Andrew Hill

Investors with long-ish memories will recall that Ariba, the business-to-business ecommerce network that SAP has just agreed to buy, was a dotcom IPO star of 1999: its stock surged 291 per cent on its debut, giving it a market capitalisation of $3.7bn – only just short of the $4.3bn that the German enterprise software company has agreed to pay for it 13 years later. Those were the days, Facebook investors may ruefully reflect.

Ariba had much further to go in the short period before the dotcom bubble deflated in 2000 – at one point it was worth a heady $30bn. But its longevity, before finally being snapped up by one of the companies it successfully challenged, demonstrates the durability of its underlying offering. Ariba’s early potential was obviously hugely overrated at the peak of the internet boom, but it grew into that original valuation.

Cloud-based software-as-a-service (SaaS) is quite the thing, with companies like Salesforce.com and Netsuite angling to provide solutions that simplify customer and supplier relations and allow enterprises, large and small, to concentrate on their core business. At a Netsuite customer conference I attended in San Francisco last week, SAP was one of the competitors that Netsuite claimed was lagging behind. By buying its way into the cloud, the German company has made a bid to close the gap that Ariba and other web-based B2B companies started to open up 13 years ago.

 

Dustin Moskovitz, an early employee of Facebook, is worth $5bn, give or take the odd million, after last week’s initial public offering. He could now apply his technological knowhow and abundant new wealth to solving the world’s loftiest organisational problems. Instead, he and his partners are hunkered down in a dark ground-floor office in San Francisco’s Mission district working out how to liberate office workers and middle managers from the tyranny of lengthening to-do lists, overflowing email and meetings about meetings. Dilbert, meet Dustin.

John Gapper

Monday was only the opening day of the trial of Rajat Gupta, the former head of McKinsey and board member of Goldman Sachs, on charges of conspiracy and insider trading. But one thing is already clear: he is not a crowd-pleaser.

Compared with some other recent trials of Wall Street figures, such as Bernie Madoff and Raj Rajaratnam, the turnout was modest. The man that Reed Brodsky, the prosecutor, described as “the ultimate corporate insider” was mainly surrounded by friends and family.

Judge Jed Rakoff’s courtroom on the 14th floor of the court building filled up sufficiently to require some of the press and lawyers to decamp to an 11th floor overflow room (in which the sound quality was abysmal).

In general, however, it felt like a private affair in relation to other landmark Wall Street cases. Given the status of Mr Gupta –  the most senior figure from the US corporate establishment to face charges since the 2008 crisis – that is odd.

Andrew Hill

There were some interesting foretastes of Monday’s deal between Amazon and the big UK bookstore chain Waterstones in comments made by the latter’s managing director, James Daunt, at the FT a few weeks ago.

Mr Daunt – who had previously called the etailer a “ruthless, moneymaking devil” – spoke at a roundtable in early May to launch the Financial Times and Goldman Sachs Business Book of the Year Award. You can listen to a podcast of his initial interview in which he pointed out that all bookshops had to find ways to make the environment for book-buying attractive again. He added:

The largest of us face the additional challenge of how do we become a relevant part of this new digital world, in which, clearly, a substantial part of the reading that our customers engage in is going to take place.

 

The Amazon deal - under which Waterstones’ stores will sell Kindle reading devices as well as ebooks, alongside the physical product – clearly answers that rhetorical question (even if it doesn’t entirely explain the speed of Mr Daunt’s conversion from devil-hater to devil-worshipper).

The more interesting comment came at the end of the ensuing discussion with publishers and agents, who pointed out that in some respects (for example, in its publishing venture), Amazon was still rather dependent on traditional publishing models.

Mr Daunt added that on the rare occasions when Waterstones fails to get the physical book onto its shelves, the title “sits unmoving on Amazon, until it arrives in our shops and then up it goes”. Most booksellers, while trying to use technology to complement their traditional business, have railed against becoming Amazon’s showroom. Mr Daunt appears to want to embrace that fate. The big question is whether Waterstones can profit from it.

FT video – Book end?

John Gapper

The 33 banks that signed up for the Facebook initial public offering may have thought they were heavily discounting their normal six or seven per cent underwriting fee in return for some good publicity on a sure-fire winner. It doesn’t look like that now.

Facebook’s sputtering IPO is drawing scrutiny both to the role of Nasdaq, which has admitted to “embarrassing” mistakes  on Friday, but to the price stabilisation tactics that the banks, led by Morgan Stanley, had to employ.

So far, Monday does not look as if it will provide much relief, with Facebook shares falling by 13 per cent in early morning trading from Friday’s heavily supported $38 and a long day stretching ahead.

As analyses in Dealbreaker and elsewhere have noted, the use of the “greenshoe” and other support methods means the banks need not have lost money on Friday, when they stepped in as the price threatened to drop below $38.

The banks can also claim to have been doing what is sometimes an underrated job – that of underwriting the stock. Past examples of IPO underpricing, leading to huge first day “pops” made banks look like risk-free rent-seekers.

There will also be had questions about whether the lead banks and Facebook’s executives messed up the IPO by raising the price and expanding the number of shares to be sold at the last minute.

On this deal, although a joint $176m in underwriting fees still sounds like a lot, it is not much compared with the fixed costs of the banks’ broking networks and the effort they placed into winning a role.

All in all, Facebook is going to get good value for its fees.

Good old Warren Buffett and his folksy ways. A bunch of newspapers like the Clinch Valley News, the Hickory Daily Record and the Goochland Gazette will fit right in alongside Dairy Queen and See’s candies in Berkshire Hathaway’s collection of quaint Americana.

It’s nice to see a well-meaning billionaire sparing $142m in small change for the hard-hit community newspaper trade, particularly one who still likes to talk about the lessons he learned on his childhood paper route. As he sang to the Omaha Press Club a few weeks ago, “I’m only a paperboy.”

But look a little closer and it becomes clear that Thursday’s deal for most of Media General’s publications is as rational and opportunistic as any of Mr Buffett’s bigger deals.

John Gapper

The travails of old media businesses are well-known but I’m starting to feel sympathy for advertisers and media buyers.

That sentiment was brought on by looking (in old media fashion) at the front of the print section of the New York Times today. The lead article is about Madison Avenue’s scepticism on whether Facebook is a good advertising medium and underneath that is a piece on Dish Network’s new ad-skipping digital video recorder.

Facebook’s advertisers have been struggling with whether display ads on the social network will produce results, with General Motors pulling its $10m Facebook ad budget ahead of the intial public offering.

Meanwhile, Dish has upset US television networks in the “upfront” season where they show off their next season wares to advertisers but producing a box that automatically skips all the commercials between network shows.

This February, as JPMorgan Chase financial traders in London were building a credit derivatives position that would soon cost the bank $2bn, Jamie Dimon was otherwise occupied. He was on a 550-mile bus ride through Florida.

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This blog is mainly about business and strategy and how and why people who run companies take the decisions that they do.

Most of the time, John Gapper is in New York and Andrew Hill is in London. We occasionally debate business issues between us, but your comments and criticism are welcome.




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About John and Andrew

John Gapper is an associate editor and the chief business commentator of the FT. He has worked for the FT since 1987, covering labour relations, banking and the media. He is co-author, with Nicholas Denton, of All That Glitters, an account of the collapse of Barings in 1995.

Andrew Hill is an associate editor and the management editor of the FT. He is a former City editor, financial editor, comment and analysis editor, New York bureau chief, foreign news editor and correspondent in Brussels and Milan.

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