Monthly Archives: April 2009

John Gapper

Unlike Barack Obama and others, I have sympathy for the hedge funds and other investment funds that rejected the Chrysler restructuring offer and forced it into Chapter 11 bankruptcy.

In fact, not only do I sympathise with their argument, but I think they have a better chance of getting improved terms from the bankruptcy court than the US administration would have us believe.

Here is what President Obama had to say on the topic this morning:

While many stakeholders made sacrifices and worked constructively, I have to tell you some did not. In particular, a group of investment firms and hedge funds decided to hold out for the prospect of an unjustified taxpayer-funded bailout. They were hoping that everybody else would make sacrifices, and they would have to make none. Some demanded twice the return that other lenders were getting. I don’t stand with them. I stand with Chrysler’s employees and their families and communities. I stand with Chrysler’s management, its dealers, and its suppliers. I stand with the millions of Americans who own and want to buy Chrysler cars. I don’t stand with those who held out when everybody else is making sacrifices.

And here is Felix Salmon, chiming in:

As for the smaller creditors who stood in the way of a deal which would have avoided bankruptcy, I have very little time for their plaints. They’re offering nothing which will help Chrysler in the future: they just want to get the maximum return on selling the bonds they picked up for pennies on the dollar. I hope and trust that the bankruptcy judge will give them short shrift.

Well, that all sounds reasonable. Hurray for the big banks, which are recipients of government money, being nudged into taking 33 cents on the dollar. Hurray for Chrysler and its workers. Boo to all those nasty hedge funds and “speculators”.

Well, yes except that some of these “speculators” inconveniently manage money on behalf of pension plans and endowments, rather than rapacious rich people. They have a fiduciary duty to get the best deal they can on behalf of their investors.

I also take seriously their point that, although they are higher up in the ranks of creditors than Chrysler’s unions, notably the UAW, they were offered less for their investments.

According to their statement:

Under long recognized legal and business principles, junior creditors are ordinarily not entitled to anything until senior secured creditors like our investors are repaid in full. Nevertheless, to facilitate Chrysler’s rehabilitation, we offered to take a 40 per cent haircut even though some groups lower down in the legal priority chain in Chrysler debt were being given recoveries of up to 50 per cent or more and being allowed to take out billions of dollars.

President Obama is trying to use the bully pulpit of the presidency to shove these investors into taking a worse deal than they could ordinarily expect under Chapter 11. The Tarp-funded banks that voted for the deal were no doubt aware of how they might by pilloried if they did not do so.

But there is a decent chance that the bankruptcy judge will ignore all of this poltical grandstanding in favour of longstanding legal principles, and so he or she should.

Update: Andrew Leonard is also unhappy about the “vultures”. I do find it odd that one set of people who pursue their financial self-interest is regarded as OK, while another set is regarded as villainous.

John Gapper

Well, I realise this is old hat for some but it is new to me.

I am writing this 35,000 feet up in the air on an American Airlines flight from San Francisco to New York, thanks to the inflight internet connection (which costs $12.95). Compared to the $10 the cabin crew are charging for a sandwich, I do not think that is bad.

It does mark the intrusion of the outside world into one of the last places on earth where one is more or less uncontactable, but there we are. It is not as bad as mobile phone access.

John Gapper

I do not think a decision to split the roles of chairman and chief executive of a company, which is a sensible thing to do, should indicate the end for the dual occupant. But that is often what happens.

Bank of America is putting a brave face on the narrow vote by shareholders to strip Ken Lewis of the bank chairmanship, but the fact that he resisted it so staunchly makes the outcome painful.

The omens are not propitious. When Michael Eisner gave up the chairmanship of Walt Disney in 2004 following a 43 per cent vote by shareholders against his re-election to the company board, he insisted he would stay on as chief executive until 2006. In fact, he left the company in 2005.

Ken Thompson of Wachovia did not last that long after the board gave the chairmanship of the bank to Lanty Smith a year ago. As John Carney notes, he departed as chief executive a month later.

Mr Lewis has already floated the idea of stepping down from his post after BofA has repaid the government’s capital, invested through the Troubled Assets Relief Programme. But that day seems some way off, given the outcome of the stress test on BofA.

I think that a split between the roles of chairman and chief executive – on the UK model – is a good move, all  else being equal. But many US chairmen and chief executives fight it tooth and nail.

That has the ironic result of giving shareholders a clear focal point when they want to deliver a rebuke to a chairman and chief executive – and thus allowing the incumbent’s authority to be undermined.

That is the position in which Mr Lewis now finds himself.

John Gapper

My FT column this week is on the advertising industry:

Duck Phillips! Thou should’st be living at this hour.

Phillips was the alcoholic account executive in the television series Mad Men who lost out after failing to marginalise his advertising agency’s charismatic copywriters, led by Don Draper. The power of the creatives was ascendant in the 1960s and 1970s, the prime era of the 30-second television advertisement.

Four decades later, the face-off between the people in suits – this time in media planning agencies – and the creatives is back again. Now, it is fuelled by recession rather than growth, and the internet rather than television – and the Madison Avenue creatives have a tougher fight.

It is the kind of turf battle that fascinates insiders but is often tedious to those who are not involved. Yet it says something about the precarious state of the industry.

I witnessed it this week in San Francisco, at the annual gathering of modern-day Mad Men (and Women): the leadership conference of the American Association of Advertising Agencies, or 4As.

It is usually where veteran creatives such as Chuck Porter of Crispin, Porter + Bogusky (creators of the Burger King “subservient chicken” campaign) and Dan Wieden of Wieden + Kennedy (Nike’s “Just Do It”) can swagger. There was not much swaggering this week.

You can read the rest of the column here and comment below.

John Gapper

We are so used to the notion that the US lags behind the rest of the world in mobile phone use that it is a shock to be told it is no longer true.

I am in San Francisco at the leadership conference of the American Association of Advertising Agencies (now formally re-branded as the 4As) and have been hearing some interesting statistics.

They were in a presentation by Cyriac Roeding, an entrepreneur-in-residence at Kleiner Perkins Caulfield & Byers, the venture capital firm, who used to be head of mobile for CBS, the television network.

Mr Roeding pointed out not only that the number of mobile phones in the US has grown rapidly as a proportion of the population but that the Apple iPhone has shifted the balance of mobile software development to Silicon Valley.

There are now 270m mobile phone users in the US, out of a population of 304m, compared with 223m internet users.

More surprisingly, Americans now send 110bn text messages a month, which has grown exponentially from an average of 48bn per month in 2007, 19bn in 2006, 10bn in 2005 and 5bn in 2004. In other words, the number has been doubling each year.

As a result, Americans now send an average of 400 messages a month each, which is four times the number sent by British mobile phone users, who used to be far heavier texters.

“That is an unbelievable catch-up. There is a fundamental shift going on and I believe that this (Silicon Valley) is now the centre of mobile innovation in the world,” said Mr Roeding, who was born in Germany.

John Gapper

It seems that Chrysler could eventually end up under the majority ownership of the UAW, its main union, with Fiat holding a minority stake. It sounds awfully like the revisiting of a past era.

In the 1980s, there was a rash of employee-owned companies emerging out of troubled private ownership. In 1994, United Airlines became majority owned by its employees after all else had failed.

The employee share ownership movement was popular as an alternative to bankruptcy for unionised companies in financial trouble. It was supposed to cement the commitment of workers.

But it did not deliver the goods.

United Airlines went bankrupt in 2002, despite hopes that co-operation between management and the unions would solve previously intractable problems.

Now, the UAW reportedly stands to gain a 55 per cent stake in return for giving up contract entitlements. This is intended to head off the threat of Chrysler’s going into Chapter 11 bankruptcy.

I wish I felt more optimistic about it. The Obama administration has declared that it sees no future for Chrysler as an independent company and has pressed for it to strike a deal with Fiat.

But who knows what obstacles lie with a union-dominated Chrysler depending on Fiat for its viability? It does not feel like a stable solution to its troubles.

John Gapper

I wrote a piece in the Weekend FT on the vagaries of concert halls and baseball stadiums:

If you build it, they will come. But they will not know what to expect.

New York Yankee fans are scratching their heads over the eccentric behaviour of their new $1.5bn baseball stadium in the Bronx. So far, it has proved very friendly to batters, giving up 20 home runs in the first four games.

Theories vary as to why the new stadium should be acting differently to the old one. It is built on an adjacent site and is supposed to be the same size. Yet batters have been regularly lofting balls out of the park and into the crowds, especially over right centre-field. Yankees fans talk of a “jet stream” effect carrying fly balls from high in the air into the stands.

The Yankees confront the same challenge as cricket teams and concert orchestras breaking in their new home turfs. No matter how carefully designed, each pitch, stadium and concert hall has a character.

Even the best laid plans of architects, engineers and specialists in acoustics can go awry. In the case of concert halls, they often do.

The rest is here.

John Gapper

This is my column on Asia and business brands in the FT:

Not long ago, Joanna Seddon, a marketing executive, lost a button on her Louis Féraud suit and looked for a store in New York or London at which to get it replaced.

Ms Seddon, an executive vice-president of Millward Brown, was out of luck: the late French designer’s New York store on Madison Avenue had closed. She had to turn to China, where Féraud has 11 outlets. A brand made popular in the US in the 1980s by the soap operas Dallas and Dynasty had gone east.

The realigning of Louis Féraud from the US to China is an unusual story but it is becoming more common. As it does, our postwar assumption that the US is the place where most global consumer brands get launched before being spread around the world is being undermined.

This week, Porsche chose the Shanghai motor show to launch its Panamera four-door saloon, the fourth Porsche line after the 911, the Boxster/Cayman and the Cayenne (a US-oriented sports utility vehicle).

This time, there is no mistaking the Asian influence on Porsche’s product development. The Panamera is a global model but its length – nearly as long as the stretched Series 5 that BMW made for China – tells the story. Rich car buyers in China prefer to be driven by chauffeurs.

The car industry is a leading indicator. The US slump has led to China turning into the world’s largest car market this year, accentuating a long-term shift towards Asia.

You can read the rest here and comment below.

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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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