Showing posts with label news. Show all posts
Showing posts with label news. Show all posts

Monday, May 12, 2008

British Gas sues Accenture

"Accenture faces a £182 million High Court writ ...”


An IT system that was supposed to make British Gas the darling of consumers nationwide has instead become the focus of a multimillion-pound legal battle.

British Gas had hoped to consign complaints about the business to history, but in the event it was described by watchdogs as being in meltdown and thousands of its customers decided that they had suffered enough and switched to a rival.

Now the origins of the customer service problems a year ago, which caused complaints about Britain's biggest residential energy supplier to rise nearly threefold to record levels, are at the centre of a £182 million High Court writ.

Centrica, the parent company of British Gas, confirmed yesterday that it was suing Accenture, the global consultancy group, about the state-of-the-art IT system.

It claims that the “Project Jupiter” system reduced British Gas's customer billing process to such a mess that the energy supplier had to hire 2,500 extra staff and invest millions more pounds to fix the problems and make it work.

The showdown promises to last for months as each company fights to prove that it was not to blame for inaccurate bills sent to homes across the UK. Complaints to Energywatch, the watchdog, about British Gas hit a record 14,001 in March last year.

Accenture vowed yesterday to fight its corner, stating: “We are confident, based on the facts of the situation, that this claim is baseless and without merit. Centrica is only trying to shift the blame for a situation it created.” Centrica hired Accenture to provide the new billing system seven years ago.
It was to bring together the records of British Gas's 12.5million gas and electricity customers on to one platform capable of handling 250,000 meter readings and 200,000 bills a day.

The £317million fee would come from the £397million of savings that British Gas expected to obtain from the project. Centrica claims that, after a number of glitches, in March 2006 Accenture guaranteed a software upgrade that would work. Centrica argues that, instead, the system continued to struggle and generated a high level of “exceptions” - billing issues that required manual intervention.

Centrica also claims that Accenture failed to provide adequate computer hardware and did not integrate the system properly. The energy supplier formally notified Accenture that it was in breach of contract in February 2007.

A British Gas spokesman said: “An independent analysis of the billing system has concluded that Accenture was responsible for fundamental errors in the design and implementation of the system. British Gas has been left with no option but to pursue legal redress against Accenture.”

In the past year, since British Gas fixed the system itself, complaints to Energywatch about the supplier have fallen 85 per cent, the spokesman said.

Source: Times Online

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Wednesday, May 07, 2008

Did You Know ...

“News in numbers”



23% Y-o-Y fall in new job opportunities in London's financial sector

24% decline in value of the pounf against euro since the launch of the single currency in 2002

Over 100 MBOs went into receivership in 2007 in the UK, which is the biggest number for a long time, they'll be a lot more failures in 2008

By 2011 660 million is the number of virtualised PCs expected to grow worldwide from 5 million in 2007

A fully configured container will use up to 50% less electricity and needs 80% less coolo than a standard data centre

€21,037 million is the total revenue postedfor 2007 by BNP Paribas, the best performance in the firms history and an 11.6% rise on the previous year

66% of social networkers are more likely to buy a product as a result of a recommendation or word of mouth

$45.5 trillion is the current outstanding value of credit default swaps (designed to hedge against losses to banks and shareholders when companies fail to pay their debts), up from $900 billion in 2001

19 bn is what it cost the UK businesses in congestion charge

$70 million will be spent in 2008 by average top-tier investment bank on automating OTC derivatives processing according to Tabb Group, that figure is set to rise to $120 million by 2010

10% is the number of people working from home at least 1 day a week, the figure is expected to grow due to universal broadband, rising rail fares and taxes on parking spaces

3 EU member state countries (Spain, Poland, Czech Republic) will be taken to court for failing to transpose MiFID into national law

6 investment banks (Goldman Sachs, Lehman Brothers, Merrill Lynch, Morgan Stanley, UBS, Deutsche Bank) started trading US Dollar interest rate swaps on TradeWeb

180 staff will be employed by Deutsche Bank in the Middle East after it annouced plans to develop a resEarch facility in Dubai International Financial Centre to support its global equities business

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Tuesday, February 05, 2008

High Oil prices is a tax on consumers

“Oil is trading at $100 per barrel, forecasted to hit $150”


Back in 1992 when I worked in the oil industry $25 per barrel was high, some 15 years later and a barrel is trading at $100. As Oil prices continue to set new records and generate windfall revenues for oil-exporting nations. What are the affect that are causing the world to guzzle more oil than it can find!. Sean Brodrick on The Market Oracle reveals some interesting reasons why:

* America is the world's largest consumer of oil, guzzling more than 7.5 billion barrels per year. We import more than half the oil we use, and that amount is rising.

* More than 81% of the world's discovered and useable oil reserves come from just 10 countries. And 30% of the world's oil is in three of those countries — Iraq, Kuwait and Saudi Arabia.

* The world consumes an astonishing 173 billion barrels of oil every 2.4 years. At the same time, we find enough new oil to supply just 3% of that.

So, just to keep prices stable over the next decade, we're going to have to find a couple more fields the size of Ghawar — the biggest oil field in Saudi Arabia ... and the world

According to the International Energy Agency, global oil demand will average 87.8 million barrels per day (bpd) in 2008, up from 85.7 million bpd in 2007. At 87.8 million bpd, we'll use 1,016 barrels per second — a sonic boom of energy use.


Three Forces That Will Squeeze Oil Prices Even Higher

Terrorist attack, a war in the Persian Gulf, or a natural disaster would cause oil prices to rise.

But there are other fundamental forces that will drive the price of oil higher relentlessly, even without a headline-grabbing catastrophe. Let's look at three of them ...

Force #1: A Thirsty World. Despite economic storm clouds on the horizon in the U.S., the global economy is growing at about 4.5% per year. From Brazil to Singapore, business is booming and incomes are rising.

The world's population is trading bicycles for cars, and global oil demand can't keep up. With 14,000 more cars on the road each day, China's oil demand alone is expected to rise at least 5% this year, according to the IEA.

As a result, the International Energy Agency (IEA) projects in its Medium Term Oil Market Report that global oil demand will grow 2.2% a year, on average. By 2012, demand should reach 95.8 million barrels per day (bpd) vs. 85.7 million bpd this year.

At the same time, spare capacity — almost all of which is in Saudi Arabia — is going to vanish like a mirage in the desert.

Even worse, the IEA expects supply increases from non-OPEC oil producers and biofuel producers to start dwindling around 2009.

All that boils down to an ugly picture from the IEA: The world's oil demand growth is going to start outpacing supply growth by 2010!

Force #2: Slipping on the Oil Field Treadmill. The IEA has more gloomy news for us: We're getting between 3% and 4% LESS out of existing oilfields every year. Mature producing areas and many recent deepwater projects are declining at even sharper rates — 15% to 20% annually!

All told, the oil industry needs to add three million bpd of new supply each year just to offset declines in existing fields.

But the oil majors are having trouble finding oil. For example, last year was the first time — EVER — that Exxon didn't replace its reserves through its own drilling, according to Oppenheimer research.

Force #3: Oil Exporting Nations Need More of Their Own Product. The economies of many big oil-exporting countries are growing so fast that their domestic need for energy is sucking up their exports. Experts say the sharp growth, if it continues, means several of the world's most important suppliers may need to start importing oil within a decade.

OPEC member Indonesia has already started importing more oil than it exports ...

Mexico could be doing the same within five years ...

And domestic consumption in Kuwait, Saudi Arabia and Iran is soaring!

According to a report from CIBC World Markets, Russia, Mexico, and OPEC members will cut crude exports by as much as 2.5 million barrels a day by the end of the decade. That is MORE than the current spare capacity in the oil markets.

When OPEC recently opted to freeze output levels it argued that the global market for crude oil was "well-supplied."

But maybe the real reason was that OPEC just didn't have much more to sell.

My Forecast: We Could See Oil Hit $150 a Barrel in 2008

The Energy Information Administration recently told the U.S. Senate that crude should average $85 per barrel in 2008 as fundamentals tighten ...

Goldman Sachs said it could hit $105 ...

But I'm setting my sights a little higher: I think we could see prices spike to $150 a barrel next year!

That kind of a jump might not stick around very long. But as I just showed you, all the fundamentals are in place for oil to hit — and maintain — triple-digit prices next year.

In fact, I believe the only thing that could derail higher prices is a stiff recession in the U.S. And central banks around the world are working hard to prevent that. Our own Federal Reserve is throwing everything but the kitchen sink at the markets, and the Bank of England and European Central Banks are doing the same.

Source: The Market Oracle

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Saturday, January 19, 2008

John Duffield has 'lost £100m'

NEWS ...

“New Star shares collapse by 31pc, the City wonders if the fund's boss has lost his magic.”



John Duffield, New Star's colourful boss, takes senior managers round London on an open top bus at night to review the fund manager's attention-grabbing billboard adverts. On these monthly evenings out, Duffield is on the prowl for the smallest imperfection in the way the adverts have been presented. If he finds any, the contractor can expect an irate call and a demand for a price drop.

In the cold light of yesterday's profit warning from New Star, many were saying the company's concern with marketing and presentation may have been its problem.

" New Star's shares were sold as a go-go stock, which had to be underpinned by massive growth. That has been fuelled by massive marketing of its funds," said one close observer.

New Star, whose shares collapsed by 31pc yesterday after it revealed a hefty outflow of funds and a dividend cut, was desperately trying to reassure the stock market and the thousands of clients whose money it manages that it is going through a rough patch, triggered by several setbacks coming at once, and will recover later this year.

But some are wondering whether the Duffield magic has worn off and if his own star is on the wane.

When Duffield launched New Star in 2000, he was flush from the success of Jupiter, another asset management firm he had created in 1985 with just £150,000 of his own money, selling it to Germany's Commerzbank in two slices in 1995 and 2000 for a total of £680m. The investment community had high hopes for the new firm.

Mark Dampier, head of research at independent financial advisers Hargreaves Lansdown, said: "Jupiter was a fantastic success. John brought great managers together and he was a brilliant marketer."

Now it is Duffield's talent for combining marketing flair with picking star managers that is in question. In addition to the growing suspicion that New Star may have been over-reliant on marketing, the shine has come off some of its star managers.

Alan Miller, Duffield's right-hand man at Jupiter, followed him to New Star but left the company last year after a disappointing run by his UK Growth fund.

Another long-standing senior employee, Richard Pease, is among the individuals whose poor performance recently contributed to yesterday's profit warning.

Meanwhile James Ridgewell, who has headed up a poster campaign for the group's "New Star's new stars" was demoted earlier this week from running the UK Special Situations Fund to a role helping Tim Steer, the former City analyst, run the company's strongly-performing Alpha Fund.

Duffield yesterday told The Daily Telegraph: "Nobody is more sorry than me - I have lost £100m from the peak to today - and it is pretty tough to lose £100m."

Few had much sympathy. Duffield has crossed swords with many in the financial world since he started as a stockbroker in 1961.

Most infamous was his bust-up with Commerzbank, which he referred to as a group of Nazis, calling members of the bank's senior management Hitler, Himmler and Goering, when they fell out over the sale of the final part of Jupiter in 2000. He has also had a fiery relationship with Jupiter's current head, Edward Bonham Carter, and yesterday some in the City reacted to the serious blow to Duffield's reputation with glee.

There is also a view that Duffield has a lot of work to do to put things right. "The company has grown too rapidly and it seems to be a place where there are lots of people who have joined as stars," said one person in the asset management world. "In contrast at other places a lot of people have joined as management trainees and there is a strong internal culture."

Another challenge at the company - which floated on Aim in November 2005 at 225p a share - is over whether it can keep key staff. The share incentive scheme which has locked in almost all senior employees makes its final pay-out next year.

There are also questions over New Star's decision last year to gear up its balance sheet with £250m of debt so that it could return cash to shareholders. Carolyn Dorrett, an analyst at Citigroup, said New Star should be able to retain enough funds under management to stay within its covenant to its lead banker HBOS, which lent it the money. "However, given the current difficult market conditions for fund flows, both across the UK and at New Star in particular, we will monitor this figure carefully going forward."

Ross Curran at UBS said that by slashing its dividend New Star is freeing up cash which it can use to pay off its debt, giving it breathing space with its banks. "However, a further 10pc fall in markets would make things tight," Curran said.

The final challenge is that New Star has found itself with large bets in many of the least attractive areas. Its commercial property fund was its biggest seller last year, yet its value has fallen sharply, reflecting the 10pc dive in property values in the past six months. Pease - whose historic performance in his European Growth Fund has been strong - has been hit by the fact that his holdings in medium-sized continental companies have had a bad run compared to large-cap stocks.

Duffield does not plan to force through significant change in the European or property funds, sources said. But they added that he has said in briefings this week that major changes can be expected on the funds managing UK shares, which have also been disappointing. Stephen Whittaker, who replaced Miller in charge of UK Growth Fund, and Toby Thompson, who runs the Higher Income Fund, are likely to keep their jobs, sources said, but Duffield may shift some employees sideways and hire more people to beef up his teams.

Howard Covington, New Star's chief executive, said plans for a new incentive scheme were well under way. "We have spoken to all of the big names and they are all on side," he said. But he acknowledged that there could be further ructions. "That is not to say nobody else will leave".

Taking the pressure off New Star a little is the fact that the fund management industry in general has been in turmoil. F&C only swung back into profit last year after its merger with Isis three years ago. Amvescap, which owns the Invesco brand, has had a bumpy ride in the past few years and Schroders has also changed its business model in response to heavy outflows of funds and a squeeze on profit margins.

Some observers believe that even if New Star's shares stay at the current depressed level, it will not be all bad for 68-year-old Duffield. The business, which is 35pc owned by its employees, could be taken private by the multi-millionaire and his senior circle.

Alternatively there are likely to be buyers for the business at its current price. Duffield may prefer to knock New Star back into shape in its current form, as much for his own reputation as for financial reasons.

Source: The Business

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Monday, November 19, 2007

Top-tier investment banks set to pay out $38bn in bonuses

“Wall Street giants split $38bn bonus pool”



Wall Street’s largest investment banks are planning to pay out about $38bn (€25.9bn) in bonuses to employees this year, despite shareholders in the securities industry losing $74bn of their equity, reports Bloomberg. Goldman Sachs, Morgan Stanley, Merrill Lynch, Lehman Brothers and Bear Stearns will split the figure between about 186,000 staff, up from the $36bn paid out last year. The larger bonus pool derives from record fees for mergers and acquisition advisory and underwriting initial public offerings and comes in spite of losses incurred as a result of the collapse of the US sub-prime mortgage market and its effect on the global credit markets.

Source: e-Financials News

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Bank chiefs face three tough issues

“3 pressing Issues for Incoming chief executives of investment banks Q407-2008”



How will they reward their best people?
Which growth bets are they going to take?
How can they control non-compensation costs, which have rocketed?


1. Compensation: Massive writedowns in fixed income and leveraged loan businesses have put staff bonuses under threat. But with some equity capital markets and mergers and acquisitions departments producing record revenues, banks must strike the right balance to keep top performers.

Upside: removal of department heads, holding departmental heads accountable, reshuffles are positive because group-think can set in during a downturn ...


2 Making the right bets: expectations of a full recovery in the credit markets but not until after 2008, banks and shareholders anticipate more growth next year and more (geographic (or) business) risk,

Upside: growth areas in emerging markets, non-debt related structured products and commodities ...


3 Controlling costs:
in the past five years infrastructure cost (IT and Risk management) has rocketed. Fall in revenues exposes how much banks’ platform costs have increased. Big banks look to take ‘offshoring’ to the limit -- exporting costs to external providers, even Human Resources. Growth in emerging markets (Russia, Turkey and the Middle East) ...

Upside: constant investment and upgrades in infrastructure. Small banks considering giving more budgetary power to individual business units in order to impose cost controls more locally ...


Source: e-Financials News

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Thursday, November 15, 2007

Front- and middle-office technology becomes a competitive differentiator

“Wealth management IT spending to top $28 billion by 2012”



The mass affluent market remains a growth opportunity for the banking sector as the asset base of typical investors grows. According to Datamonitor research, spending by financial services firms on front-to-back wealth management IT in North America, Europe and Asia Pacific will reach $28.5 billion by 2012 as they increase investment in the technology to cope with regulations and stay competitive.
The emergence of a mass affluent segment, which includes individuals holding $60,000 to $500,000 in onshore liquid assets, including cash and deposits, equities, bonds and unit trusts, is fueling growth in new services and distribution options. This will require a more sophisticated approach to technology. Wealth managers, private bankers and retail banks are no longer talking of standalone strategies for wealthy individuals. The trend is towards 'integrated financial solutions,' revolving around cross-selling banking, savings, and investment products that come complete with advice.

Front- and middle-office technology becomes a competitive differentiator

Effective front- and middle-office tools, such as portfolio management, financial planning and analytical customer relationship management (CRM) systems, lie at the heart of wealth management operations. Clients, particularly the more active 'new money' segment, are demanding a more hands-on approach from their relationship managers. This creates a need for advisors and front-office staff to have access to more agile, automated analytical tools and presence technologies that enable client interactions to be more effective from both a cost and a time perspective.

As wealth managers seek greater competitive differentiation, they will look to develop an 'ideal' service model. The 'ultimate offering' is an idealized wealth management offering and should be viewed as prototype based on worldwide offerings. It is an architecture comprised of seamlessly interconnected, service oriented architecture (SOA)-enabled components combined with underlying business intelligence (BI) and analytical CRM components. It is emerging as the IT model in wealth management.

Well developed multi-channel features provide a foundation for effective distribution

A key priority within distribution channels will be the continuous delivery of high-quality face-to-face advice, while simultaneously providing customers with internet-based transactional capabilities. Retail banks looking to target this group are extending their offering beyond traditional retail banking services to include additional product building, stronger and multi-channel customer and advisor service options, and a deeper understanding of customer data.

Data management priorities are shifting to infrastructure and governance

The presentation of data has always been among the top priorities of wealth managers as data reporting often determines whether a client will stay with the company. However, increasing pressure to reduce costs is causing focus to shift to back-office improvements, such as infrastructure and governance. As such, the combination of increasing competition, growing technological sophistication and an expanding mass affluent market is driving wealth managers to enhance their data management practices.

Wealth managers shift towards packaged core systems

Financial institutions are responding to the growing need for more automated and real-time back-office systems that are compliant with growing regulatory pressures. As a result, wealth mangers are turning to packaged core systems as a means of reaching these goals.

In order to align the existing technology stack with business needs, and to design, upgrade or develop componentized wealth management software platforms and IT infrastructure, understanding the 'ultimate offering' will be crucial for internal IT departments, as well as for technology vendors and integrators.

Source: CBR

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Reputation Repairing, All change at the top Investment Banks

“John Thain, the head of NYSE Euronext, appointed as Merrill Lynch new chairman and chief executive”



His appointment, effective on December 1, follows the recent departure of Stan O’Neal after Merrill was forced to admit that it had racked up vast credit crunch-related losses. Mr Thain, viewed as a leading contender for the top job at Citigroup, spent more than 20 years at Goldman Sachs, working on its mortgage bond trading desk before becoming president of the group after stints as head of operations, technology and finance, and chief financial officer.

He moved from Goldman to his NYSE role in January 2004 and is credited with transforming the Big Board from a domestic, nonprofit membership organisation into a global bourse. The 52-year-old also master-minded the group’s push into automated trading. Last year, he merged NYSE Group with Euronext to build the first transatlantic exchange operator.

Source: Times

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Wednesday, November 07, 2007

Goldman Sachs pay exceeds Bear Stearns market cap

“Goldman Sachs has earmarked $16.9bn (€11.5bn) for compensation and benefits for the first nine months of this year”



If its employees pooled all their pay they would be able to buy struggling rival investment bank Bear Stearns with money to spare. The stock market values Bear Stearns at about $14.7bn, so Goldman bankers and other workers would be able to buy the bank led by Jimmy Cayne with more than $2bn left over, according to Bloomberg.

Goldman was the best-performing investment bank in the third quarter when it reported a 79% surge in net profits, while most of its rivals suffered lower or non-existent profits. This enabled the bank to raise compensation for the third quarter by 68%, compared to the same period a year ago, to $5.9bn.

Compensation and benefits expenses were increased by 21% for the first nine months of the year, from $14bn at the same stage in 2006.

Compensation at Bear Stearns for the nine months of the year was $3.1bn, down 5.9% on a year earlier.

Goldman employed 29,905 people at the end of August, while Bear Stearns had almost half that number, with 15,516 workers. Based on those figures, the average compensation of a Goldman employee this year stands at about $565,000, compared to about average pay of about $200,000 at Bear Stearns.

Source: Financial News Online . Dominic Elliott

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Tuesday, November 06, 2007

Charisma, a gift or power of leadership or authority

... Charisma plays a huge part in bringing success because it goes hand-in-hand with self-confidence, he says. But although it can be learnt, it can't be faked.

“Charisma is a thing that you either have it or you don't”



First, charisma is entirely subjective: one man’s Martin Luther King is another man’s Iain Duncan Smith.

Secondly, context is everything with charisma: Jack Welch pontificating on the subject of Six Sigma may have been a sight to behold within GE, but would be less impressive on a Friday night at the Wolverhampton branch of Nandos.

Thirdly, the line between charismatic and creepy is a fine one. If you tried to implement all of the aforementioned tips at a champagne reception – especially the “simple touching” and the smiling “through cheekbones” – you could probably clear out the room in seconds.

Source: The Times
Some discoveries ...

charisma is all about “integrity” and being “restless”

charismatic person has three traits:
- they feel emotions strongly,
- they induce these emotions in others,
- they themselves are immune to the influence of other charismatic people.

a major contributing factor to charisma is a broken childhood

your smile should be “pleasant but noncommittal” – it should make you “look like you have a wonderful secret that you will tell or not tell”

And here's some ways on
HOW TO BE MORE CHARISMATIC

General: Open body posture, hands away from face when talking, stand up straight, relax, hands apart with palms forwards or upwards

To an individual: Let people know they matter and you enjoy being around them, develop a genuine smile, nod when they talk, briefly touch them on the upper arm, and maintain eye contact

To a group: Be comfortable as leader, move around to appear enthusiastic, lean slightly forward and look at all parts of the group

Message: Move beyond status quo and make a difference, be controversial, new, simple to understand, counter-intuitive

Speech: Be clear, fluent, forceful and articulate, evoke imagery, use an upbeat tempo, occasionally slow for tension or emphasis

Source: Prof Richard Wiseman


A charismatic person has three attributes, says the professor:

* they feel emotions themselves quite strongly;
* they induce them in others;
* and they are impervious to the influences of other charismatic people.

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Monday, October 15, 2007

Glossy Gossip Rag-Mags for 52 pound

Quirk of the Week:

“UK is being flooded with the release of one a month Glossy gossip rag-magazines ...”



Is it me or is the UK being inundated with glossy gossip mags. Every which way you turn the TV adverts, newspaper and book stands are stacked high with same a-to-c list gossip that already being broadcast across the internet and covered by the top-end glossies like Hello, Grazia, and Glamour. So the cost of reading replicated news that comes across with its own blend of superficiality, envy, cattiness, mockery of the everyday lives of a-c list celebs with the non-celeb issues thrown in for good measure, are these gossip rag-mags worth the paper they are printed on. Considering they cost one pound an issue, and if bought over a 4 week period for a year that's (52 pound) half the cost of colour TV licence. What else could you buy with 52 pounds, and that's not to say you buy just the one title with so many to choose from. We seem to be swampted with so many new ones advertised bi-monthly, I've lost count ... Are these rag-mags a worthwhile read or just re-churned news that can be read for free if you scour the internet.

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Sunday, February 04, 2007

Jimmy Choos on sale for £90m

You're not really wearing a pair of shoes unless its fashioned by Jimmy Choo's (shoes) ... Former It girl is set to make £90m from the sale of Jimmy Choos must have A-list fashion accessory from London to Beverly Hills, Las Vegas and the likes of celebrities from Sarah Jessica Parker to Julia Roberts and BeyoncĂ© Knowles. Tamara Mellon observed that


“At the end of the day, the person who has the money has the control”


Judging by the latest reported developments at Jimmy Choo, the glamorous shoe business Ms Mellon founded in 1996, she is about to enjoy considerably more of both. Ms Mellon, a one-time It girl and Vogue accessories editor, stands to make a £90m fortune from the sale of her business, having appointed the investment bank NM Rothschild to evaluate a number of approaches which have come within the past month. One party is understood to have offered as much as £180m for the business.


Full article

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Saturday, February 03, 2007

Rollins Out; Michael Dell Returns as CEO

Its all change at the top for Dell. Does Michael Dell have what it takes to turn the $60 billion company around? It's been years since he shouldered day-to-day operational responsibility on his own. Dell says he has a clear plan. Michael Dell believes the company's supply chain and manufacturing can be improved.

“I think you're going to see a more streamlined organisation, with a much clearer strategy.”


In recent months, Dell has struggled as its market share has slipped and an SEC investigation into Dell's accounting and financial practices has dragged on. According to Goldman Sachs, Dell is losing share in business spending for PCs.


[Hewlett-Packard is also losing share of spending, while Lenovo (LNVGY) and Apple are gaining.]Dell, which has watched as rival Hewlett-Packard has drained away its once dominant market share, announced late on Jan. 31 that its namesake founder Michael Dell will return as the company's CEO immediately. Kevin Rollins, who took over as CEO in 2004, has resigned as the CEO and will abdicate his spot on the company's board of directors.


Read full article in Channel Insider

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Friday, January 26, 2007

Return of the dot-com IPO

Shares of Yahoo! (Charts), eBay (Charts) and Amazon (Charts) have all tanked this year. YouTube sold out to Google (Charts) in October for $1.65 billion. Private digital media firms like social networking companies Facebook and Bebo and online video companies Metacafe and Heavy.com are generating a lot of buzz. With all this in mind, should investors expect a new wave of Internet IPOs in 2007, especially from companies with a foothold in the whole user-generated media phenomenon?

Trends to watch out for ... Social Networking - a lot of interest around sites that incorporate video in a creative way, online photo services. In addition to Google's purchase of YouTube, Viacom (Charts), Sony (Charts), Time Warner's (Charts) AOL and General Electric's (Charts) NBC all bought online video or community-oriented sites in 2006.

Source: CNN . Dec 06


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Monday, January 22, 2007

Prince flying to collect Green Award

Saying one thing, and doing the opposite .... Times News: Joss Garman, of Plane Stupid, a climate change action group, said:

“Flying to an environmental award ceremony is a bit like turning up to an Oxfam award ceremony in a stretch limo. Flying is the single most polluting way in which you can travel.”



David Miliband has made a rare ministerial criticism of the Prince of Wales for planning a 7,000-mile round trip to New York to collect an environ- mental award.
The Environment Secretary questioned in an interview with the Evening Standard why it was necessary for the Prince to go in person with a big entourage to collect the award. He said: “Was it a particularly heavy award? A lot of business can be done by telephone and video link these days.”

Read full story


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Wednesday, January 17, 2007

Enough to spill your cornflakes

Something not so inspiring for everyone else except this lucky chap - Times Business News reported today that John Tiner, chief executive of the FSA (Financial Services Authority), will be paid £33,000 a month to do nothing for six months after he announced his surprise resignation yesterday. Mr Tiner was paid a total of £573,000 last year, including basic pay of £400,000. Enough to make you spill your cornflakes.

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Thursday, December 28, 2006

European CEOs rank top headaches

Top Consultants: In an age of increasing globalisation, significant sourcing of products and services from remote low cost countries is conducted by over half of European companies, according to leading international procurement consultancy Efficio. Over half (53%) of the European companies surveyed by Efficio say they spend up to a fifth (20%) of their total spend with low cost countries - more than double since 2000 (22%). 12% spend up to 40% of their total spend with countries such as Eastern Europe, South America, India, the Far East and China, whilst 8% earmark more than 40% of their total expenditure. Read Full Article

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