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Milwaukee Biz Blog

All Posts by Peter Morici

Fire sale at Bear Stearns and panic at the Fed

Sunday evening, J.P. Morgan announced its purchase of Bear Stearns at $2 per share after it had closed at $30 on Friday, and the Federal Reserve announced yet another emergency credit facility.

The shareholders at Bear Stearns were lucky to get anything for the firm, and J.P. Morgan CEO James Dimon, eager to get his hands on Bear Stearns' brokerage business, may ultimately have built the scaffolding for his own hanging.

The hidden liabilities and potential for law suits at Bear Stearns are huge. Look at the unanticipated trouble Bank of America is having with Countrywide. Sometimes CEOs simply do reckless things. Dimon is gambling not investing. When the other shoe falls, shareholders will know who to blame.

Bear Stearns is not the only big financial house in trouble. The potential for contagion is real and menacing. The real questions are: Which of the big banks will be next to fail? How many more banks will fail? Will the whole system turn to panic if Citigroup unwinds?

The quality of leadership provided by Citigroup CEO Vikram Pandit, and Robert Rubin, the man who chose him, is a major concern now that Citigroup has been forced to pour $1 billion into the hedge fund Pandit sold his employer. The Board at Citigroup seems hypnotized to be putting up with that maneuver.

We don't want to return to Glass-Stegall but some of the large bank groups may have to be broken up. Citigroup tops the list. These firms are just not managed well and are too large and diverse to be managed effectively. The economy has been put at grave peril by the unwillingness of Pandit and other leaders of the Wall Street banks to reform what are clearly broken banking practices and a failing business model.

The Federal Reserve, to bolster liquidity, cut the primary credit rate charged primary dealers who borrow against securities at the Fed from 3.5 percent to 3.25 percent. Also, it increased maximum maturity for loans from 30 to 90 days. This should increase liquidity in the securities market a bit but will not address the primary systemic problems that make bank credit so difficult to obtain.

The Federal Reserve continues to bail out major financial institutions without imposing meaningful conditions to improve their conduct and performance. It is failing to require the reforms that have closed the bond market to banks, make the securitization of bank loans virtually impossible, and have greatly curtailed responsible lending to businesses by banks. In turn, the banks continue to impose onerous conditions on their customers. Many are sound businesses not responsible for the crisis the banks have created yet bear the primary burden.

Hence, the Federal Reserve continues to give aid to the irresponsible, while letting these same banks punish their customers.

Through Sunday's move, the Fed is trying to reassure financial markets that it stands ready to back up the banks but this is not likely to work. Treasury Secretary Henry Paulson and Federal Reserve Chairman Ben Bernanke have reacted to events and consistently been behind the curve. Their leadership has been wholly lacking.

Sunday's moves by the Federal Reserve are the desperate acts of failing men.

The threat of contagion and wholesale breakdown is on a scale of 1929 is real.

Yet, President George W. Bush adopts the posture of Herbert Hoover, telling us everything will work out soon. He looks more like a man whistling through the graveyard. Bernanke and Paulson look worse than that.

 

Peter Morici is a professor at the University of Maryland School of Business and former Chief Economist at the U.S. International Trade Commission.

Chrysler may be doomed

Earlier this week, Ceberus shoved aside Thomas LaSorda to name Robert Nardelli CEO of Chrysler. One wonders why.

As things currently stand, the North American automobile industry is losing money. Toyota earns about $1,200 a car and the Detroit Three lose more than that. Overall, the Big Six - GM, Ford, Chrysler, Toyota, Nissan, and Honda - have trouble turning a profit.

The Detroit Three are not incompetent. They lose money owing to burdensome legacy and everyday labor costs, and antiquated work rules. Without a transformational contract, the domestics will continue to lose money, and by the utterances of Ron Gettlefinger, don't look for the UAW to do what needs to be done to preserve their numbers long term.

As for Chrysler, Robert Nardelli is the wrong man for the job.

Chrysler has three problems. First, it has the immediate problem of putting more desirable products on the road. Nardelli is not a car guy. He can't quick fix what Chrysler hasn't got. He lacks the background.

Second, Chrysler has endemic problems in its supply chain. Chrysler produces the poorest quality, most unreliable products among the big six (GM, Ford, Chrysler, Toyota, Nissan and Honda). Poor quality stems from poor engineering and inept components suppliers. A deep understanding of automotive systems, engineering and supplier relationships are needed to fix Chrysler's quality problems. Nardelli lacks the necessary background.

Third, in five to seven years, newer prototypes - hybrids, fuel cell, hydrogen, etc. - will be more much important than today. Chrysler is behind in developing new protype vehicles, and it must joint venture effectively with others to compensate. Nardelli is hardly a poster boy for corporate diplomacy. His tour of duty at Home Depot demostrated that.

The North American industry has too much capacity and one too many original equipment manufacturers. Right now, either Ford or Chrysler is headed for Chapter 11.

Nardelli's appointment makes it more likely that Chrysler will be the company that fails.

 

Peter Morici is a professor at the Robert H. Smith School of Business, University of Maryland, and former Chief Economist at the United States International Trade Commission. Morici's economic analysis is widely respected. He has granted Small Business Times permission to share his viewpoints with our readers. Chrysler operates a plant in Kenosha.

 

 

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