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.

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.

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.

John Gapper

London is acquiring a dangerous reputation for US financial institutions.

The financial crisis in 2008 was set off by the London-based derivatives unit of American International Group, which was insuring potential losses for banks. Now, JP Morgan Chase finds itself in trouble over a $2bn hedging/trading loss in London.

As the FT reports this morning:

Ina Drew, the head of the Chief Investment Office, Achilles Macris, head of the London-based trading team, and Javier Martin-Artajo, another member of the team, are all set to depart, according to a person familiar with the situation.

Among questions being asked internally is whether it was right to base the unit in London, at a distance from the bank’s New York headquarters.

Compare this with what happened at AIG Financial Products in London, as described by Gretchen Morgenson in the New York Times in September 2008:

In the case of AIG, the virus exploded from a freewheeling little 377-person unit in London, and flourished in a climate of opulent pay, lax oversight and blind faith in financial risk models. It nearly decimated one of the world’s most admired companies, a seemingly sturdy insurer with a trillion-dollar balance sheet, 116,000 employees and operations in 130 countries.

London’s role in credit derivatives is not surprising since, as my colleague Gillian Tett described in her book Fool’s Gold, the credit derivatives market originated in London – and JP Morgan played a large part in inventing it.

And, of course, large investment banks now operate fairly seamlessly between London and New York, with trading desks that span the Atlantic. JP Morgan’s CIO was one of them, since Ms Drew was based in New York.

Nonetheless, if I were running a big US bank, I would want to check carefully on what those people in London are up to.

John Gapper

JP Morgan’s sudden conference call to disclose, and to try to explain, the $2bn trading loss that it racked up in only six weeks was one of the most absorbing bits of live financial theatre since the 2008 crash.

The star of the show, naturally, was Jamie Dimon, the bank’s ebullient and outspoken chief executive, who has been out in front leading the industry’s defence of “too big too fail” banks and pushing back against new capital requirements.

Oops.

Mr Dimon isn’t given to mincing his words and he certainly didn’t this time, as I noted on Twitter while listening:

"Bad strategy, badly executed and poorly monitored" that was intended to hedge against stressed credit markets
@johngapper
John Gapper
Lost $2bn in six weeks. "We made these positions more complex. This strategy was badly executed and badly monitored."
@johngapper
John Gapper
"Could easily get worse this quarter and there will also be a lot of volatility next quarter . . . my general counsel is sitting right here"
@johngapper
John Gapper

John Gapper

Ron Johnson, the former head of Apple Stores, who is now trying to revitalise J.C. Penney, the historic US department store chain, has started with a good idea – eliminating sales commissions.

The Dallas Morning News reports that J.C. Penney hourly workers at its 1,100 stores have been told that commisions are being eliminated and they will instead receive a higher hourly rate (via Business Insider).

The idea is to get away from sales staff  simply pressing customers to buy whatever item they will get the most from selling. This is an noticeable problem in electronics and big box stores, as well as J.C. Penney.

Ron Johnson explained his approach in the Harvard Business Review:

“People come to the Apple Store for the experience — and they’re willing to pay a premium for that. There are lots of components to that experience, but maybe the most important — and this is something that can translate to any retailer — is that the staff isn’t focused on selling stuff, it’s focused on building relationships and trying to make people’s lives better.

That may sound hokey, but it’s true. The staff is exceptionally well trained, and they’re not on commission, so it makes no difference to them if they sell you an expensive new computer or help you make your old one run better so you’re happy with it. Their job is to figure out what you need and help you get it, even if it’s a product Apple doesn’t carry.

Compare that with other retailers where the emphasis is on cross-selling and upselling and, basically, encouraging customers to buy more, even if they don’t want or need it. That doesn’t enrich their lives, and it doesn’t deepen the retailer’s relationship with them. It just makes their wallets lighter.”

Implementing this at J.C. Penney has not pleased everyone:

Some employees who earn commission said Tuesday that their hourly pay will be increased significantly, but they will be given fewer hours and will no longer be full-time workers. That means some will not be eligible for health insurance.

Others said the new pay scale is based on last year’s averages. But with hours and commissions being cut, many of them are calculating that they will make significantly less under the new structure.

Mr Johnson’s initiative is nonetheless right. One of Apple’s great innovations is to turn stores in to places in which staff are helpful, rather than pressing you to buy stuff. The details must be fair, but the principle is correct.

It is sad to see a venerable partnership disappear but Dewey & LeBoeuf, the New York-based law firm, wasn’t one any more.

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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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