in industries such as energy and transport. He also sold a number of ailing businesses. But by the time Mr Immelt became chief executive on September 7th 2001, just four days before the terrorist attacks on New York and Washington, it was clear that GE needed to change direction. For one thing, its rivals had aped many of the efficiency-boosting management tools that had once given GE an edge. For another, the rise of deep-pocketed private-equity firms had created stiff competition in buying top-notch assets. Mr Immelt, recognising that the world has changed, has placed more emphasis on organic growth since taking office. He has built up the company’s marketing expertise, whereas in Mr Welch’s GE engineers and spreadsheet jockeys were the masters. And he has focused on innovation. Since 2001 GE has invested $330m to expand its research facilities around the world. It spent $4.3 billion on R&D in 2008, up from $2.3 billion in 2002. In a bold initiative, “Ecomagination”, GE is aiming to dominate the market for clean technologies such as wind and solar power.

Best Buy Confronts Newer Nemesis Finally victorious over longtime archrival Circuit City Stores Inc., Best Buy Co. is now gearing up to fight an even more powerful foe: Wal-Mart. Leading the challenge will be Brian Dunn, the company's chief operating officer, who takes over for retiring Chief Executive Brad Anderson in June. His new strategy is to head off Wal-Mart Stores Inc.'s brutal price competition by giving consumers something the discounter cannot: more interactive stores, where customers can step into the world of a new videogame or see their faces captured by a high-definition video camera, instead of trolling aisles stacked with merchandise. Analysts expect Best Buy to pick up at least half of the business of Circuit City, which closed its doors earlier this month, a victim of management and sales miscues as well as the recession. Mr. Dunn won't have time to celebrate. Wal-Mart has ratcheted up its once-tiny selection of big-brand television sets, videogames and mobile phones to become a fierce contender. The Bentonville, Ark., giant recently said brisk electronics sales fueled a market-leading 5.1% February rise in same-store sales, or sales at stores open at least a year. Best Buy remains well ahead of Wal-Mart in U.S. electronics sales, but Wal-Mart is gaining in critical growth areas such as flat-panel TV sets, according to the Stevenson Co.'s TraQline service, which estimates market share. By contrast, Best Buy's sales have shrunk during the recession, and it has cut inventory to compensate, perhaps too sharply. Mr. Dunn hasn't always agreed with some of the ground-breaking changes at Best Buy; most notably, he opposed the 1989 decision to do away with commissioned sales in favor of salaried staff, which was widely opposed by sales workers who feared losing income. He now concedes it was the most important shift in company history, lowering worker costs and changing the core model of electronics retailing. Best Buy expanded across the U.S., and Circuit City eventually followed by eliminating sales commissions. Executives who have worked alongside Mr. Dunn said he can think broadly as well as deliver practical results. Right now, retailing needs leaders who can guide companies through troubled times, not visionaries, said Advance Auto Parts Inc. Chief Executive Darren Jackson, a former Best Buy vice president.

Jaguar, Buick Dethrone Lexus in Auto-Reliability Study British luxury car maker Jaguar jumped to the top of J.D. Power and Associates' closely watched vehicle dependability study this year, tying Buick for the No. 1 spot and dethroning Lexus for the first time since the Japanese luxury brand has been a part of the survey. Lexus, Toyota Motor Corp.'s luxury brand, took second place in the study released Thursday, followed by Toyota's namesake brand, then Mercury, Infiniti and Acura. "Buick and Jaguar both lead the industry in nameplate performance," said Neal Oddes, director of product research and analysis at J.D. Power. "In terms of individual model performance, Lexus and Toyota still do very, very well." The annual study measures problems experienced by the original owners of vehicles after three years. Mr. Oddes said this year's study was redesigned to exclude routine fixes from a vehicle's list of problems. For example, the study no longer counts tire or windshield wiper replacements as a reportable problem. The intended result is a study that focuses on actual glitches with a vehicle, Mr. Oddes said, though it also makes it difficult to make year-over-year comparisons. "We cleaned up the survey to really try to focus in on things that are truly broken," he said. The industry average was 170 problems per 100 vehicles, or somewhat less than two problems per vehicle. Last year, the industry average was 206 problems per 100 vehicles, but year-over-year improvements this year are much less pronounced when accounting for the changes in the study's methodology, Mr. Oddes said.

FedEx 3Q earnings tumble on weak global economy FedEx Corp. said Thursday it plans to cut more jobs and trim wages again, as the company reported its fiscal third-quarter profit tumbled 75 percent on severe weakness in the global economy. The Memphis, Tenn.-based company, often seen as a bellwether for the U.S. economy, said it earned $97 million, or 31 cents per share, compared with $393 million, or $1.26 a year earlier. Revenue fell 14 percent to $8.14 billion, from $9.44 billion. Analysts polled by Thomson Reuters expected profit of 46 cents per share on revenue of $8.65 billion. "Our financial performance was sharply lower during the quarter due to the global recession," Chairman, President and Chief Executive Frederick W. Smith said in a statement. "While we are gaining market share in all of our transportation segments, the downturn in our industry and the severity and expected duration of the recession require that we take additional actions." FedEx Express segment sales fell 18 percent to $5.05 billion in the third-quarter, as weak package volume offset the benefit of higher prices. Unit operating income plunged 89 percent to $45 million. The segment has been hit hard as consumers choose less expensive and slower options to ship packages and documents. The delivery company's ground segment, which benefited from the sharp scale back of rival DHL and a delivery deal with the U.S. Postal Service, saw operating income rise 15 percent to $196 million. Revenue rose 4 percent to $1.79 billion. To further reduce costs, FedEx plans to cut more jobs -- although it didn't say how many. It also plans to scale back some workers' hours and wages and trim air and truck capacity. The company said it will not shrink its delivery network in any area. "I think that what we are showing by the cost reductions we had already taken and the ones that we are about to take, we have a lot more flexibility and variability in our cost structure than most people give us credit for," Chief Financial Officer Alan Graf said. The biggest part of the cost cuts will come in FedEx Express, according to Dave Bronczek, the unit's chief executive. "(Express) is all around the world...Asia, Europe, here in the United States. So we have a lot of levers to pull - We have a lot of initiatives under way, and we are moving forward on all of those initiatives, he said."

Drug Maker Stiefel Labs Considers Selling Itself  Stiefel Laboratories Inc., a closely held pharmaceutical maker, is considering selling itself in a deal that could be worth several billion dollars, according to people familiar with the matter. The potential sale has drawn interest from a number of major drug companies, including Johnson & Johnson, Novartis AG and GlaxoSmithKline PLC, these people said. Stiefel, which makes anti-itch creams, acne treatments and other dermatological remedies, is hoping to fetch somewhere in the range of $3 billion to $4 billion, according to these people. A spokeswoman for Stiefel said the company's board has not decided to sell the company and hasn't received any offers. "Like any business, if we received an offer it would be carefully considered," the spokeswoman said in an email. Stiefel has been controlled for more than 160 years by the founding Stiefel family. Private-equity group Blackstone Group LP, which invested $500 million in the company in 2007, owns a substantial minority stake.

Stiefel Labs Considers Selling ItselfStiefel, founded in Germany in 1847 and now based in Coral Gables, Fla., has annual revenue of about $1 billion, according to a person familiar with the company. Little financial information is available about Stiefel because it is privately held. Stiefel has entertained offers in the past, but the recent spate of drug deals has renewed interest in the company. Big pharmaceutical companies, faced with the pending expiration of patents on major drugs, are trying to diversify their businesses. Dermatology and the broader "aesthetic medicine" market is one they are increasingly interested in because of the aging global population. But the economic downturn has tempered demand for many of these products and hit the share prices of some companies in the field. Medicis Pharmaceutical Corp., another maker of skin products, has seen its shares drop about 40% over the past year, for example.

  • US drug sales growth continues slowdown in 2008 Sales growth of prescription drugs in the U.S. slowed for the second straight year, with the economic downturn playing a key role, according to IMS Health Inc. Market research firm IMS cites lower demand for less-expensive generic drugs, lagging new product sales, and reduced consumer demand. Sales rose just 1.3 percent to $291 billion in 2008. That about matches IMS' prior outlook of 1 percent to 2 percent growth.In 2007, U.S. sales rose 3.8 percent to $286.5 billion, while they gained 8 percent in 2006.Anti-psychotic drugs were the lead sales drivers, followed by cholesterol drugs and treatments for heartburn and related conditions.

 

March 19, 2009

Tech Industry Refresh I (News): Boxes to Software to Phones - OUCH !

Now that we're slowly catching up with the business news let's shift our attention to a refresh of the Tech Industry news, which has been unrelievedly bad these last several months ! NB: this may seem like a jump-shift from huge scale disruption and company-scale WMT studies but there is a direct link, even though we step sideways. At it's core Tech is about product development, both new and improving existing. Large-scale and small-scale innovation should be at the heart of what it does; case in point being MSFT's failures to create any new major business lines or products other than bey near brute force. And not at a profit or positive ROI ! Which is the second link - if product development is a core enterprise competence, akin to manufacturing for the auto companies or store operations and distribution for retailers, then all the devilish details we waded thru for WMT apply here as well. For example Sprint's customer service has been abysmal and customers are leaving in droves. Dell despite noble efforts to re-invent itself first fired a warning shot when it sacrified it's own service to short-term cost control. Operational execution really matters, it's where the rubber meets the road, and strategies remain fantasies unless they are coupled to capabilities.

We last visited the Techs in Jul/Aug (Tech Trends II (Analysis): What're the Drivers and Outlooks) and warned that as the business cycle turned over eventually so would capex; and that would take Tech profits, earnings and stocks with it. The chart shows the NDX/QQQQs on the left, which is down about -45% almost to the day. Much of that with the credit crisis implosion but nonetheless.... A couple of friends recently took us to task for not translating our assessment more strongly into investment recommendations. If you look at the 2X leveraged ETFs the inverse was up almost 125% from Aug to Nov08. That's opportunity ! But nonetheless indeed...the real economic pressures didn't hit and really hurt until the end of the year and accelerating into this. In other words our prescience was luck and our warnings then are just now showing up in the daylight - so be re-warned !!! The consequences show up in the readings which survey a collection of tech stories running back aways from chips and boxes to middleware to application software to telecom equipment to telco services. And include Intel, Lenovo, Dell, HPQ, MSFT, IBM, Sony, Cisco, ALU, NOK, MOT, Nortel, L3, Sprint and ATT. Nobody's not in serious trouble with storied names cutting costs and laying off thousands and others headed for the big house, BK that is ! In this post we wanted to rollup, wrapup and explain the news by sorting it into categories. We'll try to follow this with a complementary post de-constructing the strategic and structural changes that are taking place hidden by all this "normal" bad cycle sturm und drang.

Re-Visiting the Tech Stack

Repeating an earlier graphic on the Tech stack that explains how chips make boxes, adding operating systems and middleware makes platforms and adding applications and interfaces makes solutions. The graphic also illustrates the evolutionary challenges the industry continues to face. We won't tell you how old this particular illustration is but trust us it's got some legs on it. The problem is that the problems that needed to be overcome back then are still unsolved today. The industry does extremely well on it's home turf, where geek talks to geek. That would be the bottom of the stack (chips, boxes, middleware). On the top of the stack (applications and services) they're still be-deviled by the two-culture communications gap between users needs and tech delivery. The net results is that those companies on the bottom may keep adding functionality but they exceed customer's wants and needs. That's a recipe for becoming a commodity where competition reduces to execution capability. On the top after over-promising and under-delivering during the '90s and seeing no major new uptake in applications in a decade the "take them to the cleaners model" for aging application maintenance business model is pretty aged itself.

Telecom Stack Re-view

The next graphic is the "future" of the Telecom industry, the emerging Technomediatainment mega-industry. The problem is that the equipment manufacturers and telco service providers still make their money on the old businesses, for one thing. For another the new industry has it's own challenges which we'll go into in another follow-on posting. But briefly, and this is important, the content everywhere revolution requires two things. Cheap and infinite bandwidth combined with applications and content that are truly valued and valuable. On the first everybody's having troubles and on the second the first initial hype surge for Web2.0 and social media appears to be running out of steam. OOPS and DOUBLE OOPS ! Meanwhile demand for both wirelines and mobile support has dropped like a rock, even before the downturn got really going. The net result is that equipment providers and Telco's are taking it in the neck. They desperately need the "New Media" thing to work out and right now are just struggling to survive.  When MOT and Nortel head for bankruptcy and ALU is in the ditch you know things will never be the same. Even mighty Cisco, the sole remaining stander in the entire industry with the exception of Huiwei, is hurting big time. You think them declaring war on HPQ, IBM, et.al. is an accident ? It's a symptom of no place to go on their home turf. And, likely to the worst strategic mistake in their entire history. CSCO's a great company but hasn't shown any special magic ala Apple these last ten years. What makes them think they can run IBM's ROLM purchase and ATT (gen -5) in reverse ? Trouble ahead. Like their friends in the traditional Tech space (think about that as a label for the industry of the future !) these guys are competing in a commodity space at the bottom of the stack. And are utterly dependent on being save, again a similar situation, by innovation and value-creation at the top.

As you skim thru these readings we'd ask you to do three things that are critical to evaluating the situation for each company:

1) Place them in the stack in your mind; that tells you what the external opportunities and pressures are.

2) Understand on that basis how they'll be effected by a sustained and worldwide economic downturn where capex is likely to keep shrinking for a long time.

3) Ask are they prepared with operational capabilities and core competencies that will enable them to survive and then positions themselves for the future. HPQ and INTC may be, jury's out on Dell, MSFT has failed for a decade, none of the telco equipment folks have made any headway for longer except Cisco, the Telcos themselves are strugging with yet another perfect storm. And so on and so on.

Last Jul/Aug when I shared my appreciation of the situation with all my tech buddies they basically ignored me as not knowing what I was talking about. Even as late as Nov. a very sr. exec with a major tech analyst firm basically blew me off. The time to see these things is when there coming not after they're hear. And that is another tsunami wave building up offshore IOHO !

Platforms and Boxes

Intel, Other Chipmakers Fall Off a Cliff The early line on futures suggests a middling start, which, given the last few days, should probably be taken as a positive. That said, a number of companies are going to have it tough in the early going, including Intel, which was down 4.4% in the premarket session after the company reduced estimates for the fourth quarter drastically. The company cut its fourth-quarter revenue view by as much as 20% because of “significantly weaker than expected demand,” putting the stock on-target to hit a 12-year low. The cut comes less than a month after original guidance, and it shows just how quickly the economic outlook changed in the last several weeks. “The timing and size of preannouncement imply demand is falling off the cliff. The large reduction in guidance suggests Intel has zero visibility in end demand,” write analysts at Needham & Co. “The fact that Intel even can’t wait until the previously scheduled mid quarter update (on Dec 4) highlights how fast business has fallen.”  Shares of the stock are down 49% on the year and were lately trading at levels not seen since 1996 (before the tech boom). Analysts at FTN Midwest Securities said the news shows that the recession has hit the PC market, but they remained optimistic overall, saying “when we do emerge from this downturn, corporate investments in IT will lead the way and Intel, we expect, will be among the first to benefit.” Intel isn’t alone. Applied Materials Inc. Chief Executive Mike Splinter warned of an extended downturn hitting the semiconductor equipment sector, with customers pulling back on spending or the tools used to make chips, but those shares were up 2% in premarket action. Meanwhile, shares of Advanced Micro Devices gained 5.8% on hopes for a strong roll-out of its new chip technology.

Intel Takes Step Into Home Health Care Intel Corp. is taking its next step in building a business in health care, introducing technology to help homebound patients with chronic medical problems. The Silicon Valley company, at a medical conference in New Orleans, announced a series of trials with health-care organizations of specialized hardware and software developed by the chip maker. The tests are designed to show whether the new tools bring improved results in treating conditions such as diabetes, hypertension and heart disease. Intel and other computer-related companies see big opportunities in health care, hoping to address inefficiencies that will become more costly as patients and caregivers get older. Allowing more people to receive care at home can save billions of dollars, the companies say. Intel's offerings -- collectively called the Intel Health Guide -- include a simplified computer and software that are designed to help elderly people and other patients monitor and manage their conditions at home. It connects to medical devices such as scales, blood-pressure monitors and glucose readers, recording information that can be shared with health professionals over the Internet. Intel also has developed software to help staff at medical call centers to remotely monitor patients' conditions and manage their treatment; it will manage patient-monitoring systems for customers as well. "We are going to do end-to-end services," said Louis Burns, vice president and general manager of the Intel Digital Health Group.

Lenovo Goes Global, but Not Without Strife As recently as 2005, Lenovo Group Ltd. was a little-known computer maker that sold only in China, sometimes relying on deliverymen on bicycles. Its acquisition of IBM's personal-computer business catapulted Lenovo onto the world stage: Now about 60% of the company's sales come from outside China, and it is the fourth-biggest computer maker by shipments. Lenovo has filled its ranks with Westerners from IBM and Dell Inc., opened factories in Mexico and Poland, and gone on an Olympics-led marketing blitz. While Lenovo has fared better than other Chinese companies that have tried to become global players, it has fallen behind competitors in the PC industry. Lenovo's computer shipments rose 8% in the third quarter, but its growth was eclipsed by the overall market, which grew nearly twice as fast. That left Lenovo's global market share at 7.3%, down from 7.8% a year ago, according to research firm Gartner. Analysts have scaled back their expectations for Lenovo, which reports its quarterly earnings on Thursday. Morgan Stanley, for example, expects a weak quarter and now projects Lenovo's net income will fall 20% in the current fiscal year, the first year of decline since the IBM PC acquisition, which was completed in May 2005. In the early days after the IBM deal, cultural clashes and power struggles nearly derailed the Chinese computer maker's aggressive strategy to become a world player, say current and former executives. Now the company's global ambitions must confront the economic malaise in the U.S. and Europe -- two markets that were key to its expansion plans.

Dell Pushes for Deeper Cost Cuts The big computer maker, responding to souring economic conditions, laid out a series of new actions to reduce spending. The company is imposing a hiring freeze, offering employees voluntary buyouts and asking workers to take one to five days off without pay, said Dell spokesman David Frink. The company is also reducing its use of contract employees by an undisclosed amount, cutting travel expenses and "reprioritizing" some projects and capital spending, he said. Dell isn't spelling out how much it expects to save with the new moves, which Mr. Frink said were explained to workers in an email sent by Chief Executive Michael Dell. The company, based in Round Rock, Texas, had previously set goals to cut $3 billion in annual expenses by 2011. As part of that effort, Dell about a year ago outlined a plan to reduce its head count by about 10%, or 8,900 workers. Those reductions are just about complete, Mr. Frink said. The latest moves are designed to cut costs beyond the $3 billion target, Mr. Frink said, and will "better position the company for long-term competitiveness."

Bradley Turns PCs to Gold for Hewlett-Packard The head of HP's personal-computer division has helped the company become the top PC maker in the world and has fattened profits at the same time. But he can't stop worrying about what could go wrong, from competitive threats to the global economy's meltdown. "We'll never be done," Bradley says. As the deepening recession hits companies around the globe, HP is navigating through the crisis relatively smoothly. On Nov. 25, CEO Mark V. Hurd reported fourth-quarter earnings that handily beat Wall Street expectations and predicted the company will emerge from the downturn even stronger. While there are many reasons for that, including HP's expanding services business and lucrative printer franchise, a big factor is Bradley's division, which brings in $42 billion annually from the sale of PCs, handhelds, and workstation computers. Even as rivals such as Dell (DELL) and Lenovo (LNVGY) have seen a sales slowdown recently, Bradley's group reported double-digit revenue gains. "The market is terrible, [but] they've done a good job," says David M. Klaskin, chief investment officer at Oak Ridge Investments, which holds the company's stock. Three years ago, when Bradley was brought in, investors wanted HP to jettison the PC business. IBM (IBM) had just sold its unit to Lenovo, and it looked like Dell would dominate the industry with its low-cost, no-frills, direct-sales model. With remarkable speed, however, HP has knocked Dell on its heels and shown it's not just Apple that can innovate in the computer business. Bradley's strategy at HP has been a blend of hard-nosed execution and practical innovation. The approach depends on creating fresh designs and eye-catching marketing campaigns. Behind the scenes, though, Bradley and his team use a bucketful of metrics to ensure the operation is tuned just so. They measure profit margins for every PC and how many R&D dollars go into each product line. They also revamped purchasing so costs are rock-bottom. HP used to buy parts such as memory chips and batteries on the spot market, getting prices close to those of its rivals. Now behavioral scientists from HP's research lab forecast demand for components. Supply chain boss Tony Prophet then uses those projections to negotiate long-term contracts at favorable prices. There's risk if the forecasts are wrong, but the savings can be 20% or more. Bradley believed from the start that HP had to change its PC business. If it kept trying to sell boring boxes at the lowest cost, it would be locked in a brutal struggle with Dell. So with marketing lieutenant Satjiv S. Chahil, Bradley asked a local ad agency to create a video to convince the executive board that HP needed a new approach. The video argued that PCs had become a commodity because makers had ceded all innovation to chipmaker Intel (INTC) and Microsoft (MSFT). The clip then outlined how HP could get out of the commodity game. " 'Wow!' is what sells," says Bradley.

Software and Consumers

Microsoft to slash 5,000 jobs, misses on 2Q profit Microsoft Corp. said Thursday it is cutting 5,000 jobs over the next 18 months -- more than 5 percent of its work force -- a sign of how badly even the biggest and richest companies are being stung by the recession.The layoffs appear to be a first for Microsoft, which was founded in 1975, aside from relatively limited staff cuts the software company made after acquiring companies. The company announced the cuts as it reported an 11 percent drop in second-quarter profit, which fell short of Wall Street's expectations. Microsoft shares plunged 8 percent in morning trading. Microsoft said it was being hurt by deteriorating global economic conditions and lower revenue from software for PCs. The holiday quarter of 2008 was the worst the PC market had seen since 2002, with computer shipments declining about a half of 1 percent, according to IDC, a technology research group. Making matters worse, the one type of PC consumers have warmed to in tight times -- the low-cost, low-power "netbook" -- actually cut further into Microsoft's earnings, the company said. The tiny portable computers run on Windows XP, which is older and less profitable for Microsoft than Windows Vista. In a memo to employees released Thursday, Chief Executive Steve Ballmer acknowledged that Microsoft is "not immune to the effects of the economy. Consumers and businesses have reined in spending, which is affecting PC shipments and IT (information technology) expenditures." Ballmer said Microsoft cut operating expenses by $600 million in the quarter, but that it wasn't enough. The layoffs, starting with 1,400 on Thursday, will affect workers in research and development, marketing, sales, finance, legal and corporate affairs, human resources and information technology. Ballmer also said changes would occur in departments that handle support, consulting, operations, billing, manufacturing, and data center operations, but he did not say whether layoffs are planned.

A Closer Eye on IBM Those investors cheering International Business Machines' higher-than-expected fourth-quarter earnings may want to take a closer look at the numbers. It might give them pause. IBM stock was up 11.5% Wednesday after its 17% jump in earnings per share. But the arguably more-important indicator of IBM's performance -- its top line -- fell 6.4%. Due mostly to currency changes, the drop was worse than even reduced Wall Street assumptions. What's more, it will be tough for IBM to maintain the earnings growth it reported. Per-share earnings of $3.28 was boosted by lower tax expense, share buybacks and lower pension expenses, which together accounted for 56 cents a share, according to Barclays Capital. In a note to clients, Barclays analyst Ben Reitzes said that both the pension and tax benefits wouldn't be available in full-year 2009 and the share-repurchase effect would be lower. Indeed, pension costs are likely to become a drag on earnings. The peculiarities of pension accounting resulted in last year's drop -- and will likely keep costs from rising this year. But eventually the market losses -- IBM's global plan was down about 17% last year -- will show up in higher pension costs. Anyway, the impact of the crash on IBM's pension plan did surface in the company's balance sheet. A noncash adjustment "related to year-end pension remeasurements" for 2008 and 2007 cut shareholder equity by a whopping 52.7%, a reduction of about $15 billion from the end of 2007.

Sony forecasts first annual net loss in 14 years Sony Chief Executive Howard Stringer acknowledged Thursday he had not gone far enough with cost cuts and efforts to combine entertainment with electronics as his company projected its first annual loss in 14 years."More has to be done and more can get done," Stringer said at a hastily called news conference at Sony's Tokyo headquarters. "We have a long way to go." Sony Corp. said it will offer early retirement to employees at its prized TV division, seeking to trim personnel costs there by 30 percent. It is also slashing jobs at its movies, music and game businesses. Sony did not give a head count target for the reductions. It said it is cutting 1,000 temporary workers when it closes one of two TV plants in Japan. Stringer said he and two other top executives, including President Ryoji Chubachi, will give up their entire bonus, which would halve their annual pay, according to Sony. Other executives and managers will see lower pay. But Koya Tabata, electronics analyst at Credit Suisse in Tokyo, was skeptical about Sony's prospects. "There was no change to his strategy. What he said was more of the same," he said of Stringer's remarks. "And that's bad." Last month, Sony had already said it would cut 8,000 of its 185,000 jobs around the world and shutter five or six plants -- about 10 percent of its 57 factories. It would also trim 8,000 temporary workers who aren't included in the global work force tally. Sony Expects $3 Billion Loss for the Year

Face value: Game on, says Sir Howard WHEN Akio Morita, Sony’s co-founder, gave the firm its name in the 1950s, he was afraid it could be mispronounced in Japanese as “son-en”, which means “to lose yen”. Little could he have imagined the problems that his eventual successor, Sir Howard Stringer, would face. The company that long dominated the field of consumer electronics, from the first pocket transistor radio to the Walkman and the PlayStation, is in trouble. Almost every product line is unprofitable. Sony expects to lose ¥260 billion (nearly $3 billion) when it reports its 2008 results, its first loss in 14 years. “What this recession has done is expose the weaknesses in our system that we didn’t want really to admit,” says Sir Howard in his sunny 20th-floor office overlooking Tokyo.But the crisis is finally enabling him to shake things up at Sony, something he has been trying to do since his arrival as chairman and chief executive in 2005. In recent days Sir Howard has gently eased out the company’s president, Ryoji Chubachi, who was installed just before Sir Howard’s own appointment, and who has stymied his restructuring efforts. Sir Howard has also appointed four young, loyal lieutenants—whom he dubs “the Four Musketeers”—to lead Sony’s newly reorganised business units, further tightening his grip on the company.

Telecom Equipment

Cisco CEO Sees Harder Times Ahead  Cisco Systems Inc. posted a 27% drop in quarterly profit and warned that businesses are increasingly scaling back their technology spending. The big Silicon Valley maker of networking gear said revenue fell 7.5% in its fiscal second quarter, which ended Jan. 24. It also signaled that conditions had worsened, predicting revenue in the current period could drop 15% to 20% from a year earlier. "It is now clear that we are in a global economic slowdown," Chief Executive John Chambers said Wednesday in a call with analysts. He said it is difficult to make an accurate prediction given the current economic climate, but added that "we will obviously be impacted." The San Jose, Calif., company is one of the first to report earnings that include January, and its results are a closely watched barometer of corporate technology spending. Overall, Cisco's orders for the second quarter shrank 14%, but in January orders were down 20% from a year ago. Cisco's corporate customers have steadily cut the amount they have spent on technology over the last year, though some of those losses have been offset by phone and cable companies, which have bought Cisco gear in order to keep pace with increasing Internet traffic. But in the January quarter these U.S. companies placed 30% fewer orders than the year-ago quarter, Cisco said.Despite the recession, Cisco has continued to move into new markets. Examples include consumer-electronics, such as a home speaker system unveiled in January, and Cisco is believed to be developing a server system that would take it for the first time into the computer business.

In Latest Move, Alcatel-Lucent Plans 1,000 Job Cuts Alcatel-Lucent, the struggling telecommunications equipment maker, said Friday that it would cut 1,000 jobs in an austerity plan announced by its new chief executive that aims to save 750 million euros or $991 million. The limited job cuts — 1.3 percent of Alcatel-Lucent’s 77,000 global work force — disappointed some analysts who had been expecting a more fundamental reorganization from Ben Verwaayen, a former BT chief executive who took the helm of Alcatel-Lucent in September. In addition to the 1,000 cuts, the company will trim 5,000 contract workers. Shares of Alcatel-Lucent fell 9.6 percent in early Paris trading. The trans-Atlantic equipment maker, created in November 2006 with the merger of Lucent Technologies and Alcatel, has struggled since its inception, losing about 5.4 billion euros, or $7 billion, through September. In taking office, Mr. Verwaayen acknowledged that Alcatel-Lucent had yet to truly merge, with United States and French counterparts resisting needed cost savings.Also weighing on Alcatel-Lucent is Lucent’s reliance on the American market, where it makes equipment for the prevailing CDMA standard that is a distant second to the GSM standard on 85 percent of the world’s phone networks. A wave of consolidation among operators in the United States has also reduced Alcatel-Lucent’s customers and raised price competition. Meanwhile in France, where Alcatel has close ties to the French government and holds a stake in Thales, the military contractor, rigid labor laws have hampered efforts to rapidly streamline operations. Since the merger, Alcatel-Lucent has laid off about 9,000 workers globally and has begun to eliminate overlapping product lines. But the pace of change was too slow and investor dissatisfaction coupled with weakening demand led to the ouster in September of the merger’s architects, the former Lucent chief executive, Patricia F. Russo, who had been Alcatel-Lucent’s first chief, and the chairman, Serge Tchuruk, a longtime Alcatel executive. Shareholders turned to Mr. Verwaayen, who led BT from February 2002 through May, is credited with a successful turnaround of the former British monopoly. During his tenure at BT, Mr. Verwaayen focused on improving customer service and expanding the company into new businesses like managing corporate networks after the British government forced BT to functionally separate from its land-line network in a bid to increase competition. Since coming to Alcatel-Lucent, he has appointed new managers to almost all crucial board and sales positions in Asia, Europe and the United States, drawing from outside the company for about a third of senior positions, said Camille Mendler, an analyst at the Yankee Group in London. “I think what you are seeing today is not the end but the beginning of a long, fundamental turnaround at Alcatel-Lucent,” Ms. Mendler said. “Ben Verwaayen is a very no-nonsense individual. He completely transformed BT and is the right person to do the same at Alcatel-Lucent.”

Nokia Paints Bleak Picture Nokia's latest profit warning is a red flag to investors in the telecommunications sector and far beyond. Confirmation of weak consumer spending was no surprise. More alarming was Nokia's suggestion that the credit crunch has limited the ability of retailers to build up handset inventories. That's bad news for the industry as a whole and more evidence of the far-reaching impact of the financial crisis on the broader economy and global trade. While massive injections of liquidity into the banking system have saved it from collapse, until that liquidity filters down to individual businesses, the global economy is in dire straits. There will be knock-on effects from Nokia to its own suppliers, such as semiconductor companies. The slowdown in handset sales also bodes ill for smaller handset rivals with weaker finances, some of which, like Sony Ericsson, were struggling to sell enough phones even before the credit squeeze intensified in September. But more broadly, with financial-sector companies trying to repair balance sheets, credit is seriously tight. Any evidence of businesses struggling to finance new inventories paints a bleak picture. With consumers and regular businesses also starting to fixate on their balance sheets, and curb spending, there is a risk the downward cycle in the economy will start feeding off itself.

In Motorola Earnings, Signs of an Industry in Change Cellphone sales are falling, manufacturers have announced thousands of layoffs and wireless carriers are finding it harder to acquire and keep customers. It sounds like another tale of “recession bites industry,” but there are signs that this downturn is masking something more fundamental, that the cellphone industry’s best days are behind it. A fourth-quarter earnings report on Tuesday by the telecommunications equipment manufacturer Motorola reinforced that notion. The company, which is suspending its quarterly dividend, lost $3.6 billion in the fourth quarter, compared with earnings of $100 million in the period a year ago. Sales were $7.14 billion, down 26 percent, from $9.65 billion in the fourth quarter of 2007. Motorola sold 19.2 million cellphones in the quarter, down 53 percent from the period a year ago. It went from being the world’s second-largest maker of cellphones in 2007 to its fifth-largest. Analysts and investors are beginning to ask whether the industry as a whole can continue growing. The challenge is both simple and daunting: how to expand when four billion of the six billion people on the planet already have phones. And even in developing countries where there are underserved markets, subscribers spend less on phones and services. Craig Moffett, an industry analyst at Sanford C. Bernstein & Company, is one of the skeptics. “I don’t think anyone would argue that the salad days of the wireless industry are over,” he said. He added that in terms of subscriber growth in North America, “we’re awfully close to saturation.” “It’s not correct to call this a cyclical problem,” Mr. Moffett said. “To do so suggests that after the recession, growth rates will bounce back. There’s no reason to believe that’s the case.” To be sure, nobody is looking at the cellphone industry and making comparisons with Detroit. There is little doubt that there are tens of billions of dollars to be made selling phones and providing services, particularly those involving data.

Nortel Seeks Legal Advice on Exploring Bankruptcy Nortel Networks Corp. has sought legal counsel to explore bankruptcy-court protection from creditors in the event that its restructuring plan fails, according to people familiar with the situation. The move comes as the Toronto-based company grapples with plummeting sales for its wireless gear and as the credit crunch hobbles the sale of key assets. Nortel also has been exploring potential assistance from the Canadian government, according to a person familiar with the matter. But the disarray within the government is clouding those prospects. The telecommunications-equipment maker was once Canada's largest company. Nortel's market value topped $250 billion in 2000 amid the telecom boom, but has since shriveled to $275 million. The company's stock has been trading below the $1 minimum on the New York Stock Exchange for a month. Chief Executive Mike Zafirovski joined Nortel three years ago after helping to revive the cellphone division of Motorola Inc. He swelled profits from selling Nortel's voice-only wireless equipment to U.S. carriers and used the money to fund new businesses. But a sudden drop in contracts by U.S. carriers, themselves seeking to rein in spending, choked off the company's cash engine. Nortel burned through $478 million in cash during the first nine months of this year, as sales of the company's CDMA technology atrophied. In September, Mr. Zafirovski decided Nortel should sell assets to cut expenses and raise cash. On Sept. 17, the company said it would sell an unprofitable new business called Metro Ethernet, which makes gear to transmit Internet and video feeds. Until the announcement, many Wall Street analysts believed that Nortel still had time: It had an estimated $2.6 billion in cash and no payment on its $4.5 billion in debt until July 2011. But $500 million of Nortel's cash was tied up in overseas joint ventures and it needed $1 billion cash for daily working capital.

Telecom Services

Level 3 Communications Inc. was supposed to have died after the last great boom. Sucking up $12 billion in new capital, it assembled a 77,000 mile network of fiber-optic cables, most of it built in the late 1990s and early 2000s. That seemed a sure thing back then.Soon reality set in for investors: Level 3 wasn't the only one running cable across the planet, and the promised profits never materialized. Since 2001, it has been paying $500 million to $600 million a year in interest. Yet it has never been able to cut its long-term debt load below $5 billion. Even worse, Level 3 hasn't made a penny of profit since 1999. Its stock has traded below $8 for the past eight years. It closed at 98 cents on Monday. Level 3 seemed a prime target to get pulled into today's great credit maw, where decent but otherwise cash-strapped companies go to die. By November, bond investors were seriously doubting the company's ability to pay off $1.1 billion in debt coming due this year and next, valuing its bonds as low as 30 cents on the dollar. Level 3 Chief Financial Officer Sunit Patel was in the offices of Lehman Brothers Holdings Inc. two days before the firm declared bankruptcy on Sept. 15. "The mood was quite poor," he says. "It was evident confidence was fading fast." That would soon have its effect on Level 3, which is based in the Denver suburbs. "We have to deal with upcoming maturities. And when credit markets shut down, it puts corporations like us in a dire position." This is exactly the worry facing hundreds of companies around the country. And it is this dilemma -- as much as the banks themselves -- that should be frightening President Barack Obama and his aides. If otherwise solid companies can't roll over their debt obligations they will fail, costing jobs.

Sprint Squeezed as Customers Flee Sprint Nextel Corp. swung to a third-quarter loss as its subscriber base continued to decline, but the wireless carrier sought to reassure investors concerned about its liquidity by announcing an amended credit agreement. The company lost 1.3 million more customers than it added in the quarter, ending September with 50.5 million users. It has fallen well behind rivals AT&T Inc. and Verizon Wireless, which have 74.9 million and 70.8 million subscribers, respectively. Sprint said it expected subscriber levels to stabilize somewhat in the fourth quarter. Sprint posted a quarterly loss of $326 million, or 11 cents a share, reversing a year-earlier profit of $64 million, or two cents a share. Revenue fell 12% to $8.82 billion from $10.04 billion a year earlier. Sprint executives said the company could feel the impact of the slowing economy as lower-income customers have trouble paying their bills and their accounts are assigned to collections. But in an interview Mr. Hesse noted that the company has worked hard to tighten credit requirements for contract customers so that 83% of its current base is now made up of "prime" customers who are likely to be the most reliable. Sprint's average monthly customer turnover rate was just under 2.15% of its base, better than the year-earlier 2.3% but well above its rivals. Revenue per user was $56, down 5% from a year earlier but stable with the prior two quarters as data services offset declining voice revenue. For the fourth quarter, Sprint expects continued declines in subscribers who sign long-term contracts, along with average revenue per user. But the carrier said gross additions, which count the total number of new customers and doesn't factor those who leave, should stabilize. The company has been cutting costs, including small things such as the shutdown of cafeterias at its offices. The result has been improved free cash flow, but Citigroup analyst Michael Rollins said the reductions in spending aren't sustainable, as the company still needs to reinvest in its network to keep up with the speed and coverage upgrades of its rivals.

AT&T to Cut 12,000 Jobs as Landline Losses Grow AT&T announced Thursday that it plans to lay off 12,000 people and curb spending on new equipment — a sign that the telecommunications industry is beginning to feel the pain of the economic downturn. AT&T had already been struggling with a decline in revenue from its traditional wireline phone service as customers continued to drop landlines. Rapid growth in wireless, television and high-speed Internet services more than offset that drop. But analysts said Thursday that the recession is now clearly having an impact even on the fast-growing businesses. “It’s clear that the economy, the macro environment, is affecting their business, particularly on the wireline side,” said John Hodulik, a telecommunications analyst at UBS Investment Research. “The company had more line losses than expected, slower broadband growth than they expected and less activity in the business market.” AT&T, which had 303,500 employees at the end of the third quarter, said layoffs would begin in December and continue through 2009. Cutbacks will come primarily in its wireline units. “There’s a continued industry shift from wireline to wireless and broadband,” said Walt Sharp, an AT&T spokesman. AT&T said it would take a charge of about $600 million in the fourth quarter related to severance costs. In addition, the company said it would cut capital expenditures in 2009. Although AT&T did not specify an amount, Mr. Hodulik predicted that spending would fall 10 to 15 percent from about $20 billion in 2008.

March 17, 2009

WMT as Exemplar II: Diving Into the Details of the Retail Enterprise

Earlier we took a pretty deep dive on WMT(WMT as Performance Exemplar: Re-Think, Re-Factor, Re-Energize), at least from a top-down, strategic perspective that was somewhat well received (judging by readership and feedback). Here we propose to "de-construct" that top-down view with a more bottom-up view of key details including the virtual enterprises made up by the different business units, Marketing & Branding, Product Management, Store Operations, International Operations and Support Functions (Logistics, IT). At the same time this exploration serves two other purposes. We ended the last post on innovation(Disruption vs Innovation: Change, Response, Resilience) by pointing to the need for understanding industry dynamics and used the Oil Industry as one of several possible examples. [Other Industry Examples:Auto Market Structure, IT Industry Stack Evolution,Finance Credit Environment, Technomediatainment Stack,Air Industry Network] The processes and functions of the enterprise are as critically important where processes are how you run the enterprise while functions are the things you do. The great re-engineering revolution failed because the consultants doing the analysis created greenfield process architectures that lacked a grasp of the functional details that business experts needed to supply. Those changes still lie in front of us as vital necessities. The accompanying graphic lays out an idealized Retail Enterprise Architecture that is a blueprint for what an ideal Retailer needs to do. And let us re-assure you is that it wasn't invented and composited in a vacuum - it's the result of well over a decade of accumulated work with many retailers of all sizes and across all geographies. [The equivalent graphic for Manufacturer's]. So with all that said let's take our dive into WMT for it's own sake and as exemplar; and keep the enterprise architecture in mind as a checklist.

Business Unit Performance

The accompanying graphic speaks to key business units as enterprises within an enterprise. In fact given WMT's size, scale and scope each of these units is in fact a major industry leader in it's line of business. At the same time each of these business units is embodied in each store in one form or another. Here four key BU's are shown.. Home Furnishings and Apparel are somewhat old hat so let's consider Grocery. Back in the early '90s WMT wasn't in the industry but was thinking about. They went from no presence to, 10 years later, both WMT and Sam's separately were each in the top 10. The industry mounted a massive effort to re-think itself with ALL the industry groups, major retailers and CPG manufacturers and every one of the major consulting groups involved. As it happens I led one of the task forces responsible for re-thinking distribution and store replenishment and we came up with a breakthru in how those operations should work. Like every other major component of this massive initiative (Efficient Consumer Response[ECR]) almost none of them were adopted (on this one, Flow-thru Replenishment - THE critical enabler for complex store level stocking) almost the only adopters were Wakefern (parent of Stop-N-Shop) and (sorta) Target. The real point is that WMT is well along in the process of simlar disruptions in other major industries with it's entry into Electronics and Health. Watch out CC and the pharmacy chains !

Marketing and Store Operations

This next graphic conjoins a complete re-thinking and re-map of WMT's Marketing strategy with Store Operations. For literally decades their motto was EDLP, Every Day Low Price, but they've since evolved that into a major new theme that still builds on that history. That theme is "Save Money and Live Better" which should resonate at any time but is perfectly suited for these times. At the same time they're also carrying it down to the store level. We'll talk more about how that message and strategy is, and must be, carried down to Product Management and discussed Marketing Strategy re-factorings in the prior post. But on the store level, which is vital for making this credible, they're basically taking their blueprint for an ideal store enterprise in, rather like applying the sort of business blueprint we talk about with our BizzXeleration framework, to each and every store. And notice the synergies between changing the store rollout plans, more efficient and controlled capital management and operational level performance improvements. That's what we'd call a virtuous cycle indeed !

Product Management & Logistics

This next graphic links the re-vamped Marketing Strategy to specific product categories. EDLP meant that the sole previous strategy was Price Leadership; now they've expanded that tremendously to create new value-creating dimensions and directions. As shown in the UR corner that means getting the world's best brands into WMT store. It also means, on the store level and in the core enabling operations, other major changes. In fact the LR corner is in some ways the most stunning change. For almost the last two decades WMT has been on the "usual suspects" list for best use of logistics and technology but their highly effective logistics operation was designed to put a standard unit into a standard store and NOT adapt to local sociographics and variable demand patterns. In fact a few years ago when they tried to move up-scale in Target's part of the value-equation by putting more fashionable apparel in their stores the effort failed miserably because the logistics operation couldn't support it (at least as best we could judge). For the LR corner to be feasible, workable and profitable implies a huge re-factoring of those operational capabilities. In other words WMT must have developed a complex and adaptive flow-thru distribution and replenishment operation. Logistics is both the most under-appreciated operatioinal capability, and like none other but IT touches all other aspects of the enterprise, and represents the largest un-tapped source of performance improvement in almost every company in America ! The synergistic links between better links between logistics and the rest of WMT's operations creates yet another reinforcing virtuous feedback loop. Without these changes the entire new Marketing, Product Management and Store Operations strategies would be likel to fail as well. Yet judging from their performance all the piece parts are clicking along in a highly synchronized fashion. Talk about orchestrating a revolution !

 International Operations and IT continued below

International Operations

Several years ago WMT went into Japan and Germany and had many challenges...in fact the word failure again comes to mind. At the same time they did much better, though not exceptionally so, in Mexico and Latin America, and eventually in China. Places where their basic EDLP mantra and the associated enterprise blueprint played well. Further along they went full-bore into England by buying a local chain, ASDA, and have since become a force in the market. A particularly challenging one because England is home turf for what we think is the best example of a flexible, adaptable and astute retailer Tesco who thru similar strategic thinking and operational execution managed to drive Marks and Spencer into a defensive crouch and over-take them as the largest and most profitable retailer. But all that doesn't mean WMT gave up internationally as the graphic illustrates. Instead they again re-thought their approach and capabilities and adapted old and new core capacities to the idiosyncrasies of each market's special characteristics. Now they've segmented each market by stage of maturity, created a three-pronged international strategy, developed multiple alternative formats and built up local supplier relationships. If the Chinese want dog's feet WMT will find a good supplier ! Look out Carrefour and Aldi's !

Adaptive Flexabilities

Let's take that down a level and look at their specific strategies in two representative international cases. The UL corner summarizes the overall worldwide opportunity and specifically breaks out Japan, which tells us that they plan to stay and compete thru adaptation and value. It also tells us very explicitly that the highly fragmented Japanese market presents huge under-served opportunities for them. Which, as shown in the UR corner, they are specifically addressing with a carefully thought out and customized operationally-based strategy. Similarly the LR corner takes a major emerging market, Brazil, and indicates the size and scope of the market potential there. Again a decent display of local knowledge and focus. Finally the the LL corner rolls all that up and lays out the quantitative aspects of the overall international strategy. A strategy that shows every promise of being effective.

Technology

The last remaining enabling capability we'll focus on is Technology. An area as we've mentioned where WMT has been one of the top 10 enterprise in the world for decades. The reason they were so effective was that they drove Tech spending by business needs instead of letting tech idiosyncrasies constrain operational capabilities and strategic choices. Tech folks tend to be fascinated by bright shiny things while business folks tend to leave them without adult supervision. Bridging that cultural gap is the other biggest black hole of enterprise strategic re-vitalization and has been for decades. Yet WMT's IT folks haven't been resting on their laurels - far from it. The UL corner is one of the best simple representations of business-driven IT we've ever seen but you may need to decode it a bit to get that. At the top you see how they've aligned their IT focus around each major business unit and/or corporate function. At the bottom you see the major functional objectives and management principles they've developed and deployed to ensure effective alignment is delivered. Finally the next two parts of the graphic show you how their spending is allocated to drive innovation and how they link IT strategy to critical business value objectives. We have to tell you that there are very few enterprises, even very well known ones, that manage their Technology like this. Again WMT qualifies as an exemplar. And again, think about the synergistic linkages back to all the other functional and process components of the ideal Retailer and their strategies.

Closing the Loop: WMT Enterprise Framework

Let's come to the bottomline here by re-using an earlier chart that abstracts and summarizes the new WMT enterprise that we used in the prior post. Like we said earlier if you built this graphic for the old WMT it would be a simple monolithic block with no differentiation. The reason for their prior international failures as well as their attempts to move up-scale. Now they've created an enterprise built around customizable components that can be adapted to each country and region that also has huge new operational capabilities in each critical functional and product area. That means for example that in developed economies they're a new threat to folks like Circuit City with their branded electronics and supporting capabilities. It also means that they have an ability to go effectively into Developed, Emerged and Emerging markets flexibly.

Now the real question is who else has done as much ? Don't think of this as just a WMT story. Think back to the last post on Innovation (Disruption vs Innovation: Change, Response, Resilience) and ask yourselves - who else is prepared to meet the challenges for change, adaptation and innovation that are already here and putting enormous pressures on every firm. Darn few in general we think and fewer yet in Retailing.

March 15, 2009

Disruption vs Innovation: Change, Response, Resilience

On the "oh what an interesting, small world" topic a friend's post led me to an HBR post which in turn led me to a series by John Hagel, John Seeley Brown and Lang Davison on the coming "singularity" - a major, discontinuous disruption in the business and geonomic environment. As it happens their diagnosis of the reason has to do with Technology - not a surprise given their backgrounds but a tad narrow. We happen to disagree with them on the trigger, agree with them on the singularity, think it'll be even bigger than they say and involve more factors. The nature of the singularity - the appearance of continuous disruptions that will prevent a return to some sort of punctuated equilibrium for a long-time. Having spent the last six straight posts diving deeply into the dimensions of the Singularity and documenting it with big inventories of readings we won't review it but you may recall this "kitchen-sink graphic" that was our Mantra Mandela...the mantra being Geo-politics/Economy/Industry/Company of course :). The accompanying graphic tries to represent the scope and scale of these disruptions we've been documenting on a firm, industry, economic and geo-political level as well as relate it to our on-going concern with enterprise and organizational performance. One of the interesting excerpts is a post by Irving Wladawsky-Berger on re-architecting the enterprise from a holistic perspective. Couldn't have put it better ourselves - in fact that's such a central concern of ours it shows up in most posts directly or in-directly and has it's own archive. One of our key findings is that with occasional  exceptions very few concerns are prepared for the changes they're failing to meet now, let alone the singularity. Which, btw, is a matter of leadership among other things, which is why the readings start off with Cramer's recent startling Mea Culpa on the John Stewart Show. On the other hand there are the WMT's and MickeyD's of the world who have started and made serious progress on "whole enterprise" re-factorings(WMT as Performance Exemplar: Re-Think, Re-Factor, Re-Energize); also a matter of leadership ! The readings contain excerpts from a bunch of the key posts on disruption and response and then another slew of carefully selected examples from just starting to profoundly well along. We'd also point to P&G as another exemplar for resilience and innovation (Sailing Into the Storm: From Execution to Innovation) as well as a host of the Tech Industry archives that dove deeper into various models of change and innovation. For the rest of this post, having discussed "big picture" and enterprise disruptions we'd like to focus on the lower R.H. component of the Mandela and talk about industry innovation and the Next Big Thing (NBT), which is a primary driver of all the rest and/or an enabler.

Innovation and Disruption

The History of the NBT: This little graphic illustrates the socionomic history of the US, and to some extent all developed economies depending on when and where they got on-board the train. As note quite a sidebar notice when you match these changes and their disruptions you get an amazingly good match to the 18 year cycles that the market mavens keep talking about. A correlation, and we think a causal linkage, that as far as we can tell hasn't been explicitly made elsewhere. But one that explains an enormous amount about company, industry and economic performance as well as the associated socionomic changes.

Post-WW2 Business Changes: if the previous chart tell us how technology, business and social change led to Industrialization and the emergence of Mass Markets this one breaks down some of the more recent history for how that evolved. Consider that post-WW2 we had four major new industries (Plastics, Pharma, Electronics, Transportation) that were based on pre-war invention, wartime investment and innovation and post-war implementation. The entire "golden" age of the '50s which saw the rise of a prosperous middle class for the first time in human history was built on these foundations. At the same time all these disruptions matured and at minimum leveled off or began to decay. For example the Pharma industry has been pursuing mega-blockbuster hit derived from it's chemistry-based R&D strategy and associated business models and strategies. Yet we've known and noticed that that model is beyond exhausted and there's no more major value being created. The industry is struggling with a disruptive shift to a biology-based model and clearly hasn't found the way forward as yet. They're not alone either, as the top bar shows - between maturity, value saturation, a globalizing economy, et.al. you can sort and categorize the headlines and business book titles and consulting gurus of the last four decades. So what happens next ?

The Next Wave of Innovation:  well here's where we think things are going. This isn't an entirely ill-informed prognostication but it's not cast in concrete either. That said it's held up pretty well over the last few years while we've developed and used it. Basically we see three phases which are probably more over-lapped and inter-dependent than shown but still representative. The current phase where enterprises need to re-invent themselves as WMT, et.al. have done, but few others; and which'll exponentiate in the next decade as the foot-dragging and systemic disruptions accelerate. The emergence and evolution of new firms, worldwide competition and new industries and the morphing of old ones. For example this last two weeks has seen newspaper bankruptcy announcements galore but nobody has come up with a viable New Media business model yet. TBD and watch this space. (Key Postings Vb (Technomediatainment): Maturities, Barriers and Disruptions).

Putting It All Together

 If you put all the pieces together into one chart here's what we end up with. Disruption will indeed continue. Whether the Singularity will be continuous small- to medium-scale on-going disruptions or drumbeats (Taiko anyone ?) of major structural changes we'll find out. But if you think there's some merit and evidence so far for the historical accuracy and current assessment consider the last phase. Right now we're trapped in an environment where there is no NBT because it takes years to go from idea to invention to innovation to investment to market/industry development. On the other hand that means that you can see a lot of it coming if you know where to look. The other huge disruptive force will be the need to face up to the narrow window of bringing all the world's people into a prosperous middle class in a stable and effective geo-political environment. In other words this weekend's G-20 crisis conclave might just be a good rehearsal for the bigger changes coming down the pike. And it's by no means guaranteed that we'll work our way thru with style and grace. But considering the alternatives let's hope so. On that assumption though think about the world we face from an opportunity point of view - P&G circa the '50s except for billions of people and whole new sets of consumer products and all that implies for all the associated industries. Not to mention new biologics, energy and materials solutions and on and on. Future generations may look back on it as a great age of romance, discovery and innovation. After all they'll have to won't they ? Or not care at all ! But when you dig back into the last great age of exploration you find out that things weren't so easy and romantic at all !

Readings and Observations

The last part of the readings brings us full-circle back to the questions of enterprise response to these crisis (Risks + Opportunities, right ?). Stories cover the range from manufacturer's struggles with lean to Chrysler's desperate gyrations to get itself out of a terrible box to the Pharma industry's metastasizing shakeouts that's crossing a cusp point this last week or so. Talk about punctuated equilibriums ! Or punctured as the case may be. On the other hand there's a great story on MickeyD's continuing renewal and adaptation efforts as well as the beginnings of Yahoo's long postponed ones. And then two of our favorites. One on how that big old stick-in-the-mud Exxon has suddenly woken up - or was it carefully positioning itself ? :) And then a really interesting new initiative from WMT in medical records that's startling and stunning in some ways but leverages existing capabilities in others. In this era of needing to holistically re-think business management we'll close with two final observations.

One is that the ultimate arch-guru of management Peter Drucker provided the single best bible for re-thinking the firm we've ever seen (Management: Tasks, Responsibilities, Practices by Peter F. Drucker). Sadly though he wrote it at the time and found that the pre-war innovations and post-war adoptions had reached saturation and we needed to move to a whole new level. Sadly ? Well he published that book in 1973 and as far as we can tell none of his breakthru ideas and approaches has been tried. The second is that, among all the other factors, you need to understand industry dynamics and structure (Key Postings V: Industry Analysis - Enterprise, Industry Ecology, Evolution). For example one reason that XOM is so brilliantly positioned is that it's built up huge cash reserves, vast technological and management capablities and timed it just right. (Oil Industry II(Analysis): LT Supply-Demand, Outlook and Disruptions) You see when you look at the accompanying chart we're still in a world where, if growth resumes, demand will be greater than supply and then's not the time to invest in exploration, reserves or acquisitions. NOW is !

Bad Example

Stewart hammers Cramer on `The Daily Show'  Jon Stewart hammered Jim Cramer and his network, CNBC, in their anticipated face-off on "The Daily Show," repeatedly chastising the "Mad Money" host for putting entertainment above journalism. "I understand that you want to make finance entertaining, but it's not a ... game," Stewart told Cramer, adding in an expletive during the show's Thursday taping. The episode was scheduled to air at 11 p.m. EDT on Comedy Central. It was perhaps the hardest lashing Stewart has given to a TV commentator since 2004 when he called Tucker Carlson and his then co-host Paul Begala "partisan hacks" on CNN's "Crossfire," the since canceled political commentary program. Stewart said he and Cramer are both snake-oil salesman, only "The Daily Show" is labeled as such. He claimed CNBC shirked its journalistic duty by believing corporate lies, rather than being an investigative "powerful tool of illumination." And he alleged CNBC was ultimately in bed with the businesses it covered — that regular people's stocks and 401Ks were "capitalizing your adventure." Cramer insisted he was devoted to revealing corporate "shenanigans," to which Stewart retorted: "It's easy to get on this after the fact."  At one point, Cramer sounded the reformed sinner, responding to Stewart's plea for more levelheaded, honest commentary: "How about I try that?" said Cramer. "I'll do that."  By the end, the two-segment interview went far beyond its allotted time. Comedy Central said the on-air version would be cut by about eight minutes, though the entire interview would be available unedited on ComedyCentral.com on Friday. Comedy Central John Stewart Show vidclip

The Big Picture

The New Reality: Constant Disruption Skeptics might explain today's fast-moving events as merely the latest episode in the "punctuated equilibrium" model that economists use to describe the broad sweep of business and economic history. This model argues that technological discontinuities periodically arise to interrupt longer periods of relative stability. Once businesses learn to harness the disruptive elements of today's digital technologies--or so the conventional thinking goes--everything will settle back into equilibrium. But what if the historical pattern--disruption followed by stabilization--has itself been disrupted? Let us explain why we think that's the case--and see if you agree. Economies stabilize following technological discontinuities for two reasons. One has to do with the slowing rate of evolution in the cluster of core technologies underlying the disruption. The Bessemer steel process, the Siemens electrical generator, the automobile--all had more or less one big breakthrough and then very modest performance improvements thereafter. If this premise is right--that the pattern of disruption followed by stabilization has itself been disrupted--then it may be we're facing the mother of all disruptions, a big shift into a world without equilibrium, one that will continue to shift rapidly even once the current recession has passed. A world in which companies lose their leadership positions at an increasing rate.

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Why Do Companies Exist As the world becomes less certain, scalable efficiency is losing its way. Yet our economy is chock-a-block with businesses that exist to maximize efficiency at scale. Businesses presuming predictability in order to push out mass produced products supported by mass marketing programs. Businesses relying on command and control in a world that's increasingly difficult to command or control. Businesses losing their leadership positions at an ever-faster rate because they continue to push in a world gone pull. Yes, the death of command and control has been greatly exaggerated for years now. The early prognosticators, however, mistook the lead times required for deployment of the new digital infrastructure. They also missed how long it would take to develop the new social and business practices needed to harness the capabilities of our new infrastructure--capabilities that are only now becoming visible on the fertile edges of business and society. What we need, rather than a managerial philosophy based on the communications and transportation infrastructures of the 19th century, is one geared to the digital infrastructure of the 21st. We need a new rationale for our biggest private and public sector institutions--to re-imagine them in line with the world around us. Rather than scalable efficiency, we need scalable connectivity, learning, and performance. Rather than push, we need institutions that pull.

The Case for Institutional Innovation The past belonged to push, but the future belongs to pull. That's an argument we've made before and in our most recent post, "Why Do Companies Exist?" --as well as more expansively in this Journal of Service Science article. What will pull-based institutions look like? How will they be organized? What dispositions, or mindsets, will they require? And what management practices will help them succeed? The answers are necessarily speculative: A truly pull-based organization has yet to be seen in the wild. Sure, one can point to Toyota and Dell as examples. But as we argued in "Managing Resources in an Uncertain World," these companies practice pull with a relatively limited number of business partners. Furthermore, they practice it mostly in the sense of creating flexible access to resources, which is only one (albeit a very important) aspect of what it means to pull. In its full sense pull also means to cause something or someone to move in a certain direction by exerting a force upon it or them. This is the force of attraction. Pull-based institutions are those that bring the force of attraction to bear on tens or even hundreds of thousands of participants around a common platform. Probably the best examples of today's big institutions pulling in this way are Li & Fung, the motor cycle assembler Dachangjiang, and open source institutions like Linux. Pull institutions seek to attract customers to them, rather than focusing on pushing messages out to broad audiences. Pull institutions also invest heavily in accessing talent wherever it resides and building relationships to motivate this talent. This "distributed talent" then supports the organization's initiatives regardless of whether it chooses to formally affiliate with the institution. In practice, of course, companies will need to smartly blend aspects of push and pull, just as smart leaders seek to combine both hard and soft power. Nevertheless, it is clear that our existing institutions, firmly rooted in the world of push, will require significant redesign in order to effectively harness the potential of pull. Institutional innovation - redesigning the roles, relationships and governance structures required to bring participants together in productive endeavors - will be a key requirement. In fact, institutional innovation will trump either product or process innovation in terms of potential for value creation. Doubt this? Consider the economic value generated from the innovations leading to the institution of the joint stock company.

The Responsiveness Scorecard So: is the Obama administration's ARRA a 21st century Manhattan Project that will ignite smart growth? Though wonks will discuss its imperfections to death, ARRA's actually not a bad financial stimulus (here's why) . Yet, even a perfect stimulus isn't a solution to the macro crisis. Why not? The real problem isn't stimulus, it's responsiveness. We're trapped in a zombieconomy: one full of brain-dead organizations who are about as intelligently responsive as Homer Simpson. Want better clothes? Don't ask the Gap. Want better software? Don't ask Microsoft. Want better cars? Don't ask Detroit. Want better music? Don't ask record labels. Want better healthcare? Don't ask big pharma. Want to hold on to your money? Don't ask a banker. Welcome to economic Bizarro World. The economy has gone catatonic. Unresponsive corporations are just the tip of the iceberg. Markets can't allocate. Investors won't invest. Banks can't value, or hold onto anything of value. People don't trust, much less consume. What's going on? The real problem isn't how or what we stimulate - but that almost none of our organizations could respond in the first place. Yesterday's institutions have left today's organizations unable to respond to an increasingly turbulent world. What's responsiveness, and what does it have to do with institutions? Here's a recent talk I gave discussing net-generation institutions. Or consider ARRA itself. ARRA is built on 21st century rules. Obama's was the first 21st century political campaign: it played by a radical new set of institutional rules that made it responsive. Likewise, ARRA is the first 21st century stimulus - it's responsive, because it plays by some of those new rules, like participation and accountability, through the awesome recovery.gov. Today's organizations need a responsiveness upgrade.

Design, Innovation and Organizational Systems Companies are operating in a world that is increasingly global and integrated.  Much of the differentiation from competitors will come less from technologies and products, which are becoming increasingly commoditized, but from market facing innovations like business models and customer service.  And, when you combine globalization and integration with fast changing markets and customer demands you get a business environment which is much more complex and unpredictable than anything we had before. In such an environment, innovation is absolutely critical to be able to adapt to, let alone survive fast changing market conditions and intense competition.  Incremental improvements by themselves will not do.  Those companies, whether a brand new one being just founded or an existing one that has been around for years, that are able to understand the new market environments and meet them head on with innovative new products and services will emerge as leaders in their industries and regions.   Companies unable to adapt will likely not make it. How do you this?  How do you apply radical approaches in design to a company?  What does it mean to architect a business?  When designing physical things there is a long tradition that every so often you must take a radical approach.  Think of changes in the visual arts and fashion over the years.  Think of advances in engineering and the whole new ways of envisioning bridges, cars, microprocessors, phones and music players through the ages.  Think of the innovations in the architecture of buildings and urban environments that Max Fordham so eloquently talked about. But, we have not quite thought this way when it comes to innovations in organizations - be it a company, government agency, educational institution or health care system.  In fact, the problem may very well be that we have not thought of an organization as a holistic system at all, but rather as a collection of people, services, buildings, processes, information and so on that somehow come together and do whatever they are supposed to do, with no one really in charge of the overall architecture or its evolution into the future. This is all changing right in front of our eyes. 

Back in the US: Economic Realities vs Partisan Posturings We're going to circle back to the US and take up the state of the economy, economic policy, policy vs. politics and partisan political posturings and try and braid them together into a single rope of investigation. At the same time we are NOT leaving the topic of the state and outlook of the world because, as we argued in the first foreign affairs post in this series the US's role in maintaining and re-developing a new international system is critical and indispensable. And central to that role is the success of economic policy without which both the US and the world will face severe difficulties. In the readings we cover a lot of ground, as usual admittedly, starting with a survey of the state of the economy and real nature of proposed economic policy instead of what the headlines, pundits and partisans are telling you.

Adaptations, Responses, Resiliencies ?

Lean Factories Find It Hard to Cut Jobs  At a factory here that churns out plastic parts for everything from spray cans to blasting caps, laying off just one worker can be more trouble than it's worth. The plant, owned by Cleveland-based Parker Hannifin Corp., has become so lean over the past decade that many assembly lines run with only a handful of highly trained workers. In Parker Hannifin's Spartanburg, S.C., factory, workers are safer than in many other industries because cutting a full-time employee has become quite costly. So while mass layoffs have driven the U.S. unemployment rate to its highest in 26 years, Parker and other companies like it are responding to the slump in more surgical ways, mainly by cutting hours and shedding temporary workers. "Because of productivity gains, every one of my people carries more dollars in sales today," says Donald Washkewicz, Parker's chief executive. In 2000, the average Parker worker represented about $125,000 a year in sales. Today, that figure tops $200,000. "If I need to cut back, I have to cut back fewer people to achieve the same goal." Similar trims are taking place at each of Parker's nearly 300 factories. And to varying degrees, this is happening at thousands of other large and small factories across the U.S. The selective cuts help explain a curiosity of this recession. The manufacturing sector is suffering a sharp contraction and has had to slash many jobs -- some 1.3 million, according to a Labor Department jobs report released Friday. But fewer positions have been eliminated than would be expected given the depth of the slump. The sheer speed of this downturn, and the fact that it hit many manufacturers after the economy as a whole was officially in recession, may have muted layoffs. A good chunk of the factory sector was still humming along until late last year, aided in part by strong exports. Manufacturers may also be trying to hold on to workers as long as possible, in the hope that business revives. But deeper changes in manufacturing are also playing a role. A decade ago, most factories tended to do "batch" work, with large groups of employees churning out endless runs of the same pieces. Since many workers did identical tasks, it was easier for companies to cut people during downturns. That kind of work, which employs more people and includes a larger share of less-skilled positions, has been steadily migrating to lower-cost locales overseas. In the U.S., companies now have new equipment and streamlined operations that require fewer, more highly trained people to make more goods. The sector lost 3.5 million workers -- one in five jobs -- between January 2000 and the start of this recession. Even as employment contracted, production in that same time period rose 10%.

Chrysler Leans on Foreign Designers Chrysler LLC's recovery plan is a daring gamble, relying on other car makers for many coming models while sharply scaling back the company's own product-development capability. Chrysler plans to launch 24 new or redesigned vehicles in the next 48 months. Most will come not from its own development labs but from Italy's Fiat SpA, Japan's Nissan Motor Co. and Britain's Group Lotus PLC. Now, the question is whether Americans will warm up to vehicles based on models that Fiat designed for Europe. Fiat has been absent from the U.S. for a quarter of a century. While Americans are enamored of foreign luxury cars, many previous attempts by Detroit car makers to bring foreign vehicle designs to the U.S. have flopped. In the 1980s, Ford Motor Co. imported a sports car made in Germany, the Mercury Merkur, but sales were sluggish. Later, Ford also had disappointing results with the Ford Contour and Mercury Mystique, both based on European designs. While many observers think a partnership with Fiat, a company with small-vehicle acumen, makes sense, some doubt the venture will coalesce fast enough for Chrysler to survive the current economic maelstrom. Even if everything works as planned, most of the new Fiat-based Chrysler vehicles won't be ready for sale in the U.S. before 2011. The cash-strapped company -- once known for innovative designs such as the Chrysler 300 sedan, PT Cruiser and its early minivans -- may have little choice but to rely on partnerships. In the wake of restructurings over the past several years, Chrysler has cut its own product-development staff deeply -- too deeply, some former employees say, to sustain a full range of car models. In the past year or so it has eliminated about 40% of its engineering staff and delayed or canceled work on updating braking systems, interior enhancements and even entire products, such as the Jeep Wrangler, people familiar with the matter said

Industry Shakeout Hits Drug Firms  Drug makers have begun a frenzied consolidation drive that is redrawing the industry landscape.Merck & Co.'s $41.1 billion agreement to acquire Schering-Plough Corp., announced Monday, follows Pfizer Inc.'s $68 billion January takeover deal for Wyeth. Roche Holding AG's seven-month pursuit of Genentech Inc. was also nearing an agreement Monday, according to people familiar with the situation. The push to consolidate is being driven by the knowledge that the big companies' pipelines aren't producing enough new moneymakers to keep growth going when major products lose patent protection over the next couple of years. As a result, the drug giants are looking to consolidations that will cut costs by combining research and sales efforts and eliminating other overlaps. What will be left is an industry dominated by behemoths, raising questions about the fates of smaller drug companies, as well as the countless small biotechs hungry for suitors. Even though their labs aren't what they used to be, the major pharmaceutical companies have product lineups that still command fat margins, giving most of them the cash to pursue deals."There are too many companies chasing smaller revenue opportunities, so there's got to be a shakeout," says analyst Tim Anderson at Sanford C. Bernstein & Co. "If you've got cash and the value of the companies you want to buy is lower, it's the perfect setup." But megadeals haven't cured industry problems in the past. Pfizer paid $116 billion for Warner-Lambert in 2000 and an additional $54 billion for Pharmacia in 2003, yet still needed to acquire Wyeth this year to help replenish an anemic pipeline. As the dust settles, Eli Lilly & Co., Bristol-Myers Squibb Co., AstraZeneca PLC, Sanofi-Aventis SA and Johnson & Johnson seem most likely to be involved in the next wave of consolidation, analysts say. Factors including existing partnerships, the timing of patent expirations and how well drug makers can absorb multiple acquisitions could affect who will be a buyer and who will be a seller. Meantime, 180, or 45%, of publicly traded biotech companies have less than a year of cash on hand, and about half are trading below $1 a share, according to BIO, the trade group for the biotechnology industry based in Washington. But biotech acquisitions aren't a panacea. One reason is that small companies offer little opportunity for cost savings. Another is the worry that founders and scientists will leave if their companies are taken over. In the interview last week, Mr. Viehbacher indicated his preferred strategy would be to enter partnerships with biotech companies rather than acquire them. "You don't want to bring them in to the mother ship because then you ruin it," he said.The severe funding crunch facing small biotech companies is prompting worries that important new drugs won't make it to market, impeding the progress of medicine. "Innovation has been on the biotech side, but now the money is gone," says Edward Saltzman, president of industry consultant DefinedHealth. "We're in a pickle."

McDonald's Seeks Way to Keep Sizzling McDonald's Corp. has been one of the world's most successful big companies during this recession. On Monday, the fast-food giant posted February sales results that most chains would envy. But the worsening global economy has McDonald's preparing for a more difficult year. The strengthening U.S. dollar is knocking the wind out of McDonald's profit-generating power. While Americans are flocking to McDonald's as a cheap alternative to sit-down meals, that's not the case in some parts of Europe and Asia. How McDonald's tackles these challenges falls to Ralph Alvarez, a Cuban-born former accountant who is McDonald's president and chief operating officer. McDonald's has been on a roll since 2003, when, to get out of a slump, it halted rapid expansion and instead focused on improving the food, service, atmosphere and marketing at its existing outlets. The result has been a broader menu that features items ranging from salads topped with poblano peppers to a Southern-style chicken biscuit served at breakfast, and restaurants adorned with leather seats and flat-screen television sets. McDonald's 32,000 outlets -- 14,000 of which are in the U.S. -- now feed 58 million customers a day, or two million more than a year ago. As the global economy worsens, executives are trying to prepare for what Mr. Alvarez calls the "what ifs" that come with an uncertain environment. After several years of developing higher-priced products, such as specialty salads, the company is putting more emphasis on creating and marketing lower-priced items, and it's implementing computerized systems in more outlets that allow restaurants to adjust prices based on customer demand. In China, some restaurants recently cut the price of certain combo meals at lunch by as much as one-third. Behind the effort is an increased focus on examining reams of customer data measuring everything from whether customers are trading down to smaller value meals or dropping Cokes from their orders to exactly how much they're willing to pay for a Big Mac.

Yahoo CEO Plans Overhaul  Not yet six weeks into the job, Yahoo Inc. Chief Executive Carol Bartz is preparing a company-wide reorganization that underscores the new CEO's belief in a more top-down managerial approach. The plan aims to speed-up decision-making and give Yahoo products a more consistent appearance by consolidating certain functions that have previously been spread out across the company -- like product development and marketing -- into single, standalone departments, people familiar with the matter say. Ms. Bartz has completed a blueprint for the organization, these people say, and details are being finalized. The plan could be announced this week, they add. One likely scenario under discussion is that Yahoo's chief technology officer, Aristotle Balogh, would expand his role to become head of product, say people familiar with the matter. The move would put Mr. Balogh in charge of product strategy and management in addition to product technology. Hilary Schneider, currently in charge of the company's advertising, publishing and audience groups in the U.S., would become head of North America. Yahoo's European, Asian and emerging markets divisions would be consolidated under one boss, said these people, cautioning that the roles and executives tapped to fill them could change. Implications of the changes -- including likely departures -- could take months to trickle down. Ms. Bartz has initiated searches for a number of high-level executives, including a search for a chief marketing officer and other senior leaders, people familiar with the matter said. Ms. Bartz is following a pattern she set while CEO of software company Autodesk Inc. After joining that company in 1992, Ms. Bartz moved quickly to bring in new executives and more hands-on leadership.

Despite Recession and Prices, Exxon Plans for Expansion Exxon Mobil put out a show of strength on Thursday, pledging to increase investments in coming years, chiding rivals for mistimed acquisitions and reminding everyone it had the financial strength to make headway even as other companies pull back. “The question now becomes who can be successful in more challenging times,” Rex W. Tillerson, Exxon’s chairman and chief executive, said at the company’s annual investor presentation at the New York Stock Exchange. Mr. Tillerson had a ready answer for his own question. Exxon, based in Irving, Tex., earned $45 billion in 2008, gave back $40 billion to its shareholders, invested $26 billion around the world, and managed to find more oil than it produced. It also outperformed all of its rivals like Chevron and Royal Dutch Shell. Undaunted by the sharp collapse in oil prices and the most severe global financial crisis since the 1930s, Exxon will dial up its investments over the next five years. It plans to spend as much as $150 billion through 2014. Its oil and gas production, which was stagnant recently, is expected to grow 2 to 3 percent a year in the next five years, thanks in part to the company’s big natural gas projects in the Middle East. Since 2004, the company has distributed $146 billion to its shareholders, either through dividend payments or share buybacks, more than was given back by Royal Dutch Shell, BP, and Chevron combined.

Wal-Mart to enter electronic medical records arena  As the Obama administration begins investing billions in health information technology, Wal-Mart plans to use its unrivaled size to bring high-tech medical records to U.S. physicians. In recent years Wal-Mart, the world's largest retailer, has used its buying power to move into health care markets, negotiating steep discounts for prescription drugs and eye care products. With the government providing $17 billion of stimulus funding to encourage use of electronic medical records, the company sees an opportunity to serve as a low-cost, one-stop option for single doctors and small practices. A Wal-Mart spokesperson said Wednesday the company is partnering with computer giant Dell Inc. and software maker eClinicalWorks to launch a bundled electronic health records package for doctors, including installation and maintenance. The program will be offered through the company's Sam's Club discount-warehouse division, which caters to small businesses. A formal launch is expected this spring. Improving the nation's health information technology has been a rallying cry in Washington for years. Advocates say replacing paper files could reduce costly medical errors and duplicative testing. But after nearly a decade of promotion, there have been few gains to show for the technology. Less than 20 percent of the U.S. physicians use electronic medical records, and many complain about the upfront costs of going digital and the daunting technological hurdles for small businesses. Consulting group Avalere Health said this week it would cost about $124,000 for a single doctor to upgrade to electronic health records over five years. Wal-Mart believes it could shave somewhere between 30 and 50 percent off that figure, putting the price closer to $44,000, the maximum in incentive payments available to single-practice physicians. "We will streamline the process and be a single point of contact for them," Koehler said.Under the plan, Dell will provide computers and other hardware while eClinicalWorks will provide and install the software. Wal-Mart's role will be to coordinate the process. The Obama stimulus package will pay out $17 billion in incentives beginning in fiscal 2011 to spur adoption of electronic medical records by doctors and hospitals. Those payments will gradually taper off through 2015 and then become penalties for those not using the technology.

March 13, 2009

WMT as Performance Exemplar: Re-Think, Re-Factor, Re-Energize

Having put five posts up in a sequence that started with a strategic market analysis and ended with survey of the Econ/Mkt/Business factors at play we want to dive into what we love to do and focus on the outlook and performance of a single company. We last looked at WMT for such a dive in Sept.. In fact around Sep. 5th we asked the then unthinkable question of Time to Sell WMT ? I: Thinking the Unthinkable  and found ourselves the fortunate recipient of a truly prescient prediction since it's stock "collapsed" the next week. Now that's timing but much as we'd like to claim credit we didn't anticipate the full impacts of the worldwide collapse of the credit markets a couple of weeks later. And all things are relative of course. Only MickeyD's and WMT came out of '08 with rises in their stock prices among major companies ! In fact if you'll take a careful look at the accompanying chart it looks like our timing couldn't have been better. Yet our recommendation wasn't based on magic chart reading or luck but on the application of the Economy/Markets/Industry/Company Mantra. In this case the economy was weakening faster than most thought into a more severe downturn, that wasn't being reflected in valuations and earnings estimates (the continuation of realities denials by analysts IOHO) and WMT had, as we analyzed, done a superb job of re-thinking and re-factoring itself as well as positioning brilliantly for a down-scaling customer base. Nonetheless it wasn't going to escape the consequences of a receding tide. It was, is and will be revealed however as having been swimming clothed but in SEAL assault gear with a full combat load and in really buff condition. Really, really,..., really buff. In fact we think WMT has re-thought and re-built itself as profoundly and smartly as about any other example we can think of and serves as a poster-child of the kind of executive leadership and resilient company we think you ought to be looking for. Which is really odd, strange and exciting because as recently as Oct07 the WSJ headline was "Wal-Mart Era Wanes Amid Big Shifts in Retail". Look again at the chart and carefully... '04 saw the continued drop in the stock as the failures of the old WMT became clearer, was flat for three years as they "struggled" and, just about the exact time the story hit began a year long surge. What you're looking at is a vast divergence between the analysts and press's grasp on WMT's business and the realities. As we now know from Lee Scott's wonderful Rose interview (A conversation with Lee Scott, CEO of Wal-Mart) they began, and he led, the beginnings of a re-thinking in '04 that began to take shape and get traction in '05, '06 and '07. Those are the anomolies one wants to search out !

Divergences, Anomalies and Case Theory

What we'd like to do now is take the deeper dive into the details of WMT's re-factoring and see if there's real substance that maintains our "Out Perform" rating. And comparing and contrasting that with the market's evaluations. By way of illustration take a careful lookat this composite graphic which shows Scwab's quantitative rating system on WMT, the Yahoo Finance summary of recent analysts opinions and the P&L, Balance Sheet and Cash Flow financials drawn from their. All information that you can get to readily yourselves. (sorry 'bout the print..you should probably go look for yourselves !) But Schwab rates them a D because of poor fundamentals and a terrible recent down momentum. Well, duh ! On the other hand the P&L tells us they're growing revenue like mad and profit as well while the Balance Sheet is fairly strong and tells us that they're using Payables to finance Inventory, their life's blood and they have a lot of PPE, i.e. stores. The Cash Flow tells us they generate $18-20B per year of cash flow and are maintaing a VERY strong investment strategy, even at the expense of drawing down the balance sheet. Overall we'd have to say the Schwab ratings are short-term (sighted ?) and overlay quantitative. On the other hand the balance of the analysts seem to share our opinions though upgrades/downgrades recently are balanced on both sides.

WMT's Views of the World

The questions then become how are they really doing, how do they see the world and what do they think will happen ? More deeply and importantly, the devil being in the details, what are they doing under the covers. To answer those questions we're going to go deeper into excerpts from their Oct07 annual analysts presentations which tell a really in-depth story, if you are prepared to dig thru it and understand what they're telling you.

Performance

 The composite graphic shows the % of growth in US total retail sales captured by WMT in the UL corner. Amazing, but are they efficiently run and making money ? The UR corner talks about the growing awareness of and adoption of a disciplined capital management strategy instead of just cookie cuttering one darn store after the other - their strategy for decades. That's an enormous mindset change in the corporate DNA. The LR corner shows their corporate performance compared to five of their biggest competitors in Retailing and, on the whole, they're more efficiently and profitably run than any of them. And they manage to create tremendous growth profitably while sustaining investment for the future by, as the LL corner illustrates, by developing a set of strategic metrics and objectives that prepresent the translations of analysis and re-thinking into simple rules of thumb that can be used to to run the business straight-forwardedly, simply and comprehensibly. Bravo Zulu indeed.

Outlook

So how does WMT management see things (or more accurately how did they see things and how well is it holding up) ? Here the UL corner lays out there views on key strategic objectives from sales growth to stores to key capital measures the operating metrics we discussed above. A little sanguine but much more forethoughtful than most, by far. Reflected in the UR corner where they clearly didn't anticipate they downturn's depths but were setting up for it nonetheless. Considering where most folks were in Fall07 truly prescient. The LR corner though is the payoff... it shows the fundamental re-thinkings where EDLP is being supplemented by major new strategic focii while being kept as the fundamental base of the company. Price Leadership + Brands + Store Experience + Integrated (thematic) Marketing = a whole new Integrated Go-to-Market strategy based on a deep and profound re-thinking of operational requirements and investments in capabilities.

What they Really Did: the Re-Factored WMT

Here's one way to think about what they did do. The graphic at right is the analyst presentations translated, abstracted and mapped to our BizzXceleration framework. To understand why this is sto startling you have to cast your mind back to the WMT that was that kept cookie-cuttering one store after the other. And then tried to clone (impose) they same model (product mix, culture, etc.) abroad and came a big cropper in Japan and Germany. In this framework old WMT would be a monolithic block where each of the key strategic and operational and control elements was the same as it was 5, 10 or 20 years ago. Now they've re-factored each of these elements enormously but instead of pure cloning used them as a starter to create distinct platforms for the US, including new formats, International (Developed, Emerged and Emerging) and major product categories. And adopted and adapted them to local circumstances on a store level while integrating the pieces into a cohesive whole.

Lessons and Implications

If that's a lot to swallow let's wade thru the details on each of these areas and see what they look like. Then you can reach your own conclusions as to whether or not our assessment is accurate and what it means. There are several bottomlines here including and beyond WMT.

1. If WMT's turn-around is well-grounded and sustainable on all these dimensions they have positioned themselves incredibly well for the future in the US and across the world. They will be able to move from strength to strength and are a definite Outperform. Whether that translates as a Buy depends on your reading of the Economies and Markets. We'd say hold off for now.

2. The Retail industry as a whole is very over-built and under-managed with many chains in jeopardy. What WMT has done is a model for thinking about retailers in general. If they can't show where they're creating their own equivalents for a WMTlike makeover pass on by. That extrapolates back up the chain to their suppliers as well from CPG manufacturers to consumer electronics to home furnishings and apparel.

3. Even more broadly what WMT appears to have done applies to almost any company or industry, suitably adapted and re-formulated. Look for the re-thinkers who are executing well...those will be the good companies to put on your watch list.

...to be continued.

March 10, 2009

Snapshot in Time: Economies, Markets, Businesses

We've titled this post a snapshot, which it is, but have a couple of other intents as well. As a snapshot we've collected the Economic (US, World, Policy), Markets (Outlook, Strategies) and selected Business news together so you have a single perspective or dashboard. The second purpose is to build on the prior four posts to reinforce the key points from 1) it is possible to use economic/business analysis to predict market trends, to 2) the state of the economy (worse than anybody was crediting it as usual) to the centrality of business performance and good executive leadership (as well as the impact that malfeasant leadership has on company, industry and - NOW - economy-wide performance). As two builds on one we also circled back with an implicit update of some key posts, thinking of our mantra and the need to understand Industry trends. As you go thru the readings below, which follow that organization, you can slot them and also backtrack key relevant prior posts. For example in poking at Credit Markets continuing troubles we point back to some key posts and ditto for the Auto, Retail, Tech and Energy industries as well. Our hope is that you'll take a little time to at least skim the readings (click on the title to go the original) and fit tham back into this skeleton and then wrap the machinery around them. A really critical point we'd like to re-iterate comes from reading the David Levy interview wherein he points out that they knew that Housing was busted in '05 and expected a downturn in '06 as a result but were surprised because the snakeoil salesmen kept on pumping out mortgages, MBS's, leverage, etc. To the point of our last post note that folks like MER, LEH and C went triple-down in '06 and '07 forming new departments to put more into an area that was clearly going to blow up. Part of the reason was in the flood of chaotic headlines it's nearly impossible to filter and structure the noise into signal and then build up a coherent information picture. So, at the end of the day, our real goal is to help build the Dashboard that allows you to do that, as the start of the readings point out with listings of prior summaries !

Anyway, and pardon the compression this time, but we're going to invest most of the rest of this post in updating some econ charts.

High-Frequency Update: Warren Says..."went off a cliff"

We closed the last post with a composite of the HF indicators we track and hadn't updated since at least Nov. on the grounds that the big picture and lower-freq stuff was enough, e.g. GDP. Anyway Warren - no kidding ! In the UL corner Consumption indicators are now all pointing negative (we've had to change the scales on all these charts btw); real retail sales in particular is bad. But before you go thinking PCE is o.k. look at the UR chart. Worse the Investment and future Demand indicators are also tanking, except for real Wages.

Tanking Indeed: Economy Since 1960

Before you go thinking that's real good news and/or, say, the drop in Consumption doesn't look bad compared to that in Sales take a look at this next composite which shows Real vs Nominal Sales (so much for Inflation), Sales vs Consumption and Consumption vs GDP. Guess what folks they're all diving off the cliff as badly as they've done since 1960. In the top and middle charts you can see Sales and Consumption have already dropped as much or more than at any other time in that period. If we're right about our position in the Business Cycle - that is we're still early - we've got a lot longer and deeper to go. So in the bottom chart you can expect GDP to keep on truckin....or divin as the case will be.

The other side of that coin is that while we may get a Bear Rally here (hard not to mention that today ain't it ?), and clearly the Markets have desperately wanted some excuse don't go going long. After all our discussions of reality, Triage and kabooms we were very amused to see that the WSJ had a major attention grabber with "Dow 5000 ?" and the Street's strategists and soothsayers have started admitting that earnings are going to be abysmal (~ $40 ?) and PEs are going to 10 or worse. Gee, where have we heard all that before. Even our boy Cramer burbled something like Dow 5235 we seem to recall.

That also means that the pressures on businesses to get their acts together are just going to mount and mount and mount. It also means that the primary driver of the Markets and the Economy right now are really big picture stuff, that is policy. Without the Stimulus package plus the efforts to rescue, re-vitalize and re-engineer the Credit Markets and the Financial system we really would be looking at GDII. What's really puzzling and amusing about all this is all the "not in my backyard" talk from the Street Denizens. Best exemplified by Rick Santelli's "Chicago Tea Party" rant here "reported" by Jon Stewart on Comedy Central. Aside from the readings below on policy topics we aren't going to dissect this any further - except to say the "talking your book" or pursuing your narrow self-interest at the public expense seems pretty obvious. (Predator Prey Symbiosis: Crisis, Leadership and Values) And VERY ironic coming from a bunch of Traders (and you can figure out what Freudian typo we are tempted to there) who've spent the last decade benefiting from all the stuff they're no attacking.

We are also not going to take another deep dive on the markets except to say, first, that we stand by our last major post on the subject:Round & Round She Goes...Paying the Market Piper (UPDATE).  And to point you to this chart where despite today's euphoria things aren't looking all that good. Though personally we desperately want a bear rally that's at least 20% so we can re-position ourselves not having read our own tea leaves on the Feb. 9th tankings and being afraid to get in after it got going downhill so fast and hard.

No, what we'd really like to ask you to do is pay close and careful attention to the excerpts in the Markets readings that talk about a) not yet, b) companies are getting hurt we didn't expect and c) (MOST ESPECIALLY) how to start thinking about finding the good companies and putting on your Watch List. Which leads us to the Business section readings, which try to span the waterfront as examples of this sort of thinking from Finance to Technology. And we repeat - you'll find detailed deep dive links for most of these.

1. Finance is in the worst shape it's been in and has gotten kicked worse than Tech. Every rule of thumb that was built up over the last 30 years is now out the window because a new industry will have to be re-built from scratch.

2. Retail and Consumer Products (Circuit City and Sony): if there's a poster child of how not to do it in the last ten years CC is it. Dig into their decisions and find the companies who are doing the opposite. After what is now years attempting to overcome internal resistance at Sony Stringer is finally getting the oomph he needs to do a Ghosn. We'll see whether or not he can pull it off but talk about internal agendii and organosclerosis setting the stage for a possible near-death experience...wow and whee. Can you imagine Sony mimicking CC ? Think about that for minute !

3. On the other side of the coin Mullaly at Ford has a worse external problem but started doing the right things early - but pay close attention to the article. His biggest problem was persuading existing management to become responsible adults and start telling the whole truth and nothing but the truth. Of the Big Three F has the best chance of pulling off survival in our humble estimation but is going to have to do some really good storm-sailing. BtW - the three prior posts on the structural deficiencies of the Industry might be worth your while as specific diagnostic tools for them and generally for what it takes to be a successful manufacturer.

4. The next stop is the Oil Industry which is, this time, trying now to NOT do something stupid and lay off all the skilled people they let go last big implosion that hamstrung them for decades. Our exemplar of a perfectly positioned company (Oil or any other industry) is XOM which didn't go running after deals or reserves and is no sitting on a huge cash hoard which puts it in the position to snap up those all over. Brilliant and disciplined - see it is possible to be forthoughtful, tough, brave and make the right value-creating long-term decisions. That btw makes XOM a real candidate for your wish list.

5. And finally Technology - which has never really recovered from the Tech Bust and is now facing the severe downturn we tried to warn about last August. Well....we'll see who's been swimming naked and who've been getting in shape, won't we.

So keep your powder dry, watch out for hostiles...there's a passle more coming down from the Hills and start looking for opportunities. And to keep abusing the metaphor...hope enough Calvary get here in time !

Key Posts on Framing, Filters & Analysis

 

Economic Situation

Warren Buffett says economy fell off a cliff Billionaire Warren Buffett said unemployment will likely climb a lot higher depending upon how effective the nation's policies are, but he remains optimistic over the long term. Buffett said the nation's leaders need to support President Barack Obama's efforts to repair the economy because fear is dominating Americans' behavior and the economy has basically followed the worst-case scenario he envisioned. "It's fallen off a cliff," Buffett said Monday during a live appearance on CNBC. "Not only has the economy slowed down a lot, but people have really changed their habits like I haven't seen." Buffett said the changes are reflected in the results of Berkshire Hathaway Inc.'s subsidiaries. He said Berkshire's jewelry companies have suffered, but more people have been willing to switch to Geico to save money on car insurance. He predicted that unemployment will likely climb a lot higher before the recession is done, but he also reiterated his optimistic long-term view: "Everything will be all right. We do have the greatest economic machine that's ever been created." Fear and confusion have been driving consumer and investor behavior in recent months, Buffett said.

Those Who Are Still Working Spend Less, Deepening Gloom Since the recession began in December 2007, the saving rate has increased. Consumers are cutting down on how much they shop, and changing where they shop: Retailers including discounter Wal-Mart Stores Inc. and AutoZone Inc. have seen rising sales thanks to bargain hunters and do-it-yourself mechanics. All the cutbacks have made consumer spending a smaller slice of a shrinking economy. In the past three months of 2008, consumer purchases accounted for 69.9% of gross domestic product, compared with 70.5% in the same quarter a year ago. Many people who remain employed are still getting pinched. In February, the number of people working part-time because they couldn't find full-time work or because their hours have been cut back rose by 787,000, to 8.6 million. That's up 3.7 million over the past 12 months. In this recession, nearly every industry is seeing job cuts, so the prospect of losing a job is more tangible than in downturns where the pain was concentrated in particular regions or industries. The Labor Department said that private-sector payrolls fell in February in nearly 80% of the 271 industries it tracks. A year ago, payrolls were shrinking in only 45% of industries.

Job Losses Hint at Vast Remaking of Economy As government data revealed that 651,000 more jobs disappeared in February, a sense took hold that growing joblessness may reflect a wrenching restructuring of the American economy. The unemployment rate surged to 8.1 percent, from 7.6 percent in January, its highest level in a quarter-century. In key industries — manufacturing, financial services and retail — layoffs have accelerated so quickly in recent months as to suggest that many companies are abandoning whole areas of business. “These jobs aren’t coming back,” said John E. Silvia, chief economist at Wachovia in Charlotte, N.C. “A lot of production either isn’t going to happen at all, or it’s going to happen somewhere other than the United States. There are going to be fewer stores, fewer factories, fewer financial services operations. Firms are making strategic decisions that they don’t want to be in their businesses.” This dynamic has proved true in past recessions as well, with fading industries pushed to the brink during downturns before others emerged to create jobs when economic growth inevitably resumed. But with job losses so enormous over such a short period of time, some economists argue that the latest crisis challenges the traditional American response to hard times. For decades, the government has reacted to downturns by handing out temporary unemployment insurance checks, relying upon the resumption of economic growth to restore the jobs lost. This time, the government needs to place a greater emphasis on retraining workers for other careers, these economists say. The grim scorecard of contraction in the American workplace released by the Labor Department on Friday largely destroyed what hopes remained for an economic recovery in the first half of this year, and it added to a growing sense that 2009 is probably a lost cause.

Jobless Scars Will Outlast the Recession Recessions are like illnesses: Most are quickly overcome, but some do lasting damage. There is an increasing risk that this recession is one of the latter. Downturns don't usually leave long-term marks on an economy. Most of a recession's ill effects on growth in gross domestic product are gone in two or three years, according to research by economists Paul Beaudry and Gary Koop. And typically the steeper the economic contraction and decline in employment, the faster the recovery. But recessions triggered by financial crises, like this one, can skew the healing process. They tend to be deeper and more enduring, according to now-famous research by economists Carmen Reinhart and Kenneth Rogoff. And there is a risk that such recessions can have lasting effects even after economic growth resumes. Physicists, and some economists, might call this "hysteresis." Put too simply, it is the laggard impact of some kind of sustained force -- like if you squeeze a Nerf ball so long that it doesn't bounce back when you release it. Similarly, if unemployment stays high for so long that some workers lose their skills and become less employable, that can leave the floor for unemployment enduringly higher. That may be happening now. The Labor Department's broadest measure of labor underutilization is at 14.8% of the potential work force, much higher than the 8.1% unemployment rate. That is an awful lot of workers not making the fullest use of their skills.

New Fears as Credit Markets Tighten Up The credit markets are seizing up again amid new anxieties about the global financial system. The fear and uncertainty that sent stocks to 12-year lows is now roiling the market for corporate bonds and loans, which have given back much of the gains they chalked up earlier in the year. Short-term credit markets are still performing better than they did last year thanks to government programs to buy commercial paper and guarantee short-term debt. But Libor, the London interbank offered rate, a common benchmark interest rate, has crept up over the past weeks, from 1.1% in mid-January to 1.3% on Friday, reflecting banks' concerns about being paid back for even short-term loans. It is still well below its peak of 4.8% last October. This time around, the economy is slipping deeper into a recession, and bond investors worry the government's repeated modifications to its financial-rescue packages are undermining the very foundations of bond investing: the right of creditors to claim their assets first if a borrower defaults. Without this assurance, bonds of even the most stalwart institutions are much riskier to own. After what seemed like the beginning of a thawing of debt markets early in the year, sentiment has deteriorated, analysts say. The markets remain open only to the strongest companies. A rally in U.S. Treasury bonds last week reflects another bout of flight-to-quality buying. Junk bonds now yield 19 percentage points more than safe Treasury bonds, up from a 16-point spread in February, according to Merrill Lynch. The spread is still narrower than the 21-percentage-point premium reached last December, but any widening shows investors are becoming more fearful.

Credit Cards Are the Next Credit Crunch Few doubt the importance of consumer spending to the U.S. economy and its multiplier effect on the global economy, but what is underappreciated is the role of credit-card availability in that spending. Currently, there is roughly $5 trillion in credit-card lines outstanding in the U.S., and a little more than $800 billion is currently drawn upon. While those numbers look small relative to total mortgage debt of over $10.5 trillion, credit-card debt is revolving and accordingly being paid off and drawn down over and over, creating a critical role in commerce in America.Just six months ago, I estimated that at least $2 trillion of available credit-card lines would be expunged from the system by the end of 2010. However, today, that estimate now looks optimistic, as available lines were reduced by nearly $500 billion in the fourth quarter of 2008 alone. My revised estimates are that over $2 trillion of credit-card lines will be cut inside of 2009, and $2.7 trillion by the end of 2010. Inevitably, credit lines will continue to be reduced across the system, but the velocity at which it is already occurring and will continue to occur will result in unintended consequences for consumer confidence, spending and the overall economy. Lenders, regulators and politicians need to show thoughtful leadership now on this issue in order to derail what I believe will be at least a 57% contraction in credit-card lines.

No Doom, Just Gloom Barron's: Forecasting is a very difficult task. If there is a call you would like to have back, what would it be? Levy: You don't do this for three decades without accumulating a number of forecasts that didn't exactly hit the nail on the head. The most recent and important one was our prediction that the financial unwinding and economic decline would unfold fairly rapidly after the bursting of the housing bubble, which began in late 2005. We expected the economy to fall into recession and financial crisis before the end of 2006. We failed to recognize the enormous inertia in structured-mortgage finance, and the risk-obscuring Wall Street money machine that caused mortgage-lending standards to paradoxically ease until 2007. In the past, banks always started tightening [lending] standards shortly after the housing market turned down. The result [this time] was an enormous, and still rising, volume of home-equity extraction until late 2006, with a lagged impact on the economy that didn't begin to wane until late 2007. Just how bad is this economy? We have to go through not a year, or two, but many years of getting balance sheets back into line with incomes. Stretching the rubber band required not only that we have a lot of asset inflation so we could borrow against the assets, but also that we increasingly liberalize our attitudes about investing and lending. Now that things are blowing up, it has moved us back to much more conservative and cautious attitudes toward lending and asset valuation. This means the contraction in asset values and debt will ultimately be pushed even further than they would normally have to go. So it is going to take years and years. How long will it take for a recovery? This process is going to take more than one recession. This is what causes depressions -- when you have this kind of severe, long-term imbalance. It will take something more on the order of a decade. It doesn't mean a period of continual decline, however. We will have business cycles, and we will have some growth during those cycles. But, as measured by the amount of time, it is similar to the Great Depression. I don't think it will be as long as the two lost decades in Japan, but it will be a difficult period. However, it will be, to use a term we coined some years ago, a contained depression, meaning the government efforts to prop up the financial system prevent things from completely breaking down. And the fiscal stimulus will help us along. So the good news is that we aren't headed for the Great Depression, but the bad news is that we are in for a tough economy for many years to come.

 

Policy and Re-Thinks

Bernanke says regulatory overhaul needed The nation's financial regulatory system must be overhauled to strengthen oversight of banks, mutual funds and large financial institutions whose collapse would put the entire economy in peril, Federal Reserve Chairman Ben Bernanke said Tuesday. "We must have a strategy that regulates the financial system as a whole, in a holistic way, not just its individual components," Bernanke said in a speech to the Council on Foreign Relations. In his most extensive remarks on the subject, Bernanke built upon previous suggestions to bolster mutual funds and a program that insures bank deposits -- and repeated his call for Congress to create a system to cushion fallout from the failure of a big financial institution. The Fed chief's remarks come as the Obama administration and Congress are starting to crafting their overhaul strategies. For the administration, critical work on that front will be carried out among global finance officials this weekend in London. That will help set the stage for a meeting of leaders from the world's 20 major economic powers in April. Revamping the U.S. financial rule book -- a patchwork that dates to the Civil War -- is a complex task. Congress, the administration and the Fed are involved because they want to strengthen the system to prevent a repeat of the financial crisis -- the worst since the 1930s-- that has plunged the U.S. and many other countries' economies into recession.

Bernanke said the U.S. recession could end this year only if the government is successful in getting financial markets to operate more normally again. The recession, now in its second year and already the longest in a quarter-century, has turned out to be more severe than the Fed had anticipated, he acknowledged in fielding questions after his speech. To guide the regulatory overhaul, Bernanke laid out four key elements. One is for Congress to enact legislation so the failure of a huge financial institution can be handled in an orderly way -- similar to how bank failures are handled by the Federal Deposit Insurance Corp. -- to minimize fallout to the financial system and to the national economy. Moreover, such "too big to fail" companies must be subject to more rigorous supervision to prevent them from taking excessive risk, Bernanke said. The Fed is trying to identify "best practices" that can help companies detect trouble spots and best manage their risks.

U.S. to Push for Global Stimulus  The U.S. will press world leaders to boost emergency government spending to lift the global economy, risking a rift with European nations more concerned with revamping financial regulation.In President Barack Obama's first foray into economic diplomacy, Washington will urge the shift at a summit next month in London, U.S. officials say, as markets look for a unified plan of action from the world's most economically powerful nations. Washington's focus is at odds with France, Germany and other European nations that want the Group of 20 summit on April 2 to focus on rewriting rules governing financial markets. These nations say lax regulation was a major cause of the financial crisis and want to tighten their grip on hedge funds and private-equity firms. All sides are looking to avoid a breakdown at the summit that would roil markets, which are already wary about whether government leaders know how to stem the economic decline, say U.S. officials and international economists. Expectations of the summit are high: A coordinated response is seen as critical so each government's efforts reinforce, rather than impede, the efforts of others. The differences could be hashed out this coming weekend in London at a meeting of finance ministers from the G-20, and in Washington, in the steady stream of global leaders and finance ministers visiting Mr. Obama. U.S. officials, who could receive support from China and other countries with big stimulus programs, contend additional government spending is needed to reduce the depth and length of the downturn. Britain also may have an easier time seeing eye-to-eye with the U.S. than other European countries because both London and Washington are concerned that tighter financial regulation could harm their financial centers. Administration officials also say the G-20 isn't ready to put new regulations in place, so focusing in that area would be counterproductive. The U.S., relying on a thinly staffed Treasury department, hasn't completed its plan to revise financial regulation, which ultimately needs congressional approval. Others in the G-20, which includes industrialized and developing nations, also need months to put new rules in place.

Editorial: A survival plan for global capitalism J.K. Galbraith wrote that 1929 stood alongside 1066, 1776, 1914, 1945 and 1989 in its importance. The world today was shaped by the efforts of governments to overcome the economic meltdown of the 1930s – and the consequences of their failures. Even if this economic crisis is not as bad as the Great Depression, it will have epoch-moulding consequences. This week the Financial Times starts a series on the Future of Capitalism. Much, however, depends on the success of next month’s meeting of the Group of 20 in London and how successful governments are at ending this worldwide crisis. The intellectual impact of the crisis has already been colossal. The “Greenspanist” doctrine in monetary policy is in retreat. It no longer seems clear that it is easier for central banks to clean up after asset price bubbles burst than to prick them when they are small. Monetary authorities will need to be more concerned both about financial stability and global imbalances which allowed a few countries to build up vast surpluses while a few others ran yawning deficits. Finance has already changed irrevocably. The grand investment banks which once strode alone have either collapsed, or joined the flock of retail banks. Governments are now borrowers, lenders, investors and insurers of last resort for much of the financial system. The future of finance will be determined by their efforts to disentangle themselves from the thickets of guarantees they have been forced to make. The depth of the crisis will determine how easily they manage it. The fiscal cost of this episode is unclear. In some countries, it may be state-busting. Some nations will need to cope with extraordinary fiscal tightenings in the coming years. The domestic impact of government spending – and its geopolitical ramifications – could yet be colossal. Again, much depends on how soon the downturn ends.There is one certainty. While recessions are inevitable, deep depressions or slumps – or whatever you call them – are neither necessary nor welcome. They destroy wealth, sap happiness and crush old certainties. What is more, increasing poverty is a grave threat to world stability and democracy. Revolutions often start as bread riots, and economically-stagnant countries make belligerent neighbours. Growth must be restarted.

Markets

Even for Market Veterans, It’s Uncharted Territory AFTER the steepest decline since the Great Depression, unalloyed optimism among veteran stock market hands is hard to find. Byron Wien, chief investment strategist at Pequot Capital Management, says he is an optimist. Yet he advises small investors to buy gold and corporate bonds, not equities, which, he said, may be too risky right now.Barton M. Biggs, managing partner at Traxis Partners, a hedge fund, places himself in the optimists’ camp, too. Yet he advises well-to-do investors to arm themselves — with shotguns, if need be — against the possibility of a deepening downturn and accompanying “social unrest.”  Peter Lynch, Fidelity’s legendary stock-picker, declares himself to be as bullish as ever — but he adds that this is a congenital attitude, not an assessment of the current market. What’s more, over the last 10 years, a period that many investors had considered protracted enough to count as “the long term,” the stock market has actually declined in value — a reversal that generations of investors had never experienced for themselves. And despite government rescue plans around the world, there is no assurance that the slide is over. Henry Kaufman, the Wall Street economist who has often been bearish in the face of market optimism, says that while the stock market will surely recover, many investors will need to lower their expectations. It’s not clear that the market today presents a “buying opportunity,” he said, pointing to continuing structural problems in the economy. “There is no golden rule that says how much a market should go down,” he said. Even after the market eventually rebounds, he said, people who expect annual returns of 9 or 10 percent will be disappointed. “Over the next five years,” he said, “annual returns of 4 to 5 percent are in the range that people might expect.” Dr. Kaufman said that several popular investing theories “have fallen apart.” With nearly all asset classes moving in tandem, he said, diversification hasn’t been of much help, and global investing hasn’t worked out very well, either. “Many markets outside the United States are down more than the American markets,” he said, “and certainly, in terms of flight to safety, in the fixed-income side, the money is coming back here rather than going out there.” And, he said, Wall Street’s faith in “quantitative risk analysis” has been battered. “It didn’t save anything or anybody,” he said.

A market for window-shoppers only  Given the economic background we're dealing with, and the viewpoint of the current administration, I feel that the environment we're heading into could make the no-growth 1970s look like the booming 1990s. With the government's stress tests and the bank restructuring (aka nationalization) to come, I believe we are on a path to getting the pure financial crisis behind us -- just as we put the liquidity crisis (which was the scariest portion of the financial ballgame) behind us.Of course, the funding crisis will be a problem as we try to finance the work we're doing. Right now the economic crisis is front and center. That will feed back into the crisis at financial institutions, because the economy is worse than the projections on which they valued their assets. But the single biggest economic problem is: How are we going to create real jobs, since those spawned by the last economic expansion were so heavily skewed to real-estate speculation? We must be aware that not only do we not know where earnings are going to settle out, we don't know what the price-earnings multiples are going to be. Thus, until you have a strong belief that the panic has passed, it's best to just make a list of what stocks look interesting, so you're prepared to act when it seems that risk and reward are tipped in your favor. Thus far, it doesn't seem like the washout has ended, as everyone appears eager to catch the bottom. At some point, we will have a bear market rally. It will be captivating, causing people to believe the worst is over, but will almost certainly be a head fake. In other words, if the market can find a low and then experience a large rally, it will be a rally in a bear market but won't mean the bear market is over. Though I could be wrong, that's currently how I see it.

Dow 5000? There's a Case for It Despite Friday's small gain, the Dow Jones Industrial Average marked its fourth consecutive week of losses as it tumbled through the 7000-point mark and spiraled to new 12-year lows. The Standard & Poor's 500-stock index is trading below 700 for the first time since 1996. As earnings estimates are ratcheted down and hopes for a quick economic fix fade, the once-inconceivable notion of returning to Dow 5000 or S&P 500 at 500 looks a little less far-fetched. A decline to 500 on the S&P is 183.38 points and 27% away. The index already has lost 881.77 points, or 56%, since its peak in October 2007. The index, which lost 7% last week, hasn't been below 500 since 1995, when the tech-stock bubble was just beginning. After dropping 6.2% last week, the Dow is 1626.94 points and 25% above 5000, a level it also hasn't seen since 1995. Analysts and investors looking at valuations, history and stock-price trends are mostly predicting the indexes will avoid plumbing those lows, although all concede that, in this market, anything is possible. Even Wall Street strategists are crunching the numbers, while sticking to forecasts of a second-half rally. Looking solely at valuations, namely price relative to earnings estimates, the S&P at 500 isn't necessarily a wild stretch. The current 2009 earnings estimate for S&P companies is about $64 a share, down from about $113 last April, according to S&P. Goldman is now predicting $40, having cut its forecast from $53 in late February. Bank of America Merrill Lynch estimates $46 a share, and Citigroup is predicting $51.At $64, the S&P is trading at about 11 times earnings. At $40, the index is at about 17 times. According to Goldman's data, the bottom of the 1974 bear market had a forward P/E of 11.3. At the trough in 1982, it was 8.5. Put a multiple of 10 with estimates of $40 to $50 a share and the S&P comes out at 400 and 500.

Coke? Oreos? That's so last year In prosperous times, with jobs booming and wages rising, shoppers strolling down the aisles of their local supermarkets don't think twice about grabbing a pack of Bounty brand quilted paper napkins at $4.98 for 200. But in the current mess, are you kidding me? Grocers report that customers in record numbers are going for the generic house brand, priced at up to a dollar less. Multiply this scene by a few hundred million, and you can see why consumer products manufacturers are suffering more in the recent slump than they have at any other time in the past several decades. Procter & Gamble (PG, news, msgs), the maker of dozens of the nation's leading branded goods, such as Bounty, is seeing some of the steepest sales declines in its history, and efforts to stem the tide by boosting advertising and cutting prices are having only limited effect. The troubles faced by Procter & Gamble, Oreo-maker Kraft (KFT, news, msgs) and others are emblematic of a radical shift in the habits of consumers worldwide, as cheap has become chic. Much of the change is necessary, as many families have less money to spend, but a mood shift has mysteriously taken hold through both the mass media and new social networking, leading even well-off consumers to cut conspicuous consumption of everything from branded paper towels to rockin' cars. The Puritanical roots of middle America emerge at times like these -- causing us to huff that it's about time -- yet it may be more than a little callous to just brush off the business plans of hundreds of the nations' most prosperous companies. And at any rate, institutional investors are accomplishing that brush-off all by themselves without waiting for the announcement of first-quarter results. That is something private investors need to keep in mind if they plan to hold onto these shares -- many of which have been handed down from generation to generation in middle-class families with strict instructions from grandpa: Never sell. In the past six months, Procter & Gamble shares, which were largely oblivious to the pain suffered by the rest of the stock market until the autumn, have fallen like a stack of paper towels sideswiped by a 5-year-old, slipping from a peak of $72.50 to just a hair over $46. Much of the decline has come very recently, as the stock -- previously a bomb shelter for cautious investors -- has plunged 24% since New Year's Day. Many of its fellow consumer goods manufacturers, whose sales are typically so steady that they are known as "staples" to investors, have also tumbled this year in contravention of most conventional wisdom.

This market's hottest (and riskiest) moves Scores of exchange-traded funds and a handful of mutual funds allow you to bet easily against virtually every asset class. You can also leverage those bets with funds designed to go up $2 whenever the asset you're shorting goes down $1. Not enough for you? As of late last year, you can buy short ETFs that reward you 3-1 when the market declines. These bets are very profitable right now. No fewer than four leveraged short ETFs have more than doubled already this year, and one has nearly tripled. That explains why one or two of these funds can now usually be found. Rydex Investments introduced two-times leveraged inverse mutual funds in 2004. Two years later, ProShares began unleashing two-times leveraged inverse ETFs. Late last year, Direxion Funds began bringing out three-times leveraged inverse ETFs. In every case, the funds use financial derivatives to accomplish what Joe Kennedy did when he borrowed other people's stock and sold it, expecting to replace it later on the cheap. But since today's funds don't actually sell stock short -- they buy contracts that accomplish this synthetically -- they are legal in accounts that don't allow short sales, including pension accounts. The funds are designed to work with absolute precision on a daily basis, and they generally do. Over time they can wander, however. This can be due to simple tracking error -- the inability of a fund manager to do his job perfectly -- and to the different ways negative and positive numbers compound; $100 becomes $110 when it goes up 10%, but it then falls to $99 if it goes down 10%. In the table below you'll see that, at least over a couple of months, the funds tend to deliver roughly what they promise. But they're not infallible. ProShares UltraShort MSCI Emerging Markets (EEV, news, msgs) and Direxion Emerging Markets Bear 3X Shares (EDZ, news, msgs) are up an almost identical 19% this year, though the former is leveraged two times and the latter three times.

Even bad times are good for something The best way for most of us to make money in the stock market over the long term is to own shares of good companies. Separating the good from the bad and the ugly, however, isn't easy in the best of times. But, just in case you haven't noticed, these aren't the best of times. So here's my advice to you. Use the worst of times -- well, at least the worst since the 1982 recession -- to find the companies that will come out of this crisis in as good or better shape than they went in, and to identify those companies that were either never as great as we thought they were or that have been fundamentally damaged. Perhaps the only upside to a vicious recession like this one -- combined with a global financial crisis -- is that it ruthlessly magnifies every corporate flaw. It separates the great companies from the once-great, the fatally flawed from the fundamentally sound, the smoke-and-mirrors acts from the conservatively managed, and the companies built for the good times from those built to survive all kinds of weather. First, look for signs that say "good company at work." A few companies are actually reporting good numbers in the current crisis. On Feb. 25, for example, Flowserve (FLS, news, msgs) not only beat Wall Street earnings estimates for the December quarter of 2008 by 14 cents, but the company raised guidance for fiscal 2009, too. The company told Wall Street to expect earnings of $7.25 to $8.25 a share for the full year. That's a huge jump from the $6.96 a share that Wall Street expects. And to punctuate that guidance, the company raised its dividend by 8%. In this environment, though, you'll have to dig deeper in most cases to find evidence of continuing or increasing quality. You'll have to look at balance sheets to find companies that didn't run up debt when credit was easy and which are now sailing through the credit crisis. You'll have to look at capital spending plans to see companies that are actually sticking to or in some cases increasing their investment in their own futures. Intel (INTC, news, msgs), for example, is building new chip factories at a time when almost everybody else in the chip industry is cutting back. That will just increase the company's already huge advantage in manufacturing efficiency over its competitors. You'll have to look at business models that will produce a competitive edge in the post-recession economy.

  • 20 stocks worth watching The companies you should keep an eye on probably aren't making headlines now, but they'll come out of this recession and financial crisis stronger than they were before. I don't have the time or room (my editor frowns on 20,000-word columns) to tell you why each of those good companies makes this list. Instead, let me explain a few of these watch-list picks that illustrate the kinds of things you're looking for in a good company. A competitive strategy that works:, A clear understanding of competitive advantages:, The ability to adapt to new circumstances:, Ability to exploit competitors' weaknesses:, Management skillful enough to navigate this crisis:
  • 10 key trends for investors in '09 That kind of number will be a huge disappointment for investors looking to recover from what Wall Street has begun to call the lost decade. Over the past 10 years, the returns from investing in a stock market index, such as the Standard & Poor's 500 ($INX), have been squat. No, make that negative squat. The overall stock market lost money in that period.Fortunately, you don't have to go to the ends of the earth to beat the index. I'm going to tell you about a strategy to do just that in this column. It's not complicated. You can do it at home. And it's been shown to work over the past 11-plus years. It's simple: Put more money into the hot sectors of the market as they heat up. Sell those sectors when they get too hot. And put very little money into the sectors that are cold or cooling. The key to this strategy is doing a good job picking the hot and cold sectors. That can help you make more money in your portfolio even if you don't follow my strategy exactly. In this column, I'm going to give you my take on the hot and the cold trends for 2009. If, instead of investing in the entire 500 stocks that make up the S&P index over the past 10 years, you had, for example, invested in just the energy stocks among that 500-stock group -- using, say, the Energy Select Sector SPDR (XLE, news, msgs) exchange-traded fund -- you would have earned a total average return of 9.54% a year for these 10 years. An investment in the stodgy old utility sector, via the Utilities Select Sector SPDR (XLU, news, msgs), would have returned an average of 3.75% annually for those 10 years. The Materials Select Sector SPDR (XLB, news, msgs) would have returned 3.48% a year. You could also have beaten the negative 0.93% annual return from the S&P 500 just by staying away from a few sectors. Staying away from the technology sector -- the Technology Select Sector SPDR (XLK, news, msgs), for example -- would have improved your portfolio performance. That sector lost 6.04% a year, on average, for the decade. Keeping away from financials, including the Financial Select Sector SPDR (XLF, news, msgs) and its 3.42% average annual loss, would have helped, too.

Business: Finance to Technology

Collapse of the Financial Sector Harder, Deeper Than Tech Wreck The stock-market damage in the financial sector over the past 18 months has surpassed the similar destruction of value in the technology sector after the Internet-stock bubble collapsed. The value of financial shares in the Standard & Poor's 500-stock index has declined more than 83%, reducing the sector's weighting in the index to less than 9%. That compares with the 82% decline in market capitalization of technology stocks from the 2000 peak to the trough in 2002, according to S&P. The financial sector had a market cap of $518 billion Friday, ranking it sixth among the S&P's 10 industry sectors. That the financial sector's value could evaporate as quickly and as ruthlessly as the technology sector did demonstrates just how ephemeral the gains were, built on excessive leverage and business strategies that amounted to little more than gambling. In certain ways, the sectors can't be compared. The tech wreck had a mild impact on the rest of the economy, and the ensuing recession following the peak in technology investment activity was a brief, relatively benign one. Still, the two sectors are similar in that investors became overly enthusiastic about investments that were more complex than originally thought. And there will be companies identified with the bubble that work through their problems and eventually regain their previous highs; Cisco Systems stands out among them. "The survivors will probably do just fine, but it's getting to the survivors that is the hard part," says Bill Stone, chief investment strategist at PNC Wealth Management. Anecdotal commentary suggests investors have reached a similar point as they did in the wake of the tech wreck, musing about buying shares of companies at $1, assuming that somehow, a stock once valued at $90 must surely be worth more than $1. But it doesn't have to be worth more than that, and it may be worth less. On the other hand, the tech sector was relatively debt-free, as the previous few years were marked by a parade of initial public offerings enthusiastically snapped up by investors looking to provide cash to companies with little in the way of earnings. As those companies went out of business, they merely exhausted their cash. By contrast, the financial sector's arms are entwined with the entire economy, and many financial companies have large obligations they are unable to pay. Because of the sector's importance in the economy, its problems are central to the spreading recession. The more uncomfortable fact is that the damage isn't over yet.

After 60 years Circuit City powers down What began 60 years ago as a humble television store in this sleepy Southern capital ended Sunday as Circuit City closed its doors for good -- its 567 remaining U.S. stores to be left broom clean and vacant. For the last month and a half, a group of four liquidators have conducted going-out-of-business sales for what was the nation's second-largest consumer electronics retailer, selling its remaining $1.7 billion worth of inventory weeks sooner than expected. In its wake Richmond-based Circuit City Stores Inc. will leave more than 18 million square feet of vacant space in a faltering real estate market. And more than 34,000 employees, some who worked through the liquidation announced in January, will be jobless. Over the last few years, Circuit City, which at its height had more than 700 stores, faced heightened competition, pressure from vendors and waning consumer spending.  Ultimately, the hobbled credit market and consumer worries proved insurmountable. The dismal environment also has claimed retailers including KB Toys and Mervyns. Circuit City, which posted losses in seven of its final eight quarters, had its brand value diminished in the 1990s as it lost significant traffic to rivals like Best Buy Co., which built bigger stores in better locations and achieved greater economies of scale. Wal-Mart Stores Inc. and others who have expanded their electronics offerings also wooed Circuit City customers. Alan L. Wurtzel, son of company founder Samuel S. Wurtzel and himself a former chief executive of Circuit City, has previously said the company didn't take the threat from Best Buy seriously enough and at some points was too focused on short-term profit rather than long-term value. Still, Circuit City took arduous steps in an attempt to turn around its struggling business. In 2008, it defused a proxy battle, opened its books to potential buyers like Blockbuster Inc., changed management, closed stores in some locations and tested smaller concept stores in others. It laid off about 3,400 store workers in 2007 and replaced them with lower-paid employees, a move analysts warned could hurt morale and drive away customers. Circuit City also had hoped to make up for its diminished product margins with its service and installation business called Firedog, which opened in 2006 -- four years after Best Buy purchased the similar Geek Squad service. "I wish there was one kind of fatal blow that we could all pick out," said Stephen Baker, vice president of industry analysis at market researching firm, The NPD Group Inc. "Every time there was a crossroad ... in hindsight they almost always did the wrong thing."

Face value: Game on, says Sir Howard WHEN Akio Morita, Sony’s co-founder, gave the firm its name in the 1950s, he was afraid it could be mispronounced in Japanese as “son-en”, which means “to lose yen”. Little could he have imagined the problems that his eventual successor, Sir Howard Stringer, would face. The company that long dominated the field of consumer electronics, from the first pocket transistor radio to the Walkman and the PlayStation, is in trouble. Almost every product line is unprofitable. Sony expects to lose ¥260 billion (nearly $3 billion) when it reports its 2008 results, its first loss in 14 years. “What this recession has done is expose the weaknesses in our system that we didn’t want really to admit,” says Sir Howard in his sunny 20th-floor office overlooking Tokyo.But the crisis is finally enabling him to shake things up at Sony, something he has been trying to do since his arrival as chairman and chief executive in 2005. In recent days Sir Howard has gently eased out the company’s president, Ryoji Chubachi, who was installed just before Sir Howard’s own appointment, and who has stymied his restructuring efforts. Sir Howard has also appointed four young, loyal lieutenants—whom he dubs “the Four Musketeers&r