Halfway through my evening at Wembley Stadium on Sunday I realised why watching Olympic football – or any Olympic sport for that matter – feels strange: it’s the absence of advertising. A stadium normally decked in every type of corporate branding was dominated instead just by the Olympic rings, the participants’ flags, and the purple hues of London 2012. Read more
Once upon a time, companies simply made new products and sold them. In due course, they made them, advertised them to buyers and then sold them. Now, publicity frequently comes before the sale, the production and sometimes even the design of the item, with what modern marketers like to call a “pre-announcement”.
When a senior executive gets the boot from a company, it is usually covered up with some pablum about seeking new opportunities. So General Motors’ statement about the abrupt departure of Joel Ewanick as its head of global marketing is remarkable.
The FT reported it in this way:
“The resignation is disappointing but he failed to meet the expectations that a company has of an employee,” Greg Martin, a GM spokesman, said in an interview. He declined to give further details.
If you wait around long enough, you will observe another retreat by Nomura from trying to transform itself from a dominant retail stockbroker in Japan into a global investment bank.
The latest example comes after an insider trading scandal that led to the replacement of its senior executives. Nomura is already signalling clearly that it is turning its back on the latest expansion, which dates from 2008.
This time, Nomura tried to use the acquisition of the Asian and European operations of Lehman Brothers to march on to the global stage. However, it has not come to much more than its experiments with US commercial real estate securitisation in the 1990s and sub-prime mortgages in the 2000s. Read more
Sandy Weill’s belated conversion to the reinstatement of Glass-Steagall – the act that he helped to demolish – is a significant moment. It suggests that the pressure for greater and more effective structural reform of finance is becoming overwhelming.
Mr Weill was a major force behind the Gramm-Leach-Bliley Act that ended Glass-Steagall and allowed the merging of commercial and investment banking in the US. Now, he seems to think it would be better to have Glass-Steagall back. Read more
Nearly four years after the Wall Street bailout, the beneficiaries of the US government’s support are battered and unpopular, but still in business. Meanwhile, the regulators that rescued them are in trouble.
In the annals of odd academic tasks, trawling through nearly six decades of obituaries for chief executives ranks highly. But, in doing so, Timothy Quigley of Lehigh University has disinterred interesting evidence that the all-powerful CEO is alive and well.
For a paper to be presented to next month’s Academy of Management annual meeting in Boston, Prof Quigley looked at the market’s response to 193 sudden CEO deaths (with causes from plane crash to cerebral haemorrhage) between 1950 and 2009. The magnitude of investors’ reaction, whether negative or positive, was greater in recent years than in the early part of the period. In fact, the share price rise (or fall) for deaths announced between 1990 and 2009 was more than double the reaction in the 1950s and 1960s. Read more
There’s a tantalising glimpse of Oliver O’Brien’s wonderful interactive map of London (and the UK) in Tuesday’s FT. The map is in the style of the great Charles Booth, who researched London poverty 120 years ago and displayed it cartographically. Our analysis contains the sobering observation by Mr O’Brien that “London’s mix of rich and poor changes dramatically from street to street. But what you see even 120 years after Booth is that many of the patterns remain the same”.
Visitors to the Olympic Games may want to take a look at the map before heading for the Olympic park to gain a little socio-economic perspective amid the glitz and hoop-la. As my colleagues James Pickford and Chris Giles write in their analysis: Read more