April 18, 2024

Borrowing to Stay Afloat: Can Europe Pull It Off?

PARIS — Five months after the United States lost its triple-A credit rating, buyers are still flocking to bonds issued by Washington. But in Europe, where the euro zone crisis and chronic economic woes may soon erode the credit scores of big countries like France, Italy and Spain, investors are far more wary.

The euro fell to its lowest level in more than 15 months Thursday, below $1.28, and France had to pay slightly more than in recent auctions to market its government bonds that mature in 10 years. Those were fresh signs that the calm that fell over Europe at the end of last year may not continue for much longer.

Even as short-term interest rates for Italy fell Thursday in the secondary markets, analysts predicted that investors would probably push up the cost of longer-term borrowing for the Italian and Spanish governments when they seek new loans next week.

“It’s indicative of the sense that things aren’t great in Europe,” said Jacob Funk Kirkegaard, an economist at the Peterson Institute for International Economics in Washington. “The panic that the euro was bound to collapse in the next six months has subsided, but that doesn’t mean that Europe is in any way out of the line of fire.”

Tempered by nearly three years of halting political response to Europe’s crisis, financial markets appear to be paying far closer attention these days to the vigorous efforts by the European Central Bank to prevent the sovereign debt problems of the euro zone from damaging Europe’s weakened banking system.

But with much of Europe heading into a harsher economic climate that is expected to lead to a recession this year, it is not clear whether the E.C.B. can continue to put out all the fires that keep breaking out across the Continent.

What is worse, a new trouble is emerging outside the euro zone, where the E.C.B. does not operate. Hungary, a member of the European Union but not one of the 17 countries in the bloc that uses the euro, was teetering on the brink of a meltdown Thursday amid fears that the center-right government was alienating the International Monetary Fund and the European Commission in Brussels at a time when that the government is looking for their help.

The Hungarian government sold only 35 billion forints, or $140 million, of the 45 billion forints in one-year Treasury bills offered Thursday, with the average yield rising sharply to 9.96 percent.

Beset by unraveling finances and a confrontation between the government and the Hungarian central bank, Budapest’s credit rating was recently cut to “junk” by two ratings agencies. The prime minister, Viktor Orban, recently risked having an I.M.F. rescue line cut off when he introduced laws to strip the central bank of its independence.

Meanwhile, most investors remain focused on the immediate problems facing the euro zone. With private funding drying up, the E.C.B. decided last month to provide Europe’s banks with cheap loans for up to three years. One consequence of that action is that some of the money made available to the banks is likely to end up being used to buy government bonds, a move that should help reduce the governments’ borrowing costs, at least for shorter-term loans.

More recently, the Spanish and Italian governments have also been encouraging the local banks that market their bonds to buy out the offerings at the auction before turning around and re-selling the bonds on international markets. That collaboration, say bankers with knowledge of the operations, is aimed at making the auctions look successful and helping to restore investor confidence in those countries.

But these exercises are hardly a long-term solution to the larger cash squeeze in Europe, which is set to worsen this year.

With their finances squeezed, euro zone governments and banks need to raise an estimated €1.9 trillion, or $2.4 trillion, in new funding in 2012 alone — most of it before April. Many governments need to auction off new bonds, as France did Thursday, to make good on older bonds whose payments are soon due.

Deutsche Bank estimates that euro zone governments have redemptions and coupon payments totaling €486 billion in the first quarter of the year, while banks must redeem about €214 billion.

All that will come at a price.

“You will have competition for very scarce resources between banks and states,” said João Soares, a senior consultant at Bain Co., which recently published a report on the situation. “States have more muscle than the banks, especially if the banks are domiciled in the states that are asking for money,” he said. “So the question is, How is this fight going to play out?”

Article source: http://www.nytimes.com/2012/01/06/business/global/06iht-rates06.html?partner=rss&emc=rss

The Boss: Staying Open to Opportunity

For my last three years of high school I attended the Hotchkiss School in Lakeville, Conn. Then I attended the University of North Carolina as a Morehead Scholar. The program paid for college and it funded terrific summer internships. I completed an Outward Bound program in Colorado, I worked for the county police department in Portland, Ore., and one summer I worked for the Coors brewery in the public relations department.

In 1985, after graduating with a bachelor’s degree in political science, a couple of friends and I started a video production company. For me, it was a way to stay in Chapel Hill while my girlfriend, Jane, finished. We got married in 1989 and moved to Boston so I could attend Harvard for an M.B.A. I graduated in 1991.

My first job after that was working for the Walt Disney Company in California in the home video group. As a senior financial analyst, I focused on financial modeling using Excel spreadsheets. I developed carpal tunnel syndrome and had to wear wrist braces while typing.

In 1994 I moved to Hong Kong to help set up an office in Asia, and in 1997 I was promoted to managing director for the region. It was a fantastic climb in a booming business, but then the Asian economic climate took a nosedive and video piracy exploded in the region. In turn, our business imploded. Learning to manage in crisis stayed with me longer than managing in the boom. In 1999 we shuttered the office and I returned to California. I commuted to Asia part of the month visiting one of our other offices there, but that got old fast. I started looking for new opportunities.

I was interested in the Internet, so next I joined Ticketmaster Online-CitySearch as vice president of e-commerce. I was hired to build a business to sell concert memorabilia on the site, but the venture wasn’t successful.

IAC took over the company and in 2001 company executives asked me to move to Dallas and become C.E.O. of Match.com. I had a fantastic run building the business, but in 2004, Barry Diller, then chief executive of IAC, Match.com’s parent company, decided to make a change in leadership and I stepped down.

A headhunter contacted me about the C.E.O. job at MyFamily.com, a precursor of Ancestry.com. It seemed to be a highly promising business that hadn’t reached its full potential. It also offered the chance to live in the mountains. I joined MyFamily.com in 2005, and in 2009 we changed the name to Ancestry.com and took the company public. Our target audience is someone at least 45 years old at a stage in life where they’re interested in their heritage. Our biggest season is after the holidays, after families have gotten together. Perhaps a family member has passed away, and another member becomes reflective.

I’ve never had a master plan. I don’t think there’s a linear path from high school to college to where a person ends up in their 40s. I’ve tried to be opportunistic and react intelligently to events. Leaving Match.com involuntarily was probably the best thing that ever happened to me. It taught me that what seems like a negative at the time can be a positive change. It led me to my position at Ancestry.com, which I love.

As told to Patricia R. Olsen.

Article source: http://feeds.nytimes.com/click.phdo?i=39a22d13ecb16619b50bf3fb0135b7e8

A Thriving Growth Area in a Weak Economy: Hair

CAPITOL HEIGHTS, Md. — In low-slung suburban strip malls, nestled among fast-food restaurants and auto supply stores, hair salons are sprouting like mushrooms.

The Census Bureau recently noted their jump in an otherwise glum report about mom-and-pop businesses, stating that the number of hairdressers and barbers and the shops they work in grew by about 8 percent from 2008 to 2009, one of the few industries to register growth in a tough economic climate.

It seems that getting a haircut is one expense that consumers are reluctant to give up. And people who run salons never have to fret that their work might be outsourced. “We don’t have to worry about someone flying to China to get their hair cut,” said Charles Kirkpatrick, director of the National Association of Barber Boards of America. “Barbering is not going away.”

Here in Prince George’s County, the number of hairstylists and beauty salons rose by 10 percent from 2008 to 2009, according to the census data, which came from a survey of the country’s smallest businesses, owned and operated by a single person. In Washington, they jumped 18 percent.

One reason may be that people who were battered in the economic downturn turned to haircutting as a quick career change. Fabulocs, a hair salon in Capitol Heights, employs several refugees from the recession. One has a master’s degree in education. Another worked as a manager at a Circuit City store. Seven of the nine stylists there had been to college.

“It’s a sensitive subject,” said Nimat Bilal-Young, 34, the owner. “That moment of, ‘You’ve got a master’s degree and you’re a stylist?’ ”

Ms. Bilal-Young has tapped into a growing demand among black women for natural hairstyles. Her salon now has 12,000 Facebook followers, a line of hair care products and more clients than she can handle. She is considering franchising.

“It’s not like other industries where you’re trying to find customers,” she said. “The customers are trying to find you.”

Tarsa Scott, a single mother, started working with hair in 2008 after her business as a real estate broker dried up. She works full time as an administrator for the United Negro College Fund but supplements her income with work at the salon at night and on Saturdays.

“I wanted to do something the market wouldn’t have such a drastic effect on,” said Ms. Scott, 37. “Women may slow down with how often they get their hair done, but they’ll always get it done.”

Customers at the salon said they refused to cut back on the money they spent on their hair, even as they scrimped on things like vacations. “It’s just part of my budget, like keeping the lights on,” said Rochelle Mills, 38, who works at the Department of Justice. “I’ll forgo a lot of things, but not my hair.”

Getting your hair done, said Ms. Bilal-Young, “is like when your house is clean. Everything seems better.”

The number of barber licenses across the country has been rising, with about 250,000 now, said Mr. Kirkpatrick of the Association of Barber Boards, up from 190,000 in the 1980s. Since 2008, the number of barber licenses in Maryland has increased by more than 60 percent to about 5,000 now, according to Phil Mazza, a member of the State Board of Cosmetologists.

Another reason for the rising number of haircutters could be the hot weather in recent years, Mr. Kirkpatrick mused. Or the fact that the country has been at war for the past decade, and the military is setting a broader style for short locks.

Or even, he said, the recession.

“There are people saying, ‘I got to look good, I’m trying to get a job,’ ” he said. “And you know, a bad attitude with a good haircut can fool you sometimes.”

Article source: http://feeds.nytimes.com/click.phdo?i=13648e21d4d5dfde88a058615509d4a4

IPhone Bolsters Verizon Results

Verizon Communications reported a profitable second-quarter on Friday, beating Wall Street’s expectations as the iPhone, which Verizon began selling in February, attracted new customers.

The company reported a net income of $1.61 billion, or 57 cents a share, compared with a loss of $1.19 billion during the same period a year earlier. Analysts surveyed by Thomson Reuters had expected the company to report a profit of 55 cents a share, compared with earnings of 58 cents a share in the year-ago quarter.

Revenue rose 2.8 percent to $27.54 billion, up from $26.77 billion a year ago. Analysts had expected revenue of $27.4 billion.

Ivan Seidenberg, the chief executive of the company, described the company’s results as some of the best since the rocky economic climate in 2008.

“In the second half of the year we expect Verizon to build on this strong, positive momentum to continue to drive profitable, sustainable growth,” he said in a statement.

Verizon’s results were lifted by strong growth in the company’s wireless arm, which is 45 percent owned by Vodaphone. The company reported a sharp increase — 1.3 million — in net new subscribers in the quarter. Smartphones accounted for 36 percent of Verizon Wireless’s post-paid subscriber phone base, up from 32 percent in the first quarter of the year. Verizon recently began rolling out its fourth-generation wireless network, which uses a fast wireless technology called LTE, and is heavily marketing tablets and smartphones that are compatible with that new technology.

Analysts expected that the introduction of Apple’s iPhone 4 and the company’s portfolio of 4G devices would help buoy the company’s subscriber numbers, although they did not expect so many. The company activated 2.3 million iPhones during the quarter, bringing to 4.5 million the total number of iPhones Verizon has activated since February, and it continued to see sales from its catalog of Android and 4G devices.

The company also announced that Lowell McAdam, the president and chief operating officer of Verizon, would replace Mr. Seidenberg as chief executive of the parent company on Aug. 1. The move completes a succession plan that has been under way since last year.

In a release, Mr. Seidenberg, who will retain his position as chairman of Verizon Communications, said that Mr. McAdams’s appointment is “testimony to his extraordinary record of achievement.”

“His stellar leadership of Verizon Wireless and his outstanding 28-year career in the telecommunications industry have positioned Lowell to understand the potential of our company and the actions that need to be taken every day to attain that potential.”

Article source: http://feeds.nytimes.com/click.phdo?i=0a638d7ed5829650be6581cc24fe8411