November 17, 2024

Jeff Shell, TV Executive, to Take Over at Universal Studios

NBCUniversal said that the executive, Jeff Shell, a Comcast insider who has recently been focused on the media conglomerate’s international businesses, will take over day-to-day operations at Universal Studios, which includes the Universal and Focus Features labels. For the last 18 years, those duties have fallen to Ron Meyer, who will step into a kind of senior statesman role across the company.

By naming one of its own to succeed Mr. Meyer — rather than promoting a Universal executive — Comcast signaled that the movie studio is now firmly nested inside a corporate structure that cares as much about funneling content to cable video-on-demand services as it does about theatrical hits. Comcast has made multiple changes on the television side of NBCUniversal, but it has largely left the film and theme park unit alone, leading to speculation about its future.

“I have worked with him for over a decade and have been consistently impressed by his strategic vision, operational focus and energy,” Steve Burke, NBCUniversal’s chief executive, said of Mr. Shell in a statement.

Adam Fogelson, the chairman of Universal Pictures, will leave the company after 15 years. A former movie marketer, Mr. Fogelson found hits in films like “Fast Furious 6,” “Despicable Me 2” and “Ted” — notably leaving behind a long fallow period for the studio. But Mr. Fogelson was also behind flops like “R.I.P.D.” and “Battleship.” Coming up is “47 Ronin,” a samurai film that has suffered cost overruns.

Mr. Fogelson’s deputy, Donna Langley, will take over his job. “She has been a driving force behind Universal’s current successes,” Mr. Burke said.

Mr. Meyer, 68, the longest-serving chief of a major studio, will become the vice chairman of NBCUniversal, which Comcast bought in 2011. A consummate Hollywood player — he co-founded Creative Artists Agency — Mr. Meyer is known for leading Universal through disruptive ownership changes; the studio has been bought and sold at least four times in recent decades.

Regime change has recently been sweeping Hollywood. Universal joins 20th Century Fox, Walt Disney Studios and Warner Brothers, all of which have undergone executive shuffling over the last year and a half, for various reasons.

The continued presence of Mr. Meyer, who was signed to a contract that extends into 2017, is intended in part to ensure stability while Mr. Shell, 48, who is not known in film circles, gets up to speed. Mr. Shell helped manage overseas film distribution and marketing as chairman of NBCUniversal International, but he has largely spent his career in television. He previously ran Comcast’s cable networks, which include E! and Style.

Before joining Comcast, Mr. Shell was chief executive of TV Guide International. Earlier in his career, he logged time at News Corporation, where he helped oversee Fox Sports, FX and the National Geographic Channel.

Article source: http://www.nytimes.com/2013/09/10/business/media/jeff-shell-television-executive-to-take-over-at-universal-studios.html?partner=rss&emc=rss

DealBook: Nomura’s Failed Global Ambitions

A branch of Nomura Securities in Tokyo.Kiyoshi Ota/Bloomberg NewsA branch of Nomura Securities in Tokyo.

With Nomura announcing $1 billion in cost cuts on Friday, the Japanese firm formally and concretely revealed a retreat from the role it once sought at a global financial player.

Much of the shrinking will take place in Nomura’s wholesale operations, a spokesman told Bloomberg News. That’s precisely the area where the firm’s former chief executive, Kenichi Watanabe, had hoped to grow one of Japan’s most prominent securities firms.

Much like another international bank, Barclays of Britain, Nomura had hoped to use the remains of Lehman Brothers as the underpinning for a transformation from regional player to worldwide heavyweight. The Japanese firm, already a big player in its home market, bought Lehman’s international businesses and its 8,000 staff members after the American brokerage firm filed for bankruptcy in September 2008.

Nomura turned to Jasjit Bhattal, a former Lehman executive known as Jesse, to essentially take charge of the wholesale division. And a longtime colleague, Glenn Schiffman, was appointed as the firm’s head of investment banking for the Americas.

Other Lehman holdovers were also given top positions in the newly prominent division.

The transformation wasn’t necessarily easy, as hard-charging Lehman veterans ran into the more traditionally conservative ways of Nomura. The wholesale operations quickly started to fray. Christian Meissner, a high-ranking Lehman executive who helped broker the takeover of the bankrupt firm’s international division, decamped in 2010 to Bank of America Merrill Lynch.

Unlike Barclays, the Japanese firm found international growth a difficult task. Despite the addition of a well-established international banking operation, Nomura stayed mostly flat in various investment banking league tables.

It hasn’t risen higher than 10th in Thomson Reuters‘ ranking of deal advisers since 2002 or ninth in global equity capital markets issues. For global debt offerings, the firm rose no higher than 14th since the Lehman deal, after having once reached 13th, in 2002.

Mr. Bhattal retired from Nomura in January after less than a year in the position. By that point, the firm had already reported a $591 million loss for the three months that ended Sept. 30, its first quarterly loss in more than two years.

Soon afterward, Mr. Schiffman departed, resurfacing at the Raine Group, a boutique investment bank.

The final blow for Nomura’s dreams of global expansion may well have been the resignation of Mr. Watanabe last month, after having been engulfed by an insider trading scandal. Some critics laid the blame for the mess — in which employees tipped off favored clients ahead of securities offerings — on the Lehman transaction, though the firm had been embroiled by criminal acts in the 1990s.

Mr. Watanabe’s successor, Koji Nagai, has spent most of his career focused on Nomura’s domestic operations. While Mr. Nagai plans to continue building some international businesses like mergers advisory, according to Bloomberg, he has made clear what his strategy is.

“I want to make a new business strategy from the past,” he said at a news conference last month, adding that he wants to bring Nomura’s footprint “to an appropriate size.”

Nomura’s global mergers advisory rankings


Nomura’s global equity capital rankings


Nomura’s global debt capital rankings

Article source: http://dealbook.nytimes.com/2012/08/31/nomuras-failed-global-ambitions/?partner=rss&emc=rss

Inflation in China Poses Big Threat to Global Trade

The latest sign that things were moving too fast came on Sunday, when China’s central bank ordered the biggest banks to set aside more cash reserves.

The move essentially reduces the amount of money available for loans, and is an attempt to cool down the economy. It follows the government announcement on Friday that China’s economy was growing at an annual rate of 9.7 percent, by far the strongest performance by any of the world’s biggest economies.

Because China is now the world’s second largest economy, after the United States, and because the country has been a leading source of global growth during the last two years, money problems here can reverberate from Wal-Mart to Wall Street and the world beyond.

High inflation endangers China’s status as the low-cost workshop for the world. And if the government’s efforts to fight inflation cause the economy to stumble, that will cloud the outlook for international businesses — whether multinationals like General Electric or copper miners in Chile — that have been counting on China for growth.

Inside China, inflation also poses a threat to social stability, a particular worry for Beijing, especially since authoritarian governments in North Africa and the Middle East have become the focus of popular uprisings.

“China’s inflation is a big concern, and actual numbers are worse than officially reported,” said Carmen M. Reinhart, an economist at the Peterson Institute for International Economics in Washington.

She says Beijing is engaged in an economic tug of war, trying to encourage sustainable growth while struggling to control inflation.

Food prices are soaring, and the government said on Friday that the consumer price index in March had risen 5.4 percent, its sharpest increase in nearly three years. Hoping to tame inflation, in the last six months Beijing has tightened restrictions on bank lending and raised interest rates on loans (to discourage borrowing) and deposits (to encourage savings).

The decision on Sunday to raise the capital reserve ratio for banks, to 20.5 percent of their cash, was the fourth such increase this year.

The government has also increased agricultural subsidies to curb food prices, and tried to forbid some Chinese companies from raising consumer prices. These efforts stand in contrast to those in the United States, where inflation is low (the underlying annual inflation rate was 1.2 percent last month) and where the debate centers on how much to stimulate the economy given the size of the deficit. Inflation is also running low in Europe, where some countries are imposing harsh austerity measures to pare their budget gaps.

But analysts say the results of this economic management have been mixed. Growth has begun to moderate from its torrid pace of about 10 percent annual growth but inflation has become worse.

For example, housing prices continue to climb even though Beijing has long promised to curb the property market and to spend billions of dollars over the next few years on affordable housing.

The average apartment in central Shanghai now costs more than $500,000. Even in second-tier cities like Chengdu, in central China, the price of a typical home costs about 25 times the average annual income of residents.

Analysts say too much of the country’s growth continues to be tied to inflationary spending on real estate development and government investment in roads, railways and other multibillion-dollar infrastructure projects.

In the first quarter of 2011, fixed asset investment — a broad measure of building activity — jumped 25 percent from the period a year earlier, and real estate investment soared 37 percent, the government said on Friday.

Some of the inflationary factors, like global commodity and food prices, may be beyond Beijing’s ability to influence. Gasoline prices have also jumped sharply, in line with global oil prices. As the world’s largest car market, China’s demand for fuel is soaring, and gasoline prices are close to $4.50 a gallon, up from $3.82 a gallon in late 2009.

Rising food prices, meanwhile, are showing up in various ways — including higher prices at fast-food chains, like Master Kong, which in January raised the price of its popular instant noodles by about 10 percent.

China’s current supercharged boom began in early 2009, during the global financial crisis, when Beijing moved aggressively to increase growth with a $586 billion stimulus package and record lending by state-run banks.

The loose monetary policy, and big investments in local government projects, did revive economic growth. But even at the time there were already concerns about soaring property prices, undisciplined bank lending and the huge debts being amassed by local governments.

Xu Yan contributed research from Shanghai.

Article source: http://feeds.nytimes.com/click.phdo?i=ddb197fa4c17622dc5e97d0909cec48f