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To: Jim Willie CB who wrote (11870)1/16/2003 4:12:06 PM
From: stockman_scott  Respond to of 89467
 
Maybe we should pay attention to the veterans...fyi...

Message 18453693



To: Jim Willie CB who wrote (11870)1/16/2003 4:18:10 PM
From: stockman_scott  Respond to of 89467
 
Guidance Is for Show, Cutting Capex Is for Dough

By Bill Fleckenstein
01/15/2003 17:54

As is always the case when a company like Intel INTC reports earnings, it was big news, and the mixed message therein caused not much of a ripple in our overnight futures markets and foreign markets. (Much more about Intel below.) The market opened in a bit of a giddy fashion, trying to focus on the "good" parts of Intel's news and ignore the bad parts, as well as the awful news from semiconductor-equipment maker Teradyne TER .
Risk Moves Back In With Aunt Fannie: In essence, the market opened down fractionally and within about two minutes was just squashed, such that about an hour into the day, all the averages were down 1%. The SOX was down 3%, led by semiconductor-equipment stocks. (More about that below, also.) The bank stock index was down 1.5% as well, perhaps on the back of Fannie Mae's FNM charge of $1.38 billion to reduce the value of certain derivatives. Whether that stirred people up, I don't know, but I did think it was rather interesting. In any case, the early morning initially saw "muscle" trying to buy equipment stocks right off the bat, but when that fizzled, the tech tape broke quickly.
Tool-and-Dyed Red Shops Sprout on Wall: After the early morning whoosh downward, the market continued to sag until about midday. From there, it made an attempt to grind higher, but that fell apart in the last hour, and we settled pretty near the lows of the day. Interestingly, volume was a fair bit chunkier today than yesterday, though it continues to remain on the subdued side of things. Basically, my screen was a sea of red today, though within that, I saw few outsized declines. In fact, it might be argued that the semiconductor-equipment stocks held up rather well, all things considered.

Meanwhile, the question now becomes whether guidance on the earnings front will turn the tape lower, as I expect, or whether there is enough money and optimism out there to power right through any negative news. Speaking of news, tonight's announcements from tech world will pale in significance, compared with what heavyweights like IBM IBM and Microsoft MSFT report tomorrow night.

Away from stocks, fixed income was slightly higher, while the dollar was lower once again. The metals were mixed, with silver up fractionally and gold down fractionally, apparently thanks to some central bank selling out of Portugal.

Forked-Tongue-and-Cheek Gazette: Turning to the news last night, I think we can ferret out what's really happening by taking a look at the results and comments from Teradyne and Linear Technology LLTC . But first, some thoughts on Intel's first-quarter guidance. Regular readers know my expectation has been for rather horrific Q1 guidance in general. That was really not the case with Intel, at least in terms of revenue guidance. Intel is trying to hold to a range of $6.5 billion to $7 billion, down about 6% sequentially. It formed that target on the basis of "historical seasonal patterns."

Index Close Change
Dow 8723.18 -119.44
S&P 500 918.22 -13.44
Nasdaq Composite 1438.80 -22.19
Nasdaq 100 1073.60 -21.27
Russell 2000 395.53 -2.92
Semiconductor Index (SOX) 324.94 -11.79
Bank Index 786.08 -12.92
Amex Gold Bugs Index 139.85 +1.12
Dow Transports 2360.51 -22.21
Dow Utilities 221.36 -0.79
NYSE advance-decline -817 -1,513
Nikkei 225 8611.75 +58.69
10-year Treasury Bond 4.07% -0.013

I think those revenue estimates have almost a zero chance of being met, because this quarter is not going to be "seasonally typical." When one looks at what Intel has been doing, I think it doesn't really expect that either, since the company slashed capital spending plans to about $3.7 billion. It's one thing to try to hold your guidance for revenue in an optimistic fashion, and another thing to cut capex and lay off employees. Perhaps that accounts for Andy Bryant's less-than-spectacular verbiage when he acknowledged "no underlying economic growth" and said he didn't know if PC demand was recovering. For all the excitement around Intel's beating the number, it's worth noting that the stock closed on the low of the day, down 2.5%. At least today, "the market" voted my point of view.

Priced for Perfection, Worthy of Defection: It's interesting that last week so many in the dead-fish community were looking for Intel to increase capex plans. Why anyone would expect Intel to raise capex, given the state of the market it sellsinto, is beyond me. For that matter, why would anyone want to buy semiconductor-equipment stocks at a price-to-sales of over four times that of the "bottom" in 1990, when the companies themselves are announcing layoffs, when big discounting is ubiquitous to their business, when capacity utilization at many fabs is 40%, and fabs are being sold at dimes on the dollar? (For example, just today, Microchip MCHP put a fab up for sale.)

In essence, the securities in this business are almost priced for perfection when, in fact, the wheels may be coming off the bus. Let me quickly add that if all the foregoing were happening, and these stocks were statistically cheap, then one might be tempted to bottom-fish, on the assumption that the bad news was priced in and the risk had been squeezed out of the price. Now, however, the opposite seems true.

Intel Baloney vs. Twin Testimony: The sad state in which the industry finds itself was described by Teradyne's CEO, George Chamillard, as follows: "The combination of a weak economy, weak demand for technology products, and the uncertain world situation overwhelmed the recovery we had begun to see in the first half of 2002," adding, " Unfortunately, none of those negative factors has changed as we enter 2003 the emphasis is mine ." Parenthetically, I might note, due to a write-off, Teradyne wound up losing $423 million, which was more than the $333 million in revenue it reported.

I think that Mr. Chamillard's view, vs. whatever optimistic outlook people are choosing to read in Intel's guidance, is more aligned with the facts. My belief is that things are worsening in the technology sector, as well as in the economy at large. Consumers are paring back because they can see the massive fiscal dislocations occurring at the state and local levels. They note the cuts in services, the rise in taxes, and layoffs. Then there is whatever consternation and postponement of decisions that will be made as the apparent war with Iraq approaches. In any case, I believe that Q1 is liable to be worse than people think, and notwithstanding the companies that try to put on a brave face like Intel, I expect many of them to guide lower.

Turning to another company that's supremely expensive, Linear Technology echoed Teradyne's cautionary comments when it discussed guidance for this upcoming quarter: "Backlogs are low, and customers continue to order only to near-term demand. Therefore, confidently and currently forecasting short-term future results continues to be difficult." But then it speculated about happier times to come, adding "However, the March quarter is customarily the emphasis is mine stronger for us, and we expect some improvement in demand." Linear Technology beat the number, though in part because it slashed R&D sequentially.

The company also saw pretty severe pricing pressure as ASPs declined from $1.70 to $1.54. This is not supposed to happen to analog companies, because of their proprietary designs, and the level of pricing pressure just demonstrates how tough business is. Trading at 13 times sales, Linear Technology is a very dangerous stock to own. In any event, here is another example of a company trying to put on a brave face as it assumes this quarter will be historically similar, when the odds as I see them are that it will not be able to make the number.

"Beat the Overvaluation": However, even to discuss "making the number" indicates that we are still playing the ridiculous game called "beat the number." In all the Wall Street parlance, people lose sight of the real problem with these technology companies, which is that they are so expensive. For instance, I think Intel will be lucky to make 50 cents this year, so it's trading at 35 times earnings for basically a no-growth, saturated market. The semiconductor-equipment companies likely won't make any money, either, so their price-to-earnings are truly astronomical.

These very generous valuations imply stocks that, to repeat, are almost priced to perfection, at the same time that their company fundamentals are deteriorating due to a weak economy and saturation in the business. (The problems that I delineated for tech companies are also true for many other companies, but to a lesser extent.) Currently, there are no new drivers of technology, and yet there is no shortage of people who keep coming back to this sector. I think that disconnect demonstrates how speculatively oriented the tape in general continues to be.



To: Jim Willie CB who wrote (11870)1/16/2003 9:12:51 PM
From: stockman_scott  Read Replies (1) | Respond to of 89467
 
JP Morgan says risk exposure in gold derivatives less than 10 mln usd

[this was borrowed from another website...we should see more on it soon]

NEW YORK (AFX) - JP Morgan Chase, answering charges by a pressure group that it may be facing excessive risks in the gold market but not disclosing them, said its exposure to gold including derivatives is less than 10 mln usd...

ad.iii.co.uk



To: Jim Willie CB who wrote (11870)1/17/2003 12:14:42 AM
From: stockman_scott  Respond to of 89467
 
The bear facts about pensions

Jan 15th 2003

From The Economist Global Agenda

The three-year bear market has left many companies with big pension shortfalls, which may weigh heavily on share prices for years to come

economist.com



To: Jim Willie CB who wrote (11870)1/17/2003 10:06:45 AM
From: stockman_scott  Respond to of 89467
 
The importance of the US dollar

gmstechstreet.com



To: Jim Willie CB who wrote (11870)1/17/2003 10:26:11 AM
From: stockman_scott  Read Replies (1) | Respond to of 89467
 
U.S. war on deflation threatens global economy

yomiuri.co.jp

Jesper Koll Special to The Daily Yomiuri

Around the world, a growing number of economists are trying to forecast movements in financial markets on the basis of predictions about what will happen to economies. Unfortunately, much of this may be a waste of time. More often than not, the financial markets determine the future course of economies.

Given the dramatic decline in global stock markets and the relentless drop in interest rates during 2002, this should make economic forecasting for this year easy: The world economy may be headed toward a deflationary decompression. The good news is that central banks around the world are on to this and are beginning to mobilize for a fight against it. The prospects for a real fight are serious because the war is being led by the U.S. Federal Reserve--the very center of the global financial system.

On Nov. 21, Ben Bernanke, who was appointed to the U.S. Federal Reserve Board in August, made an extraordinary speech titled "Deflation--making sure it does not happen here." Bernanke made it very clear that the Fed would not hesitate to implement radical and unorthodox policy to ensure that "any deflation would be mild and brief."

Bernanke stated that the Fed would not hesitate to buy corporate bonds or make zero-rate loans to banks against corporate commercial paper collateral, in addition to being ready to buy foreign government debt.

These are important policy statements that mark a true regime shift. The U.S.-centered war against deflation is starting. Global central bankers will have no choice but to follow.

For Japan, the key implication could be negative. There is no historic precedent of an economy pulling out of deflation, however mild, without a currency depreciation. So the greater the risk of deflation in the United States, the harder it will be for Japan to prevent an appreciation of the yen. The coming U.S.-centered war against deflation may very well force a sharp acceleration in deflation in both Japan and Europe.

Downward pressure on the dollar is indeed mounting. For years, global investors put their trust in the United States' future. They regarded the United States as the best bet for a combination of new technology, new entrepreneurs and solid policymaking to pull off a super productivity and growth cycle. They regarded it as the world's largest and richest developing economy and emerging market.

Think about it: The U.S. economy has low savings and lots of potentially profitable investment opportunities. Return on capital must thus be high to attract this investment. In contrast, Japan and Europe are mature developed economies ensnared in a combination of high savings, excessive domestic investment and inflexible labor markets.

As a result, Japan and Europe offer a relatively low rate of return on capital. In the real world, surplus savings thus flow from where returns are low to where they are high. This was the fundamental bullish case for the dollar.

Whether a strong dollar is in the best interests of the United States or not is debatable, but a strong dollar certainly reflects global confidence in U.S. economic leadership.

However, before long, the dollar may become an overvalued currency, with an unsustainably large current account deficit and falling import prices fueling deflation. Thinking the unthinkable, the real concern for the global economy at the start of 2003 is that the United States will be the last and largest economy to suffer an emerging market crisis, in which foreign capital inflows become outflows and the dollar collapses. To defend the currency, Fed Chairman Alan Greenspan would have to raise rates, causing Wall Street to crash and the property bubble to burst, and other negative side effects.

One prescription for such a U.S. crisis would be an International Monetary Fund-style package. The IMF approach to crisis-hit developing economies says that the elimination of a current account deficit must be achieved through deflation rather than through devaluation. The IMF would almost certainly mandate that the Fed raise interest rates even further, and the budget deficit be cut to reduce excessive domestic demand.

In reality, of course, the opposite is poised to happen. This is because the Fed's primary focus is the opposite of the IMF prescription. It wants to inflate and will do so in a clear, decisive and ruthless manner. Too much has been learned about the collapse of asset bubbles and the threat they pose in destabilizing the financial system and unleashing unpredictable forces of deflation through negative wealth effects.

No, the most likely response to a crash on Wall Street is that rates will be slashed even further and the world will be flooded with U.S. dollars. The yen could shoot to 80 yen to the dollar or even higher. This really would kill any hopes of a global recovery.

Clearly, the United States will not lift a finger itself to stop the dollar's fall. It has not got sufficient foreign currency reserves to do so. If private borrowers of nondollar currencies go bankrupt, the U.S. government will not take responsibility for these private foreign liabilities--it will simply allow them to default.

Unlike poorer and smaller developing countries such as Thailand, South Korea or Russia, the United States as the world's largest developing debtor country can and will force its creditors to deal with the problem. Specifically, if default causes problems for Japanese banks and life insurers, the Japanese will have to bail them out. If the yen gets too strong, the Japanese will have to intervene to support the dollar. The United States will not borrow from the IMF or deflate domestic demand to bail out foreign lenders. Instead, the United States will force creditor countries to reflate demand.

Already over the past few months, the global decline of the dollar may be signaling that Japan and Europe will be forced to shrink their trade surpluses--exporting less and importing more--while the United States exports more and imports less.

To make up for their loss of exports, both Japan and Europe will have to reflate domestic demand. In other words, right now the world economy is under the threat of major deflation risk stemming from the U.S.-centered war on deflation.

Of course, none of this will happen as long as global and U.S. investors are willing to finance the dream of the United States' superior entrepreneurs, relentless technological innovation and outstanding policy leadership.

However, if the enthusiasm stops--and history suggests that the higher the expectations, the greater the room for disappointment--the world's central bankers and policymakers will have a real policy coordination problem to deal with.

The best safety net for both Japan and Europe is to speed up deregulation and foster an entrepreneurial revolution that creates jobs, wealth and the dream of a productivity explosion. Japan and Europe must start beating the Americans at their own game and become emerging markets offering high prospective returns. The more Tokyo and Brussels do to create domestic growth opportunities, the less they have to fear from U.S. growth sputtering--and the dollar falling.

Koll is chief economist of Merrill Lynch Japan Securities Co.



To: Jim Willie CB who wrote (11870)1/17/2003 9:34:25 PM
From: stockman_scott  Respond to of 89467
 
Antiwar protests are happening all over the country and the world, but the mainstream media are hardly paying attention

Where’s the Dissent?
By Jennifer Barrett
NEWSWEEK WEB EXCLUSIVE
Jan. 16

msnbc.com



To: Jim Willie CB who wrote (11870)1/17/2003 9:47:29 PM
From: stockman_scott  Respond to of 89467
 
Global: A Failed Revolution

By Stephen Roach
(Morgan Stanley -New York)

The setting was perfect. I was the luncheon speaker for our tenth annual Pan-European equity conference in London. There was a noticeable buzz in the room where some 400 clients were gathered. Unlike the previous nine occasions when I had appeared in person, this was to be a video hookup from New York. With the logistics of my complex life preventing me from making the physical trip, technology came to the rescue. Or at least that was the plan.

After a stirring introduction from my colleague, Richard Davidson, I spoke for less than one minute before the screens in London went blank. Not to worry, I was told -- at least there is the well-tested audio back-up. That, of course, also failed in another 15 seconds. The "code red" alert then went out to our support teams in London and New York, and swarms of technicians descended on both sites. Finally, after a 22-minute delay, we were reconnected and the speech went like a charm. Well, not exactly. As is always the case on these video calls, body motions were blurred and staccato-like. And the ever-present time delay of 2-3 seconds gave new meaning to the concept of real-time connectivity and spontaneity.

I am certain that none of this shocks you. This is the way it is in the trenches of the New Economy -- technologies that constantly fail to deliver, fully twenty years into the so-called Information Revolution. Nor are the costs of these technology failures to be taken lightly. They entail an enormous wastage of time by an increasingly frustrated user community. And they are strangling corporate returns of most businesses that have added a new and extensive layer of fixed costs to support the requisite IT infrastructure. What I have called the deadweight of the Information Age is getting heavier and heavier (see my 29 August 2001 dispatch, "Deadweight in the Information Age").

Our tech people get really upset when I write about this. I feel bad for them. They are extremely hard-working and dedicated and will stop at nothing to fix those ever-present glitches. After I penned my last salvo on this topic, I got an immediate response from our senior IT managers. One of my complaints at the time was unstable connectivity -- the remote dial-up that never seemed to work. He gave me his personal assurance that he and his team would fix that once and for all. I was to get my own dedicated T-1 line to my home, the high-speed pipeline we reserve for our branch offices around the world. I was thrilled and gladly took the bribe. I promised to never write a critical piece on IT again. I was that desperate to get my precious laptop to deliver.

A few months went by and no T-1 line. But I knew our IT team wouldn’t let me down. And they didn’t. It was about a year ago over the holiday break, when a convoy of telephone trucks unexpectedly rolled down my street. The T-1 installation brigade had arrived. I confirmed this with the office and was given great assurance that the installation would be quick and painless. Three days of digging and thousands of dollars of property damage later, I threw them out. They were no closer to installing the perfect connection than my plumber. I went off to the local electronics store, bought a cable modem, and hired my own "consultant" to install it. It purrs when I use it.

It was onward and upward from there -- at least so I thought at the time. But then something mysterious happened in the fall of 2002 -- the Information Revolution started to go in reverse. Our servers started crashing with great regularity. The message, "The server has disconnected -- please try again" became a daily occurrence. E-mail abuses increased exponentially -- not just the overload of spam but increasingly frequent notices that my inbox was too full. Then there was the day when several hundred of my brilliant colleagues hit the "reply-all" in an effort to be taken off a misdirected group e-mail list. Our inboxes were stuffed to the breaking point. Chalk it up to carelessness or inexperience, it really doesn’t matter. The time-intensive burden of the cleanup was a price we all had to pay.

Sadly, my laptop also died in the fall of 2002 -- a fatal hard-drive failure. Of course, it happened while I was overseas and cut off from my loyal and dedicated IT support team. My life flashed before my eyes. I was nothing without my laptop. It was as if my heart had been cut out. Fortunately, I had been supplied with a backup laptop that was sitting in my office in New York -- yet another cost redundancy of the Information Age. All we had to do was get the backup to Paris and I was back in business. Easier said than done. French customs are a nightmare. In the end, it took upwards of 30 people working around the clock for three days to get my sleek new ThinkPad to Paris. I will never forget the joy when I saw it in my hotel room.

Little did I know what I had gotten into. The new laptop was not exactly a clone of the old one. The hardware was a step up but the software was not. It came equipped with a Windows 2000 operating system -- supposedly an upgrade from the NT system on my recently deceased clunker. With all due respect to Microsoft, this must be the most unstable operating system ever designed. There is literally not one day that has gone by in the past four months that the system hasn’t crashed -- frozen applications that can only be cured by the notorious "rebooting." When you call the help desk -- and I have done so all too many times to remember -- that’s always the first thing they suggest. Once I asked them why. The answer -- "I don’t know but it works more often than not." My diary tells me I am now wasting at least 30 minutes a day on the Windows 2000 syndrome. The good news is we’re all due for an imminent upgrade to XP. I can hardly wait.

The final straw actually came earlier this week when I was hit with the password-reset drill. For security purposes, we must change the code every few months. I followed my normal routine of simply changing the number at the end -- it’s worked like a charm for several years and I am able to recycle old passwords effortlessly. Not this time. Multiple unintelligible error messages later and I was back on the line with my friendly help desk. I was told that the new password had to contain an upper-case letter, a lower-case letter and a numeral -- and that it had to be at least eight characters long. I politely informed the support staff that the error message offered no hint whatsoever of what was required. He agreed and noted that he would be mad, too. "I get at least four calls a day from irate users like you, sir," he said matter-of-factly. Multiply that experience by the ever-increasing number of passwords that are emblematic of the Information Age -- what I have dubbed PPS (password proliferation syndrome) -- and I think we have a problem.

I am the first to concede that macro should not be based on anecdote or personal testament. But I don’t think I’m alone. By my count, America has some 42 million knowledge workers -- managers, executives, and professionals -- who are the warriors of Information Revolution. Add in another 38 million information-support workers -- technical, sales and administrative support workers -- and we’re talking about 60% of the total workforce that grapples with these types of issue on a day-to-day basis. Several years ago, I kept a diary of the time I wasted on IT. My guesstimate back then was around six hours per week (see "The Dirty Little Secret of the Information Age" in the July 21, 1999 issue of US Investment Perspectives). If anything, that number has risen over the past few years.

That’s where the macro gets interesting. Two key implications come to mind -- the first pertaining to productivity. Wasted time is not productive time. And, as documented above, there is far too much wastage in the Information Age. That only compounds the problem of unmeasured work time in an IT-enabled society. Courtesy of ubiquitous connectivity and portable information appliances (cell phones, laptops, PDAs, and the Blackberry), information workers are toiling around the clock -- a far cry from the labor input (34 hours per week) that the government builds into the official productivity calculus. I’ve long stressed that productivity is not about working longer -- it’s about getting more value added per unit of work time. I continue to fear that we are seriously overestimating knowledge worker productivity.

My second concern pertains to the macro of business sector performance -- costs, earnings, and competitiveness. As noted above, the IT spending binge has added a new layer of fixed costs to Corporate America’s cost structure. According to government data US businesses have spent some $3.3 trillion on IT over the past decade alone. The service sector owns more than 80% of America’s installed base of information technology. Courtesy of the information revolution, that means once quintessential variable-cost enterprises -- whose main assets were people -- have been transformed unwittingly into increasingly fixed-cost companies. That puts a new and seemingly chronic squeeze on profitability and competitiveness in America’s vast services sector. The globalization of services only exacerbates this problem. No wonder US businesses have been slashing IT budgets over the past couple of years.

For years, we’ve all heard about the Promised Land of the New Economy. Loaded up with the latest in new technologies, smart and nimble knowledge workers would ride the productivity curve to a new prosperity. The Information Revolution was supposed to give us all that and more. A funny thing happened on the road to that revolution. First, the asset bubble popped. And then the technology disappoints. Maybe some day it will be different. But for now, call it a failed revolution.

morganstanley.com