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 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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