December 22, 2024

Oracle Paying Next Year’s Dividends Now, at Low Tax Rate

Dividend payments are taxed at a preferential rate of 15 percent, but taxes could rise as high as 39.6 percent, depending on a taxpayer’s income bracket, if the Bush-era tax cuts expire as scheduled on Dec. 31. Higher income taxpayers will also be subject to a 3.8 percent surcharge on most investment income like dividends to help pay for President Obama’s health care law. That could bring the total possible tax rate on dividends to as much as 43.4 percent.

The Obama administration, which is pushing for higher dividend tax rates, is negotiating with Republicans in Congress over about $600 billion in automatic tax increases and government spending cuts that are scheduled to take effect in January, but no agreement is in sight.

Oracle accelerated second-, third- and fourth-quarter cash dividends totaling 18 cents a share of common stock, equivalent to $867 million, according to Thomson Reuters data.

In some cases, insiders are among the biggest beneficiaries of the special payouts, as well as shifts of regular dividends into 2012 from 2013. Oracle’s chief executive, Larry Ellison, the technology company’s largest shareholder, is entitled to dividends worth $198.9 million, according to Thomson Reuters data. Mr. Ellison did not participate in discussions or vote on the matter, Oracle said in a statement on Monday.

The accelerated dividend will be paid to stockholders of record as of the close of business on Dec. 14, with a payment date of Dec. 21, 2012.

Article source: http://www.nytimes.com/2012/12/04/business/oracle-paying-next-years-dividends-now-at-low-tax-rate.html?partner=rss&emc=rss

Hewlett-Packard 4th-Quarter Results Top Modest Wall St. Forecasts

SAN FRANCISCO — Meg Whitman tried to stay positive Monday, even as she was managing sharply lower expectations about Hewlett-Packard’s near-term prospects.

“This company has been through a lot,” Ms. Whitman said in an interview, after delivering news to investors of a fiscal fourth quarter with a 91 percent drop in net income. “We’ve got some rebuilding to do,” she said. “What this company has been through would have felled lesser companies.”

In contrast to the ambition of her two recent predecessors, Ms. Whitman indicated that H.P. would focus on internal development of its businesses, which include personal computers, servers, printers, software and providing data management services to corporations. There will most likely be no large-scale acquisitions, she said. H.P. will instead work over the coming year to rebuild a company damaged by big purchases and excessive budget-cutting in areas like research and development.

Rebuilding may indeed be what H.P., the world’s largest technology company by revenue, needs after the tumult of the last 16 months. Ms. Whitman took over as chief executive of H.P. in mid-September from Léo Apotheker, who in less than a year roiled the company’s stock by acquiring the British software firm Autonomy for $11.7 billion, dropping its tablet computer business and publicly musing about whether H.P. might get out of the personal computer business. Mr. Apotheker had succeeded Mark V. Hurd, who wielded a sharp pencil on costs, but resigned from the company when the directors questioned his accounting of expenses involving a female contractor.

Ms. Whitman, who joined H.P.’s board only last January, kept expectations low. She said that over the coming year, “we will grow at G.D.P.-type growth rates, maybe faster,” and indicated that economic growth, particularly in Europe, would probably be sluggish. Profitability, she said, would rise through superior management of H.P.’s internal assets.

H.P. reported that net income in the fourth fiscal quarter fell to $200 million, or 12 cents a share, from $2.5 billion, or $1.10 a share, in the year-ago quarter. The quarter includes $2.1 billion in after-tax costs for closing its Web OS mobile software business. The company said revenue fell 3 percent to $32.1 billion, from $33.3 billion in the same quarter a year ago. While the bottom line was better than many on Wall Street had expected, it was not clear that the shareholders appreciated Ms. Whitman’s longer-term focus. H.P. closed at $26.86 a share, down 4 percent, in a tough day for the market. On the first news of the earnings, the stock rose 4 percent because the results were better than expected by Wall Street analysts. Once Ms. Whitman delivered her vision for H.P. in a conference call with analysts after the earnings release, however, the shares began dropping 2 percent below the market’s closing price.

Some analysts thought Ms. Whitman was smart to intentionally tamp down expectations, so that she might surprise investors with better than expected results in the coming year. “H.P. did the right thing by lowering the bar and lowering expectations,” said A.M. Sacconaghi, an analyst with Sanford Bernstein. “If anything, it was a little too forceful. They were calling for earnings to go down 15 percent, year on year.”

Several of H.P.’s mainstay lines were hit hard in the last quarter. The printing division, often a big money maker because of the high profit margins on replacement ink, recorded revenue 14 percent lower than in the fourth quarter of 2010. Ms. Whitman called those results “painful,” but said they were tied to poor management and a weak economy, and not a shift away from printing or H.P.’s products.

Revenue from the server business and notebook computers also dropped. The services business, which has been trying to move from things like call centers to higher-margin software design, barely grew.

Earlier Monday, the research firm Canalys projected that Apple would overtake H.P. to become the leading global PC vendor in 2012, thanks to strong sales of its iPad tablet. While not everyone counts tablets as PCs, the mobile devices are clearly a replacement for a PC for many people. Ms. Whitman said in the interview that H.P. would re-enter the tablet market around mid-2012 with a product using Microsoft’s operating system.

Ms. Whitman said she saw strength in the company and pointed to innovations like low-power servers that use the kind of chips found in mobile phones, and software to analyze very large sets of data for pattern analysis and prediction coming out of the Autonomy acquisition. These products would not have meaningful impact on H.P.’s fortunes for at least a year, however, she said.

Instead, the company would try to function less as a collection of separate businesses, and more as a single corporate entity. “I feel quite good about the portfolio of assets. We can do more,” she said.

Article source: http://feeds.nytimes.com/click.phdo?i=9038714ed4fbee5e3fc4063c781c26f2

The Media Equation: Steve Jobs Reigned in a Kingdom of Altered Landscapes

At the time, publishers were profoundly unhappy. Apple was not only proposing to take a third of the revenues, but was also requiring that the transaction go through Apple, meaning publishers would get none of the consumer data that had such high value to advertisers.

Mr. Jobs was friendly enough — I can recall a less pleasant conversation about the criminal case involving a stolen iPhone prototype — but he thought it was silly for publishers to whine about sales sans data. After all, he said, they already did a tremendous business on the physical newsstand that didn’t provide a lick of data about their buyers.

The exchange we had was more of an example of Mr. Jobs as micromanager than as technological visionary. But the perspective it showed is indicative of a pattern for Apple and Mr. Jobs. Again and again, he would step up to entrenched players in the media with calcified business models and explain their business to them in ways they didn’t recognize from the inside.

Apple is a technology company, but as someone who writes about the insular kingdom of media, I can’t think of a bigger player on the board in the last 10 years. In music, in movies, in publishing — television has been another story, so far, though there are rumors that the company is turning its guns on television in a big way — Apple has upended long-standing paradigms and altered the media landscape.

So what secret tunnel did he use to bypass and overcome traditional media businesses? One carved by consumers. By placing sexy, irresistible devices in the hands of the public, he reverse-engineered the business model of the industries that produce the content for Apple’s gorgeous hardware.

When the iPod and iTunes were unveiled in 2001, the music industry was under siege from piracy, with sites like Napster thriving on the free use of its content. Mr. Jobs’s take-it-or-leave it deal gave Apple control over pricing, data, distribution and platform, a proposal of towering hubris. But the industry, kicking and screaming all the way, eventually went along, and 10 billion song downloads later, digital revenue is a fundamental part of the business.

In the process, Apple brought a practical end to the album format — allowing people to buy individual songs and create their own playlists.

ITunes not only supplied a legitimate, easy-to-use alternative to piracy, it created a runway for services like Pandora and Spotify.

“He took a locked system, one that was controlled by the record companies, and cracked it open,” said Jim Guerinot, the longtime manager of The Offspring, Trent Reznor and Nine Inch Nails, and Gwen Stefani. “That disruption created opportunities for everything that has happened since.”

Mr. Jobs didn’t so much see around corners; he saw things in plain sight that others did not. “It’s not the consumer’s job to know what they want,” he explained. In the case of music, many of us wanted the ease and portability of MP3 files, but didn’t want to become mouse-enabled criminals taking the music we wanted. From that perspective, 99 cents seemed like a small price to pay.

“I think far from destroying the music business, he put it on a path to redemption,” said Tom Freston, former head of Viacom and MTV. “With the iPod and iTunes, Steve not only created his own ecosystem, it turned out to be one that was contagious and created opportunities not only for his computer business, but for all the Apple products that came behind it.”

Mr. Jobs was initially pegged as a technologist who didn’t understand the media and entertainment businesses, but his track record as an operator is pretty enviable. In 1986, he bought the company which would become Pixar from George Lucas for $5 million and invested $5 million more.

Mr. Jobs understood that all that technological processing power could be used in service of narrative in unforeseen ways: After two decades and many computer-generated blockbusters, he sold the company to Disney in a deal valued at $7.4 billion.

Mr. Jobs has walked quickly and surely past conventional wisdom. He had no interest in market research. He did things his own way and expected the rest of the world to fall into line. He both brought the mouse into our homes and more or less killed it off, eliminated the floppy disc with the first iMac, and did away with the DVDs on the MacBook Air, decisions that foretold the obsolescence of physical media. He shrunk Web-enabled devices by piggy-backing on the phone business, profoundly changing the way in which people consume media.

This article has been revised to reflect the following correction:

Correction: August 27, 2011

An earlier version of this article misstated the inventor of the computer mouse. It was invented by Douglas Engelbart, not Steve Jobs.

Article source: http://feeds.nytimes.com/click.phdo?i=0f3c4b93738cc154cb63c04f773ccb71