Tag Archive for 'Company Valuation'

Apple Hunts for Startups

Published on May 3, 2010 in Global Strategy. 0 Comments Tags: , , , , , .

Apple is accelerating the rate of acquisitions as the company vies with Google for mobile technologies and talent. Since returning to Apple as CEO in 1997, Jobs has made 13 acquisitions, according to Bloomberg data. Of those, five happened in the past seven months alone.

“The pace has really picked up, there seems to be a strategic shift,” said Charlie Wolf, an analyst with Needham & Co. in New York. “It looks like there’s an acquisition frenzy going on between Google and Apple in the sense that there’s an increasing urgency on Apple’s part to stay even if not ahead of Google in the phone space and apps space.”

Patent filings may provide clues to potential targets. Apple recently sought patent protection for mobile purchasing and touch-screen technology. Even with the new attention to M&A, Apple will maintain its strategy of focusing on smaller companies rather than taking on the risks of integrating large ones into Apple’s culture.

With more than $23.1 billion in cash, Apple has plenty of money to keep purchasing small startups. Counting long-term investments that the company can “liquidate in a day,” Apple had $41.7 billion in cash at the end of the last quarter, Broadpoint’s Marshall said, In comparison, Google had about $26.5 billion, he said [Source 1] [Source 2].

America’s Most Promising Startups

Published on December 17, 2009 in High Tech & Media. 0 Comments Tags: , , , , .

entering-startupWant to be the first to know what companies will be the next household name? BusinessWeek has started a section on its webpage that will keep track of promising start-ups that might see the limelight. Flip through the slide show for a look at all the profiles. You can also make a suggestion of a new company worth profiling and send it in to BusinessWeek.

Welcome to America’s Most Promising Startups, an ongoing series profiling new companies from across the country that embody the creativity and resiliency common among today’s entrepreneurs. Based on suggestions from our readers and staffers, we’ll be adding more profiles on a regular basis, so check back often. Our goal is to showcase promising companies before they become household names.

A Russian Odyssey: Early Day Investors

Published on December 6, 2009 in International Business and International Finance. 0 Comments Tags: , , , .

Hermitage_Bill_BrowderRussia’s default in 1997 and the stock market devalued rapidly. Browder (founder of Hermitage investment fund) lost, by his estimate, 90% of his money during this time that he had invested in Russia. More onerous, was the wholesale “stealing” by the Russian oligarchs.

Rather than put up with this, Browder met with company employees to hear first-hand about the scams that were going on within the companies. Watch the story yourself at the bottom of this post (7min). For a complete coverage of Browder’s speech at Standford GSB click here.

Browder started with $25 million in 1996, achieving almost tenfold gains in 18 months and then raised $1billion from new investors. At one stage the pot totalled $4 billion and Hermitage became Russia’s biggest foreign portfolio investor.

However, Mr Browder offended someone with great power – he insists that he still does not know who – and in November 2005 was refused re-entry into Russia. Since then Browder is one of the biggest enemies of the Russian state. [Source 1] [Source 2].

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Too big to fail…

Published on September 17, 2008 in International Finance. 1 Comment Tags: , , , .

American finance has a new, if reluctant, kingpin: the government. In a dramatic move on the evening of Tuesday September 16th the Federal Reserve agreed to provide American International Group with a loan of $85 billion (€59 billion) to help it stave off bankruptcy.

In return, either the Fed or Treasury will take effective control of the company, which until recently was an icon of private-sector capitalism. After the historic events of the past fortnight, who would bet that AIG will be the last lumbering giant to need resuscitation? Source.

On another note. Gold prices exploded Wednesday — posting the biggest one-day gain ever in dollar terms ($90.40, or 11.6 percent, to $870.90) — as fears of more credit market turmoil unnerved investors and triggered a flood of safe-haven buying. Read more.

Global Market Turmoil Continues

Published on September 16, 2008 in International Finance. 0 Comments Tags: , , , .

Once the gold standard in the insurance industry, AIG is the latest victim of the meltdown in the credit markets. The insurance business is all about risk—understanding it, minimizing it, pricing to compensate for it. But American International Group (AIG), the biggest insurance company in the world, seems to have had very little concept of the risk it held in its own businesses. If AIG goes, it is hard to think what else would be considered as too big to fail.

Barry Ritholtz, a prominent financial pundit, writes with tongue not entirely in cheek that the first lesson from the government’s bail-out of Bear Stearns in March was to “Go Big”. “Don’t just risk your company, risk the entire world of finance. Modest incompetence is insufficient—if you merely destroy your own company, you won’t get rescued. You have to threaten to bring down the entire global financial system.”

Who will save Lehman?

Published on September 13, 2008 in International Business and International Finance. 1 Comment Tags: , , .

Executives at Lehman Brothers are racing to meet a deadline of Sunday night to find a new owner for the troubled bank, the BBC has learned. More in-depth coverage can be found at Financial Times and BusinessWeek.

GE: Reorganisation @ Work

Published on July 26, 2008 in Global Strategy and International Business. 0 Comments Tags: , , , .

Organisational Design and Financial PerformanceFollowing my previous post on GE and its slugging share performance. Last Friday, GE announced a major restructuring of its global business operations.

In an attempt to revamp its organisational and corresponding stock performance, General Electric will reorganise its operations by folding its six business segments into four.

A background article on organisational and financial performance can be found here: The link between profits and organizational performance. Additionally, a backgrounder on strategy in relation to organisational design can be found here: Better strategy through organizational design.

The new GE units now comprise technology infrastructure, energy infrastructure, capital and NBC Universal. The move continues a trend over the years of consolidating the sprawling company’s multiple divisions.

“We have been upgrading our portfolio of businesses and simplifying our organizations for market focus, efficiency and execution,” Immelt said. “We have higher-growth, higher-margin businesses and organizationally have simplified the company from 11 business segments in 2001 to four segments today.”

Will GE Weather the Storm?

Published on July 18, 2008 in Global Strategy and International Business. 1 Comment Tags: , , , , .

General Electric LogoThe pressure to lift the share price is building. But CEO Jeff Immelt’s options are limited. After a historic first-quarter fumble (earnings miss of 7Cents below expectations) GE met targets for Q2 FY2009. But the market didn’t reward GE. The battered stock price rose just 2Cents on the day’s news, to US$27,66. Since the beginning of the year it’s down 25%, compared with a 15% drop in the S&P 500-stock index.

Now, GE’s CEO Immelt is fighting to revive faith in the sprawling US$173 billion conglomerate, even as forces are working against him. The credit crisis and GE’s April 11 earnings miss have put him under tougher scrutiny than at any time in his seven-year tenure as CEO. Investors are questioning the size and complexity of the company, and want him to move faster to shed assets.

Immelt is acutely aware of the pressure, even as he continues to build GE for the long term. He has overhauled the business portfolio, buying US$88 billion of assets in high-tech growth areas like alternative energy and bioscience while dumping more than US$55 billion of less attractive plays such as GE Plastics. With respect to the need for a better diversified income ratio. Immelt says “asset disposals and the boom in infrastructure should bring the ratio back to about 60% industrial and 40% financial by 2010″ (now half the net).

Immelt says he doesn’t plan to change his strategy—other than raising his cost—cutting targets by $1 billion to $3 billion for this year. While he may not like the economic climate, he’s confident that the shares will ultimately reward solid execution. In the meantime, he’s doing what he can to help GE thrive. “Everybody would like to see the stock price higher,” he says, “me at the front of the list.

* Slideshow: GE’s Generals (Overview of General Electric’s five legendary CEO’s over the past 50 years.)
* Slideshow: GE’s Sprawling Empire (Overview of General Electric’s (GE) business segments)

Microsoft and Yahoo….?

Published on February 1, 2008 in Global Strategy and High Tech & Media. 0 Comments Tags: , , .

Yahoo! and Microsoft

Today, (February 1st) Microsoft Corporation, the world’s biggest software maker, made an unsolicited $44.6 billion offer for Yahoo! Inc. to challenge Google Inc.‘s dominance in Internet search services and advertising. The proposed deal, which would transform the software and internet-services industries, values Yahoo! at $31 a share, a 62% premium over the closing price on Thursday. What will the outcome be?

PetroChina world’s most valuable company

Published on November 7, 2007 in International Finance. 1 Comment Tags: , , .

petrochina1And in a class all by itself, the US$1 trillion (1,000,000,000,000) club.

On Monday, the 4 billion A-share offering, priced at 16.7 yuan per share, finished its first day of trading on the Shanghai Stock Exchange at 43.96 yuan, rising as high as 48 yuan intraday. At US$1.005 trillion, PetroChina’s market cap is more than twice that of its US peer, Exxon Mobil (USD $486 billion), even though Exxon Mobil generated four times as much revenue last year and trades at only a quarter of PetroChina’s price to earning ratio, 13 to PetroChina’s 55.

But the craziness doesn’t end there. The lofty market cap comes with an asterisk: US$1 trillion only if you go by PetroChina’s local valuation. Shares traded overseas (Hong Kong and New York) values the company at roughly US$400 billion. One HK share (H-share) confers equity holders the same amount of ownership as one A-share, and one share of ADR traded on the NYSE grants 100 times as much ownership.

While PetroChina’s A share closed up today at 43.96 yuan, its H-share finished down 8.2 percent at HKD $18, or 17.65 yuan (1 yuan=1.02 HKD). The gaping difference is a function of many factors: Beijing’s restriction on capital flow, lack of investment choices in China, and of course, out-of-control greed coupled with widespread ignorance on the part of Chinese retail investors.

In a related story, billionaire investor Warren Buffet sold his entire PetroChina stake several months ago, calling the price action in China “carried away.”