'CEO'에 해당되는 글 15건

  1. 2008.11.26 The Market For Yahoo!'s CEO by CEOinIRVINE
  2. 2008.11.23 Judge orders Microsoft CEO to testify in lawsuit by CEOinIRVINE
  3. 2008.11.22 Citigroup Shares Keep Sinking by CEOinIRVINE
  4. 2008.11.17 No bonus this year for Goldman Sachs CEO Blankfein by CEOinIRVINE
  5. 2008.10.18 BitTorrent : 'Do I Look Like a CEO by CEOinIRVINE

The Market For Yahoo!'s CEO

Elizabeth Corcoran

Who do you think will get the top job? Intrade and Forbes.com want to hear from you.




The stakes for picking the next chief executive of Yahoo! are beginning to mount--quite literally.

Online market-predictions firm Intrade, in conjunction with Forbes.com, is opening a market for people to speculate on the next chief executive of Yahoo! (nasdaq: YHOO - news - people ). Intrade created the market.

Forbes pulled together a list of candidates for the job. (See "In Pictures: Candidates For Yahoo!'s CEO.") And we want to hear your opinions, too.

Silicon Valley has been rife with ideas about who could lead the Internet pioneer since co-founder Jerry Yang said he would step down. Such speculation, much like picking the Cabinet members for the upcoming Barack Obama administration, spurred Intrade and Forbes to start a market that lets people put down their predictions about who might become Yahoo!'s next CEO. Intrade delivers not just the wisdom of the crowd but the attitudes of those who care enough about an issue to put a little something at risk.


Intrade, which launched its marketplace in 2001, has some 200,000 registered members. The number of active users is in the tens of thousands, says John Delaney, chief executive of Intrade, which is based in Dublin, Ireland.

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Any one transaction is relatively small, on average about $25 apiece. (Intrade charges 5 cents per transaction.) But those stakes add up: Trading on contracts about whether John McCain or Barack Obama would win the U.S. presidency totaled $28 million. Pundits all across the political spectrum, from the Cato Institute to AEI Brookings, as well as the U.S. Federal Reserve, the European Central Bank, the Bank of Japan and the political candidates themselves have gotten data from Intrade, says Delaney.

"The markets we list for trading that fascinate people the most are highly correlated to current events," Delaney observes. Until the election, political questions drove activity on Intrade. Now attention has shifted to the economy, he says.

Here's how it works. Intrade opens a market, say, by listing the candidates for Yahoo!'s chief executive spot. Members then take a position on a "contract" that corresponds to the probability that they think the event will take place.

Each single contract, like a share, has a maximum value of $10. Winning trades close at 100 points (or $10). Losers get 0. Say you think that candidate A has a 10% chance of getting the Yahoo! top job, you would buy shares in that candidate at $1. If you're right, you will be rewarded with $9 per share you bought.

Precisely who gets picked to run Yahoo! is attracting intense interest, particularly in technology circles. Although the Internet pioneer has been perceived to be adrift, it still boasts some of the highest traffic of any site on the Web. Many--including the U.S. Federal Trade Commission--continue to see Yahoo! as a significant competitor to Google (nasdaq: GOOG - news - people ) in the increasingly important area of online advertising.

"It is a very big opportunity. Yahoo! is an extraordinary asset," notes John Battelle, chairman of Federated Media Publishing. Battelle conducted an onstage interview with Yang in early November at the Web 2.0 conference in San Francisco, less than three weeks before Yang said he would relinquish the CEO spot.

The question is inextricably bound up in what direction the board feels the company should take. In his conversation with Battelle at Web 2.0, Yang set off a fresh round of speculation by asserting that "today I'd say the best thing for Microsoft to do is to buy Yahoo!."

"Intrade is about providing transparency about what might happen tomorrow," Delaney asserts. And so far, Intrade's results are looking pretty good.




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A federal judge has ordered Microsoft Corp. CEO Steve Ballmer to testify in a class-action lawsuit challenging the company's marketing of its Windows Vista operating system.

U.S. District Judge Marsha Pechman ruled earlier this year that consumers could pursue a class action suit against Microsoft for labeling some PCs as "Vista Capable," even though many were not powerful enough to run all of Vista's features.

Microsoft had opposed the motion to depose Ballmer. But Pechman wrote Friday that plaintiffs had shown that Ballmer may have had unique knowledge of the "Vista Capable" program.

Ballmer must give a deposition in the next 30 days.

A Microsoft spokesman says the company will comply with the order.

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Citigroup Shares Keep Sinking

The bank's board meets as Wall Street wonders whether CEO Pandit can withstand the pressure, or if he'll be forced into a deal or U.S. rescue

Citigroup's shares continued their breathtaking decline on Friday, Nov. 21, despite a broader market rally, indicating that time is quickly running out for Chief Executive Officer Vikram Pandit.

Pandit continues to fight mightily to restore confidence in the market. He pronounced that he has no intention to break up the global bank and that he has enough capital to withstand a tough consumer recession. But with the stock finishing down another 20%, to 3.77, from its 4.71 close on Nov. 20, speculation continued to mount that he will have little choice but to cede the bank to government control.

A dwindling market cap means Citi (C) faces extreme difficulty in either its ability to raise capital or to market itself in a sale. "When you have a decline in the share prices of this magnitude and depth, it is a signal that the company is going under," says Martin Weiss, founder of Weiss Research. "The share price is providing the clearest canary in the coal mine."

Weiss says it is now up to the Treasury Dept. and the Federal Reserve to figure out if they want to nationalize Citigroup, à la Fannie Mae and Freddie Mac. "Someone is going to have to step up and say 'enough.'"

If Citi were to require a government rescue, it would be by far the largest bank failure in history. Citi has $2 trillion in assets, or approximately six times more than Washington Mutual's and three times more than Wachovia's.

Derivatives Drama

Moreover, the prospect of a failure by Citi poses far greater challenges to regulators, due to its massive derivatives holdings. Those derivatives are essentially side bets on interest rates, currencies, and other markets, as well as bets on the probability of defaults by other large corporations (credit default swaps). At midyear—June 30, 2008—the Office of the Comptroller of the Currency says, Citi's primary banking unit, Citibank NA, held $37.1 trillion in total notional value derivatives, including $3.6 trillion in credit default swaps. Those swaps in recent months have proven to be the most dangerous category. In contrast, Wachovia bank, bought out by JPMorgan Chase (JPM) in a deal brokered by the regulators, had only $4.4 trillion in total notional value derivatives, among which $404 billion were in credit default swaps.

Although the notional value overstates the true market risk of derivatives, another oft-underestimated risk is a bank's exposure to the possibility that some of its trading partners might default on their side of the transaction. For each dollar of risk-based capital, Citibank was exposed to $2.58 in such credit risk on June 30, according to the OCC. In contrast, Wachovia's exposure was 52.7¢ on the dollar, or only about one-fifth of Citi's in proportion to capital.

Not everyone has given up hope. Mike Mayo, bank analyst at Deutsche Bank (DB), issued a note early on Nov. 21 saying there is still fundamental value at Citigroup that justifies a $9 price target. He estimates that Citi has $100 billion of cushion to cover an estimated $50 billion on losses.

In a town hall meeting on Nov. 17, Pandit warned the market that losses in the bank's consumer loan portfolio could rise between $1 billion and $2 billion each quarter from now through the first half of next year—far less than Mayo's figure. But the market was struck more by what Pandit did not say: The bank classified some $80 billion of distressed assets into "held for investment," a subjective accounting category that allows the bank to set aside risky and hard-to-value assets in hopes for a recovery.

Eleventh-Hour Partner?

Many doubt those assets will recover and assume they will eventually be another hit to the bank's balance sheet. Stuart Plesser, an equity analyst with Standard & Poor's, says investors "looked suspiciously at those assets [and figured] they were not priced sufficiently."

Some Wall Street analysts are still floating the idea that Citi may find an 11th-hour business partner. Goldman Sachs (GS), Morgan Stanley (MS), and even American Express (AXP)—Citi founder Sanford Weill's dream acquisition in the old days—have been raised as potential suitors. Still others are circumspect about the timing: "I don't believe there is any other financial institution in the world today that has the capital or is crazy enough to take on Citigroup," says Weiss.

Pandit, the board, and other Citi executives were huddled in meetings since early Friday morning. But with the headwinds of the market, their choices are dwindling.

"This is a different ball game we're in; this is moving into a lack-of-confidence game," says Plesser. "We're talking about the fear of institutional trading partners taking deposits and wealth management clients fleeing, which would remove the value of that business. If that is occurring, we have to have a plan to sell before it loses its value. At these levels, it's out of their hands."





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NEW YORK (AP) -- Goldman Sachs Group Inc. CEO Lloyd Blankfein and six other top executives at the bank will not be receiving cash or stock bonuses for 2008, a spokesman said Sunday.The decision was made by the seven executives themselves, said spokesman Lucas Van Praag, and approved Sunday by the Wall Street firm's compensation committee. The executives made the decision "because they think it's the right thing to do," Van Praag said

The seven executives include Blankfein; Presidents and Co-Chief Operating Officers Jon Winkelried and Gary Cohn; Vice Chairmen John Weinberg, J. Michael Evans and Michael Sherwood; and Chief Financial Officer David Viniar.

They will receive no cash bonuses, no stock, and no options for 2008 -- just their salaries, the spokesman said. Companies typically release compensation figures for top executives in the spring as part of their annual proxy statements.

Last year, Blankfein received total compensation of $54.0 million, according to calculations by The Associated Press -- making him the 6th highest paid CEO at a Standard & Poor's 500 company in 2007. His salary that year was $600,000.

Goldman Sachs, like other financial institutions, has been struggling this year with the soaring mortgage defaults and the seize-up of the credit markets.

Goldman and Morgan Stanley were the only major U.S. investment banks left standing after the buyout of Bear Stearns Cos. by JPMorgan Chase & Co., the bankruptcy of Lehman Brothers Holdings Inc. and Merrill Lynch & Co.'s sale to Bank of America Corp.

Shortly after Lehman's collapse, Goldman and Morgan Stanley became bank holding companies -- a move that subjects them to more oversight from the Federal Reserve, but that also gives them permanent and wider access to the central bank's lending programs.

Goldman's shares closed Friday at $66.73, down $3.26, and are down 69 percent since the start of the year. The firm is in the midst of cutting about 3,200 employees, or about 10 percent, of its staff worldwide.



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Cohen in San Francisco, where his quirks aren't seen as a big deal

Bram Cohen's brain works differently from most people's. He has Asperger's syndrome, a condition that keeps him rooted in the world of objects and patterns, puzzles and computers, but leaves him floating, disoriented, in the everyday swirl of human interactions.

When Cohen was in his late twenties he sat on a wooden chair with a Dell (DELL) keyboard on his lap for the better part of nine months writing a software program. In 2001 he introduced BitTorrent, an ingenious, disruptive, and controversial piece of technology that is available for free and lets people easily exchange huge amounts of digital information,from software upgrades to videos. Pirated movies have always been the most popular files shared. They, along with more legitimate files, now generate about half of all traffic on the Internet.

BitTorrent brought Cohen fame and notoriety. It turned him into a folk hero and a Hollywood villain. Later, to reclaim the program for himself and possibly for some greater good, Cohen was obliged to become something else he had never considered: a boss. Four years ago, at age 29, he co-founded a company, BitTorrent, to build a business around his software. He got good money from venture capitalists but is still trying to find a convincing strategy.

For Cohen, this has been a fraught journey into the sometimes bewildering world of the office. The social conventions that ease everyday interactions can still elude him. He doesn't like to shake hands or wear shoes or make small talk. He often plays with a Rubik's Cube. Sometimes when he is outraged, or more often when he is fatigued, he bursts forth with unwelcome candor. He can be oblivious, lecturing on solar cells or economic theory or euphemisms until someone stops him.

Cohen's predicament is not so unusual. Asperger's, only formally recognized in the mid-1990s, is being diagnosed with increasing frequency. Many psychologists view it as a mild form of autism, though that definition is controversial; some advocates believe it is simply a different way of being. In the coming years more people like Cohen will arrive in the workplace, and their presence will have significant consequences, perhaps most obviously in the way we communicate.

Cohen's childhood in Manhattan was one of isolation. He lived comfortably enough with his mother and father and younger brother, Ross, and they shared a vigorous intellectual life. But he had no friends. At 16, he could program in three languages. Yet he could not comprehend the social hierarchies of adolescence. "I was picked on a lot," he says. "There was something obviously wrong with me. But it wasn't acknowledged until I was much older that something had always been off-kilter. Were I to have to redo high school, I would just drop out immediately." He attended the State University of New York at Buffalo for one miserable year and then left.

"THIS IS STUPID"

Back in Manhattan, staying with his parents, he struggled in the working world as a computer programmer. "At first he would be enthusiastic, and then pretty soon he would tell the people who were running the startup they were doing things wrong," says his father, Barry, a writer who had returned to school to study computer science. "If they didn't listen to him—and they never did—he would say 'this is stupid' and he would quit."

By 1997 the code rush was on, and Cohen went west. In San Francisco he felt at ease, and even a bit elated, surrounded by other computer geeks. Here his trouble deciphering human complexities, his seeming indifference to social imperatives, and all his quirks of character were mostly viewed as beside the point. The point was what he could accomplish. In this, Silicon Valley is not as distinct a place as it might seem. Psychologists have noticed clusters of people with Asperger's wherever there is a concentration of high-tech companies.

It took Cohen a few years and several more startups before he discovered what he wanted to do: find an efficient way to share huge amounts of digital data.

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