

For us there is no valid definition of socialism other than the abolition of the exploitation of one human being by another.
Football at Holland Park is for that fine group of kids and dads that meet up on Holland Park throughout the year every Saturday morning regardless of the weather conditions. Over the last few years a strong bond has grown between the kids and the dads, and many good friendships have been established. This is our space on the net - I hope the content will be wide and varied but above all else, like on a Saturday, fun !!!
Thus far, we’ve got a strong rally off the recent trough, with uninspiring sponsorship but good breadth, reasonable but not strikingly attractive valuations, and an overhang of increasingly distressed mortgage and non-residential debt that looks like Armageddon Part II in the offing, because we are doing nothing to restructure it. In my view, the recent advance looks not like a garden of “green shoots,” but very much like a short-squeeze off of an oversold trough. It would be convenient if such bounces could be predicted in advance, but as we observed last year, the market can become very persistently oversold during bear markets, and even an “oversold” decline can go much deeper until the oversold condition is abruptly cleared.
Fundamentally, my view is that the U.S. economy is on very thin ice, and that by focusing on the bailout of corporate bondholders rather than the restructuring of debt, we are courting the risk of a far deeper downturn. Last year, I didn’t think it was conceivable that policy-makers would attempt to address this problem by making lenders whole with public funds. This is an ethical abomination, putting the public in the position of absorbing the losses that should properly be borne by those who provided capital to these institutions. It is not sustainable. What it does it place the public in the position of losing first, but it will not, and cannot prevent the ultimate failure of the debt – for the simple reason that without restructuring, the debt can’t be serviced.
It is true that insurers, pension funds, and other entities own part of the debt of these financial institutions, but they certainly do not own all of it, and to the extent that it is in the public interest to use public funds to reimburse the losses of various entities, that can and should be part of the political process. But to broadly immunize every bondholder of these institutions with public funds is repulsive. Even the bondholders of Bear Stearns can expect to get 100% of their principal back, with interest.
Aside from the abuse of the public trust inherent in these bailouts, it is also offensive to anybody who devotes a significant portion of their income to charity, because there are so many better uses for trillions of dollars. Think about it. Two of the wealthiest people on earth, Warren Buffett and Bill Gates, after lifetimes of work, will be able to commit a combined total of about $100 billion to charity. But that figure is dwarfed by the amount being allocated to protect corporate bondholders from taking a “haircut” on distressed debt, or swapping a portion of it for equity – both perfectly appropriate ways of compartmentalizing the losses of these financial institutions, without public funds, and without receivership or “nationalization.”
NEW YORK (AdAge.com) -- Tropicana's rebranding debacle did more than create a customer-relations fiasco. It hit the brand in the wallet.
The new Tropicana Pure Premium packaging had been on the market less than two months before the company scrapped the redesign.
After its package redesign, sales of the Tropicana Pure Premium line plummeted 20% between Jan. 1 and Feb. 22, costing the brand tens of millions of dollars. On Feb. 23, the company announced it would bow to consumer demand and scrap the new packaging, designed by Peter Arnell. It had been on the market less than two months.
A swift reversal
Now that the numbers are out, it's clear why PepsiCo's Tropicana moved as fast as it did. According to Information Resources Inc., unit sales dropped 20%, while dollar sales decreased 19%, or roughly $33 million, to $137 million between Jan. 1 and Feb. 22. Moreover, several of Tropicana's competitors appear to have benefited from the misstep, notably Minute Maid, Florida's Natural and Tree Ripe. Varieties within each of those brands posted double-digit unit sales increases during the period. Private-label products also saw an increase during the period, in keeping with broader trends in the food and beverage space.
Idle factories, moored container ships, widespread bankruptcies, massive migration back to the hinterlands, strangely clean air—the signs of depression are everywhere in China. Because it makes so many of the goods the world isn’t buying now, China stands to be worse hit than the rest of the world —just as America was during the Depression, when it was the world’s sweatshop. But like America then, China will use tough times to design innovative products that will get it the high profits and the high-value jobs Americans kept to themselves for decades. And that is very bad news for the United States, unless it uses tough times to reinvent itself, too.
“Goldman has already said they will repay their TARP money within a month (obviously all of this negative press scrutiny is getting to them). Easy enough to do: they’ve had billions funnelled to them via AIG, so they can now take that money and “repay” TARP. Nice circular shell game.
And that’s how the Geithner plan will work as well. They’ll all be bidding for each other’s assets at vastly inflated prices, getting a good “mark” on their books and then they’ll dump the crap with the taxpayer. I actually think the plan will work because it’s officially sanctioned larceny. It’s just like me saying, I could get rich if the government gave me the means to rob banks every time I needed money.
Is this a great country, or what?”
“Leopards change spots with amazing celerity when it pays. By the way, I think the next step is pretty obvious with the banks and the US government this morning. Institutions that get rid of toxic assets thanks to the new Geithner plan will then forthwith pay back their TARP loans. Indeed, if they are confident of their refinancing, then they may do it without participating in the program. That way they escape the constraints, and get money. So much for exec comp issues.
Woodford, who runs the £5.3 billion Invesco Perpetual Income and £7.3 billion Invesco Perpetual High Income funds, said he did not believe there were any 'green shoots' around, nor that there would be any in the near future.
He said: 'I think we are in a pretty difficult environment globally and the UK and the US are having a particularly difficult time. The unsual characteristic of this crisis is that it has been running for such a long time and we are unlikely to see any economic recovery soon.'
'My view is that this is going to go a lot longer than the second half of this year. This crisis will encompass a long adjustment...the scale of debt build up is unprecedented. The process of rebalancing the world economy will take many years. We could be in a weak economic environment for three or four years.
'I don't expect to see a sustained growth in this economy or in America for a significant time, three or four years'.
Over the past three years, Woodford has returned -6.1% with the High Income fund and 6.9% with the Invesco Perpetual Income fund while the FTSE All Share TR benchmark fell 27.2% during that period.
The world’s banking system collapsed last fall, was placed on life support at a cost of some trillions of dollars, and remains comatose. We may be too close to the event to grasp its enormity. A vocabulary rich only in euphemisms calls what has happened to the economy a “recession.” We are well beyond that. We are in the midst of the biggest economic crisis since the Great Depression of the 1930’s. It began as a recession — that is true — in December 2007, though it was not so gentle a downturn that it should have taken almost a year for economists to agree that a recession had begun then. (Economists have become a lagging indicator of our economic troubles.)
The word itself is taboo in respectable circles, reflecting a kind of magical thinking: if we don’t call the economic crisis a “depression,” it can’t be one. But no one who has lived through the modest downturns in the American economy of recent decades could think them comparable to the present situation. … It is the gravity of the economic downturn, the radicalism of the government’s responses, and the pervading sense of crisis that mark what the economy is going through as a depression.
Iceland’s de facto bankruptcy—its currency (the krona) is kaput, its debt is 850 percent of G.D.P., its people are hoarding food and cash and blowing up their new Range Rovers for the insurance—resulted from a stunning collective madness.
What led a tiny fishing nation, population 300,000, to decide, around 2003, to re-invent itself as a global financial power?
In Reykjavík, where men are men, and the women seem to have completely given up on them, the author follows the peculiarly Icelandic logic behind the meltdown.
by MICHAEL LEWIS April 2009
Quantifying the Nightmare Scenarios
By Eric Zitzewitz
There’s no shortage of fear about the economy. But just how fearful should we be? Perhaps financial markets can provide some guidance.
In the last week or so, there have been a number of events that bring up the big question: Will Web-based social networks ever become significant businesses? Or, put another way: Do these social networks--Twitter, Facebook, LinkedIn, MySpace--have the ability to "monetize" their audiences?
My answer: While today, these may not look like great businesses (which hasn't stopped investors' willingness to fund them), I'm convinced that the daily interactions of their vast memberships--and their users' willingness to share their interests, tastes, relationships and intentions, and the massive amounts of data around users' behavior--will eventually lead to substantial revenues and profits. But I don't think that those revenues will come just from the Web advertising standards of banners and contextual search links.
Globalization creates interlocking fragility, while reducing volatility and giving the appearance of stability. In other words it creates devastating Black Swans. We have never lived before under the threat of a global collapse. Financial Institutions have been merging into a smaller number of very large banks. Almost all banks are interrelated. So the financial ecology is swelling into gigantic, incestuous, bureaucratic banks – when one fails, they all fall. The increased concentration among banks seems to have the effect of making financial crises less likely, but when they happen they are more global in scale and hit us very hard. We have moved from a diversified ecology of small banks, with varied lending policies, to a more homogeneous framework of firms that all resemble one another. True, we now have fewer failures, but when they occur ….I shiver at the thought.
When Saks Fifth Avenue slashed prices by 70% on designer clothes before the holiday season even began, shoppers stampeded. "It was like the running of the bulls," says Kathryn Finney, who says she was knocked to the floor in New York's flagship store by someone lunging for a pair of $535 Manolo Blahnik shoes going for $160.
Saks's deep, mid-November markdowns were the first tug on a thread that's now unraveling long-established rules of the luxury-goods industry. The changes are bankrupting some firms, toppling longstanding agreements on pricing and distribution, and destroying the very air of exclusivity that designers are trying to sell.
The problem Saks faced last November is one that haunts the U.S. economy as a whole: From car makers to home builders, companies are stuck with inventories that are far too fat. (See related article.)
Saks's risky price-cut strategy was to be one of the first to discount deeply, rather than one of the last. Managing high-fashion inventory is tricky. Clothing can go out of style in just months, so stores don't want to keep it around. But cut prices too soon or too deeply, and shoppers start to expect it.
Stephen I. Sadove, Saks's chief executive, says his action helped his company avoid massive losses, or worse. "These herculean things," including slashing inventories, were done to "make sure that the company survives," Mr. Sadove said in an interview.
Simon Rogers moved to New York from London when he was 28 to begin his modeling career. About two years ago, he created UglyNY, a talent and modeling agency affiliated with Ugly in London, which is run by a friend. You’ll see photos of his clients throughout the rest of this post.
As Rogers once told The New York Times, UglyNY serves the market for “great-looking people, people who’ve really been hit with the ugly stick, and everything in between.” UglyNY’s recent clients include Clairol, Walmart, and Vanity Fair. Demand for “real people,” Rogers says, is growing — in part because of the influences of reality TV, MySpace, etc. Plus they are often cheaper.