Saturday, March 17, 2012

FOCUS: Limbaugh's $400 Million Payday

FOCUS: Limbaugh's $400 Million Payday:


Limbaugh's $400 Million Payday
By Eric Boehlert, Media Matters  17 March 12

here was something very telling, and even morose, about the commercial break Rush Limbaugh took deep into his third hour of broadcasting on Tuesday's show. Still at the center of an advertising firestorm that rages around his program as corporate America turns its back on the AM talker in the wake of his ugly, invasive, three-day smear campaign against Sandra Fluke, Limbaugh boasted he had thwarted the left-wing attack and they were the ones "shell shocked" at the turn of events.
But the truth was that for days on his flagship station, WABC in New York, Limbaugh's show had been stripped of key advertisers. Instead, the once robust revenue-generating program had turned into a feel-good forum where during commercial breaks WABC ran nonpaid public service announcements on behalf of the United Negro College Fund and New York Office of Emergency Management. That's because WABC didn't feel comfortable putting lots of advertisers on Limbaugh's show, which up and down Madison Avenue had become poisonous in this wake of his misogynistic Fluke debacle.
So towards the end of his show on Tuesday, the nine-figure salary talk show host went to commercial break and a paid advertiser did pop up. And it was a new advertiser, a sponsor who apparently had signed on amidst the controversy. The sponsor's name? The Holy Name Cemetery in New Jersey, which was advertising a "pre-planning open house weekend."
How fitting.
Whether Limbaugh's show is in the midst of the death throes, only time will tell. But one thing is clear, the radio industry has never seen anything like the sponsorship controversy surrounding Limbaugh's once-untouchable program. And it's certainly never seen anything like the wholesale decision by his syndicator, Premier Radio Networks, to suspend barter ads for two weeks in an apparent effort to ride out the controversy. That was soon followed by news that advertisers are requesting Limbaugh's affiliated stations provide "Rush-free programming grids" so sponsors can verify that their brands aren't appearing on his show.
"It's unprecedented," Holland Cooke, a talk radio consultant, tells Media Matters. He says Premiere's startling advertising move "suggests things are worse than we know."
The question is: How long will stations be able to sustain the ad losses on Limbaugh's show, and how does the host justify his $400 million pay in the face of the advertiser revolt?
The boycott comes at a bad time for Premier's parent company, Clear Channel. A conservative-friendly media behemoth with a soft spot for right-wing radio, Clear Channel continues to struggle not only with a depleted radio audience as more and more consumers migrate away from the AM/FM dial, but it's also sagging under the weight of massive debt.
From a Forbes report, earlier this year:
Clear Channel's consolidated businesses are struggling amid a sea of losses and a $19.9 billion debt load, meanwhile its largest revenue source, radio broadcasting, is a loss leader. Overall, the combined company is set to lose over $200 million in 2011 after notching $4 billion-plus annual losses during the recession.
And now comes the Limbaugh debacle. Like Fox News when it was hit with a sweeping advertising boycott of Glenn Beck's show (a boycott that eventually drove him off TV), Clear Channel executives are downplaying the impact of the current controversy. A company source told the New York Times that the advertising action had only cost the company $1 million per week in lost revenue, stressing the pain to the company's bottom line has been minimal. The source also suggested the company is simply taking advertisers who want off Limbaugh's show and finding spots for them on other Clear Channel programs.
But the boycott is only in its third week and shows no signs of abating. Worse, Clear Channel pays Limbaugh an astounding $38 million annually, or approximately $750,000 each week. So right now, Clear Channel's paying Limbaugh $750,000 weekly for a show that's shedding $1 million from its bottom line every seven days.
With regards to shifting disgruntled advertisers onto other programs, here's the reality: there are a finite number of commercials spots in radio. If you take commercials off Limbaugh's program and shift them to another Clear Channel offering, you're simply bumping commercials that were already in place on the other program. Limbaugh's show sorely lacks national advertisers and moving sponsors onto other shows doesn't change that, nor does it make up for the lost Clear Channel revenue.
Another problem Limbaugh and Clear Channel face is the looming threat that some major talk news stations could drop Limbaugh in favor of Mike Huckabee's new national talk show, which begins to air in April and will compete against Limbaugh during the noon-to-three time slot. Huckabee's show is being syndicated by Cumulus Media Networks, whose parent company owns some of Limbaugh's most high-profileaffiliates, such as WABC in New York, WLS in Chicago, and WMAL in Washington, D.C.
"With the flip of the switch they could take Rush off" major markets, says Cooke, a move he says would do permanent damage to Limbaugh's radio prestige.
Just consider the predicament Cumulus' WABC now faces, filling the dozens and dozens of ad spots each day with unpaid public service announcements. Since the controversy broke, WABC has aired hundreds of them during Limbaugh's show. And yes, Limbaugh's ratings on WABC were already down 37 percent from 2010. (In the New York metro area of approximately 20 million people, just 72,000 people tune into Limbaugh's show each day, according to Crains New York.)
"Talk radio is a business," stresses industry veteran and talk radio consultant Valerie Geller. "And when the money stops flowing, every station looks at every show."
 

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Thursday, March 15, 2012

FOCUS | Why I Am Leaving Goldman Sachs

FOCUS | Why I Am Leaving Goldman Sachs
Why I Am Leaving Goldman Sachs
By Greg Smith, The New York Times
14 March 12
oday is my last day at Goldman Sachs. After almost 12 years at the firm - first as a summer intern while at Stanford, then in New York for 10 years, and now in London - I believe I have worked here long enough to understand the trajectory of its culture, its people and its identity. And I can honestly say that the environment now is as toxic and destructive as I have ever seen it.
To put the problem in the simplest terms, the interests of the client continue to be sidelined in the way the firm operates and thinks about making money. Goldman Sachs is one of the world's largest and most important investment banks and it is too integral to global finance to continue to act this way. The firm has veered so far from the place I joined right out of college that I can no longer in good conscience say that I identify with what it stands for.

It might sound surprising to a skeptical public, but culture was always a vital part of Goldman Sachs's success. It revolved around teamwork, integrity, a spirit of humility, and always doing right by our clients. The culture was the secret sauce that made this place great and allowed us to earn our clients' trust for 143 years. It wasn't just about making money; this alone will not sustain a firm for so long. It had something to do with pride and belief in the organization. I am sad to say that I look around today and see virtually no trace of the culture that made me love working for this firm for many years. I no longer have the pride, or the belief.
But this was not always the case. For more than a decade I recruited and mentored candidates through our grueling interview process. I was selected as one of 10 people (out of a firm of more than 30,000) to appear on our recruiting video, which is played on every college campus we visit around the world. In 2006 I managed the summer intern program in sales and trading in New York for the 80 college students who made the cut, out of the thousands who applied.
I knew it was time to leave when I realized I could no longer look students in the eye and tell them what a great place this was to work.
When the history books are written about Goldman Sachs, they may reflect that the current chief executive officer, Lloyd C. Blankfein, and the president, Gary D. Cohn, lost hold of the firm's culture on their watch. I truly believe that this decline in the firm's moral fiber represents the single most serious threat to its long-run survival.
Over the course of my career I have had the privilege of advising two of the largest hedge funds on the planet, five of the largest asset managers in the United States, and three of the most prominent sovereign wealth funds in the Middle East and Asia. My clients have a total asset base of more than a trillion dollars. I have always taken a lot of pride in advising my clients to do what I believe is right for them, even if it means less money for the firm. This view is becoming increasingly unpopular at Goldman Sachs. Another sign that it was time to leave.
How did we get here? The firm changed the way it thought about leadership. Leadership used to be about ideas, setting an example and doing the right thing. Today, if you make enough money for the firm (and are not currently an ax murderer) you will be promoted into a position of influence.
What are three quick ways to become a leader? a) Execute on the firm's "axes," which is Goldman-speak for persuading your clients to invest in the stocks or other products that we are trying to get rid of because they are not seen as having a lot of potential profit. b) "Hunt Elephants." In English: get your clients - some of whom are sophisticated, and some of whom aren't - to trade whatever will bring the biggest profit to Goldman. Call me old-fashioned, but I don't like selling my clients a product that is wrong for them. c) Find yourself sitting in a seat where your job is to trade any illiquid, opaque product with a three-letter acronym.
Today, many of these leaders display a Goldman Sachs culture quotient of exactly zero percent. I attend derivatives sales meetings where not one single minute is spent asking questions about how we can help clients. It's purely about how we can make the most possible money off of them. If you were an alien from Mars and sat in on one of these meetings, you would believe that a client's success or progress was not part of the thought process at all.
It makes me ill how callously people talk about ripping their clients off. Over the last 12 months I have seen five different managing directors refer to their own clients as "muppets," sometimes over internal e-mail. Even after the S.E.C., Fabulous Fab, Abacus, God's work, Carl Levin, Vampire Squids? No humility? I mean, come on. Integrity? It is eroding. I don't know of any illegal behavior, but will people push the envelope and pitch lucrative and complicated products to clients even if they are not the simplest investments or the ones most directly aligned with the client's goals? Absolutely. Every day, in fact.
It astounds me how little senior management gets a basic truth: If clients don't trust you they will eventually stop doing business with you. It doesn't matter how smart you are.
These days, the most common question I get from junior analysts about derivatives is, "How much money did we make off the client?" It bothers me every time I hear it, because it is a clear reflection of what they are observing from their leaders about the way they should behave. Now project 10 years into the future: You don't have to be a rocket scientist to figure out that the junior analyst sitting quietly in the corner of the room hearing about "muppets," "ripping eyeballs out" and "getting paid" doesn't exactly turn into a model citizen.
When I was a first-year analyst I didn't know where the bathroom was, or how to tie my shoelaces. I was taught to be concerned with learning the ropes, finding out what a derivative was, understanding finance, getting to know our clients and what motivated them, learning how they defined success and what we could do to help them get there.
My proudest moments in life - getting a full scholarship to go from South Africa to Stanford University, being selected as a Rhodes Scholar national finalist, winning a bronze medal for table tennis at the Maccabiah Games in Israel, known as the Jewish Olympics - have all come through hard work, with no shortcuts. Goldman Sachs today has become too much about shortcuts and not enough about achievement. It just doesn't feel right to me anymore.
I hope this can be a wake-up call to the board of directors. Make the client the focal point of your business again. Without clients you will not make money. In fact, you will not exist. Weed out the morally bankrupt people, no matter how much money they make for the firm. And get the culture right again, so people want to work here for the right reasons. People who care only about making money will not sustain this firm - or the trust of its clients - for very much longer.
 

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