Nov 21

Today an interesting BIS working paper (292) was released. Anyone remotely interested in economics is probably by now aware that central banks all over the world have gone to great lengths to loosen monetary policy, not only by lowering interest rate levels. Otherwise technical terms such as ‘quantitative easing’, ‘credit easing’, ‘bank reserves policy’ (bank reserves do play a very special role, see the article) are thus commonly circulated in popular media and have almost gone mainstream. While it may be a stretch to call these measures unconventional, the extensive usage at central banks of means other than the interest rate as the main transmission channel of monetary policy has prompted many observers to label those measures creative money printing. Now that is something far more captivating to the general public than the dorky ‘quantitative easing’.

This new paper from BIS tries to classify and appraise the unconventional measures under the broad term balance sheet policies in order to differentiate them from conventional interest rate policies. They define the decoupling principle as paramount for our understanding of that differentiation — i.e. they stipulate that size and structure of a central bank’s balance sheet is independent of the interest rate policy that the central bank pursues.

This is particularly important as central banks need not unwind their balance sheets immediately after changing their interest rate policy, should the economy begin to recover and zero interest rates need to be abandoned. Similarly, the authors hold that specific separate exit strategies for the unconventional measures are necessary. As long as central banks have the same tools at their disposal as they had when creating these measures they can execute differently timed, decoupled policy exits.

I think that we will indeed see significant political pressures towards delays in cutting back on balance sheet policies. This relates merely to the fact, as highlighted by BIS, that central banks have certainly lost much autonomy from their governments and they have essentially taken a variety of further financial risks, including credit, market, exchange etc. Conflicting interests between the central bank and the goverment are hence very plausible. E.g. the government would like to inflate away its increased debt (think of the U.S.), but the central bank might want to get a hold of inflation at the same time (as soon as this becomes an issue).

Exit strategies will need to be well communicated in terms of intent and desired effect, so that their purpose is properly understood by the market, to render them effective. Technically, quantitative easing measures could be easily withdrawn just as liquidity facilities could no longer be extended. Higher collateral haircuts could be applied, etc. This should keep in control potential inflationary issues (at least in the short run; the longer run is more problematic and is explained in the aforementioned article). That is, if hopefully western economies start recovering faster and accelerated credit extension starts taking place, central banks will have the tools to prevent disproportionate and inflationary increase in the actual money supply in the wider economy. As I’ve seen in my current line of work, the ECB has started to pull out some liquidity facilities and has began to filter out eligible collaretal for refinancing much more carefully.

In the end of the day, central banks have also learned plenty. They will try to steer clear out of new imbalances.

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Nov 18

I just came across The Economist’s debate on cloud computing. Stephen Elop, President of Microsoft’s Business Division and Marc Benioff, CEO of Salesforce outline their conflicting views on the future development of cloud computing. After a short scroll, I hold Benioff’s comments for clearly the more biased. I respect what Salesforce has achieved but Benioff’s views are still somewhat utopian. Elop on the other hand manages to deliver a much more realistic and less biased point of view. I am eager to see how Microsoft will realign or reshape their Azure strategy in general. I’m starting to think that some experts have prematurely underestimated Microsoft as the cloud losers.

All in all it’s great to follow these ongoing discussions. I’m especially interested in whether the outlooks I conceived in early 2009 (in my second bachelor’s thesis on cloud computing) will prove to be true in 1 or 2 years’ time. My personal opinion is that this technology is certainly not the “breakthrough” it is marketed to be. Rather, it’s a logical evolutionary step for virtualization combined with better utilization of existing computing capacities. Yet cloud services and cloud technology do make a lot of sense for a variety of business tasks and maybe even more technical tasks. But I guess I’m still skeptical because the cloud hype has to run its natural course first. Eventually, more mature solutions will settle in.

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Nov 17

It surprises me very little that Gartner’s assesment on software spending in CEE/SEE is very negative. Eastern Europe will be the slowest emerging market region in terms of IT spending growth, come 2010. Total growth is expected to be 4% compared to 17,7% for Latin America.

Let’s have a brief look at Bulgaria for a moment.

It is a Gartner -”C” country with IT spending-peers such as the mighty high-tech powerhorses BiH, Macedonia, Montenegro, Albania and Kosovo. However, my observation is that the

overinvestment in IT

in the case of Bulgaria prior to the crisis was in fact second only to the housing boom in terms of growth and overall hype. Although of course generally positive (for the economy, workforce, etc.), structurally it now turns out to be weaker than originally thought and its

sustainability is seriously questioned.

Why? Because as Gartner points out, it was driven to a large extent by the financial services industry and cyclical demand rather than by organic expansion and export-development of the local IT companies. This is a very bold, stir-the-pot generalization and I know. But there is a serious

lack of strong local IT companies

(I know of less than a dozen such) with strong own product portfolios and stable cross-border client base. Let alone established brands.

Maybe now that the overly inflated IT-labor market has cooled down it is time for the bigger bulgarian IT companies to

rethink their strategy.

They already know that they rely too much on perpetually project-based, outsourcing contractual work. E.g. now that local banks aren’t spending they got a problem. While it is still okay to be an outsourcing company, they should probably figure out they need to better reinforce or establish their new own product lines to become

regionally and internationally competitive.

This is a banal and obvious statement and it’s easier said than done. I would argue however that it is now strategically more significant than ever before. How are companies going to achieve that? If you think about it, the only production factor at software houses are their people. From the

HR perspective,

now that skills retention is no longer the biggest concern (attrition rates have gone down dramatically) they need to strategically invest to further develop their own teams. Yes it would probably show on the bottom line and yes it is a recession. Yet they need to either get way better, or in the short-to-medium run get eaten by cheaper, better trained and well organized Indian or Brazilian outsourcing companies that, according to Gartner, will not see drops in demand for their services.

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Nov 16

It is deeply frustrating to see the dire, very risky and potentially disastrous measures that are being taken to revive lending and restore confidence in Bulgaria’s economy. Yes, things do not look good.

Simeon Djankov, the ex-top World Bank economist, now finance minister told FT yesterday that they (because it’s not only his call here) have indeed decided on the unpopular measure of

allocating € 511m of the fiscal reserve (12%) for short-term deposits

at Bulgaria’s commercial banks. At least only at the foreign owned ones which to my knowledge hold more than 80% of the market share.

Now why is this so problematic? Virtually everyone else seems to have loose monetary policy today. However, this is an attempt at loosening monetary policy where monetary policy is by definition and by law extremely limited. The purpose of a currency board arrangement (CBA), especially in Bulgaria’s case, is clearly to prevent such

discretionary central banking practices

that affect domestic lending. Not only would that distort equilibrium in the banking sector, but it would also negatively impact the credibility of the currency board. The currency board is only as good as its credibility. Yes, it may successfully be argued that in the current crisis, economically this monetary loosening measure makes sense. And true, Bulgaria’s new government has done some drastic fiscal cuts in a frantic mid-year budgetary rescue mission. These cuts could have been better executed (more targeted) but have nonetheless helped restore some kind of confidence in the country, as reflected in the significantly tightened CDS-spreads. In sum it’s a very risky undertaking and I surely hope that Djankov manages to execute it properly.

But still, I think that the symbolic value of 1 bn BGN is only a trial version of what could potentially bubble up to something much bigger that would, and most probably will, result in a

controlled currency devaluation

if the crisis continues to persist in 2010. This is exactly the Plan-B strategy that Djankov has in mind. My bet goes for a 20% devaluation in late spring of 2010, i.e.

2,34 BGN for 1 EUR.

I expect many CEE/SEE analysts to start coming up with similar expectations and guesstimates so let us follow the newsflow closely and keep our deposit cash away from Buglarian banks in the meantime.

If anyone is interested as to why and how fiscal reserve operations do damage to the currency board I remember coming across a 2003 article by Prof Steve Hanke (one of the initial authors of Bulgaria’s currency board arrangement) that explains just that.

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Nov 15

Creative interview questions for consultancy companies and technology giants such as Google are nothing new. In fact the most commonly used of them are almost obsolete now and their “correct answers” are widespread. In fact one should definitely

google them

before going to Google’s interview. :) Questions such as How much should you charge to wash all the windows in Seattle? (obviously the market hourly rate or slightly above) or standard Fermi questions such as How many golf balls fit in a school bus? have a common solving pattern as far as a phone interview goes.

However, the popular question How long would it take to sort 1 trillion numbers? now has a very easy answer – 1 minute. The Hadoop project (led by Apache and Yahoo!) managed to benchmark a Petabyte sort in 16 hours, sorting a 1 Terabyte in 62 seconds. It seems that Yahoo! is very serious about bringing Hadoop to become the cloud computing platform. Yahoo’s strategy is to invest and lead the core developement of what is otherwise a free and open source project. They will eventually fully reap fruit and benefit once it really takes off and becomes the widespread standard for distributed applications/MapReduce framework. It will be interesting to follow how Google will actually respond and whether they would, at some later point in time share freely parts of their proprietary BigTable/MapReduce/GFS frameworks just to establish market share there too.

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Nov 15

Two weeks ago, we were discussing in our global marketing class a Brandchannel article from Sept 2008 on BusinesWeek’s Best Global Brands. Now the question was

whether or not these lessons still hold true

in 2009. Surely, the ongoing global financial crisis has brought about paradigm shifts in virtually all businesses and industries. Inevitably, market dislocation caused a lot of business models as well as brands to collapse. Major companies (e.g. GM), small countries (Iceland) and whole industries (e.g. investment banking) were challenged. Other enterprises that were not merely successful, but also had sustainable strategies prior to the crisis found themselves in a better position but arguably all of them had to rethink and redefine their business mix and align their marketing mix to the new reality. Essentially, all of the lessons mentioned in the article are general principles that still hold true. However, the crisis has in my opinion put emphasis on some of their aspects which I have listed below.

Lesson #1: Brand Engagement is Crucial

Strong branding has proven to be very useful in the crisis, bringing further value added. Large companies, especially banks that have established themselves as system-relevant have enjoyed survival by the means of state aid. As an example this shows that having strong branding and a well-communicated strategy has helped very much shape the image of importance needed to qualify for state aid (in addition to objective criteria such as balance sheet size).

Arguably, what Jim Thompson refers to as “the proper training of employees so they embrace and live corporate brand attributes” was less relevant in my view. It was the original business strategy that had failed, not the employees that carried it out. Moreover, the employees have nothing but succeeded in following these wrong policies (e.g. extending credit to unqualified borrowers), regardless of obvious incompatibility with brand culture etc.

Lesson #2: Luxury Brands Adjust to the Tides of the Global Economy

Luxury brands are in a segment more resilient to recessions and market disruptions because their average consumer is affluent and thus likely to remain largely unaffected, hence still continue to consume. Yet, the global crisis has highlighted that paramount to being crisis-proof is proper management. Some luxury brands such as Versace and Zenith (watches) have found themselves in financial trouble, despite their premium status. BMW, on the other hand has seen much less volatility in their sales in a much more troublesome sector. This illustrates that luxury brands are adjusting differently so that this lesson is not always true.

Lesson #3: Know Thyself and Build Trust in Others

Communication policies and openness have proven especially true in times of economic uncertainty. Naturally the “going green” mania has been tuned down recently (although it has not completely gone out of fashion yet) due to more serious issues that need communicating in times of crises. Such as the core businesses values that the customer needs to be reminded of.

Lesson #4: Brands are Defining Borders in the Global Economy

Much as in lesson #1, some strong brands have managed to become system-relevant on a country level (or relevant for whole regions, e.g CEE/SEE/CIS). Thus they have seen additional benefits from their relatively well communicated internationalism. This lesson is still very much valid.

Lesson #5: Technology Continues to Empower the Consumer

Social networking on the Internet and the democratizing of consumer response to brand/company wrongdoings is certainly to the benefit of the consumers. Yet it could also be to the benefit of the company (as in the case of Apple), thereby having a multiplication effect on either sides. Still, this lesson is very true and the trend towards more recognition of that phenomenon from the company’s perspective is likely to continue.

Is there a lesson #6 and is a lesson no longer necessary?

A “back to basics” lesson has to be added. Companies currently reorganize, rethink and redefine their corporate strategies stressing on what they do best. The non-profitable or non-strategic business has to be

divested, deleveraged and deconsolidated

and that is likely to affect the brand as a whole. Therefore my lesson #6 is “focus on what you do best and brand it accordingly”. Pending consolidation and forthcoming M&A activity in many markets it is a good advice for any business to concentrate on core fields of expertise, to take care of its core customers and to reinforce its core cash flow drivers. All of that should be mirrored in an updated brand strategy.

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Nov 14

I wanted to post a link to a very cool blog that belongs to my friend Kosta Atanasov. He’s doing a world trip on a cruiser bike and there are 3 months’ worth of daily reports with some amazing photos available on his blog.

He managed to ride all the way from Sozopol, Bulgaria to Vladivostok, Russia and then ultimately got to Japan. His bike is currently being ferried eastwards to the States and he’s already arrived in L.A.

I encourage anyone who would enjoy his blog to join me and support him via PayPal donations (or SMS), as his trip is being exclusively financed only through his blog. An English version of the blog should be available at www.thefireinside.us.

I am planning a small European trip myself starting spring 2010 on my 2009 Suzuki SFV 650 Gladius. My preliminary route is going to be Austria – Italy – Slovenia – Croatia – Bosnia/Herzegovina – Albania – Montenegro – Greece – Bulgaria – Serbia – Croatia – Slovenia and then back home to Austria. I will be writing an update as soon as I figure out who will be joining me for the trip. Until then, I am impatiently waiting for this winter to be over with :)

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Nov 14

Consolidation of the european airline business seems to be ongoing with full pace with British Airways and Iberia finally agreeing on a merger deal. A new holding company will own both airlines with BA having 55% and IB 45% of the equity.

This is however not a full fledged merger, but actually resembles closely what AirFrance and KLM did some years ago. They kept their original identities while managing to achieve significant cost savings due to streamlining their operations as a team (some doubling routes were rationalized away).

The economies of scale required to be in the airline business nowadays appear no longer to support the existence of “national flag carriers” for smaller European countries. Historically this used to be part of a country’s national pride. Moreover, each and every self-respecting legacy airline just had to fly JFK directly. Yet the formation of airline alliances that started about a decade ago such as Star Alliance, Oneworld and Skyteam has clearly laid out the way to the utilization of common hubs and ultimately to global airline consolidation. It is now fully realistic that in less than 10 years from now, only one carrier from each alliance will be represented in Europe. Namely Lufthansa, AirFrance-KLM and British Airways-Iberia. The rest of the national legacy carriers will operate niche routes or be forced to disappear altogether.

I will be following closely the development of Austrian under Lufthansa. In my opinion their strategy should follow through, i.e. they ought to abandon any westward long haul they have left (e.g. even a presumably profitable route such as JFK) and concentrate purely on strengthening their strategic Eastern Europe and Middle East position with VIE as a main hub.

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Nov 12

Welcome to Strategies and Cheese.

The appearance of my first post is fortunately aligned with some good news that just came out an hour ago.

According to the shortly released data the recession is Western Europe is already over in Q3 2009. A breath of fresh air. Seasonally adjusted GDP stats as well as industrial production show significant hikes compared to the previous quarter. Growth figures are: 0,4% p.q. for the euro area, 0,7% p.q. for Germany and what is even more surprising 0,9% p.q. for Austria.

Austria managed also to keep an otherwise insignificant growth of private expenditure of 0,1% p.q. which on the other hand currently outperforms most, if not all euro area countries. A tax reform is primarily “to blame” here. Seems that lowering taxes is always a good thing, even in a recession. Even though the reform was initiated in the aftermath of the summer 2008 oil-driven inflation, long before most people thought that a crisis would be forthcoming. Oh well.

Although the euro area rebound was largely expected and even anticipated to be stronger for some countries, it is still reassuring that the worst part of the recession is over. Q4 will most probably bring similar positive growth figures due to restocking and stronger exports. Yet in 2010, lower private consumption due to higher unemployment along with less public expenditure due to tighter public finances in most countries will put pressure on EU-wide GDP growth. Some analysts expect positive, albeit lower pace growth in 2010 but I am more than convinced that we will see a negative quarter here or there in some euro area countries. It is however unlikely in my opinion that we’d slip in yet another recession in 2010 (i.e. negative growth in 2 subsequent quarters).

I will try to find some time to blog about my expectations for 2010 for CEE/SEE…

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