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Comcast's bid for TV company Sky is one of many mergers planned in 2018. U.S. corporate tax cuts and incentives for investment are fueling a merger wave not seen since 2000, says this report in the WSJ. This report also points out that the amount spent on increasing wages at Walmart and AT&T is small compared to the hundreds of billions being spent on share buybacks and in pursuing growth or higher returns. Dealogic numbers show $325 billion going into bids for mergers launched so far in 2018 and much faster than the pace in the first months of 2000. About $200 billion have gone into share buybacks in 3 months to the end of Feb. 2018, according to WSJ analysis.

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Vodafone announces a merger with Idea Cellular Ltd to become India's largest telecom carrier in March 2017. Vodafone has spent heavily in acquiring companies after selling its stake in Verizon Wireless in 2014. It faces tough competition in the price sensitive Indian market with some plans going for as little as $3 a month, and the offer of 6 month services for free by Mr. Ambani's carrier. In Nov. 2015 Vodafone took a 5 billion euro writeoff for its Indian operations.

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This merger is part of a process that happened after 1970 when Penguin Books a national institution in Britain in the war years 1939-1945 was acquired by Pearson Plc, and later sold in 2013  to German publisher Bertelsmann. Penguin became a part of British culture because it sold a million cheap paperbacks at 6 pence in 1939 and continued to provide low cost access to books to all parts of the English speaking world from UK to Asia till the 1960's. The astonishing period of creativity and design of founder Allen Lane ended in 1970 after Pearson Plc focused on profitability and acquisitions. Under this new deal in 2021 a large part of the world publishing industry would come under the control of German publishing house Bertelsmann. Penguin Random House is owned by Bertelsmann and the deal would bring its rival Simon and Schuster under its control. The US Justice Department filed a lawsuit to block it. Attorney General Merrick Garland says- "American authors and consumers will pay the price of this anticompetitive merger- lower advances for authors, and ultimately fewer books and less variety for consumers." Penguin Random House already controls 22% of titles published in the US. The US publishing industry has already seen mergers leading to reduced competition. News Corp. acquired Houghton Mifflin Harcourt in May and merged it into Harper Collins. Largadere Hachette acquired Workman in September. ...

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Whe American entered bankruptcy in Nov. 2011 shares dropped so low they reached 20 cents a share, putting the company's value at an incredibly low $90 million, less than one of its planes! Most shares bought in 2013 have multipled in value 13 times, as the stock surged 46% since opening to $35.98. AMR shares dropped to $2.06 when the Justice Dept. blocked the merger with US Airways in August and were at $7 for 2 months before the airlines made a settlement in November 2013.

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Risks in AMR's financial situation include net debt of $12 billion and a market capitalization of $1.1 billion. The stock is down 60% so far in 2011 and is now at $3.13 on Sept 30, 2011. Analysts at J.P. Morgan Chase say AMR should have $3.5 billion in liquidity by the end of 2011, or 15% of annual revenue. About $1.8 billion of debt matures in 2012. The demand for airline debt is still healthy. The airline industry is also better able to handle another recession because of cuts in capacity, and the effect of the merger between United and Delta, keeping flights full and prices up. A recession would also cut fuel costs, with fuel taking up 35% of revenue dollars, according to analysts. The problem is low margins and high labor costs, as a result of not filing for bankruptcy and cutting legacy costs. Credit Sights estimates AMR's margin as 6% before interest, tax, depreciation, amortization, and aircraft leasing costs, with the estimate for Delta at 12% and United at 18%.

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India is an attractive place for foreign investors with the country moving up 23 places in the ease of doing business rankings of the World Bank. Growth is faster than China since 2015, and GDP is expected to double to $5 trillion by 2030, according to government think tank NITI Aayog. Corporate deal making from foreign investors exceeds that in China. Mergers and acquisitions targeting Indian companies reaching a total of $93.7 billion in 2018, up 52% from last year, according to Dealogic. Overseas purchases were $39.5 billion for India in 2018 compared to $32.8 billion for China. In comparison to China where trade tensions are increasing, India under the Modi government has improved the ease of doing business- implementing a new bankruptcy code, easing foreign direct investment rules, introduced a nationwide goods and services tax to replace a hodge podge of taxes in different states. In the consumer sector Unilever NV made purchase of a malted drink brand Horlicks from GlaxoSmithKline PLC as part of a $3.75 billion deal. Softbank led a $1 billion investment in OYO Hotels. In infrastructure Tata Steel made a $8.3 billion acquisition of steelmaker Bhushan Steel. Reliance Jio's aggressive push in mobile with low prices is leaving the telecom industry ripe for mergers and consolidation- Bharti Infratel acquired Indus Towers for $6.5 billion. Closely held family companies are also selling out their controlling stakes. ...

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T-Mobile USA lost 1.65 million contract customers in 2011 and is clearly negatively impacted by the merger plans. The $3 billion impairment in the value of T-Mobile outweighs the breakup fee received. The $4 billion investment for LTE upgrading will occur in 2013 and additional customers will be lost by then. This puts Verizon and AT&T ahead.

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Medtronic pursues tax avoidance strategies as it merges with Covidien, which is based in Ireland. Ireland's corporate tax rate is 12.5% compared to 35% in the U.S. Medronic had $14 billion in cash in 2014, much of it overseas. The merger helps Medtronic use some of the overseas cash to finance the deal, and will help Medtronic distribute half of free cash flow to shareholders.

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United with subsidiaries United Airlines and Continental Airlines had $6.8 billion in liquidity as of June 30, 2014. American Airlines after the merger with US Airways has $9.4 billion unrestricted cash by July 2014. Mr. Parker, the CEO of American, plans to prepay $2.8 billion in debt and aircraft lease payments, place $600 million more than required into pension contributions, and start a dividend and share buyback. Airline consolidation into 4 major carriers, cutting unpofitable hubs and routes, filling planes to capacity, and charging for better seating, snacks and other amenities, are leading to record profits for the U.S. airline industry.

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The pandemic brings together companies in three countries U.S, Italy and France with the merger of Fiat Chrysler with PSA. Fiat Chrysler is owned by the company Exor owned by the Agnelli family in Italy. PSA is owned by the Peugeot family in France. In addition the government of France and Dongfeng Motors in China have stakes in PSA.  During the 2008-2009 crisis Chrysler merged with Fiat with the help of the Obama administration which pursued a policy of promoting small cars. Instead the merger saved jobs but led to the PR effort for small Fiat cars and the focus on the Jeep Cherokee and SUV's like the Dodge Ram. Today one hardly ever hears about small Fiats from Fiat Chrysler that was the basis for government help on the merger. 

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American, Alaska Airlines, and Southwest Airlines are the only 3 airlines that never filed for bankruptcy. Analysts say that this has left it with a higher cost structure, and estimate that American's costs would be $600 million lower if it has the contracts Delta and Continental have. Delta Airlines merger with Northwest in 2008, and the planned merger of Continental and United, does not affect American Airlines management. CEO Arpey sees American as more nimble and trying to build something profitable, and sees being smaller than these newly merged competitors an advantage. American is focussed on markets around 5 major cities- Dallas, Chicago, Los Angeles, Miami and New York. In international travel it has One World partnerships with British Airways and Japan Airlines.

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The monopoly over news publishing in the UK began in 1981 with the purchase of loss making The Times through negotiations with the trade unions.  As shown in The Guardian Rupert Murdoch met with Margaret Thatcher on Jan 3 1981 weeks before the matter was brought up by Thatcher at a cabinet meeting so that it would not be referred to the Monopolies and Mergers Commission. This is revealed in the Thatcher papers held at the Churchill archives in Cambridge 30 years after the event in 2012. This was the year Ronald Reagan's administration replaced Jimmy Carter's administration in 1981. In 2022 Tories Secretary Nadine Torries removed controls that protected the editorial independence of The Times. 

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Dependence on China increased during the Merkel years to extreme levels. A EU survey shown in this DW.com report shows that of 137 products and services deemed critical, including fields such as renewable energy and health, almost 50% are supplied by China and only 3% by Russia. German foreign takeover laws and acquisition laws are being upgraded only now after years of China's investment in German technology and critical infrastructure  companies. The Merkel administration took a lax approach to protecting German technology and critical infrastructure. A similar situation existed with the Obama administration in the US. New regulations give the German government a veto in all critical mergers and acquisitions. This DW.com report says that today Germany's protected sectors include energy and telecommunications, medical technology, artificial intelligence. The problems  with the previous approach in the Merkel years that showed a complete disregard for protecting vital technologies was that the Economy Ministry in 2016 was not able to stop the full takeover of the flagship German robotics company KuKa by a Chinese manufacturer of dishwashers and refrigerators Midea. In 2018 a Chinese state electric utility company SGCC sought to get a 20% stake in 50Hertz a German electric grid operator which was turned back. Only now with the entry of the Greens under Habeck and Baerbock in government has Germany adopted a clear policy of effective action to protect German technology and critical infrastructure companies. ...

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JP Morgan Chase CEO Jamie Dimon's confidence in Ina Drew was based on her hands on abilities, especially demonstrated during the 2008 financial crisis. Current and former bankers in this account by the Times Silver-Greenberg and Schwartz, say things changed in the years that followed. In 2010 Ina Drew was ill with Lyme's disease. The conflicts between the risk taking propensities of traders at the London trading desk under Mr. Macris, and the more risk conscious New York trading desk under Ms. Duersten, had already led to shouting matches under Ina Drew. After her illness and her absence from the office for long periods this spilled out into the open. In early 2011 Ms. Duersten left Chase after 16 years. Her replacement who would be new to Chase could not restrain the risk taking propensities of Mr. Macris and the London trading desk, the way Duersten and Ina Drew had done earlier. Macris and a trader reporting to him, Mr Iksil (referred to as the "London Whale" for his massive trading positions and bets), were free to operate without any restraint in this environment. Ina Drew returned in 2011, but she was not the same hands on person after the illness. She moved to the corporate offices on the 48th floor, instead of being on the floor above the New York trading desk. In 2008 she had held daily meetings with traders required to defend their trading positions. This did not happen in 2011. Jamie Dimon learned about the London Whale in the Wall Street Journal, April 6, 2012. Dimon's efforts in pushing back against stricter regulation, stress tests, and other issues were to lead to the CEO of the 2008 crisis becoming a much more distracted person in 2011. He was taken unawares by the breakdown in the relationship between the London and New York offices of the Chief Investment Office, the changed situation of Ms. Drew, and that risk management controls at the bank were not in place. Risk management overly depended on one person and the trust of the CEO in that person, and was not institutionalized. At the same time it should be noted that Jamie Dimon became CEO of Chase after the acquisition of Bank One in 2005, and Ina Drew was hired in that year, only three years before the crisis of 2008. The merger of other banks into JP Morgan Chase created a bank with $360 billion investment portfolio- even Ina Drew had never previously handled a portfolio of this size and the complex risks brought in with the Washington Mutual portfolio....

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Germany's biggest bank Deutsche Bank is described here in WSJ as one of the banking industry's biggest basket cases, having suffered legal investigations, management turnover and legal fines over many years. This time the German government is working on merging the bank with Commerzbank AG in a last effort to straighten out the huge mess and losses at the bank, says WSJ. A former JP Morgan manager, Mr. Zames, 48 years old, who joined the bank at the time of the London whale scandal is now working for Cerberus Capital which is acting in a multilayered relationship with Deutsche Bank  as adviser to management as well as having complex financial dealings with Deutsche Bank. In the process says WSJ he would be rescuing a soured bet on Deutsche Bank by Cerberus which owns 3% of Deutsche Bank as well as 5% fo Commerzbank. The investment made in 2017 was shown as $1.1 billion but is worth half that today. The arrangement is unusual for Deutsche Bank and shows how far the bank has changed from its early years as Germany's leading bank. It was founded in 1870 and in 1998 acquired Bankers Trust for a presence on Wall Street. This turned out to be a bad investment as $4 billion premium paid for Bankers Trust was later written off. Deutsche Bank never really recovered from these moves into Wall Street banking. The SDP in the German coalition government sees the merger with Commerzbank as one more move to get out of the mess, though no one really knows considering the complex dealings of the bank and its problems with legal authorites in Germany. ...

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The impact of the Merck merger with Schering-Plough is seen with layoffs of about 15,000 company employees in 2010-2012. Eight research and eight manufacturing units will be closed.

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T-Mobile plans to spend $4 billion to upgrade its wireless network to LTE. The failed plan to merge with AT&T has affected T-Mobile because plans to upgrade its network were put on hold. As a result T-Mobile will be 2 years behind Verizon in upgrading to LTE and will be the last wireless network upgrading. Contract customers declined in the 4th quarter of 2011 by 802,000 with all the uncertainty surrounding the merger. AT&T made a cash payment to T-Mobile of 2.3 billion euros for the failed merger. However the situation has turned out negatively for Deutsche Telekom because of a 2.3 billion writedown in the value of T-Mobile USA ,and an additional 800 million euro writedown in Europe. If T-Mobile decides to offer the Apple iPhone to attract contract customers additional financial commitments will have to be made.

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A power outage at its Atlanta headquarters leads to cancellation of 650 Delta flights on August 8, 2016, and disruptions to its airlines reservations system. Older technology that was not updated during the airline's lean years, a problem affecting most airlines, is seen as the cause of the problem. Airline experts say that after the merger with Northwest Airlines older systems of one airline were integrated with older systems of the parent airline. This disruption follows one at Southwest Airlines and shows the need for updating the obsolete technology. Delta's hard won reputation as one  of the better airlines has suffered as a result.

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This report in the WSJ gives a detailed profile of Liu He, who as vice premier and top regulator is now a top economic official in charge of the financial system and the industrial sector. The appointment will be confirmed at the annual meeting of China's legislature in March 2018. Liu He is a classmate of Jinping at Beijing's Middle School 101, went to Renmin University for a degree in Industrial Economics, and studied at the Kennedy School of Government, Harvard. As the superregulator and overseeing the central bank, Liu He's team has set the goal of bringing financial risks in the Chinese economy under control in 3 years. This team also setup the 2018 economic blueprint that made "Xi Thought" the guiding principles for running China's economy. Financial risks in China's economy from the high debt to GDP ratio which worsened after the 2008 financial crisis and higher lending practices, are seen as a threat to the economy. Policy now is focused on stabilizing the economy and setting a long term path to slower but sustained growth, so that the entire country can share in the benefits of modernization that the coastal regions and parts of the country in the east have experienced during a period of rapid growth. Even the quashing of term limits for presidentcould be seen in the light of this economic blueprint as financial risks could lead to other serious problems if a stable path for the economy is not set and followed over the next decade. As part of this effort Xi Jinping has focused his efforts on corruption to improve perception of the party in the country. Liu He is the main economic official speaking for Jinping at Davos Forum. Another member of the circle advising Jinping is Wang Quishan, who has helped run the anti-corruption campaign. Both Liu He and Wang are expected to handle the future relationship with the U.S. Liu He's policy ideas are for strengthening the state sector with mega mergers, closing less profitable competitors, reducing industrial overcapacity, and making the remaining companies stronger and more profitable. This includes making firms more efficient, better run and more profitable- in the words of the economic blueprint to make "state capital stronger, better and bigger."   ...

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This report in WSJ says Mr. Musk's agreement with Twitter for the $44 billion merger had terrible timing. It comes with the future for social media companies becoming dimmer and the plunging shares in Tesla with the high inflation and the war in Ukraine hitting stocks.  It is striking that Musk around January 2022 before the invasion of Ukraine referred to Twitter as "the future of civilization," as reported by WSJ. This was typical of the hyperbole and talk typical of the last two decades that hyped up internet stocks. Musk said- "Having a public platform that is maximally trusted and broadly inclusive is extremely important for the future of civilization. I don't care about the economics at all." Twitter stock meanwhile has dropped to 20% below the price it came into public markets in 2013, now at about $35 a share. Mr. Musk agreed to buy Twitter at $54.20 a share about 50% more than it stands now. Twitter ad revenue outlook is dimming further as has happened at other social media companies and the company is now cutting jobs says the WSJ. ...

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Bob Kocher, special assistant to President Obama for healthcare policy in 2009-2010 describes how hospital mergers with the passage of the Obama Healthcare Law are not doing much to control health care costs in the U.S. This is contrary to what was expected during the policymaking in 2009. In 2015 there were 112 hospital mergers in the U.S.  He says smaller physician led health care organizations do better at taking steps to improve productivity, adopt technological improvements and control costs.

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Mitsubishi's investment in Morgan Stanley of $9 billion for a stake of 24.9% in the firm may be the only thing standing between it and a rescue by the government through direct injection of capital or merger with another bank in the environmet of fear on Wall Street. Its shares sank 26% on October 9, 2008.

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New UBS CEO, Sergio Ermotti, plans to scale down UBS investment banking operations because of stricter regulations and a changing market environment. He said in an interview that UBS will go back to what it was in the 1990's, that he now sees the investment banking boom of the last ten years as an aberration. He also sees rival banks taking the same route. The plan is to shrink risk-weighted assets from 300 billion Swiss francs today to 145 billion Swiss francs by scaling back or exiting in areas such as asset securitization, complex fixed income structured products and trading in some equity products. UBS will cut 2000 investment banking jobs to 16,500 in 2013. The focus will shift to foreign exchange, commodities and mergers and acquisitions. Investment banking made a profit for only one of the last 4 years, taking up two thirds of the bank's capital and earning 26% of the group's the pretax profit in the last year. The new plan will reduce the size of the investment bank so that it makes up less than half of the group assets by 2016....