Tag Archives: Commentary
by Chris Roush
Lance Williams, the business editor of The Tennessean in Nashville, writes about the paper’s new columnists for the business section.
Williams writes, “To that end, I’m pleased to introduce some new names and faces that will be providing expert commentary on a number of key topics for The Tennessean.
“In today’s edition, you’ll see a column by Ben Hanback, founder of The Hanback Group. His company is an employee benefits, enrollment and human resources consulting company. His columns are designed to give you all the tools you need to help get your professional lives in order and focused on meeting your key goals.
“Another recent addition to our Sunday lineup is J.J. Rosen, CEO of Atiba. His focus will be on the growth in the mobile industry, and how it is affecting businesses and consumers. Rosen’s company has been helping Nashville companies with their technology needs for nearly two decades.
“Starting next Sunday, Bytes of Knowledge co-founder Julie May is joining the lineup to help explain the ever-changing software market, and what it means for today’s companies. May’s firm was recently named a website awards finalist in the 2013 American Business Awards, also called the Stevies. Bytes of Knowledge was chosen as a finalist in two categories for their work on Logan’s Roadhouse mobile website and commercial real estate firm Southeast Venture’s website.
“And finally, starting on Mondays, Ed Rappuhn, a business counselor from SCORE, a nonprofit group designed to educate and mentor entrepreneurs, will be taking our questions on the basics of starting and growing a business.”
Read more here.
Writing business news is unquestionably an increasingly difficult task. Each year its seems that the financial markets become more sophisticated and faster moving as companies become larger and more complex.
It is not an enviable task then to be the lonely reporter, who likely got into journalism due to some aversion to numbers, finance or business in general, to understand what is going on and then put it in terms their readership can understand.
No, this column is not going to be a big love letter to business reporters. The point here is that the complexity of the financial markets and business universe creates a nearly impossible task for many business reporters. I would argue that the decimation of local business sections around the world can be attributed to this fact, among others. Conversely, it has also created many news outlets that do possess the skills to really dive into business news, but the resulting product is mostly unintelligible for the average citizen.
While I think there are serious problems with this structure from a macro-perspective, I am not going to use this column as an outlet to critique something so broad as media’s duty to its readership.
Consider the coverage of Goldman’s aluminum warehouses. Some outlets dove into the nuances of commodities trading, LME rules and market imbalances while others focused on the basic functionality of shipping aluminum. Unfortunately, the best story lies somewhere in between these two approaches.
What the divergence in readership knowledge means that PR people need to be ever conscious of both the background of the reporter and his or her outlet. For example, the beat reporter at Bloomberg News will likely focus on different issues within a company then say the New York Post or even NBC News.
This tends to be a pretty easy issue to navigate, but it can become tricky when a company makes a move so complex that even the most sophisticated journalists need assistance in unpacking the news. In this case, the PR person needs to be shrewd in helping journalists understand the issue and selective in choosing areas to underscore the nuance of key facts.
What I mean by this is that in a fast-moving situation where a good amount of confusion about the basic functionality of the announcement appears, a good PR person should not get bogged down in making sure reporters understand every little nuance involved.
This is something that many executives will insist on, but is often a fruitless effort that only incrementally helps the resulting coverage.
Typically, I will walk through the basics upfront, even if the reporter professes to be an expert in this area. Many times I have found that this exercise of focusing on the simple functionality of the announcement allows both PR and reporter to level-set and makes it much easier to address questions. Additionally, this exercise helps me keep everything straight in my head.
For example, in a litigation issue I would walk through what type of suit was initiated, where it was filed and what the court allows to happen next and then run through the main arguments of the case.
This way many of my answers will likely refer back to something I’ve already said.
by Chris Roush
James Russell, who wrote a financial column for the Miami Herald for 42 years, has died at the age of 91.
Elinor Brecher of The Herald writes, “James Russell, a seasoned wire-service reporter when he arrived at the Miami Herald in 1957, used to tell this story about how shortly thereafter, he became the newspaper’s financial editor and columnist.
“Then-Managing Editor George Beebe called Russell to his office, where he found Al Neuharth, assistant managing editor. Neuharth, who’d go on to chair the Gannett media empire, told Russell that he wanted him to write about money and business.
“‘Surprised is not the right word,’’ Russell wrote in a 2003 memoir. ‘I was stunned. I said, ‘You know, I barely know the difference between a stock and a bond.’’’
“That didn’t seem to matter to the editors, who wanted someone with solid reporting skills who could explain finance to ordinary people.
“Russell evolved into a respected voice in the South Florida financial community and a prescient analyst of national trends.
“In his final column for the Herald on Nov. 29, 1998, he wrote about what would come to be called the ‘dot-com bubble,’ which burst two years later.”
by Chris Roush
Al Lewis, a business journalist who has written a column for Dow Jones Newswires for the past five years, has lost his job, Talking Biz News has confirmed.
His last day will be Aug. 2. The position has been eliminated as a result of the combination of The Wall Street Journal and Dow Jones Newswires newsrooms.
“I had a good five-year-run,” said Lewis when reached by Talking Biz News on Monday.
Lewis said he will continue to write a column for The Wall Street Journal Sunday, which is printed in papers around the country, and once a week for Marketwatch.com, another Dow Jones property, as a freelancer. And he plans to continue writing his “Tell it to Al” blog. But he is looking for full-time work.
While writing his Dow Jones column, Lewis won five Best in Business Awards from the Society of American Business Editors and Writers and two Clabby Awards, an internal Dow Jones competition.
Lewis also once wrote a business column for the now-defunct Rocky Mountain News.
by Chris Roush
Gordon Crovitz, the former publisher of The Wall Street Journal, writes about how the New York attorney general pressured Thomson Reuters into stopping its policy of providing access to consumer confidence data early to some clients and what that might mean for other forms of information.
Crovitz writes, “Mr. Schneiderman’s legal theory would have banned Paul Julius Reuter from using carrier pigeons in the 1850s to get news to his subscribers in Europe faster than anyone else. Charles Dow and Edward Jones wouldn’t have been able to use the new ticker machine in the 1880s to sell brokers real-time Dow Jones news. Michael Bloomberg would be banned from delivering his financial data only to people who can afford $20,000 a year for a terminal. Tens of thousands of business publications, trade associations and private research firms that charge for content would also fail a level-playing-field test.
“Mr. Schneiderman coerced this settlement by invoking a 1921 New York law called the Martin Act, which gives the attorney general broader discretion to bring criminal or civil cases for fraud than any other state or federal law.
“The Martin Act is infamous as the vague law resurrected by Mr. Schneiderman’s predecessor, Eliot Spitzer, in his campaign against Wall Street a decade ago, when he forced investment banks to jettison their research departments. The result was a steep decline in Wall Street analysis of public companies.
“Mr. Spitzer, disgraced in a prostitution scandal, is now running for comptroller of New York City, where he could invoke the Martin Act again—giving other financial capitals like London and Hong Kong a further advantage.
“A final point: The Wall Street Journal is not available free, which is another violation of Mr. Schneiderman’s mythical level playing field. If that’s really a crime, this columnist pleads guilty.”
Read more here.
by Chris Roush
Jason Zweig of The Wall Street Journal, who earlier this week won a Gerald Loeb Award for personal finance coverage, writes Friday about how he does his job.
Zweig writes, “But humans perceive reality in short bursts and streaks, making a long-term perspective almost impossible to sustain – and making most people prone to believing that every blip is the beginning of a durable opportunity.
“My role, therefore, is to bet on regression to the mean even as most investors, and financial journalists, are betting against it. I try to talk readers out of chasing whatever is hot and, instead, to think about investing in what is not hot. Instead of pandering to investors’ own worst tendencies, I try to push back. My role is also to remind them constantly that knowing what not to do is much more important than what to do. Approximately 99% of the time, the single most important thing investors should do is absolutely nothing.
“There’s no smugness or self-satisfaction in this sort of role. The competitive and psychological pressure to give bad advice is so intense, the demand to produce noise is so unremitting, that I often feel like a performer onstage before a hostile audience that is forever hissing and throwing rotten fruit at him. It’s hard for your head to swell when you spend so much of your time ducking.
“On the other hand, you can’t be a columnist for The Wall Street Journal without a thick skin. I have been called an ignoramus, an idiot and dozens of epithets unprintable in a family newspaper; accused of front-running or trading ahead of my own columns; assailed as being in the pockets of short-sellers betting against regular investors; described as being a close friend of a person I’ve never met in my entire life.”
Read more here.
by Loren Steffy
Perhaps the most stunning news to come from Jeff Skilling’s resentencing last week was that the fallen Enron executive had grown a salt-and-pepper beard. This wasn’t the shaggy face carpet that Ivan Boesky sported after years behind bars. Skilling — who has spent his time tutoring fellow inmates in Spanish and, rather disturbingly, business — has cultivated a respectable, close-cropped field of chin lettuce.
Skilling’s beard became top news on the Houston Chronicle’s web site, which teased the story with the headline: “See what Jeff Skilling looks like after six years in prison.”
Actually, he looks better than he did six years ago when his brother and wife drove him to the prison door in Waseca, Minn. I was there then, standing in a frozen corn field across a two-lane strip of black top as Skilling rolled up in a rental car. (In a touch of irony, he arrived at prison in a Jeep Liberty.) As a columnist for the Chronicle who had written extensively about Enron and the five-month trial that led to the convictions of Skilling and former Enron Chairman Ken Lay, the prison arrival was big news.
During the trial, the courtroom was packed daily with members of the national press corps. The overflow room where many of us watched the proceedings and blogged about them in real time was a crowed, frantic place in which dozens of reporters from around the world jockeyed to file stories, fought over electrical outlets and complained about the Wifi.
The Enron trial was one of the biggest business stories of the year, dealing with the consequences from the collapse of one of the country’s biggest corporations.
By comparison, Skilling’s resentencing seems a decidedly low key affair. I’m no longer working for the Chronicle, and I didn’t go to the hearing. Many of us who covered the trial are no longer in journalism, and even those who are found the culmination of the Enron story a non-event.
For one thing, Skilling’s endless appeals began to take on a dog-bites-man quality. For another, it was clear that his sentence would be reduced, and that the judge would probably do exactly what he did – shave a decade from Skilling’s prison term so that the former executive could be out in another four years or so.
But it isn’t just the predictability of the case or the slow decay of journalism that led to the disinterest. The world itself has moved on.
As I noted last week in my Forbes blog, Enron is a scandal from a different era, eclipsed by the far more egregious actions of Wall Street during the financial crisis.
Whatever lessons corporate America may have learned from Enron’s demise, they were lost on Wall Street, which used Enron as a test bed for some of the very financial shenanigans it later used to undermine the mortgage market.
Enron, for its legion of sins, was never too big to fail. Ken Lay’s unanswered calls to the Bush administration proved that.
But the mortgage machine – Wall Street, Fannie Mae, Freddie Mac, AIG and so forth – are far more deeply engrained in the monetary and political system.
In 2001, it seemed impossible that America’s seventh-largest company could implode in a few months. Today — after Bear Stearns, Lehman Brothers, Merrill Lynch, Countrywide and on and on – it seems almost commonplace. What’s more, unlike Skilling, the financial crisis came without legal consequence for the CEOs who orchestrated it.
As a legal story, Enron has become almost quaint. At the time, Skilling’s original 24-year sentence was welcomed by many who had suffered through Enron’s collapse. Now, his crimes pale compared with the unindicted conspiracy that took the world economy to the brink of the abyss.
Even in Houston, Skilling’s sentencing has become a loose end from an earlier time. The city has moved on, its economy soaring past its Enron-era heights, driven by the surge in domestic oil drilling. Enron is remembered the way you remember a particularly bad bout of pneumonia: it was painful at the time, but we’re doing better now, thanks.
It’s no wonder, then, that the media hoard had thinned for Skilling’s resentencing and that facial hair became the focal point of the story. Skilling, once the embodiment of all that was wrong with corporate America is today little more than a curiosity.
The waning interest in Skilling and the dwindling ranks of journalism raises a troubling question: By the time he gets out of prison in 2017, will there be any reporters there at all?
by Chris Roush
David Baines, who has had nearly 4,000 bylines in the Vancouver Sun in the past 25 years after working in banking, is retiring from the newspaper.
He says business editor Derrick Penner will be writing more about the investigative topics he covered.
Baines writes, “Over the past quarter century, The Sun has published 3,887 stories under my byline. Most of those stories are about people who, one way or another, tried to take unfair advantage of others. Having the voice to run interference with those people has been a great privilege and satisfaction for me.
“That all comes to an end today. When the Pacific Newspaper Group indicated it was willing to buy out employees, I put my hand up. I am 64 years old. It comes at a good time.
“Whenever I mention that I am retiring, people invariably say two things. The first is ‘congratulations.’ I am not sure why. I do not view retirement as slipping the surly bonds of servitude. Perhaps it is the mere fact that I have survived that many years without too many scars.”
Read more here.
by Chris Roush
Francesco Guerrera, the money & investing editor for The Wall Street Journal, posted the following announcement online on Thursday:
Today we’re excited to present the firs installment of a regular online column by one of the most distinguished voices in financial journalism, E.S. “Jim” Browning.
Jim’s column will provide MoneyBeat readers with a fresh take on market news, investing themes and financial analysis. It will offer insights from the investors and observers whose views you must know, placing developments in the broad context that only Jim can provide.
Few can match Jim’s depth and breadth of experience. He joined The Asian Wall Street Journal in Hong Kong in 1979. He was named Tokyo bureau chief for The Wall Street Journal in December 1983 and moved to Paris in 1986 as bureau chief for The Wall Street Journal Europe. Jim began writing for Money & Investing in February 1995 and has led our stock-market coverage.
Jim won an Overseas Press Club award for articles about U.S.-Japan trade tensions. He was one of a group of Journal reporters who were finalists for a 2009 Pulitzer Prize and who won the Institute for Political Journalism’s 2009 Excellence in Economics Reporting Award, for articles on the financial crisis. He has twice been a finalist for a Gerald Loeb Award.
Please join me in welcoming Jim to MoneyBeat and please let me know your thoughts.
During the last couple of weeks the number of headlines using the words crisis, scandal and shocker have increased tenfold. Political editors have had to dive deeply into their thesaurus’ to keep the text of one scandal story after another fresh for readers.
While I am no expert on governmental affairs or political public relations, the constant drumbeat of news has reminded me of times when a client finds itself in the media crosshairs.
These type of things can develop in all sorts of ways. The dreaded phone call from “60 Minutes,” a regulatory filing, a lawsuit, cops on the front door or even a facilities accident. What I want to emphasize here though, is that the type of crisis situation here has to do with something company did to itself. Company’s find themselves in crisis situations all the time for things that aren’t necessarily their fault. Handled well, these tend to fade fast. At the end of the day, the bottom line is that your client is thrust in the national spotlight and how you as the PR adviser help handle the next moves.
There are a number of different ways to approach a company’s communications approach in the midst of what I will call a “self-inflicted” crisis. The trick is that whatever prompted the initial news, the company recognizes that there is more to the story that has yet to come out. Most communications advisers would say that it’s best to just peal the band-aid off all at once and get all the news out so that the company can go back to operating the business. This is good advice, but it presupposes that corporate managers can know all that is lurking out there.
In many cases, the company may have a sense that more is going to come out, but simply can’t know what that information will be exactly. This is where the communications adviser needs to work closely with legal counsel to consider the next steps. The last thing any company wants is for news to drip out over time. A steady drumbeat of news can cripple a company as employees lose focus, outsiders ask more questions, regulators pay more attention and operating the business becomes harder and harder.
Therefore the focus needs to be to try and craft a credible communications approach that allows the company to put out as much information regarding the problem as possible, while also closing the door on the issue for some determined amount of time. This is typically done by launching an internal investigation (as likely should be in for good business practice) and telling reporters the company will not have a comment until that investigation is done.
Engaging with reporters from that point on should be focused on background conversations to update them as appropriate on news events, but also to use that outlet as an important way to gather information. As I mentioned above, company’s may not know all the dirt that is about to spill out and an important way to get ahead of this can be to work productively with the media.
At the end of the day, there is little a company can do in these situations to have a significant impact on the media attention brought on by “self-inflicted” wounds. The goal is to manage the situation so that the problem can be solved and the business can continue to operate.