Thursday, May 31, 2007

US equities steal the limelight in May at expense of bonds

May has seen contrasting fortunes for bond and equity investors, with a record S&P 500 index accompanied by a sharp fall in Treasury bonds.

Stocks have rallied strongly since late March while bond yields have risen, pushing prices down, as expectations of a Federal Reserve rate cut this year have largely evaporated.

This divergence has occurred in spite of the fact that many equity investors had at the start of the year also hoped for a rate cut to help offset an expected decline in corporate earnings growth.

At the end of April, interest rate futures markets were pricing in a rate cut of 33 basis points by the end of this year, according to Banc of America Securities. Since then, the forecast has fallen to less than 10bp – representing a less than 50 per cent chance of a single 25 basis points cut this year. “It is true that equity markets would like to see an ease, but they would also as soon see the Fed stay on hold,” said Gerald Lucas, senior investment adviser at Deutsche Bank.

At mid-afternoon on Thursday, the leading US stock benchmarks were on course for a third straight month of gains. The S&P 500 index was up 3.2 per cent in May, a gain of 7.8 per cent so far this year.

The Dow Jones Industrial Average has risen even more strongly in 2007 and has set a string of record closes as investors have sought large companies with exposure to faster-growing economies outside the US.

In contrast, the Lehman Brothers US Treasury bond index was 0.9 per cent lower for May as of Wednesday.

During May, the yield on the two-year note has risen from 4.59 per cent to a high of near 4.94 per cent on Thursday. The yield on the 10-year bond rose to 4.92 per cent on Thursday, its highest level since last August.

The rise in yields has sparked flows out of bonds into stocks. Equity investors have also taken heart from a better-than-expected first-quarter earnings season and a surge in deal activity and share buybacks.

“The equity market is in a sweet spot and is able to ignore higher bond yields,” said Jim Paulsen, chief investment strategist, Wells Capital Management. He added that the market had moved from expecting an easing of rates because of a weak economy to where prospects for the economy were looking better.

Evidence of better economic prospects can be seen in the 3.6 per cent rise in the Russell 2000 index of small companies this month, said Mr Paulsen.

As traders and investors closed out their books for May, three sets of data due on Friday is likely to dictate sentiment for bonds and equities during June. Investors will closely watch the May employment, inflation and manufacturing data for clues on the trajectory of the economy as it enters the summer months.

“Stocks are not positioned for bad news on the data front,” said Jack Ablin, portfolio manager at Harris Private Bank. “We could have a rocky trading session after the employment report.” [via]

Eyeblaster opens Rich Media to growing African markets

Will Green, Managing Director of Eyeblaster South Africa (a partnership between apurimac media and Eyeblaster), said: “Online ad spend in South Africa alone is growing by over 24 per cent year-on-year. Furthermore online usage in 2007 increased in Q1 by 15 per cent compared with last year. Until now, the growth of online advertising has been limited to standard display banners. Over the last year, many brands are now beginning to see that with growing broadband subscriptions and user sophistication, customers and campaigns are not responding as well to simple animated gif banners.

“With falling broadband costs and increasing users, Rich media has not yet reached its full potential, however with major industry verticals such as automotive and financial now moving into this space the time is perfect for publishers, agencies and brands to embrace it. We expect rich media to make up at least 10 per cent of online spend within the next two years.

"Eyeblaster can help all parties use rich media in the best way and be here to support the development of the local market like we have in over a dozen markets across the globe.”

Eyeblaster's South African office will provide education, best practice and on-the-ground support for media and creative agencies, brands and publishers. Eyeblaster's Advertising Campaign Management suite offers full creative support for agencies and publishers along with complete campaign management of search, in-game, standard banner, pre-roll, rich media and video advertising for brands and media agencies. [via]

U.S. economy grows by just 0.6% in first quarter

The U.S. economy grew at an annual rate of 0.6 percent in the first quarter of 2007, the worst showing since the final quarter of 2002, the Commerce Department reported Thursday.

The growth rate in real gross domestic product -- the output of goods and services produced by labor and property located in the United States -- was slower than the 1.3 percent pace originally estimated and the 2.5 percent pace in the final quarter of last year.

The new reading disappointed economists who had been expecting a 0.8 percent growth pace for the first three months.

The deceleration in real GDP growth in the first quarter primarily reflected an upturn in imports, downturns in exports and in federal government spending, and a deceleration in personal consumption expenditures for non-durable goods, the Commerce Department said.

In the first quarter, U.S. exports of goods and services fell by 0.6 percent after having surged 10.6 percent in the previous quarter, while imports of goods and services rose by 5.7 percent, compared to a drop of 2.6 percent in the final quarter of last year.

The trade deficit shaved a full percentage point from the GDP in the first quarter.

Meanwhile, businesses cut back on inventory investment in the first quarter. That lopped nearly a percentage point off first quarter GDP.

Federal government spending decreased by 3.9 percent in the first three months of this year, following an increase of 4.6 percent in the final quarter of last year.

The slump in housing market also restrained overall economic activity. Investment in home building dropped by 15.4 percent in the first quarter. But that was not as deep a cut as the 19.8 percent seen in the final quarter of last year.

Consumer spending, which accounts for two thirds of overall economic activity, rose by 4.4 percent in the first quarter, the most in a year. In the previous quarter, consumer spending was up 4.2 percent.

An inflation gauge tied to the GDP report and closely watched by the Federal Reserve showed that core prices, which exclude volatile food and energy, rose at a rate of 2.2 percent in the first quarter.

That was unchanged from its initial estimate but up from a 1.8 percent pace in the fourth quarter of 2006.
GDP is considered the best measure of the country's economic fitness. The economy will expand at a pace of 2.3 percent in the second quarter of this year, the National Association for Business Economics predicts. [via]

Wells Fargo CEO isn't changing deal strategy

Wells Fargo & Co. (WFC.N: Quote, Profile, Research Chief Executive Dick Kovacevich said on Thursday he doesn't see any radical change in competition from Wachovia Corp.'s planned $6.8 billion acquisition of brokerage A.G. Edwards Inc.

Kovacevich also said his company will continue to look for small acquisitions, but it was not likely Wells Fargo would make a large, transformational deal. Wachovia is the fourth largest U.S. bank, ahead of No. 5 Wells Fargo.

Kovacevich made his remarks at a conference hosted by Sanford C. Bernstein & Co. in Manhattan. When asked about Wachovia's acquisition, Kovacevich called A.G. Edwards (AGE.N: Quote, Profile, Research a fine company, but not a competitor he sees a lot.

"We don't see them a lot on our territory," he said. "... I don't see any radical change in the level of the competition." [via]

DSGI's chief Clare suprises with resignation

DSG International Chief Executive John Clare surprised investors on Thursday with the announcement he will retire in early September, lifting shares in Europe's biggest specialist electricals retailer.

"The board has a process in place for the appointment of a new chief executive and will make an announcement on that appointment shortly," owner of the Currys and PC World brands with stores in 27 countries said in a statement.

Clare will retire on September 5 at the annual shareholder's meeting after 13 years as CEO. His decision follows a difficult year with DSGI's Italian business underperforming and repeated speculation the group is vulnerable to private equity.

It also comes amid a shake up in the electricals sector, with smaller rival Kesa Electricals reported this week to be looking for a new CEO. Analysts thought it unlikely Kesa's Jean-Noel Labroue, who is older than Clare, would take his job.

A DSGI spokesman reiterated Clare's early retirement was entirely his own decision. "There has not been any outside pressure from shareholders or major institutions and I can categorically say there has been no boardroom row," he said.

DSGI shares rose as much as 2.3 percent to 173 pence outperforming a flat DJ Stoxx index of European retailers <.SXRP> on news of the departure, having shed 14 percent of their value in the past six months.

"It's time for a change. I think he's taken it as far as he can. It's a really competitive environment," Cantor Index analyst David Buik said.

Clare, who has steered DSGI's expansion into more than two dozen countries and the growth of a strong Internet sales business, said he felt it was time to pursue other interests.

He is widely applauded for pulling the Dixons brand out of the British high street and relaunching it as an Internet retailer, closing PC City stores in France and his acquisition of online retailer Fotovista and Scandinavia's Elkjop.

However, weakness at its Italian UniEuro business has overshadowed recent successes and institutional investors Goldman Sachs and Deutsche Bank have sold down stakes. DSGI said this month it would cut UniEuro's value in its books by up to 130 million pounds as it struggles with cut-price competition and changes to its centralised operating model.

Pali International's Nick Bubb believed Clare's replacement was more likely to be an internal candidate, like Finance Director Kevin O'Byrne, although WH Smith Chief Executive Kate Swann and Argos's Sarah Weller were possibilities.

The management shake up could also kindle private equity interest. "It will make people think about what the group is worth and its moving parts," he said.

DSGI reiterated its May 16 trading statement that operating profit for the year would be in line with current market expectations. It did not say what the expectations were. [via]

Airbus sees factory partnerships by year-end

Airbus hopes to complete partnership deals for a number of its factories by the end of the year, the planemaker said on Thursday.

The European company is selling in full or part six factories as part of its "Power8" four-year restructuring plan.

Three plants are slated for partnership deals under the plan, which is designed to compensate for a weak dollar and cash shortages caused by production and development delays.

Airbus is seeking partners to co-run Meaulte in France, a nose and cockpit sub-assembly plant, Nordenham in Germany, which makes fuselage shells, and wings factory Filton in Britain.

It is selling factories at St Nazaire in France (fuselage sections) and Varel (tools) and Laupheim (cabins) in Germany.

Airbus said on Thursday it was setting up project teams for each of the sites being considered for partnership or sale.

"Potential partners are then to confirm their interest, following which negotiations can start. These partnership agreements should be completed later in the year," Airbus said in a statement.

French firm Latecoere is interested in taking over Meaulte, which the country's recently elected president Nicolas Sarkozy has promised to keep open.

Airbus is meanwhile starting talks on the restructuring with national worker unions in the four European countries which host its factories -- Britain, France, Germany and Spain. [via]

Economy Has Worst Growth Since 2002

The economy nearly stalled in the first quarter with growth slowing to a pace of just 0.6 percent. That was the worst three-month showing in over four years.

The new reading on the gross domestic product, released by the Commerce Department Thursday, showed that economic growth in the January-through-March quarter was much weaker. Government statisticians slashed by more than half their first estimate of a 1.3 percent growth rate for the quarter.

The main culprits for the downgrade: the bloated trade deficit and businesses cutting investment in supplies of the goods they hold in inventories.

"We are still keeping our head above water - barely," said economist Ken Mayland of ClearView Economics.

For nearly a year, the economy has been enduring a stretch of subpar economic growth due mostly to a sharp housing slump. That in turn has made some businesses act more cautiously in their spending and investing.

The economy's 0.6 percent growth rate in the opening quarter of this year marked a big loss of momentum from the 2.5 percent pace logged in the final quarter of last year.

Federal Reserve Chairman Ben Bernanke doesn't believe the economy will slide into recession this year, nor do Bush administration officials. But ex Fed chief Alan Greenspan has put the odds at one in three.

The first-quarter's performance was the weakest since the final quarter of 2002, when the economy recovering from a recession. At that time, GDP eked out a 0.2 percent growth rate. Economists were predicting the first-quarter performance this year would be downgraded, but not as much as it did. They were calling for a 0.8 percent growth rate pace.

GDP measures the value of all goods and services produced in the United States. It is considered the best measure of the country's economic fitness.

In other economic news, the Labor Department reported that fewer people signed up for unemployment benefits last week. New filings dropped by 4,000 to 310,000. That suggests the employment climate is weathering well the economy's sluggish spell.

Another report showed that construction spending edged up by 0.1 percent in April, down from a 0.6 percent gain in the previous month. Spending by private builders on nonresidential projects and spending by the government on big projects each climbed to all time highs in April but that strength was tempered by continued weakness in residential construction.

In the GDP report, many economists believe the first quarter will be the low point for this year. They expect growth will improve but still be sluggish.

The National Association for Business Economics predicts the economy will expand at a 2.3 percent pace in the April-to-June quarter.

In the first quarter, there was a larger trade deficit than first thought. That ended up shaving a full percentage point from the GDP. Businesses cut back on inventory investment as they tried to make sure unsold stocks of goods didn't get out of whack with customer demand. That lopped off nearly a percentage point to first quarter GDP.

Those were the biggest factors behind the government slicing its initial GDP estimate released a month ago by as much as it did.

The sour housing market also restrained overall economic activity. Investment in home building was cut by 15.4 percent, on an annualized basis, in the first quarter. However, that wasn't as deep a cut as the 17 percent annualized drop initally estimated. And, it wasn't as severe as the 19.8 percent annualized drop seen in the final quarter of last year.

Even so, there is no doubt that troubled housing market is one of the biggest problems for the economy. Although some businesses tightened the belt in the first quarter, consumers did not. That helped to prevent the economy from stalling out altogether.

Consumers boosted their spending by a 4.4 percent growth rate in the first quarter, the most in a year. Consumer spending accounts for a major chunk of economic activity.

Some economists wonder how much interest consumers will have in continued brisk spending, however, given rising gasoline prices that have topped $3 a gallon in many markets. More money spent filling up the gas tank leaves less to spend on other things.

One of the reasons consumers have stayed so resilient even as the housing market has been stuck in a rut for a year is because the job market has been good. Employers may be tightening the belt on some spending but they are not drastically clamping down on hiring.

Companies profits gained a bit of ground in the first quarter. One measure showed after tax profits rising by 1 percent, up from 0.8 percent in the fourth quarter.

An inflation gauge tied to the GDP report and closely watched by the Fed showed that core prices - excluding food and energy - rose at a rate of 2.2 percent in the first quarter. That was unchanged from its initial estimate but up from a 1.8 percent pace in the fourth quarter.

The Federal Reserve's key interest rate has been at 5.25 percent for nearly a year. Many economists predict the rate probably will stay right where it is through the rest of this year. [via]

Premier Farnell says trading on track

Electronics distributor Premier Farnell said on Thursday its recent move to China had encouraged it to look more closely at India, as it reported a 16 percent rise in first-quarter profit.

The group, which sells a wide range of items from batteries and microchips to diodes, posted pretax profit of 17.5 million pounds, up from a restated 16.4 million a year ago. Sales fell to 183.6 million pounds from 188.6 million, though the company said they rose 4 percent at constant exchange rates.

"The first quarter has seen progress against last year in revenue, operating profit and cash generation, and we are driving the business through continued investment," said chief executive Harriet Green.

"We expect the second quarter will continue to reflect the results of the investments we are making and will deliver further revenue growth over last year, with our focus on the electronic design engineering, the web and internationalising our high-service model," she said.

Analysts were impressed by the improved profits but questioned future growth.

"It's encouraging progress in terms of margin in both the U.S. and at the industrial products division," said one analyst who did not wish to be named.

"The e-commerce strategy continues to impress, but the outlook isn't going to set the world alight," said analysts at Deutsche Bank.

Green told reporters that sales were up 5.5 percent in the firm's European and Asian divisions, adding that the business was also looking to tap further into Asia following its recent Premier Electronics foray into China.

"I will be in India in August to look at what are the best options in moving forward -- whether it's a similar greenfield approach (as in China), whether it's a joint venture, or whether it's a purchase of a company there."

The firm's shares, which have risen around 8 percent in the last six months, opened 3.57 percent higher at 217-1/4 pence by 9:55 a.m., valuing the business at around 1.09 billion pounds. [via]

US economy weakest in four years

Hit by Americans importing more goods and firms cutting their supply stockpiles, the figure was a downward revision on the initial 1.3% estimate.

The latest figure from the Commerce Department was also worse than market expectations of 0.8%.

It was the slowest rate of growth since the final three months of 2002.

'Bounce back'

Another significant factor for the weak showing was the downturn in the housing market, which posted a 15.4% reduction in new home building during the quarter.

New US homes
Weakness in the housing market is also hitting the US economy

However, consumer spending remained resilient, adding 4.4%.

And business investment was better than earlier estimates, growing 2.9%, revised up from 2%.

"It looked like the market was starting to lean into the wind, anticipating a weak number, and we got a little sell-off when it did come in," said Michael Woolfolk, senior currency strategist at Bank of New York.

"But it's quite obvious the economy bottomed in the first quarter and this leaves us with a better base from which to bounce back."

Other analysts are also confident that the figures for April to June will be much better.

"I think we'll see second-quarter growth above 3% and 2.5% for all of 2007," said Lehman Brothers senior economist Drew Matus.

Inflation concern

Earlier this week, released minutes from the last Federal Reserve meeting showed that the central bank continues to see inflation as the "predominant concern" for the US economy.

The Fed left interest rates unchanged at 5.25% at its last meeting on 9 May.

In its minutes, the Fed added that the housing market downturn had been more severe than expected, but that the risk of the US economy slowing abruptly had lessened.

Separate figures on Thursday showed that US construction spending gained an unexpected 0.1% in April, led by public and commercial building work.

Economists had predicted no change last month. [via]

Wednesday, May 30, 2007

Northwest to Exit Chapter 11 Thursday

The wave of airline bankruptcies that began after the Sept. 11 attacks ends Thursday when Northwest Airlines Corp. (NWACQ) finishes its reorganization.

Northwest comes out of Chapter 11 a little smaller, a lot more efficient, and with some of the lowest costs among the major carriers. It has slashed debt by $4.2 billion, cut $400 million a year in the cost of its fleet, and trimmed unprofitable routes.

It cut labor costs by $1.4 billion a year, too, in a bruising four-year fight with its unions that did nothing to erase Northwest's reputation for terrible labor relations. On Wednesday, flight attendants and pilots in St. Paul protested executive pay by rallying around a giant inflatable rat clutching bags of money in its paws. Northwest's 400 top managers are set to get a collective 5 percent equity stake in the reorganized company worth an estimated $297 million.

"They're going to have dramatically different economics post-bankruptcy, which is the good news," said Vaughn Cordle, who runs number-crunching firm Airline Forecasts and is an airline pilot. "The bad news is they've beaten down labor so much that they've got morale problems."

Like the rest of the airline industry, Northwest has been on a roller coaster the past decade.

On Sept. 10, 2001, the airline industry was coming off the 1990s economic boom, as business travel rose and fuel prices stayed low. U.S. airlines raked in around $5 billion a year in profits from 1997 through 1999 and almost $2.5 billion in 2000, according to government statistics compiled by the Air Transport Association.

But Sept. 11, the slowing economy, and the run-up to the Iraq war hurt business travel, and rising fuel prices hurt airline profitability. Northwest was also hurt by the SARS scare in Asia, where it and UAL Corp. (UAUA)'s United Airlines are the two largest U.S. carriers. Northwest and Delta Air Lines Inc. (DAL) both filed for bankruptcy protection on Sept. 14, 2005, putting four of the nation's seven largest carriers into Chapter 11.

At the end of 2005, Northwest's costs were higher than every other airline except U.S. Airways Group Inc., according to government figures. By the end of 2006, when most of the airline restructuring was finished, Northwest's costs were lower than those at U.S. Airways, Delta, and Continental Airlines Inc. (CAL), though still higher than costs at AMR Corp. (AMR)'s American Airlines and arch-competitor United.

Labor costs per mile flown, meanwhile, are now lower than at those carriers and only slightly higher than at Southwest Airlines Co. (LUV), Cordle said. (Southwest workers still make more on average than Northwest employees.)

Cordle said Northwest has done an excellent job reducing its costs in bankruptcy. But he worries that Northwest's debt, while lower than it was, is still higher than is healthy - especially considering that Northwest's fleet is old and that it will soon be spending money to upgrade it. Northwest plans to emerge from bankruptcy with roughly $9.2 billion in debt. But it also plans to spend $1.4 billion this year and almost $1.8 billion next year adding to its fleet, including the addition of Boeing's new 787 Dreamliner next year.

"Northwest may have shed $4 billion in debt, but they're still an over-leveraged airline," Cordle said.

Moody's Investors Service rated Northwest's debt one notch higher than Delta's when Delta emerged from bankruptcy last month. Moody's analyst George Godlin said Northwest's routes in Asia and its relative dominance in the Midwest justified that. Delta, meanwhile, is reshuffling its domestic routes and adding international flights, including new routes to Africa, which may take time to become profitable, he said.

"We felt that sticking to the knitting and doing things that they do really well" will give Northwest an advantage, he said.

One advantage Northwest will have is that its new labor contracts lock workers into lower pay rates and more company-friendly work rules through the end of 2011, longer than any of its U.S. competitors. Flight attendants, for instance, now see their pay top out at about $35,400 a year, down from $44,190 before Northwest filed for bankruptcy protection, according to the union.

Flight attendants Trevor and Amanda Olson of Andover, Minn., have felt that pinch. They met on a Christmas shift on a DC-10 and began dating a few months later.

"Northwest has been good to us in that one regard," said Amanda, who is now on maternity leave. "In every other regard we've been having things taken away and taken away and taken away."

"We're both considering new careers and looking for new jobs," she said at the rally Wednesday over executive pay. "One of us has to leave. We just have decided we both can't stay. It's not within our budget to both be here. We're worth more than what we're being paid."

Northwest Chief Executive Doug Steenland acknowledged that workers are upset in a hot line message to employees earlier this month.

"For many, these prospects in the restructuring are bittersweet, because as exciting as they are, they have been made possible only at significant cost," he said. "We must honor these sacrifices through a careful and caring stewardship of our airline and its future."

Even with the restructuring by the major carriers over the past five years, it's still a volatile business and no one is ruling out future trips to Chapter 11.

"I can see that the next economic downturn may not be as severe as Sept. 11, but it's going to put a lot of pressure on them again," airline consultant Alan Sbarra said of the industry in general. "I think the big lesson everyone should learn from this is that the industry has not fundamentally changed." [via]

Report Says Retailer Portrayed Poorly In Media

An advertising agency fighting to keep Wal-Mart's business last year told the world's largest retailer that while it was a "positive force" because low prices helped shoppers lead better lives, the company suffered a lack of respect that could drive away shoppers.

The marketing report by GSD&M was obtained by a union-funded group critical of the retailer, WakeUpWalMart.com, and provided to The Associated Press.

It warned Wal-Mart was being portrayed in the media as a "bad corporate citizen who doesn't treat employees well and isn't acting as a good citizen of the planet."

Click here to find out more!

Austin, Texas-based GSD&M had handled Wal-Mart's advertising for 19 years until the retailer hired a new group during the winter.

For its 55-page document, "Wal-Mart: Positioning Report," GSD&M conducted in-home interviews with 24 groups of consumers and 20 individuals nationwide and took some of them shopping.

Wal-Mart, based at Bentonville, Ark., acknowledged the report was genuine but played down its significance. Spokesman Nick Agarwal said the company receives many marketing studies from consultants.

"I'm afraid this particular piece of work is not very useful, not least because it's now completely out of date and in some areas just plain wrong," Agarwal said.

Agarwal disputed GSD&M's claims that Wal-Mart's reputation has declined in recent years. He said Wal-Mart does not believe it is losing business because of negative headlines.

GSD&M confirmed the report was part of its unsuccessful pitch. Wal-Mart in January dropped Omnicom Group Inc.'s GSD&M and another longtime agency, Bernstein-Rein of Kansas City, Mo.

It hired Interpublic Group of Co.'s Martin Agency and Publicis Groupe SA's MediaVest.

WakeUpWalMart.com spokesman Chris Kofinis said the study backs his group's arguments that Wal-Mart must change, including paying its workers more and improving health benefits.

"From day one we told Wal-Mart that the American people cared about values, not just value, and because they didn't listen, preferring this dumb 'head-in-the sand-publicity-stunt' strategy, they have damaged their public image, and needlessly hurt their company, their shareholders, and their workers," Kofinis said.

Patricia Edwards, a portfolio manager and retail analyst at Wentworth, Hauser & Violich in Seattle, which manages $9.6 billion in assets and holds about 42,000 Wal-Mart shares, said the report points to a genuine issue for Wal-Mart.

"Reputation really does matter," said Edwards. "It's more and more important, especially as you get to the younger crowd (of consumers). They are less about the money and more about values."

Wal-Mart's shares have been in the doldrums for years, a fact that some analysts blame in part on the potential risk of negative headlines affecting its business.

While total sales rose 94 percent from 2000 through last year, the company's shares are trading about 30 percent below their Jan. 3, 2000 closing price.

GSD&M listed Wal-Mart's corporate reputation as the first of 10 challenges the company faces. Other problems included a "hillbilly" stereotype of its shoppers and competition from smaller Target Corp.

The agency argued that Wal-Mart is a positive force because its low prices help shoppers lead better lives.

But it said Wal-Mart's brand had slipped over time from standing for values like patriotism, community and opportunity to offering only economic value as low prices.

GSD&M said if that gap is not closed, shoppers will have one more reason not to shop at Wal-Mart.

"While corporate respect may not be a highly rated driver of store choice, this intangible quality cannot be underestimated -- especially as Millennials (people born after 1980) take hold of the marketplace," the report said.

It did not recommend specific steps but said Wal-Mart should rebuild its values and make itself a brand that shoppers, employees, suppliers, shareholders and communities are proud of. [via]

Seattle PRstore to Offer Comprehensive Marketing Services for Small Business, Non-Profits

When PRstore opens at 829 NE Northgate Way, small business owners in the Seattle area can -- for the first time -- shop a trendy retail showroom for an array of high quality, affordable marketing products customized just for them.

A growing retail concept, PRstore was created to provide marketing tools, promotional products and expert advice to small businesses and individuals who do not traditionally use full-service ad agencies and public relations firms.

Operating in a casual retail storefront setting, PRstore fills a void for services in the wide gap that exists between the free-lancer and the full- service agency, according to Seattle store owner Deverick Martin.

Martin owned and published The New Times, now Conscious Choice Magazine, for over 10 years before joining PRstore. During that time he worked regularly with small businesses that wanted to advertise with the magazine.

"Small businesses in Seattle didn't have access to a reliable, affordable marketing provider," says Martin. "Not until now."

PRstore offers professional marketing services traditionally available almost exclusively through formal and often costly arrangements with full- service advertising agencies or public relations firms.

"The PRstore's products and services are designed to meet all the most common marketing needs from consulting to concept development to writing and producing traditional printed materials like brochures, newsletters and press releases," says Martin. "We also provide design and production services for logos, letterhead, Web sites, print ads - even radio spots."

Unlike traditional ad agencies and PR firms, appointments are not needed at PRstore. Walk-ins are encouraged. Lavish conference rooms are non-existent. There is never a discussion about retainers. Small business owners simply choose the marketing services they need from a broad range of custom products.

The Seattle store will be supported by PRstore's DesignCentral unit. Based in Charlotte, DesignCentral is a centralized staff of designers, copywriters, promotions specialists, printing coordinators and other professionals who serve as the behind-the-scenes creative workforce offering agency-style services for all PRstore locations.

This store joins the existing PRstores at work for small business owners in 18 states. The nationwide franchise network is eventually expected to number more than 350 stores in all 50 states. [via]

Tuesday, May 29, 2007

Homebuilder Pulte to Cut 2,000 Jobs

BY DAVID N. GOODMAN

Facing a grim housing market, Pulte Homes Inc. (PHM) said Tuesday that it is cutting about 16 percent of its work force, or about 2,000 jobs, as part of a restructuring. Pulte, one of the nation's leading homebuilders, said the restructuring will save an estimated $200 million a year before taxes.

"The homebuilding environment remains difficult, and our current overhead levels are structured for a business that is larger than the market presently allows," Richard J. Dugas Jr., president and chief executive, said in a news release.

Pulte said it expects to take pretax charges of $40 million to $50 million for the restructuring, mostly in the second quarter of 2007.

Bloomfield Hills-based Pulte reported losses of $85.7 million, or 31 cents a share, in the first quarter of 2007. It earned $262.6 million for the same period last year, or $1.01 per share.

It had 12,400 employees in 2006, down from 13,400 in 2005, according to its 2006 annual report. The company did not say how many workers it currently employs.

Messages seeking comment were left with Pulte spokesmen Tuesday. [via]

Sunday, May 27, 2007

Companies working to pare down waste

With earthshaking thuds, a plastic-stamping machine hammers a sheet of hot plastic into king-size drinking cups destined to quench travelers' thirst for soda at the nation's convenience stores. The blank white cups aren't just flexible and resistant to splitting — they're also made from less plastic than Berry Plastics Corp.'s competitors through a manufacturing process the company guards so closely it forbids photographs of those machines.

As retailers like Wal-Mart push for greener packaging, Berry Plastics is handling a growing number of redesign projects for customers eager to make their products less bulky to help both their bottom lines and the environment.

"It's not a fad anymore — it's really turning into a trend," said Curt Begle, the Evansville company's vice president of container sales.

Last year alone, the company — which counts among its customers Kraft, Nestle, Hershey's and Sherwin-Williams Paints — retooled about 30 customers' cups, tubs and other plastic containers, shaving away more than one million pounds of plastic per year in one instance.

With more companies following suit, Berry Plastics has even hired an engineer devoted to repackaging projects.

"It's continuing to gain momentum," Begle said of efforts to pare packaging.

Wal-Mart Stores Inc. is helping push the trend along by encouraging its 66,000 suppliers to reduce their packaging starting next year as part of the world's largest retailer's goal of cutting overall packaging 5 percent by 2013.

In March, Wal-Mart unveiled an online database called a "packaging scorecard" to help its suppliers calculate the net environmental effect of factors such as the fuel needed to make and ship packaging materials and whether they use recycled components.

Since then, more than 3,100 vendors have used the online packaging scorecard system, said Wal-Mart spokesman Kevin Thornton.

Participation is voluntary, but Thornton said Wal-Mart will begin using the scorecard's results in February to make decisions on purchasing merchandise. Eventually, the retailer hopes to create "zero waste" by recycling, reusing or otherwise breaking down product waste.

"There's a ripple effect that starts with just reducing the size of the package," Thornton said. It also reduces the need for shipping containers and puts more products on each truckload and shelf, he said.

Ruiz Food Products, the nation's largest producer of frozen Mexican foods, is using the packaging scorecard.

Bryce Ruiz, the Dinuba, Calif.-based company's president and chief operating officer, said the database has revealed ways it can reduce the packaging for its 300 products, which include the popular El Monterey brand burritos and taquitos.

Ruiz declined to give specifics, but said the lessons learned build on efforts by his family's business to satisfy customers with foods — not an oversized package.

"It's common sense. Put less air in the box and the consumer gets a box full of something, versus a box full of air," he said.

It's hard to say how much money any particular company might save in packaging because of the different types of materials used, and companies are reluctant to say for competitive reasons, said Jim Peters, director of education for the Institute of Packaging Professionals.

But the savings can reach into the millions of dollars, said Peters, whose Naperville, Ill.-based group's membership includes some 5,200 packaging experts that work for companies spanning the full spectrum of American industry.

Wal-Mart's initiative offers a real opportunity to expand the push for waste-reduction, thanks to its 60,000-plus suppliers and millions of customers, said Kyle Cahill, manager of corporate partnerships for Environmental Defense, a New York-based advocacy group.

In 1991, the nonprofit helped persuade McDonald's Corp. to give up its plastic foam clamshell packages for recycled paper materials. McDonald's now claims to be the largest user of recycled paper in the fast-food industry.

Cahill said consumers concerned about global warming are becoming more aware of packaging that ends up in landfills — and the manufacturing process that adds to greenhouse gases.

"This goes backward into the supply chain, where the materials are being sourced, made and packaged, and in the opposite direction looking at how the products are being used and certainly how they are being disposed of," Cahill said.

Indianapolis resident Ray Wilson always looks for products with less packaging, but said he still ends up with bulky items in his cart. The 64-year-old engineer recently bought three compact fluorescent light bulbs encased in a large plastic package.

"I'm looking at the packaging around the bulbs and it's probably 14 inches by 18 inches of heavy duty plastic," he said. "It sure would be nice if you didn't have to buy all that because it just goes in the trash."

Companies like Procter & Gamble Co. are paying attention. The world's largest consumer product company recently announced it would begin rolling out in September liquid detergents such as Tide and Cheer in double-strength concentrations. That will give consumers a bottle half the former size but with the same number of loads.

Even changes that aren't noticed by consumers can go a long way toward reducing a company's need for costly resources.

Nestle Waters North America, one of the nation's biggest sellers of bottled water, has saved about 20 million pounds of paper over the past decade by using narrower labels on its bottles, said company spokeswoman Jane Lazgin.

And this spring, the maker of Poland Spring, Arrowhead, Deer Park and other brands began rolling out half-liter plastic bottles weighing 12.5 grams, about 15 percent lighter than those of competitors.

"It makes the bottle feel a little crunchy, but it's the same amount of water," Lazgin said.

Nestle Waters expects the new bottle to reduce its use of plastic resin by 65 million pounds during 2008, the first full year of the bottle's availability.

Anne Johnson, director of the Sustainable Packaging Coalition — an industry working group with about 105 corporate members — said such success stories will help more companies look at how they package goods.

"If you're not optimizing the use of the materials you've purchased and the energy you've purchased, if you're paying for your waste to be hauled off, then you're not running your business very well," Johnson said. [via]

Saturday, May 26, 2007

Neighborhood swayed by 'liar's loans'

Upstairs at Victory Chapel Church — a cinderblock bunker converted from a long-ago Ford dealership — the pews are reserved for praising heaven. But downstairs, in a basement rental hall, a pair of women preached of worldly wonders.

At 11 a.m. on alternating Saturdays, they set out rows of folding chairs and spread tables with urns of coffee and boxes of Dunkin' Donuts. And they offered testimony to the bounty of real estate, encouraging their growing flock to buy the wood-frame walk-ups and rowhouses surrounding this workaday stretch of Columbia Road, just down from the OJ Car Wash.

The key was trust, they told the faithful, as the voices of the practicing choir rang through the building.

Still, Valerie Hayes was a little skeptical.

"I really was thinking it would be at least a year before I'd get a mortgage," says Hayes, an executive secretary and mother of two. She was wary of borrowing because she was saddled with her own student loans.

But "on Saturday I went to the seminar," she says. By Sunday, she was preapproved to buy.

Soon after, Hayes did buy. The problem, prosecutors say, is that the women put Hayes and others into homes they couldn't possible afford. They did so by filling their loan applications with details of jobs, paychecks and bank accounts that were all so much fiction.

What happened in this church basement was no fluke; it happened elsewhere, too.

Much has been made of the very questionable lending that accompanied the rapid growth of subprime mortgages, a phenomenon that made homeowners of so many people. But less attention has been paid to the gimmickry and manipulation that delivered the loans an industry craved.

Some say this was nothing short of fraud. Those accused reject the charges. The case also raises tough questions of whether borrowers, too, should bear some responsibility.

But the bottom line is beyond dispute. Valerie Hayes can tell you about that. Just don't go looking for her at the home she bought, thanks to the women at Victory Chapel Church.

It's owned by the bank now, and there's a real estate agent's lockbox on the door.

___

Over the past decade, the mortgage industry has turned itself into a very big tent.

People who might have had trouble borrowing found it much easier to get a loan. Lenders devised new types of loans and eased standards to bring buyers into the market.

As a result, homeownership reached record levels. But as interest rates rise and the market cools, it becomes clear many people were put into punishing loans they couldn't afford.

That is particularly evident in the enormous growth of what the industry politely calls "stated income" loans — also known as "liar's loans."

Stated loans — whose borrowers list income and assets without having to prove anything — were meant for solidly self-employed buyers. Then they "morphed into a huge monster," says Connie Wilson of Interthinx, a maker of mortgage fraud detection software. "Now we have stated income programs for everyone."

The loans have become a huge piece of the subprime market. Last year, nearly half of subprimes required little or no documentation of income, a share that has nearly tripled since the start of 2000, according to First American LoanPerformance.

But in its love of these quickly processed loans, the industry overlooked the pitfalls.

A study by the Mortgage Asset Research Institute Inc. of 100 stated loan applications last year found almost 60 percent exaggerated incomes by at least half. A study by BasePoint Analytics found that 70 percent of mortgage defaults were linked to "a significant misrepresentation on the original loan application."

Mortgage fraud is most visible in the spectacular cases that draw prosecutorial muscle, involving fake buyers, property flipping, vast amounts of money. But that overlooks smaller-scale foul play now costing many subprime borrowers their homes, experts say.

Often it's not considered fraud. It's pushing the envelope. It's a dollop of distortion topped with a measure of creative exaggeration. It's doing whatever it takes.

"There's a huge amount of broker fraud out there," says Kerstin Arusha of the Fair Housing Law Project in San Jose, Cal., which represents low-income homeowners stuck in such loans. "When you look at the applications of many of these borrowers, I see it reported that they make $10,000 or $12,000 a month, sometimes $20,000 a month. They always have $100,000 in personal assets ... You can see that these things are created by the broker."

Of course, most real estate agents and mortgage brokers are honest.

But there have been too many in the last few years "who stretch the truth ... that make deals happen that really shouldn't happen," says Jim Croft, founder of the Mortgage Asset Research Institute.

"And they always have the fallback that they're not dishonest," he says. "They're just helping Jill and Joe Six-pack get into the home — and realize the American dream."

___

Frances Darden dreamed of buying a house. And not just any house.

It would be in Boston, because this was home now. But it would look and feel like her grandparents' place in the South Carolina of her childhood, because that's what home meant.

It would have a backyard for barbecues and a front porch for conversation. Its French doors would usher visitors from living room to dining room. It would not be a grand place, mind you, but thinking about it made Darden feel just grand.

Still, it was lot to imagine for a hair stylist on disability, reliant on a subsidized housing voucher and supporting two teenagers. Banks told Darden to scale back her dreams, offering to lend, but not enough to buy in her own neighborhood.

Then, in September 2004, she spotted an ad in the weekly Banner.

"Want to Buy a Home? Credit Less Than Perfect?" beckoned one of what would become a series of ads by Champagne & Associates, a real estate agency in her neighborhood of Dorchester. The slogan above the agency's name made Darden optimistic.

"Let's Make History," it said.

Darden went to Champagne's free seminar with her friend, Annie Neal. It was held in the agent's office, facing a traffic-filled avenue, between a storefront daycare center and Linda's African Braiding & Clothing. Agents had pushed the desks back to the green stucco to make room for an audience. The prospective buyers met two women who vowed to help them.

The first was Champagne's owner, Roberta Robinson, a former mortgage broker who'd started her own real estate shop.

"She had an answer for every question," Darden says.

The second was Rachel Noyes, a bartender-turned-mortgage broker who brought her toddler to some seminars, and promised to unlock the secrets of buying real estate.

"I really felt like I was helping people get into homes," Noyes said in a recent telephone interview. "The one question I always asked, to drill into your mind, is: How much can you afford?"

But those who attended the seminars — describing the experience in interviews and court papers — don't remember it that way.

"As long as you're honest with me," Valerie Hayes recalls Noyes saying, "I guarantee you I can you get you into a loan."

At session's end, organizers asked for
Social Security numbers to run credit checks.

"We're not going to be approved to buy a home in Boston and I don't want to go out to Lowell," Darden recalls thinking.

But a couple of days later her phone rang. It was Robinson — with good news.

Darden had been preapproved for a loan. Up to $360,000!

___

It only took a few weeks for Frances Darden to find her dream house — a two-family set on a corner of Harvard Street with pale yellow siding, a small front porch and another on the back. But could she afford it?

Darden says Roberta Robinson calmly reassured her.

"I have always been about educating the consumer regarding real estate since I hit the scene," Robinson wrote of herself in an advertising directory. "I feel the first step in homeownership is working with an informed client."

Robinson did not return calls and her attorney declined to comment.

When another bidder pulled out of a deal for the house, Darden says Robinson called with more good news.

"She said, `You have some good credit, girl, because you got approved for two houses,'" Darden recalls.

"How is that possible?" wondered Darden, who says she first told the agents she could afford only $1,500 to $2,000 a month in payments.

Renters, she was told, would help her carry the load of her own home, and the costs would be further offset by a three-family rental property.

Soon, mortgage applications _almost entirely blank — arrived in the mail. Darden signed and returned them. In November, Darden closed on the first house. In December, she closed on a second.

She'd been preapproved for $360,000. Now she was borrowing $894,000.

It would cost her $7,194 a month.

It wasn't until seven months later, though, after she struggled to find tenants and maintain the buildings, that Darden began to wonder just what had happened. It began to make sense only when she studied the finished paperwork.

When she bought, Darden was receiving $1,800 a month in disability payments — as she recovered from a collapsed lung — sometimes supplemented by child support of $150 a week.

But the mortgage application described a woman she did not recognize: an administration manager for a medical supply company, earning $114,000 a year.

Meanwhile, the real Frances Darden was quickly falling behind.

In June 2005, Darden says she went to the Champagne office to demand help in refinancing her loans. By now, though, the effort to recruit buyers had outgrown the space on Blue Hill Avenue and moved to the church. Some of the sessions were drawing 40 or 50 people.

Robinson tried to help her sell the second home. But Darden was going through a divorce, tying up the home's ownership. She was and falling farther behind.

Now it had been a year since she'd become a homeowner. Long enough for the lender to lay claim to the investment property and begin foreclosure. [via]

Thursday, May 24, 2007

Oil prices steady in Asian trading

Oil prices were steady in Asian trading Thursday after a U.S. government report showed gasoline stocks rose nearly twice as much as expected last week.

The U.S. Energy Information Administration reported Wednesday that gasoline stocks grew 1.5 million barrels last week to 196.7 million barrels. Analysts had forecast a rise of about 800,000 barrels. Crude oil supplies rose 2 million barrels to 344.2 million barrels, just above the upper end of the average for this time of year. Analysts had predicted a fall of 200,000 barrels.

Distillate inventories, which include heating oil and diesel fuel, edged up 500,000 barrels to 120.3 million barrels, falling short of analysts' estimate of a rise of 900,000 barrels. Distillate stocks remain just below the upper end of the average for this time of year.

Light, sweet crude for July delivery gained 7 cents to $65.84 a barrel on the New York Mercantile Exchange mid-afternoon in Singapore, after falling 8 cents in earlier trade. The contract rose 26 cents to settle at $65.77 a barrel Wednesday.

Brent crude contract for July added 16 cents to $70.76 a barrel on the ICE Futures exchange in London.

"The market is just looking at gasoline, and crude oil prices are tracking the gasoline market," said Tetsu Emori, chief commodities strategist with Mitsui Bussan Futures in Tokyo.

Prices were supported, despite the rising gasoline stockpile, by concerns that supplies will be stretched as more vehicles hit U.S. roads during the Northern Hemisphere summer. The so-called U.S. driving season starts with the coming long Memorial Day weekend.

"Gasoline demand is still high, much higher than the last few years," Emori said. "This is a problem, so (the U.S.) will have to do a few things: push down demand, increase the domestic gasoline production at U.S. refineries and also increase the import of gasoline from overseas."

News that
Iran has expanded its uranium enrichment program, and that the
U.S. Navy is holding unannounced exercises off Iran's coast, also buoyed crude prices.

The U.S. Navy staged a show of military force in the Persian Gulf Wednesday, just two days before direct U.S.-Iran talks in Baghdad. Traders and analysts fear any conflict with Iran could result in the closure of the Strait of Hormuz, through which tankers ship about 17 million barrels of crude oil a day, according to the U.S. Energy Information Administration. That accounts for two-fifths of the world's crude oil traded by tanker, and about one-fifth of total oil production.

In other Nymex trading, heating oil futures rose 0.56 cent to $1.9379 a gallon while natural gas prices gained a tad to $7.760 per 1,000 cubic feet. [via]

Wednesday, May 23, 2007

HP Settles SEC Claim Over Resignation

By JORDAN ROBERTSON

Hewlett-Packard Co. has settled federal securities charges alleging the company illegally concealed the reason a director resigned just before its boardroom spying scandal erupted.

The Securities and Exchange Commission and the Palo Alto-based technology giant separately announced the settlement Wednesday.

The SEC found that HP violated mandatory disclosure rules in the way it announced venture capitalist Tom Perkins' May 2006 resignation from the board.

The agency filed settled administrative charges Wednesday. The settlement does not include a fine or admission of guilt by HP, only an agreement by the company not to violate the SEC's reporting requirements in the future.

"HP acted in what it believed to be a proper manner," Michael Holston, HP's executive vice president and general counsel, said in a statement. "However, we understand and accept the SEC's views and are pleased to put this investigation behind us."

Perkins quit in protest of the spying tactics used to ferret out the source of boardroom leaks to the media. HP disclosed the resignation in a regulatory filing but did not mention the reason Perkins quit.

The SEC found the departure stemmed from a dispute over the company's corporate governance and handling of sensitive information, thus requiring HP to include a reason in its regulatory filing on the matter.

"The company viewed this as a personal dispute between a director and the chairman and opted to stay silent about the disagreement," said Marc Fagel, associate regional director of the SEC's San Francisco office. "But the failure to make the required disclosures deprived investors of important information about the management of the company by its board of directors."

After he left, Perkins mounted an aggressive campaign to force HP to reveal the reason he quit. HP did just that in September, also admitting that detectives employed a shady surveillance tactic known as "pretexting" to unearth the confidential phone records of board members, journalists, HP employees and their family members.

The revelation touched off a firestorm over HP's corporate governance procedures and led to criminal charges against former Chairwoman Patricia Dunn that were eventually dropped, a $14.5 million settlement between HP and the state of California, congressional hearings, and the conviction of a private detective on federal identity theft and conspiracy charges.

The federal criminal probe is ongoing.

HP has been largely unfazed by the scandal. The company's operations are going gangbusters under Chief Executive Mark Hurd, and its stock price has jumped more than 25 percent since the tactics were disclosed in September, creating an additional $20 billion in shareholder wealth.

HP's stock rose 5 cents to $45.63 on Wednesday.

In further evidence of its technological strength, HP also said Wednesday it has landed a seven-year contract from NASA worth up to $5.6 billion to provide desktops, workstations and other products to federal government agencies. [via]

Experts Worry About Shopping for Charity

By EILEEN ALT POWELL

Consumers who buy scented pink candles at retailer Pier1 Imports are supporting breast cancer research. Those who purchase bottled Ethos water at Starbucks are funding clean water projects around the globe. The buyers of certain RED products at The Gap are investing in the fight against AIDS in Africa.

Shopping for charity - also known as cause-related marketing - has become an increasingly important way for some philanthropies to raise funds. In most cases, some or all of the money a consumer pays for designated products or services is donated to a charitable organization.

The practice also become a way for big retailers to suggest they're good corporate citizens, committed to social causes.

But some experts worry that the trend is sending the wrong message to people about charitable giving.

"There's no question but that it's an alternative revenue source for some nonprofits," said Dwight Burlingame, associate executive director of the Center on Philanthropy at Indiana University. And if the campaign has an educational component, it also "can increase the public's understanding of the nonprofit's mission," he said.

"The big negative is the idea that potential donors think that by buying a bottle of water or participating in a particular race ... that they've done their philanthropy, when only a portion - and often a small portion - of their contribution is going to a cause," he said.

"The danger for the nonprofit is that potential donors feel they've 'given' and don't have to sit down and make a real gift," he added.

Still, because corporations find that sponsoring social causes can help their image, they have been eager to participate, Burlingame said. He estimated that about $7 billion a year - or half of the money contributed by corporations to philanthropic causes in the United States - comes via cause-related marketing.

Charities that get the proceeds say the funding can become a significant portion of their budgets.

Susan G. Komen for the Cure, the breast cancer charity known for its ubiquitous pink ribbon logo and "race for the cure" marathons, raises 10 percent to 12 percent of its revenues from corporate partnerships, according to Katrina Drake, director of cause marketing for the Dallas-based nonprofit.

Last year, $36 million of the group's $267 million in revenue came from the 130 partners. Some, like the manufacturer of SunChips, donates 25 cents for each proof of purchase tag from specially marked chip bags, others like Pier1 donates 25 percent of the purchase price of its special candle to Komen.

"It not only generates revenue that can be invested in our mission, it's also a platform to reach people we might not reach through traditional messages," Drake said.

Trent Stamp, president of Charity Navigator, a nonprofit based in Mahwah, N.J., that evaluates some 5,200 charities, said companies use cause-related marketing to differentiate their products from competitors.

"There's a certain amount of, 'let's align our for-profit product with a nonprofit so people feel good about what we're selling,'" Stamp said.

This means, however, that most tie-ins are with big, recognized charities, not small local ones - even if they're deserving, he said.

"And, it can be an extremely inefficient way for people to give to charity, because generally only pennies on the dollar actually to the nonprofit," he added.

Some corporate sponsors also are unclear in their promotions about who's going to get what, Stamp warned.

"It's not good enough for the corporation to say that 'a portion will go to charity;' you want to know exactly how much and to which charity," he said.

There also are a growing number of online portals that promise to rebate as much as 3 percent of purchases made through a Web site to charities. The consumer, Stamp said, "needs to weigh whether buying a book through one of these sites beats going directly to Amazon.com."

Stamp's main concern about the special marketing programs is that consumers will begin to think that buying a product here or signing up for a service there constitutes charitable giving.

"You cannot shop your way to being an effective philanthropist," he said. "The No. 1 way you can help a charity is to sit down and write a check." [via]

Fed Wants to Clear Credit Card Confusion

By JEANNINE AVERSA

WASHINGTON (AP) - Confused by the fees and terms of your credit card? The Federal Reserve wants to make your monthly bill and solicitations that arrive in your mailbox easier to understand.

The Fed also wants companies to give people more than a month - 45 days - notice before making any changes to the terms of an account, including slapping on a higher penalty rate for missing payments or paying bills late.

Under current regulations, credit card companies in most cases provide 15 days notice before making certain changes to the terms of an account, the Fed said. However, under current regulations creditors need not inform a consumer in advance if the interest rate to an account increases due to default or delinquency.

The extra time would give people an opportunity to pursue their options, including switching to another credit card provider.

"The goal of the proposed revisions is to make sure that consumers get key information about credit card terms in a clear and conspicuous format and at a time when it would be most useful to them," Fed Chairman Ben Bernanke explained Wednesday. "Greater clarity in credit disclosures allows consumers to make more informed credit decisions and enhances competition among credit card issuers."

People now often have to wade through tiny print and dense language to get information about the terms of their credit card. When terms - including rates and fees - are changed, that can be on a separate piece of paper accompanying the monthly statement. Those separate inserts aren't always looked at, the Fed said.

To help, the Fed's proposal would call for a table summarizing the changes to appear on the statement above the list of the consumers' transactions. That's where people are most likely to notice the changes, the Fed said.

From solicitations to monthly statements, the Fed's proposal would require key information appear in larger print, with rates and fees in an easier-to-see boldface. The proposal also aims to make language easier for people to understand.

"The purpose is to avoid those 'gotcha' moments," said Fed Governor Kevin Warsh.

Among the changes being considered:

- Itemizing interest charges for different types of transactions, such as purchases and cash advances, on the monthly statement and providing separate totals of fees and interest for the month and year to date. The effect of making only minimum payments would also be disclosed.

- For solicitations and applications, the Fed is proposing that information about events that trigger penalty rates and important fees - such as late payment fees, balance transfer fees and cash advance fees - be placed in a summary table. Currently, this information may be placed outside the summary table, the Fed said.

_With respect to account-opening disclosures, the proposal would require credit card companies to include a table summarizing the key terms of the account. "Setting apart the most important terms in this way will better ensure that consumers are apprised of those terms," the Fed said.

The Fed's proposal comes amid complaints from consumers about confusing bills and credit card information. Legislative proposals also have been offered on Capitol Hill to address the situation.

"I salute the Fed for the improvements," said Sen. Charles Schumer, D-N.Y., who has been involved in efforts to improve credit card disclosure.

Although Sen. Carl Levin, D-Mich., welcomed the Fed's proposal, he said Congress still needs to act to crack down on what he called abusive fees and unfair practices.

"Better disclosure is critical to helping consumers, but it is no substitute for outlawing abusive credit card practices that unfairly mire American families in debt," Levin said. He has offered legislation in this area.

The changes being contemplated by the Fed largely reflect the result of extensive consumer testing done on behalf of the central bank, the Fed said.

The public, industry and other interested parties will have an opportunity to weigh in on the Fed's proposal. So it could be changed before the Fed adopts a final plan.

The banking industry said the Fed is to be commended for taking a comprehensive look at improving disclosure but expressed some concerns about the 45-day notice period and providing separate totals of fees.

"Clearly the challenge is finding a way to make disclosures simple, clear and understandable for America's consumers," said Edward Yingling, president of the American Bankers Association. "We look forward to reviewing the proposal's benefits and costs." [via]

Stocks Are Higher on More Takeover News

By MADLEN READ

Wall Street advanced Wednesday, driving the Dow Jones industrials above 13,600 for the first time on another wave of takeover activity and an increase in oil and gasoline stockpiles.

Alcan Inc. (AL) rebuffed a $27.6 billion hostile bid by aluminum competitor Alcoa Inc. (AA), and Canadian media reported that Australian mining giant BHP Billiton Ltd. might make its own offer.

The bidding battle rumors came amid a New York Post report that EMI Group Chief Executive Jim Fifield might be in the final stages of planning an offer to buy the music company. And late Tuesday, Payless ShoeSource Inc. (PSS) said it will buy competing shoe store chain Stride Rite for about $800 million, while real estate investment trust Crescent Real Estate Equities Co. (CEI) said it will be bought by another real estate investment firm, Morgan Stanley Real Estate, for about $2.34 billion.

Investors appear to be unperturbed by the slow economy and focused more on corporate America's strength. About $2.3 trillion worth of deals have been announced so far this year, according to financial data provider Dealogic, and the tally is on track to beat last year's record $4 trillion.

Robust earnings reports from companies including Target Corp. (TGT) and Medtronic Inc. (MDT) and a solid rebound in U.S. gasoline inventories also encouraged investors to resume their buying. The Energy Department said gas inventories rose by 1.5 million barrels in the latest week, nearly twice the amount the market expected.

In mid-morning trading, the Dow Jones industrial average rose 60.46, or 0.45 percent, to 13,600.41.

Broader stock indicators were also higher. The Standard & Poor's 500 index advanced 7.72, or 0.51 percent, to 1,531.84, and the Nasdaq composite index gained 11.72, or 0.45 percent, to 2,599.74. [via]

Tuesday, May 22, 2007

Alltel buyout deal stirs the anger of rival bidders

A decision by Alltel to go private in a $27.5 billion deal, the largest leveraged buyout in the telecommunications industry, has not gone down well with some other private equity firms that were lined up to bid for the company.

The agreement for Alltel, the wireless service provider, to be acquired by a consortium including the Texas Pacific Group and a unit of Goldman Sachs effectively short-circuits an auction process, in which other groups had hoped to participate. Among them were the Blackstone Group, with Providence Equity Partners and the Carlyle Group, with Kohlberg Kravis Roberts.

The lack of a formal auction may also raise questions among some Alltel shareholders about whether they received the highest price possible.

Some potential bidders were infuriated by the announcement Sunday that a deal had been reached because they understood the bid deadline for Alltel to be June 6, people close to the process said. The agreement comes with a standard breakup fee but no "go shop" provision, a typical clause that allows the company being acquired to seek higher offers.

"Of course they are unhappy," Scott Ford, chief executive of Alltel, said when asked about the complaints. He dismissed the idea that bids were not due until June 6.


"We said we were open for business," Ford said. "They knew what the deal was."

Texas Pacific and Goldman Sachs will pay $71.50 a share for Alltel, a premium of about 10 percent over the Friday closing price of Alltel shares and about 25 percent over its price late last year, when speculation about its future began to build.

Ford said the company had canvassed all the potential bidders before accepting the Texas Pacific-Goldman offer, and did not believe it could get a higher one.

One of the private equity consortiums had indicated in a letter to Alltel weeks ago, however, that it expected to pay $70 to $74 a share, and another consortium indicated verbally that it planned to bid higher than $71 a share, people knowledgeable about the negotiations said.

Adding to the confusion are Alltel's written instructions to bidders to model their bids assuming no more than seven times debt to equity - in other words, that they would borrow no more than seven times as much equity as they would put in. The deal that Alltel accepted is close to eight times debt to equity.

[via]

Staples' Profit Rises on Higher International Sales

Staples Inc., the world's largest office-supplies retailer, said first-quarter profit rose 12 percent on deliveries of paper and increased sales in Europe.

Net income climbed to $209.1 million, or 29 cents a share, for the three months ended May 5 from $186.1 million, or 25 cents, a year earlier. The profit matched analysts' estimates, and Staples said second-quarter and full-year earnings per share will be at the ``low end'' of its forecast of 15 percent to 20 percent growth.

Sales at the division that sells paper and cleaning supplies directly to companies climbed 15 percent. International sales increased 16 percent to $632.8 million.

``They're continuing to take market share and grow the direct sales business,'' said Walter Todd, who helps manage $800 million, including 265,000 Staples shares, at Greenwood Capital Associates LLC in South Carolina. ``Clearly the turnaround in international continues.''

Staples also said today it acquired American Identity from Republic Financial Corp. American Identity sells T-shirts and baseball caps with company logos. Staples didn't disclose the terms of the transaction.

Revenue in the quarter rose 8.3 percent to $4.59 billion, Staples said today in a statement. The average sales estimate of 11 analysts was $4.66 billion, according to a Bloomberg survey.

Shares of Framingham, Massachusetts-based Staples, which operates more than 900 retail stores, declined 59 cents, or 2.3 percent, to $25.08 at 8:07 a.m. before the start of Nasdaq Stock Market composite trading. The stock fell 3.9 percent this year through yesterday.

Tempered Forecast

Staples forecast earnings per share of $1.43 to $1.49 for the year ending in 2008. Analysts estimated $1.48. The company tempered its forecast after first-quarter sales in North American stores fell short of its expectations.

Sales at North American stores open at least a year climbed 1 percent. Mitchell Kaiser, an analyst at Piper Jaffray Cos. in Minneapolis, projected a 3 percent increase. Staples said sales of furniture, fax machines and copiers trailed.

The retailer has spent more on advertising, helping to turn around its U.K. stores and French catalog sales. Staples is also expanding in China, India and other emerging markets.

``The turnaround of the international operations is gaining steam,'' Armando Lopez, a Morgan Stanley analyst based in New York, wrote in a May 14 research note. ``Staples made a number of changes and investments to the international operations, which are beginning to bear fruit.''

Office Depot Inc., the second-largest office-supplies retailer, said last month that sales at North American stores open at least a year fell 3 percent, the first drop in more than three years.

OfficeMax Inc. on May 3 reported profit that trailed analysts' estimates as sales at its stores fell for the fifth straight quarter. [via]

Sell-off holds Dow, S&P short of high

Bill Barnhart

Most stocks closed higher Monday. But a late-session sell-off prevented another record high close for the Dow Jones industrial average and left the broader Standard & Poor's 500 index just shy of its all-time high, set in March 2000.

The Dow Jones industrial average closed down 13.65 points, to 13,542.88, after trading as high as 13,586 earlier in the day. Losses by International Business Machines and Alcoa helped account for the Dow's decline. Hewlett-Packard and Merck paced Dow winners.

The S&P 500 index added 2.35, to 1525.10, just short of its all-time closing high of 1527.46 set March 24, 2000. During Monday's session, the benchmark index reached 1529.

The biggest sector gains since the 2000 S&P 500 peak have been scored by energy and materials companies, while information-technology and telecommunications stocks hold well under water.

The Russell 1000 and 3000 indexes reached all-time highs.

Energy stocks, including Dow component Exxon Mobil, rallied Monday, along with crude oil futures. Crude oil for June delivery jumped $1.33 a barrel, to $66.27. Traders cited unrest in Nigeria, an important source of oil for the world market.

Among stocks in the news, home-improvement retailer Lowe's dropped more than 2 percent, reflecting disappointing quarterly results and a downbeat outlook by company officials.

Merger-and-acquisition news continued to animate trading. Two investment firms agreed to acquire wireless network operator Alltel. Alltel shares rose nearly 7 percent.

The Chicago Board Options Exchange technology stocks index reached a multiyear high, thanks to gains by Apple and Hewlett-Packard. Ama zon.com was the biggest percentage gainer in the S&P 500.

Treasury securities advanced. The weekly auction of 3-month Treasury bills appeared to attract strong bidding from non-U.S. investors.

TREASURY AUCTIONS: Interest rates rose at Monday's Treasury bill auctions. The discount rate on 3-month bills was 4.77 percent, up from 4.73 percent last week. The rate on 6-month bills was 4.10 percent, up from 4.73 percent last week.

The coupon-equivalent investment rates were 4.91 percent for 3-month bills and 5.01 percent for 6-month bills. [via]

Sunday, May 20, 2007

Hologic to Buy Cytyc for $6.3 Billion

By CHARLES FORELLE

Hologic Inc. has agreed to buy Cytyc Corp. for $6.3 billion in cash and stock, in a deal that combines two major players in women's health care.

Executives of both companies say the tie-up will increase the opportunity for sales representatives to win over obstetricians and gynecologists, who are critical to recommending that patients use the companies' products.

"The OB/GYN is the one person a woman listens to and takes advice from," says Jack Cumming, Hologic's chief executive. Mr. Cumming says the combined company will have 425 sales representatives in the U.S. dedicated to calling on OB/GYNs.

Cytyc, which is the leader in the market for Pap smears, also makes devices to treat uterine bleeding and to deliver radiation therapy in breast-cancer patients. Hologic's major product is a digital mammography tool.

Hologic is based in Bedford, Mass., about 15 miles from Cytyc in Marlborough, Mass. Mr. Cumming and Patrick Sullivan, the Cytyc CEO, live in the same town.

Mr. Cumming says the two companies have long crossed paths, given their similar markets and physical proximity. "In many regards, this combination has been a long time coming," said Mr. Sullivan, who will become Hologic's chairman. Mr. Cumming will continue as CEO.

Cytyc's traditional Pap smears makes up the bulk of its business--about 40% of the company's sales. But that segment is slower-growing than Cytyc's medical devices. Hologic, which once relied heavily on osteoporosis screening, has seen considerable success with digital mammography, which arrived by way of an acquisition about five years ago.

Hologic shares have risen some seven-fold in five years. By market-capitalization, Hologic is the smaller company, but thanks to the magic of leverage, it is the acquirer. Hologic will pay 0.52 Hologic shares, valued at about $29.96 as of Friday's closing price, plus $16.50 in cash for each share of Cytyc.

Hologic will borrow the $2.2 billion necessary to pay the cash portion of the acquisition. Overall, Hologic is paying $46.46 per share of Cytyc, a premium of 33% to Cytyc's closing price Friday. [via]

Aerospace Companies Seek Young Recruits

By ALICIA CHANG

Justin Wong, an aerospace engineering student from the Massachusetts Institute of Technology, was schmoozing on Facebook.com last fall when he came across a sleek Boeing job ad.

Wong, who had just interned at the aerospace company, saw the banner on the popular social networking site as a "two-way street" - a defense behemoth reaching out to today's youth in their virtual playground.

"My first impression was that Boeing is getting with the times," said the 21-year-old senior, who will work at Boeing's satellite division after graduation. "It shows the company is making an effort to talk to us on our level."

It's no secret the U.S. aerospace industry is rapidly graying: The average age of an aerospace worker was 45 in 2005. By next year, roughly one out of four will be eligible to retire.

Faced with a looming brain drain, companies are cooking up creative ways to lure and keep talent from chatting with students online to fast-tracking young workers to be future leaders.

Industry analysts say there's still time to stave off a shortage - if the effort begins now.

"The work force isn't going to suddenly disappear," said Jeremiah Gertler, assistant vice president of the Aerospace Industries Association, a trade group. "We actually have enough time to start building up the folks for the future."

For years, recruiters flooded college campuses, promoting internships, setting up luncheons and handing out leaflets at job fairs. While many aerospace and defense companies still consider face-to-face contact their best weapon, more are experimenting with virtual connections.

For example, Boeing Co. (BA) last year advertised a contest on Facebook to win an iPod Nano or iTunes gift card. Facebook users who entered the sweepstakes listened to a short video promoting the company and answered a multiple-choice quiz. The company then followed up with job openings.

Boeing also uses Facebook to keep in touch with workers hired through traditional channels. Interns who will work at the company's Southern California plants this summer were invited to join a Facebook group created by Rob Papandrea, a 28-year-old former Boeing engineer turned college recruiter.

Interns are valuable because many land full-time jobs after their gigs. Recruiters are increasingly going out of their way to make interns feel welcome in a corporate environment, and that sometimes means speaking their language - on the Internet.

"We've got to go to their turf," Papandrea said.

It works both ways. Papandrea said he often gets random messages on Facebook and other networking sites from young engineers interested in Boeing.

The Boeing intern group, with 127 members, has been messaging one another with a simple "hi" or questions about housing and other topics. The page even lists an invitation to a mixer later this month before summer internships start.

"It'll be a lot easier to break the ice and socialize," said intern Senad Basic, a 22-year-old computer science student at the University of Illinois at Chicago.

The aerospace sector - loosely made up of people who design and develop aircraft, spacecraft, missiles and engine systems - was flush with engineers during the Cold War. Workers from that era still make up the heart of today's work force.

The industry took a nosedive in the 1990s. Military spending cuts forced businesses to downsize or merge to stay afloat. Many young engineers fled to dot-coms and other tech startups.

There were 630,000 aerospace workers last year compared with 1.1 million in 1990. The ranks of workers 25 to 34 years old plunged from 27 percent in 1992 to 15 percent in 2005, according to the aerospace association.

With fewer students interested in engineering, many wonder whether defense contractors can attract enough skilled workers to replace retiring baby boomers.

Other industries facing a talent shortage can easily outsource jobs overseas where labor is cheaper. But defense contractors have a harder time hiring non-citizens because of national security clearances and government restrictions on technology transfer.

Lockheed Martin Corp. (LMT), the nation's No. 1 military contractor, started a chat room earlier this year on its Web site where recruiters host daily one-on-one instant messaging fests with job seekers.

The virtual chat was not specifically created to attract younger workers, but many college and high school students log on to seek advice and learn about internships, said Pete Bugnatto, a recruiter based in Silicon Valley.

Every Wednesday, Bugnatto's computer lights up with a torrent of IMs from job candidates. He greets every user who signs on during the two-hour chat window and divvies up the questions among eight other recruiters.

The chat room for recent college grads is among the most popular, with recruiters answering hundreds of questions during each session.

"It's one way for them to get immediate attention. They can chat with someone in real time," Bugnatto said.

Raytheon Co. (RTN) is trying to take the guesswork out of recruiting by targeting specific regions. In the past, the defense contractor took a "shotgun approach" by flooding college campuses and job fairs with recruiters and trying to appeal to the largest number of people.

Last year, the company developed a proprietary computer software program that analyzes federal labor and demographic data. Recruiters use the software to zero in on engineering hotspots and areas with a diverse population.

Once Raytheon targets a region, it holds job fairs and sends mass e-mails to engineers and scientists.

"We're getting more scientific and more deliberate" in our recruiting, said John Malanowski, vice president of talent acquisition.

Along with using technology, aerospace companies are bolstering their ranks by training young workers.

Rolls-Royce PLC, the world's second-largest aircraft engine maker, started a training program in 2004 that grooms 20-somethings to become future leaders. Normally, it takes about 10 years to get promoted. Under the accelerated program, a worker can become a middle manager in five to six years.

Workers are graded on their productivity, business judgment and influencing skills.

Not everyone makes it. Some voluntarily drop out because of work schedule conflicts. Others who aren't up to par go back to their day jobs.

"We try to make it so that it's a soft landing. It doesn't mean your career is over," said Hugh Harvey, a Rolls-Royce executive.

Nikki McMullen is among 50 employees chosen for the fast track. Her duties included overseeing a five-member team, giving PowerPoint updates to executives and helping design a new factory in England.

McMullen said she never had a problem with the age difference.

"I try not to come across like I know it all because I know that I don't," she said.
[via]

With big buy, Microsoft joins online-ad flurry

Robert A. Guth, Kevin J. Delaney, Suzanne Vranica And Emily Steel, Wall Street Journal

Microsoft Corp.'s $6 billion deal to buy an online-ad specialist called aQuantive Inc. puts into high gear a race between Madison Avenue and a new guard of technology businesses that are trying to dominate the unbridled market in brokering Internet advertisements.

The deal -- the largest in Microsoft's history -- follows recent acquisitions of Web-ad companies by Google Inc., Yahoo Inc. and traditional advertising agencies. The emerging consensus: The online-ad market is maturing around an oligopoly of huge companies that sell and place the ads users see online. Placing those ads is increasingly seen as the business model that will fund almost everything on the Internet -- from search portals, news sites and video downloads to Web-based software services such as word processing.

The deals also highlight the deepening conviction that the automated-advertising approach championed by Google will draw more ad dollars from traditional media and play a larger role in how TV, radio and print ads are sold. Hundreds of thousands of advertisers buy online ads using the Web sites of Google and its competitors, providing some details about what they're willing to pay and where they want their ads shown. The automated systems act as brokers by finding places for the ads on Web sites.

The catalyst for the recent wave of deals was Google's agreement last month to buy ad-services company DoubleClick Inc. for $3.1 billion. The company inserts ads on Web pages as users call them up on their computers. It also provides tools and services to agencies to help them manage online advertising.

Just 24 hours before the Microsoft announcement, advertising giant WPP Group PLC said it agreed to acquire online ad firm 24/7 Real Media Inc. for $649 million. Among other things the company helps advertisers place ads alongside computer users' Web-search results. WPP forged that deal as a counter to Google's DoubleClick acquisition, say people familiar with the matter. Meanwhile Yahoo Inc. recently announced it was buying the remaining 80% of closely held Right Media Inc., which operates an online ad exchange, for $680 million.

"A lot of people are trying to out-Google Google," says Steven Kaufman, senior vice president at Digitas Inc., a Boston digital-marketing company. Digitas was bought by the French ad giant Publicis Groupe SA in January for $1.3 billion.

Advertisers long relied on traditional agencies to link them with newspapers, television and radio, a business model that the Internet is exploding. Google helped change the rules by linking ads to Internet searches -- in many cases eliminating the intermediary role of ad agencies.

Those search-related ads now make up roughly 40% of the roughly $20 billion U.S. Internet ad pie. Internet-ad sales overall have nearly tripled in the past five years. They represent 7% of overall U.S. ads, up from 3% five years ago, according to eMarketer Inc.

Automatic systems that Google helped pioneer to place search-related ads are now brokering display advertisements and other digital ads on a host of Internet-connected devices, including PCs, mobile phones and videogame machines.

Based in Seattle, Wash., and founded in 1997, aQuantive is a holding company for several online advertising businesses, including Avenue A/Razorfish, one of the largest online agencies. Central to the Microsoft deal, say people familiar with the transaction, are aQuantive's systems for helping advertisers, ad agencies and Web publishers. AQuantive's Atlas division helps them manage and serve up online ads. And its Internet ad network DRIVE Performance Media buys blocks of online ad space and resells them to advertisers. AQuantive expects revenues of up to $615 million in 2007, according to guidance given in its latest quarterly earnings.

"This takes our advertising business to a new level," said Kevin Johnson, president, of Microsoft's Platforms & Services Division "It is a big bet in advertising monetization for the long-term growth of the company."

AQuantive's co-founder and chairman, Nicolas Hanauer, will reap at least $290 million from the 5.6% of the company's common stock he owns, not counting unvested options and restricted stock that he holds, according to the company's latest proxy statement. Mr. Hanauer is a long-time executive of a bedding company, founder of a chain of framing stores and early investor in Amazon.com.

The deal marks a new willingness by Microsoft to use its huge cash reserves to buy growth. The company's core PC software business isn't enjoying the same breakneck growth it had for decades and the stock has been trading in the same narrow range for roughly five years. Meanwhile, after years of antitrust battles that constrained it from doing big deals, Microsoft is no longer considered invincible -- especially as Google grows more powerful.

People familiar with the company say Microsoft Chief Executive Steve Ballmer is much more open to bigger deals. In a call yesterday with analysts, Microsoft Chief Financial Officer Chris Liddell said that Microsoft is "willing to use the strength of our balance sheet" to "aggressively accelerate our growth and support our strategic initiatives."

Still, the deal will test Microsoft's ability to integrate a major acquisition. Microsoft traditionally held little regard for the advertising business, and its techie culture was resistant to some of the early moves by the company into online advertising. That has largely changed over the past two years as it has built out its online ad sales staff and made online advertising a much more central, albeit still small, part of its business. AQuantive's 2,600 employees have more of a freewheeling start-up and advertising-world culture than exists at Microsoft.

The move comes amid growing angst within the top ranks of Microsoft that the company is falling behind market leaders in online advertising. Despite recent heavy investments into online advertising and Internet-search businesses the company has lost market share to its key rivals, including Google and Yahoo. Mr. Ballmer in recent months has grown more agitated that Microsoft isn't making a more significant mark, according to people familiar with the matter. Microsoft's loss of DoubleClick to Google was a failure that irked Mr. Ballmer, those people say.

Under the all-cash deal Microsoft will pay $66.50 a share, or roughly $6 billion for aQuantive. It's a surprising 85% premium over aQuantive's closing price on Thursday, a sign of the heady competition for top-tier online-advertising assets. Faced with rival bidders, Microsoft bid high to assure it wouldn't lose aQuantive after missing out on DoubleClick, say people familiar with the matter. AQuantive handles a broader set of advertising services than DoubleClick, which may partly justify the higher price tag.

Microsoft's deal shows how the lines between media companies, technology firms and advertising agencies are blurring. Some marketers said that Microsoft's ownership of an ad agency like Avenue A/Razorfish would put it in competition with some of the ad agencies it has been courting for ad spending.

Attempting to assuage such concerns, the software giant said it would allow Avenue A/Razorfish to continue to operate independently. Microsoft sees the agencies -- at least for now -- as allies in a greater fight against Google. Microsoft executives yesterday morning outlined the deal to top management at leading ad agencies including WPP and Publicis.

Alexandra Aleskovsky, general manager of Weight Watchers International Inc.'s WeightWatchers.com division, said Avenue A/Razorfish President Clark Kokich called her yesterday to say that the agency's relationship with clients wouldn't change following the acquisition.

The issue of Silicon Valley's encroachment on the ad world remains a sensitive one. Over the past 18 months, Madison Avenue has embarked on an Internet dealmaking binge fueled by big marketers' shifting of dollars online and away from traditional media. Take, for example, General Motors: The car maker's spending on television declined 15% in 2006 to $1.38 billion, while spending on newspaper ads plunged 60% to $232.1 million, according to ad-tracking service TNS Media Intelligence. Meanwhile, the company's spending on the Web rose 16% to almost $130 million, according to TNS.

The advertising industry is determined to prevent Internet giants such as Google and Yahoo from snatching up this Internet-ad spending and leaving Madison Avenue in the dust. There's also an element of envy: The big ad holding companies who own the agencies have seen their own valuations pale in comparison with the digital behemoths on the West Coast, and are hoping that by changing the mix they can capture some of this luster.

Google's moves onto the traditional turf of agencies, with its efforts to broker TV, radio and print advertising, are helping spur them into action. "That is a real threat to our business" over the long term, says Eric Bader, senior vice president, director of digital connection at MediaVest, the media-buying firm owned by Publicis Groupe. Madison Avenue "is in defensive mode," he adds.

Publicis' January purchase of Digitas was followed last month by Interpublic Group of Cos. snapping up Reprise Media, a search-engine marketing firm.

WPP Group PLC's agreement to purchase 24/7 Real Media Inc. for $649 million on Thursday marked the most aggressive step yet by the advertising industry to take a piece of the technology part of the online-ad business. With the 24/7 purchase WPP, which works on behalf of marketers such as Ford Motor, IBM and Unilever, now has the ability to sell ad space on publishers' Web sites.

"About 10 to 15 years ago we were clearly a creative business, then about five to 10 years ago, the media buying and planning business became more important," Martin Sorrell, WPP's chief executive, said yesterday in an interview. In the last five years, "the technology piece has become more important. ...creative media and technology have all come together."

The consolidation rush is also being driven by advertisers' desire to reach broad swaths of Internet users through a single ad buy. Despite the Web's promise to give advertisers a seamless way to place ads and measure the effectiveness of ads, buying online advertising can often be a bewilderingly complex task for marketers accustomed to buying time on a handful of TV channels. Different Web publishers use different systems to run online ads, requiring Web marketers sometimes to manually track each piece of their ad buy independently. Marketers are looking for one dashboard that delivers information about their ad buy, automatically.

"As you start spending more money online you have to go to a lot of places to execute your online marketing," says Joe Tripodi, chief marketing officer for AllState. "A lot of what we do right now is spend a little here and spend a little there, that can be difficult."

AQuantive, which had to survive cutbacks after the dot-com bubble burst, soon built a track record of making smart investments, analysts say. For example, before the digital marketing industry was focused on search marketing in December 2003, aQuantive acquired Go Toast, a Denver-based company that helps online advertisers manage search-related marketing campaigns and now operates under the name Atlas Search. In 2004, the company took a gamble in acquiring for $160 million the largest independent interactive agency at the time, Razorfish, a battered survivor of the dot-com bust. It seemed like a risky move. But when the Internet ad boom kicked up again, the combined Avenue A/Razorfish became one of the largest Web agencies.

More recently, aQuantive has expanded internationally, snapping up shops in Europe and Asia. It put resources behind emerging technology such as online video. "They've shown an ability to become leaders in where the market is going next even though at different times their moves have been considered unpopular," says Stewart Barry, a media and Internet analyst at San Francisco-based ThinkEquity Partners LLC. [via]