Until this week, only one topic was off-limits for questions to Warren Buffett at Saturday’s annual gathering of Berkshire Hathaway shareholders in Omaha: how serious is the Dave Sokol affair?
On Wednesday, however, the company issued an 18-page report from its audit committee about the former star executive’s trading in shares in Lubrizol, a chemicals group later bought by Berkshire, and declared open season for all questions to Mr Buffett.
Here are my seven:
1. How serious is the Dave Sokol affair?
You are the world’s most famous long-term investor. Recently, Berkshire’s shares have lagged behind the S&P 500, but your record of outperformance over more than four decades speaks for itself. Even big, conservative bets, such as the 2009 investment in Burlington Northern Santa Fe railway, have been well timed. But Mr Sokol was a frontrunner to succeed you as chief executive. You lauded him regularly in your annual letter to shareholders. His abrupt resignation and the circumstances surrounding it seem to suggest that this is more than just a blip.
2. Do you love some of your managers too much?
Category: Culture
Obituary: The man who gave the world CDs
Norio Ohga, who was instrumental in bringing the world the compact disc and the PlayStation and is credited with building Sony into a global electronics and entertainment group, has died of organ failure aged 81.
“It is no exaggeration to attribute Sony’s evolution beyond audio and video products into music, movies and games, and subsequent transformation into a global entertainment leader to Ohga-san’s foresight and vision,” Howard Stringer, Sony’s chairman and chief executive, said in a statement.
“By redefining Sony as a company encompassing both hardware and software, Ohga-san succeeded where other Japanese companies failed,” Mr Stringer said.
A musician by training, who was a close friend of Austrian conductor, Herbert von Karayan, Mr Ohga led Sony during perhaps its most successful years, as president from 1982 until 1995, when the Japanese electronics maker became one of the most admired companies in the world.
It was under Mr Ohga that the name Sony came to symbolise Japanese manufacturing excellence and to define what was “cool” in the world of electronics – an image encapsulated in the catchphrase, “It’s a Sony.”
Lonely Planet’s Ambassador
Tony Wheeler, co-founder of Lonely Planet, sits in the lobby of an austere five-star hotel here. Soft-spoken and down-to-earth, the 64-year-old wears a gray dress shirt with dark-blue trousers. He has trimmed gray hair and silver glasses, but his amiable face still hints of the youthful, long-haired traveler featured in photos from the 1970s.
Mr. Wheeler doesn’t need to stay in budget hostels anymore. When traveling to big cities, he checks into luxury hotels. And why not? He founded Lonely Planet travel guides with his wife, Maureen, nearly four decades ago. Since its launch in 1973, Lonely Planet has sold more than 100 million guidebooks to far-off lands, from Antarctica to Zambia and everywhere in between. And this past February the Wheelers sold their remaining 25% stake in the company to BBC Worldwide for £42.1 million (about $69.5 million) after selling 75% in 2007 to the same buyer for £88.1 million. The Wheelers don’t have official roles in the company but will continue as de facto ambassadors for Lonely Planet.
Is Facebook geared to dullards?
Are you ashamed that you find Facebook boring? Are you angst-ridden by your weak social-networking skills? Do you look with envy on those whose friend-count dwarfs your own? Buck up, my friend. The traits you consider signs of failure may actually be marks of intellectual vigor, according to a new study appearing in the May issue of Computers in Human Behavior.
The study, by Bu Zhong and Marie Hardin at Penn State and Tao Sun at the University of Vermont, is one of the first to examine the personalities of social networkers. The researchers looked in particular at connections between social-network use and the personality trait that psychologists refer to as “need for cognition,” or NFC. NFC, as Professor Zhong explained in an email to me, “is a recognized indicator for deep or shallow thinking.” People who like to challenge their minds have high NFC, while those who avoid deep thinking have low NFC. Whereas, according to the authors, “high NFC individuals possess an intrinsic motivation to think, having a natural motivation to seek knowledge,” those with low NFC don’t like to grapple with complexity and tend to content themselves with superficial assessments, particularly when faced with difficult intellectual challenges.
The researchers surveyed 436 college students during 2010. Each participant completed a standard psychological assessment measuring NFC as well as a questionnaire measuring social network use. (Given what we know about college students’ social networking in 2010, it can be assumed that the bulk of the activity consisted of Facebook use.) The study revealed a significant negative correlation between social network site (SNS) activity and NFC scores. “The key finding,” the authors write, “is that NFC played an important role in SNS use. Specifically, high NFC individuals tended to use SNS less often than low NFC people, suggesting that effortful thinking may be associated with less social networking among young people.” Moreover, “high NFC participants were significantly less likely to add new friends to their SNS accounts than low or medium NFC individuals.”
To put it in layman’s terms, the study suggests that if you want to be a big success on Facebook, it helps to be a dullard.
Al Jazeera’s Social Media Experiment “The Stream” Launches Online Today
Al Jazeera’s aggressive expansion into cyberspace hopes to empower a new generation of newsmakers, impact the American news market, and capture the attention of young cable cutters.
Fresh off the wild success of Internet-fueled Middle-East revolution stories, Al Jazeera English today is launching the online component to its forthcoming social media-centered news program, The Stream. It’s the most aggressive integration of social media into a live news program to date. And Al Jazeera says it wants to capture a new generation of cable “cord cutters,” push the limits of so-called “citizen journalism,” and inch into American media territory.
A social storytelling service powers the editorially curated content, which is complimented by community commenting before, during, and after the anchored news show. It’s scheduled to start airing May 2nd.
The 30-Cent Tax Premium: Tax compliance employs more workers than Wal-Mart, UPS, McDonald’s, IBM and Citigroup combined.
There is a lot more to taxes than simply paying the bill. Taxpayers must spend significantly more than $1 in order to provide $1 of income-tax revenue to the federal government.
To start with, individuals and businesses must pay the government the $1 in revenue plus the costs of their own time spent filing and complying with the tax code; plus the tax collection costs of the IRS; plus the tax compliance outlays that individuals and businesses pay to help them file their taxes.
In a study published last week by the Laffer Center, my colleagues Wayne Winegarden, John Childs and I estimate that these costs alone are a staggering $431 billion annually. This is a cost markup of 30 cents on every dollar paid in taxes. And this is not even a complete accounting of the costs of tax complexity.
Like taxes themselves, tax-compliance costs change people’s behavior. Taxpayers, whether individuals or businesses, respond to taxes and tax-compliance costs by changing the composition of their income, the location of their income, the timing of their income, and the volume of their income. So long as the cost of changing one’s income is lower than the taxes saved, the taxpayer will engage in these types of tax-avoidance activities.
The Real Housewives of Wall Street: Why is the Federal Reserve forking over $220 million in bailout money to the wives of two Morgan Stanley bigwigs?
America has two national budgets, one official, one unofficial. The official budget is public record and hotly debated: Money comes in as taxes and goes out as jet fighters, DEA agents, wheat subsidies and Medicare, plus pensions and bennies for that great untamed socialist menace called a unionized public-sector workforce that Republicans are always complaining about. According to popular legend, we’re broke and in so much debt that 40 years from now our granddaughters will still be hooking on weekends to pay the medical bills of this year’s retirees from the IRS, the SEC and the Department of Energy.
Why Isn’t Wall Street in Jail?
Most Americans know about that budget. What they don’t know is that there is another budget of roughly equal heft, traditionally maintained in complete secrecy. After the financial crash of 2008, it grew to monstrous dimensions, as the government attempted to unfreeze the credit markets by handing out trillions to banks and hedge funds. And thanks to a whole galaxy of obscure, acronym-laden bailout programs, it eventually rivaled the “official” budget in size — a huge roaring river of cash flowing out of the Federal Reserve to destinations neither chosen by the president nor reviewed by Congress, but instead handed out by fiat by unelected Fed officials using a seemingly nonsensical and apparently unknowable methodology.
Now, following an act of Congress that has forced the Fed to open its books from the bailout era, this unofficial budget is for the first time becoming at least partially a matter of public record. Staffers in the Senate and the House, whose queries about Fed spending have been rebuffed for nearly a century, are now poring over 21,000 transactions and discovering a host of outrages and lunacies in the “other” budget. It is as though someone sat down and made a list of every individual on earth who actually did not need emergency financial assistance from the United States government, and then handed them the keys to the public treasure. The Fed sent billions in bailout aid to banks in places like Mexico, Bahrain and Bavaria, billions more to a spate of Japanese car companies, more than $2 trillion in loans each to Citigroup and Morgan Stanley, and billions more to a string of lesser millionaires and billionaires with Cayman Islands addresses. “Our jaws are literally dropping as we’re reading this,” says Warren Gunnels, an aide to Sen. Bernie Sanders of Vermont. “Every one of these transactions is outrageous.”
Reforming the Banks
just got back from a very interesting but hectic week in New York and Washington, followed by two days at a conference in Hangzhou. During my meetings I noticed that much of the discussion, and many of the questions I was asked by both government officials and investors, focused on debt levels and reforms in the Chinese financial system. I have written a lot about rising debt in China and am glad that analysts and policymakers seem to be spending a lot more time thinking about balance sheet issues. Every case of rapid, investment-driven growth in the past century, as far as I can make out, has at some point reached a stage in which debt levels rose to unsustainable levels and precipitated either a debt crisis or a long grinding adjustment period.
The reason debt levels always seem to grow unsustainably, I suspect, is that in the initial stages of the growth model much if not all of the investment is economically viable as it pours into building necessary infrastructure whose profits and externalities exceed the cost of the investment. The result is real growth. At some point, however, the combination of subsidies, distorted incentives (in which investment benefits accrue to those making the investment while costs are shared broadly through the banking system), and very cheap financing costs leads inexorably to wasted investment and debt rising faster than asset values. This is when the debt burden begins to rise in an unsustainable way.
Tiësto: Electronic Music’s Superstar
If we needed evidence that electronic dance music is a force in pop culture, last weekend’s Ultra Music Festival held downtown here provided it. Some 150,000 tickets were sold to the three-day event–about equal to the total for last year’s Coachella Music & Arts Festival in the desert town of Indio, Calif., and about twice the number for June’s Bonnaroo Music & Arts Festival in Manchester, Tenn.
Whereas Coachella 2011, next month, will feature Arcade Fire, Kanye West, Kings of Leon and the Strokes as its rock and pop headliners, and Bonnaroo will offer Eminem, Robert Plant & Band of Joy and a reunited Buffalo Springfield (as well as Arcade Fire and the Strokes), the biggest name at Ultra Music–at least to a mainstream audience–was Duran Duran, which was here to promote its new album. But traditional measurements for rock-and-pop success are irrelevant in the electronic-dance culture. Witness Tiësto, the stage name of the Dutch disc jockey, producer and composer Tijs Michiel Verwest, the headliner on Friday, Ultra’s opening night. Though he’s never had a crossover radio hit and his solo albums sell modestly, Tiësto is a major international star, as confirmed by one familiar evaluation: His annual income apparently exceeds $20 million.
Social Media Marketing: The Fickle Value of Friendship
In a glass box in the middle of a PepsiCo marketing department, five people are staring at a huge bank of screens showing a constantly updated river of tweets, “likes”, praise and damnation from consumers of Gatorade, the company’s sports drink.
“Doing it in a glass room means every single person in the marketing organisation is seeing the insights brought to life in real time. It reminds them how important it is to know the heartbeat of the consumer,” says Bonin Bough, global director of digital and social media at PepsiCo. “I really feel like it is the future of marketing.”
A similar scenario is playing out in marketing departments around the world. A survey of members of the World Federation of Advertisers, a grouping of multinational brands, by Millward Brown found that 96 per cent were spending more of their budgets managing Facebook pages, Twitter accounts and other social media, racing to accrue fans, retweets and that elusive but ubiquitous quality: engagement.
However, the research also found that few knew why they were doing it – half were “unsure” of the returns they were getting from their efforts, while more than a quarter found the payback was “just average or poor”.