April 24, 2024

DealBook: Investment Values Twitter at $8 Billion

While Twitter isn’t rushing to go public like some of its larger peers, the microblogging service has no problem luring deep-pocketed investors.

Twitter is in the process of raising $400 million in a deal that values the company at $8 billion, according to two people briefed on the matter.

The financing round, which will be split into two portions, will be led by DST Global, the investment firm headed by the Russian billionaire Yuri Milner. Previous investors, including the venture capital firm Kleiner Perkins Caufield Byers, will also participate, one person said.

A Twitter spokesman declined to comment.

With more than 200 million accounts, Twitter, based in San Francisco, is part of an elite group of social Web start-ups that have flourished in recent years by rapidly attracting users. While peers like Groupon and Zynga are now hurtling toward the public markets, Twitter is holding back.

“I think they’re still trying to find a way to make it into a big business,” said Rory Maher, an analyst for Hudson Square Research.

According to his analysis, the company makes about $200 million a year from online advertising and is close to profitability. At those levels, Mr. Maher said, a valuation of $8 billion — or roughly 40 times sales — is difficult to justify.

By comparison, Zynga, the popular online gaming company, recorded $597.5 million in revenue last year, with a profit of $90.6 million, according to a recent regulatory filing. The company, which has filed to go public, is expected to offer its shares at a valuation near or above $20 billion, which amounts to around 33 times sales.

“It’s a small business,” Mr. Maher said, describing the economics of Twitter. “The ad volume isn’t there. They’re going to have to come up with products that drive more volume for them, and they need to increase the number of users.”

At present, Twitter makes the bulk of its money from an advertising platform that features “promoted tweets.” The program, which was rolled out in April 2010, displays sponsored messages in users’ feeds or keyword searches. For instance, a recent search for “Pepsi” generated a message about a current summer promotion, paid for by PepsiCo.

Founded in 2006, Twitter is also adjusting to a recent management reshuffling. Dick Costolo — a former Google executive who was Twitter’s chief operating officer — ascended to the chief executive job last October. Several months later, Jack Dorsey, who initially came up with the idea for Twitter and was its nonexecutive chairman, became head of product development.

Mr. Dorsey, who is also the chief executive of Square, a mobile payments start-up, has been working closely with Mr. Costolo to improve Twitter’s platform.

Despite its challenges, the company is attracting investor capital, at increasingly ambitious valuations.

In December, Twitter raised $200 million, from Kleiner Perkins Caufield Byers, Spark Capital, Benchmark Capital and Union Square Ventures. The investment back then valued the company at $3.7 billion.

Article source: http://feeds.nytimes.com/click.phdo?i=8b450d8b1eef18343220a77c715854e8

DealBook: Galleon Fund Chief Guilty of Fraud and Conspiracy

Raj Rajaratnam, center, billionaire co-founder of the Galleon Group, as he leaves Manhattan federal court on May 11, 2011.Mary Altaffer/Associated PressRaj Rajaratnam, center, leaving Manhattan federal court on Wednesday.

Raj Rajaratnam, the billionaire investor who once ran one of the world’s largest hedge funds, was found guilty on Wednesday of fraud and conspiracy by a federal jury in Manhattan. He is the most prominent figure convicted in the government’s crackdown on insider trading on Wall Street.

Mr. Rajaratnam was convicted on all 14 counts.

Mr. Rajaratnam, dressed in a black suit, had no expression as the verdict was read in the overflowing courtroom.

His lawyer, John Dowd, said he would appeal.

Prosecutors had asked that Mr. Rajaratnam be placed in custody, arguing that he was a flight risk. They said that he had the means to leave the country, noting that he owned property in Sri Lanka and Singapore.

Judge Richard J. Holwell ordered home detention and electronic monitoring for Mr. Rajaratnam.

Someone who answered the phone at Mr. Rajaratnam’s home and would only describe himself as a family friend expressed surprise at the verdict. Mr. Rajaratnam “was confident that nothing would happen,” he said

About a half dozen jurors declined to comment as they left the courthouse.

B.J. Kang, the F.B.I. special agent who led the investigation of Mr. Rajaratnam, said he was “happy for justice.”

The Galleon networkAzam Ahmed and Guilbert Gates/The New York Times Click on the above graphic to get a visual overview of the Galleon information network.

Preet Bharara, the United States attorney for Manhattan, whose prosecutors brought the case against Mr. Rajaratnam, said, “The message today is clear — there are rules and there are laws, and they apply to everyone, no matter who you are or how much money you have.”

Mr. Bharara noted that over the last 18 months, his office had charged 47 people with insider trading; Mr. Rajaratnam is the 35th to be convicted.

Mr. Rajaratnam could be sentenced to as much as 25 years in prison. Federal prosecutors said on Wednesday that under federal sentencing guidelines, the recommended sentence would be as much as 19 and a half years. He is to be sentenced on July 29.

The government built its case against Mr. Rajaratnam with powerful wiretap evidence. Over a nine-month stretch in 2008, federal agents secretly recorded Mr. Rajaratnam’s telephone conversations. They listened in as Mr. Rajaratnam brazenly and matter-of-factly swapped inside stock tips with corporate insiders and fellow traders.

“I heard yesterday from somebody who’s on the board of Goldman Sachs that they are going to lose $2 per share,” Mr. Rajaratnam said to one of his employees in advance of the bank’s earnings announcement.

“One thing we know, this is very confidential, someone is going to put in a term sheet for Spansion,” he told a colleague, referring to a proposed acquisition of the technology company.

“So yesterday they agreed on, at least they’ve shaken hands,” a tipster told Mr. Rajaratnam about an upcoming deal involving another publicly traded business. “So I think, uh, you can now just buy.”

For years, Mr. Rajaratnam was lionized as one of Wall Street’s savviest investors. At its peak, his Galleon Group hedge fund managed more than $7 billion in assets. Investment banks including Goldman Sachs and Morgan Stanley counted Galleon, which paid out roughly $300 million in trading commissions annually to brokerage firms, as one of their largest trading clients.

In the early morning hours of Oct. 16, 2009, federal agents arrested Mr. Rajaratnam at his Sutton Place apartment on Manhattan’s East Side. The government placed him at the center of a vast insider trading conspiracy, accusing him of using a corrupt network of tipsters to gain about $63 million from illegal trading in stocks including Google and Hilton Worldwide.

The case has led to insider trading charges against 25 defendants — 21 of whom have pleaded guilty — including former executives at I.B.M., Intel and Bear Stearns.

Mr. Rajaratnam fought the charges against him, insisting that he had done nothing wrong. His lead lawyer, Mr. Dowd, said that his client’s success as a money manager came from “shoe-leather research, diligence and hard work.”

He based his defense on the so-called mosaic theory of investing. Galleon was famous for its dogged digging for information about publicly traded companies that would form a “mosaic” — a complete picture of a company’s prospects that gave it an investment edge over other investors.

Mr. Rajaratnam’s lawyers argued that all of his supposed illegal trading was grounded in publicly available newspaper articles, analyst reports and company news releases. For instance, the defense presented evidence showing that before Advanced Micro Devices acquired ATI Technologies — a deal that prosecutors said Mr. Rajaratnam had received an illegal tip about — 51 news articles and 6 analyst reports speculated on the likelihood of a merger between the two companies.

Prosecutors dismantled Mr. Rajaratnam’s defense by acknowledging that Galleon performed legitimate research. But at the same time, they argued, the firm routinely violated securities laws. In the words of a former Galleon portfolio manager who testified during the trial, the firm did its homework — but also cheated on the test.

“The defendant knew the rules, but he did not care,” said a prosecutor, Reed Brodsky, in his summation. “Cheating became part of his business model.”

Mr. Rajaratnam’s arrest halted a remarkable Wall Street success story. A native of Sri Lanka, Mr. Rajaratnam came to the United States in 1981 to study business at the prestigious Wharton School at the University of Pennsylvania. He joined Needham Company, a small investment bank, and carved out a reputation as an expert in technology companies.

His ascent coincided with both the tech boom of the 1990s and the emergence of hedge funds – a once obscure pocket of the investment world – into a powerful force on Wall Street. When he formed his own hedge fund, Galleon Group, in 1997, his services were in hot demand. Mr. Rajaratnam posted superior investment returns, attracting blue chip investors like New Jersey’s state pension fund and UBS, the giant Swiss bank.

Galleon brought Mr. Rajartnam great wealth. Forbes magazine pegged his net worth at $1.3 billion. He owns a second home in the wealthy suburb of Greenwich, Conn., and a condominium at the Setai Hotel in Miami Beach. During the trial, Mr. Rajaratnam’s former friends told the jury about lavish vacations including, for his 50th birthday, chartering a private jet to fly dozens of family and friends for a safari in Kenya.

Fiercely competitive, Mr. Rajaratnam could be heard during the trial on wiretaps speaking in sports and military metaphors. He compared himself to fighting Muhammad Ali in the boxing ring and said during the financial crisis, “I’m feeling the pain, but they can’t kill me. I’m a warrior.”

It was that competitiveness that caused Mr. Rajaratnam, despite his facing a blizzard of incriminating evidence, to fight the charges against him, according to two former Galleon employees who requested anonymity.

“Raj hated to lose and loved a good fight,” one former colleague said. “He’s a big sports fan, and I think in some ways he viewed this trial as a contest.”

Another said that Mr. Rajaratnam took great pride in his accomplishments and refused to admit to any wrongdoing.

“This way, Raj can say he was wrongfully accused,” he said.

The origins of Mr. Rajaratnam’s case stretch back more than a decade, but a turning point came in 2006 during an investigation of a hedge fund run by Rengan Rajaratnam, Mr. Rajaratnam’s younger brother and a former Galleon employee. While reviewing e-mails and instant messages, Andrew Michaelson, now a member of the team that prosecuted Raj Rajaratnam, discovered incriminating communications between the brothers.

Rengan Rajaratnam, who has not been criminally charged, emerged — through several wiretapped conversations — as a colorful figure during the trial. On a call in August 2008, Rengan told his brother about his efforts to press his friend, a McKinsey consultant, for confidential information.

Rengan Rajaratnam called the consultant “a little dirty” and boasted that he “finally spilled his beans” by sharing secrets about a corporate client.

Evelyn M. Rusli contributed reporting.

Article source: http://dealbook.nytimes.com/2011/05/11/rajaratnam-found-guilty/?partner=rss&emc=rss

DealBook: Goldman Sachs Trumps Expectations as Revenues Fall

Goldman Sachs on Tuesday reported first-quarter net income of $2.74 billion, down 21 percent from the period a year earlier, as the investment bank took a big one-time hit to pay back the billionaire investor Warren E. Buffett.

The results, $1.56 a share in the quarter ended March 31, represent a big step backward from a year earlier when Goldman earned $5.59. But the investment bank handily beat analysts’ expectations of 82 cents a share, according to Thomson Reuters.

Excluding the big payment to Mr. Buffett, the company posted a per-share profit of $4.38, with key businesses like investment banking and investment management experiencing a pickup.

Revenue from investment banking, for example, rose 5 percent, driven by a significant rise in bond and stock underwriting. But institutional client services, the largest unit, saw revenue decline 22 percent, to $6.65 billion.

“We are pleased with our first-quarter results,” Lloyd C. Blankfein, chief executive officer, said in a statement. “Generally improving market and economic conditions, coupled with our strong client franchise, produced solid results. Looking ahead, we continue to see encouraging indications for economic activity globally.”

The bulk of Goldman’s earnings decline reflected the cost of the lifeline extended to the investment bank by Mr. Buffett during the depths of the financial crisis. The government gave approval for Goldman to repay the money earlier this year as part of the second round of bank stress tests.

It was critical cash, but costly. Mr. Buffett’s Berkshire Hathaway pumped $5 billion into Goldman in 2008, and the bank paid back $5.64 billion — not including the hefty dividends it had previously coughed up.

Putting the Berkshire Hathaway deal aside, Goldman’s results were mixed, with some businesses showing signs of improvement and others continued weakness.

During a call with investors firm the firm’s chief financial officer David Viniar said Goldman saw increased client activity in quarter, despite continued economic concerns. Still he noted that business volumes were “subdued.”

Net revenue for investment banking came in at $1.27 billion, 5 percent higher than in the first quarter of 2010. Much of that growth came from stock and debt underwriting, while financial advisory was down 23 percent.

Investment management, too, was a strong point. Overall revenue rose 16 percent, to $1.3 billion.

Much of the firm’s weakness was centered on its largest division, institutional client services. Revenue for the unit dropped 22 percent, which helped drag Goldman’s total net revenue down 7 percent.

Revenue in the largest segment of institutional client services, which trades bonds, currencies and commodities, fell to $4.33 billion. That was 28 percent below results in the first quarter of 2010, a particularly strong period for Goldman. The division is a big money center for the bank, accounting for roughly 36 percent of all revenue generated in the first quarter.

In a nod to just how difficult the environment has become, Goldman’s annualized return on equity, a measure of profitability, fell to 12.2 percent in the quarter from 20.1 percent in the period a year earlier. In 2006, return on equity was 32.8 percent.

There has certainly been a lot of pain to go around. On Monday, Citigroup reported earnings of 10 cents a share, down from 15 cents a share in the period a year earlier, as it dealt with mortgage woes and sluggish economic growth. Similar factors hurt the results of Bank of America and JPMorgan Chase last week.

The lackluster economy and global uncertainty has weighed on financial stocks, too. Goldman closed on Monday at $153.78, down about 8 percent for the year. Shares of Goldman were down modestly in early trading on Tuesday.

There was some good news for shareholders in the earnings release. Goldman declared a dividend of 35 cents a common share, to be paid in June.

For the quarter, Goldman set aside $5.23 billion in compensation, down 5 percent from the period a year earlier. This represents almost 44 percent of the bank’s net revenue and is inline with how it previously compensated employees.

Goldman will not decide what it will pay out until the fourth quarter. There were also more people on the payroll — 35,400 at the end of quarter — up 7 percent from the period a year earlier.


This post has been revised to reflect the following correction:

Correction: April 19, 2011

Due to an editing error, an earlier version of the story incorrectly added the word “billion” to the company’s per shares earnings in 2010. Goldman earned $5.59 a share in the first quarter of 2010.

Article source: http://dealbook.nytimes.com/2011/04/19/goldman-sachs-trumps-expectations/?partner=rss&emc=rss

Cell Firm in Mexico Fined $1 Billion

MEXICO CITY (AP) — Mexico’s antitrust commission has fined a subsidiary of América Móvil 12 billion pesos, or $1 billion, the parent company announced.

The agency, the Federal Competition Commission of Mexico, said that the cellphone subsidiary, Telcel, had engaged in monopolistic practices associated with call terminations, América Móvil said in a filing with the Mexican stock exchange late Friday.

The company, controlled by the billionaire Carlos Slim Helú, said that it was studying the ruling and all options for appeal.

América Móvil is the largest provider of wireless service in Latin America, with 225 million subscribers. Its 2009 revenue totaled $30 billion.

Mr. Slim, named the richest man in the world by Fortune Magazine, is estimated to be worth $74 billion. His companies have come under various allegations of monopolistic practices in the past. Mr. Slim owns about 7 percent of the publicly traded shares of The New York Times Company.

Article source: http://feeds.nytimes.com/click.phdo?i=1e0711fc28adfd4a318e327c875e75fa

The Raider in Winter: Carl Icahn at 75

“What else would I do? Play shuffleboard somewhere?” Mr. Icahn grumbles into the phone from his vacation home in Indian Creek, Fla., the rarefied enclave near Miami.

It’s an old line, the one Mr. Icahn huffs, with over-my-dead-body pique, just about every time the subject of retirement comes up. No, at age 75 and a billionaire several times over, Carl Icahn will not go quietly.

Mr. Icahn has spent four decades making trouble for corporate America — and making a lot of money for himself and his investors. But now, midway through his eighth decade, he has begun to contemplate his legacy, and the future of the Icahn empire hangs in the balance. What will they say about him? He bristles at being called a corporate raider, though if you Google the phrase you’ll soon find his name. He prefers something friendlier: activist investor.

So behold the raider — or the activist, take your pick — in winter: rich, yes, but so entranced by the game that he can’t quite let go. One of his chief lieutenants, an up-and-comer, recently abandoned him: Keith A. Meister, widely considered his right-hand man, left the fold late last year. Mr. Meister was a pivotal player at Mr. Icahn’s multibillion-dollar hedge fund, as well as at his flagship Icahn Enterprises, his investment holding company. But with $250 million from George Soros, Mr. Meister opened a hedge fund of his own. He was joined in January by Rupal Doshi, formerly chief operating officer of the Icahn Group. (Both declined to comment for this article.)

Shortly afterward, Mr. Icahn abruptly announced he would close his own hedge fund. He had opened the fund, to much fanfare, in 2004. But Mr. Icahn lost so much money during the financial crisis that he is still a bit shaken by the experience. He is returning all outside investors’ money. Henceforth, Carl Icahn will manage money only for Carl Icahn.

In a March 8 letter to his fund’s investors, Mr. Icahn said he was still unsettled by the events of 2008, when his fund plummeted 35 percent.

“Given the rapid market run-up over the past two years and our ongoing concerns about the economic outlook, and recent political tensions in the Middle East, I do not wish to be responsible to limited partners through another possible market crisis,” Mr. Icahn wrote in his letter.

Managing other people’s money was a headache, Mr. Icahn says. Besides, he thinks the markets are headed for a fall. “You’ve got to be a fool if you don’t think there will be a correction,” he says.

And so, with Mr. Meister gone, Mr. Icahn’s son, Brett C. Icahn, waits in the wings. The younger Icahn, 31, entered the family business after graduating from Princeton and spending a few relatively fruitless years directing movies.

Carl Icahn says his son is ready for more. But he denies he has anointed him as his successor, as many outsiders suspect. “I give him more and more responsibility because he’s earned it, but it’s not nepotism,” Carl Icahn says of his son. “He’s got good instincts.”

Brett Icahn — or whoever succeeds his father, if anyone really can — has some big shoes to fill.

“When it’s a company that’s so identified with the style, personality and skills of a single owner, you really don’t know how it will evolve,” says Stephen M. Davis, executive director of the Millstein Center for Corporate Governance and Performance at the Yale School of Management. “Carl Icahn has a skilled team — there’s no doubt about that — but it really does rest upon his leadership.”

CARL ICAHN runs his investment business from elegant offices 47 floors above Fifth Avenue in Midtown Manhattan. He declined to be interviewed in person for this story.

Instead, he spoke by phone, from his offices in New York and his home in Florida, over the course of several weeks, a dozen or so conversations in all. He orchestrated the interviews as if he were cutting a deal, which, in some ways, he was: he spoke on the condition that he could vet every quotation.

What, really, is left to say about Carl Celian Icahn? Even those who are too young to remember his exploits in the 1980s know the stories. Born and raised in Queens to parents of relatively modest means, Carl helped pay his way through Princeton with winnings from poker. His parents wanted him to become a doctor, so the obedient son went to medical school. Then a patient with tuberculosis coughed on him.

“I said,” he recalled, “I’m done — I quit.”

Article source: http://www.nytimes.com/2011/04/17/business/17icahn.html?partner=rss&emc=rss

BP Scrambles to Salvage Rosneft Deal as Deadline Nears

To keep the deal from collapsing, BP had either to convince Rosneft to extend the deadline, or to find a compromise with the billionaire shareholders in its existing Russian joint venture, TNK-BP, who have opposed the Rosneft deal.

BP’s partners in TNK-BP took legal steps to block the Rosneft agreement, valued at about $7.8 billion, because they said it violated terms of their own venture with BP in Russia.

BP’s options to rescue the deal have diminished over the last month after the quarrel with TNK-BP shareholders reached an arbitration court, which has delayed the Rosneft agreement indefinitely.

The TNK-BP partners rejected an earlier attempt by BP to reach a compromise, and Rosneft said on Wednesday that the April 14 deadline would stay in place. BP said it continued to consider its options.

Adding to the pressure on BP, its chief executive, Robert W. Dudley, is expected to face some angry investors at the company’s annual shareholder meeting in London on Thursday. Some investors, including the California Public Employees’ Retirement System, have already said they would voice their disapproval of how BP handled the oil spill in the Gulf of Mexico last year. Now, Mr. Dudley is also likely to face criticism for failing to anticipate serious opposition in Russia to the Rosneft deal.

“I want a quick resolution,” said George Godber, a fund manager at the investment firm Matterley in London and a BP investor.

Mr. Godber said that he had welcomed the initial agreement with Rosneft but that the subsequent problems had damaged BP’s and Mr. Dudley’s reputations. “It’s a millstone and it’s hung poorly,” he said.

Mr. Dudley was betting that the Rosneft deal, which the companies agreed to in January, would give BP a new growth opportunity after the rig explosion in the Gulf of Mexico made business more difficult in the United States.

Instead, BP’s legal battle with its Russian partners raised larger questions about the British oil company’s future in Russia, the world’s biggest oil producing country. One option to rescue the deal with Rosneft could be for BP to allow TNK-BP to take its place in the share swap and exploration agreement. That would reduce BP’s potential profits but would still give the company access to the sought-after arctic exploration licenses through its joint venture.

Or, perhaps, BP could simply walk away from a linkup with Rosneft. But competition for access to Russia’s offshore oil reserves is fierce, analysts say, and it would not be long before Rosneft could find a new partner in Royal Dutch Shell, Total or other BP rivals.

BP could also try ending its dispute in Russia by buying the stake in TNK-BP it does not already own. But the half of that joint venture is estimated to be worth more than $25 billion, a large sum for BP at a time when it is still paying for costs related to the oil spill in the gulf.

Another option would be for BP to sell its stake in TNK-BP. But that is seen as less likely by investors because TNK-BP contributes about a third of production to BP, and its dividends have been an important source of income.

Some analysts said that there might be more at stake with the Rosneft deal than BP’s Russian operation. A 29 percent drop in BP’s share price since the Gulf of Mexico accident and a smaller but more lucrative asset portfolio following some recent disposals could leave BP vulnerable to takeover offers from larger rivals, they said.

BP’s shares rose 0.6 percent in London on Wednesday. They have been little changed since the beginning of this year, compared to shares in Shell, which have gained 5 percent during that period.

Article source: http://www.nytimes.com/2011/04/14/business/global/14bp.html?partner=rss&emc=rss