IMF wants to double its lending ability from $250 billion to $500 billion. To achieve that, IMF is finalzing a $100 billion loan from Japan and is planning to issue bonds.
The Japanese loan would be structured in a way similar to two IMF programmes called the General Arrangements to Borrow and the New Arrangments to Borrow, which provide $50 billion in additional funding if the IMF runs through its $200 billion core financing.
Mint, 31 January 2009
www.livemint.com
Sunday, February 8, 2009
Friday, February 6, 2009
Madoff Clients List and Case Related Dockets
http://madoffsearch.com
You can search the site for various clients of Madoff. It has addresses of the clients.
According to some financial advisors, it is a very good prospecting iist. Lawyers also can find people whom then can represent.
This type of information is routinely released during bankruptcy proceedings.
Dockets related to the case
http://dockets.justia.com/docket/court-nysdce/case_no-1:2008cv10791/case_id-336993/
Securities and Exchange Commission v. Madoff et al
EasyEdit
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Keyword tags: None
Plaintiff: Securities and Exchange Commission
Defendant: Bernard L. Madoff and Bernard L. Madoff Investment Securities, LLC
Receiver: Lee Richards
Case Number: 1:2008cv10791
Filed: December 11, 2008
Court: New York Southern District Court
Office: Securities/Commodities Office [ Court Info ]
County: NewYork
Presiding Judge: Judge Louis L. Stanton
Nature of Suit: Other Statutes - Securities/Commodities/Exchanges
Cause: U.S. Government Plaintiff
Jurisdiction: U.S. Government Plaintiff
Jury Demanded By: 15:77 Securities Fraud
Access this case on the New York Southern District Court's Electronic Court Filings (ECF) System
https://ecf.nysd.uscourts.gov/cgi-bin/iqquerymenu.pl?336993
This is a Restricted Web Site for Official Court Business only. Unauthorized entry is prohibited and subject to prosecution under Title 18 of the U.S. Code. All activities and access attempts are logged.
Search for Party Aliases
Associated Cases
Attorneys
Case File Location
Case Summary
Docket Report
History/Documents
Parties
Related Transactions
Check Status
You can search the site for various clients of Madoff. It has addresses of the clients.
According to some financial advisors, it is a very good prospecting iist. Lawyers also can find people whom then can represent.
This type of information is routinely released during bankruptcy proceedings.
Dockets related to the case
http://dockets.justia.com/docket/court-nysdce/case_no-1:2008cv10791/case_id-336993/
Securities and Exchange Commission v. Madoff et al
EasyEdit
(What's this?) What is the EasyEdit button? This website gets better when people like you add to it. Just click the EasyEdit button to start. (help)
Last update: No updates (content history | content tools) (help)
Keyword tags: None
Plaintiff: Securities and Exchange Commission
Defendant: Bernard L. Madoff and Bernard L. Madoff Investment Securities, LLC
Receiver: Lee Richards
Case Number: 1:2008cv10791
Filed: December 11, 2008
Court: New York Southern District Court
Office: Securities/Commodities Office [ Court Info ]
County: NewYork
Presiding Judge: Judge Louis L. Stanton
Nature of Suit: Other Statutes - Securities/Commodities/Exchanges
Cause: U.S. Government Plaintiff
Jurisdiction: U.S. Government Plaintiff
Jury Demanded By: 15:77 Securities Fraud
Access this case on the New York Southern District Court's Electronic Court Filings (ECF) System
https://ecf.nysd.uscourts.gov/cgi-bin/iqquerymenu.pl?336993
This is a Restricted Web Site for Official Court Business only. Unauthorized entry is prohibited and subject to prosecution under Title 18 of the U.S. Code. All activities and access attempts are logged.
Search for Party Aliases
Associated Cases
Attorneys
Case File Location
Case Summary
Docket Report
History/Documents
Parties
Related Transactions
Check Status
CitiGroup Restructuring 2009 January
January 16, 2009
Citi (NYSE: C) today announced it will realign into two businesses, Citicorp and Citi Holdings, to optimize the company's global businesses for future profitable growth and opportunities. This structure will enable Citi to focus on driving the performance of its core businesses and, separately, on realizing value from non-core assets.
The strategic restructuring creates:
Citicorp, which will focus on leveraging the competitive advantages of the company's global universal bank in more than 100 countries, and,
Citi Holdings, which will be made up of brokerage and retail asset management, local consumer finance and a special asset pool – whose management will focus on tightly managing risks and losses, and maximizing the value of these assets.
Citicorp
Citicorp will be a relationship-focused global bank to businesses and consumers. It will include "core" Citi properties and have a presence in high-growth emerging markets around the world. Citicorp will have worldwide deposit-taking capabilities that can be put to work with consumer and institutional customers in a diversified way to produce the highest returns, giving it a unique ability to deliver global capabilities locally and serve local clients globally.
Citicorp's Global Institutional Bank will consist of:
Global Transaction Services: an industry-leading business with a global network in about 140 countries.
Corporate and Investment Bank: world-class relationship banking offering full range of advisory, underwriting, lending and market-making services; now re-focused with a lower risk profile.
Citi Private Bank: global banking serving high-net-worth individuals, including about 30 percent of the world's billionaires.
Citicorp's Retail Bank will consist of:
Branded card businesses globally.
Regional consumer and commercial banking franchises in the U.S., Asia, Latin America, Central and Eastern Europe, and the Middle East.
We anticipate that Citicorp will have assets of approximately $1.1 trillion and will be approximately 65 percent deposit funded.
Citi Holdings
Citi Holdings will be a group of non-core businesses that include attractive long-term businesses with strong market positions. However, they do not sufficiently enhance the capabilities of Citi's core business, and in many ways compete for its resources.
The Citi Holdings management team will seek to maximize the value of these businesses by running them well, restructuring and managing them through this tough economic cycle, and taking advantage of value-enhancing disposition and combination opportunities as they emerge. These businesses and assets will initially include:
Brokerage and asset management: including the 49 percent stake in Morgan Stanley Smith Barney, as well as Nikko Cordial Securities, Nikko Asset Management and Primerica Financial Services.
Local consumer finance: including CitiFinancial and CitiMortgage in the U.S., and consumer finance operations in Western Europe, Japan, India, Mexico, Brazil, Thailand and Hong Kong.
Special asset pool: will manage the assets covered by the loss-sharing agreement with the U.S. government parties in the ring-fenced portfolio; and other non-strategic assets.
Source: Press Release Citi
http://www.citigroup.com/citi/press/2009/090116b.htm
Citi (NYSE: C) today announced it will realign into two businesses, Citicorp and Citi Holdings, to optimize the company's global businesses for future profitable growth and opportunities. This structure will enable Citi to focus on driving the performance of its core businesses and, separately, on realizing value from non-core assets.
The strategic restructuring creates:
Citicorp, which will focus on leveraging the competitive advantages of the company's global universal bank in more than 100 countries, and,
Citi Holdings, which will be made up of brokerage and retail asset management, local consumer finance and a special asset pool – whose management will focus on tightly managing risks and losses, and maximizing the value of these assets.
Citicorp
Citicorp will be a relationship-focused global bank to businesses and consumers. It will include "core" Citi properties and have a presence in high-growth emerging markets around the world. Citicorp will have worldwide deposit-taking capabilities that can be put to work with consumer and institutional customers in a diversified way to produce the highest returns, giving it a unique ability to deliver global capabilities locally and serve local clients globally.
Citicorp's Global Institutional Bank will consist of:
Global Transaction Services: an industry-leading business with a global network in about 140 countries.
Corporate and Investment Bank: world-class relationship banking offering full range of advisory, underwriting, lending and market-making services; now re-focused with a lower risk profile.
Citi Private Bank: global banking serving high-net-worth individuals, including about 30 percent of the world's billionaires.
Citicorp's Retail Bank will consist of:
Branded card businesses globally.
Regional consumer and commercial banking franchises in the U.S., Asia, Latin America, Central and Eastern Europe, and the Middle East.
We anticipate that Citicorp will have assets of approximately $1.1 trillion and will be approximately 65 percent deposit funded.
Citi Holdings
Citi Holdings will be a group of non-core businesses that include attractive long-term businesses with strong market positions. However, they do not sufficiently enhance the capabilities of Citi's core business, and in many ways compete for its resources.
The Citi Holdings management team will seek to maximize the value of these businesses by running them well, restructuring and managing them through this tough economic cycle, and taking advantage of value-enhancing disposition and combination opportunities as they emerge. These businesses and assets will initially include:
Brokerage and asset management: including the 49 percent stake in Morgan Stanley Smith Barney, as well as Nikko Cordial Securities, Nikko Asset Management and Primerica Financial Services.
Local consumer finance: including CitiFinancial and CitiMortgage in the U.S., and consumer finance operations in Western Europe, Japan, India, Mexico, Brazil, Thailand and Hong Kong.
Special asset pool: will manage the assets covered by the loss-sharing agreement with the U.S. government parties in the ring-fenced portfolio; and other non-strategic assets.
Source: Press Release Citi
http://www.citigroup.com/citi/press/2009/090116b.htm
Citi Morgan Joint Venture
Simth Barney Brokerage of Citigroup and Morgan Stanley's Wealth management unit will be merged into a Joint venture (JV)
James Morgan will be the chairman of the JV.
Charles Johnston, president of Citigroup's global wealth management business in the United States and Canada will be the venture's president.
Morgan Stanley will pay citigroup $2.7 billion in cash for an initial 51% stake in the venture. This stake can grow to 100% in five years.
James Morgan will be the chairman of the JV.
Charles Johnston, president of Citigroup's global wealth management business in the United States and Canada will be the venture's president.
Morgan Stanley will pay citigroup $2.7 billion in cash for an initial 51% stake in the venture. This stake can grow to 100% in five years.
Thursday, February 5, 2009
Your Leadership Legacy - Book Information and Review
Your Leadership Legacy: Why Looking Toward the Future Will Make You a Better Leader Today
By Robert M. Galford, Regina Fazio Maruca
Edition: illustrated
Published by Harvard Business Press, 2006
194 pages
Contents
What Kind of Impact Are You Having? 25
Sally Green, Film Producer, Federal Reserve Bank
What Role Are You Playing? 51
truth seeker, natural roles, breaking glass
Your Intentional Legacy 69
legacy statement, George Washington Bridge, desired legacy
Are You Doing the Right Thing? 119
photomosaic, legacy statement, EXHIBIT 6-2
The Need for Judgment 145
Michael Milken, Jeff Nelson, Wendy's
Legacies and the Responsibilities of Leadership 165
centipede, PrintFilmedia, SUCCESSION PLAN
Notes 183
Regina Maruca, Harvard Business Review, Robert Galford
About the Authors 193
GALFORD, Harvard Business Review, Columbia University
Things of interest
Looking forward, people want to achieve success in organizational or performance terms. But looking back, they would like their their efforts to be seen--and felt--in a positive way by the individuals they worked with directly and indirectly."
Legacy thinking allows leaders to put their personal values to work in ways that have long-term impacts on their colleagues and employees--and hence the organization--as well as to assess how their own decisions and actions measure up to their values. The goal is to leave behind you a set of positive and empowering values embedded in the organization.
By Robert M. Galford, Regina Fazio Maruca
Edition: illustrated
Published by Harvard Business Press, 2006
194 pages
Contents
What Kind of Impact Are You Having? 25
Sally Green, Film Producer, Federal Reserve Bank
What Role Are You Playing? 51
truth seeker, natural roles, breaking glass
Your Intentional Legacy 69
legacy statement, George Washington Bridge, desired legacy
Are You Doing the Right Thing? 119
photomosaic, legacy statement, EXHIBIT 6-2
The Need for Judgment 145
Michael Milken, Jeff Nelson, Wendy's
Legacies and the Responsibilities of Leadership 165
centipede, PrintFilmedia, SUCCESSION PLAN
Notes 183
Regina Maruca, Harvard Business Review, Robert Galford
About the Authors 193
GALFORD, Harvard Business Review, Columbia University
Things of interest
Looking forward, people want to achieve success in organizational or performance terms. But looking back, they would like their their efforts to be seen--and felt--in a positive way by the individuals they worked with directly and indirectly."
Legacy thinking allows leaders to put their personal values to work in ways that have long-term impacts on their colleagues and employees--and hence the organization--as well as to assess how their own decisions and actions measure up to their values. The goal is to leave behind you a set of positive and empowering values embedded in the organization.
Thain Compared to Fuld
How Not To Lose Everything
Merrill Lynch miraculously avoids the fate of Lehman Brothers.
By Henry Blodget
http://www.slate.com/id/2200149/
When Thain arrived at Merrill, he did what almost every incoming CEO does in a crisis situation.
he started with a massive write-off and raised billions of dollars of new capital to replace the money the company had lost. When he finished with this housecleaning, Thain pronounced his new firm is in solid shape.
Over the next few quarters, however, as the real-estate and credit markets slid toward the worst financial crisis since the Great Depression, the value of Merrill's assets continued to deteriorate. Stock price plummeted. Instead of blaming skeptics and short-sellers for Merrill's sagging stock price, several times over the next few quarters, he swallowed his pride, took more enormous write-offs, and raised even more capital. When Lehman failed, Thain played his weak cards wisely: Instead of wasting another precious day explaining to investors why the market was wrong and the firm's balance sheet was strong, Thain acted. And this time, he fixed Merrill's problem once and for all.
Over at Lehman, CEO Dick Fuld was dealing with the same problems but could not implent the same solution that easily. It could be bcause of reluctance to own up to his own mistakes because he was responsible for the strategies that brought Lehman to the crisis strategy. Are Fuld must have failed to recognize how rapidly the markets were deteriorating. Regardless, toward the end, when Fuld finally realized how far up a creek he and Lehman were, it was too late.
Merrill Lynch miraculously avoids the fate of Lehman Brothers.
By Henry Blodget
http://www.slate.com/id/2200149/
When Thain arrived at Merrill, he did what almost every incoming CEO does in a crisis situation.
he started with a massive write-off and raised billions of dollars of new capital to replace the money the company had lost. When he finished with this housecleaning, Thain pronounced his new firm is in solid shape.
Over the next few quarters, however, as the real-estate and credit markets slid toward the worst financial crisis since the Great Depression, the value of Merrill's assets continued to deteriorate. Stock price plummeted. Instead of blaming skeptics and short-sellers for Merrill's sagging stock price, several times over the next few quarters, he swallowed his pride, took more enormous write-offs, and raised even more capital. When Lehman failed, Thain played his weak cards wisely: Instead of wasting another precious day explaining to investors why the market was wrong and the firm's balance sheet was strong, Thain acted. And this time, he fixed Merrill's problem once and for all.
Over at Lehman, CEO Dick Fuld was dealing with the same problems but could not implent the same solution that easily. It could be bcause of reluctance to own up to his own mistakes because he was responsible for the strategies that brought Lehman to the crisis strategy. Are Fuld must have failed to recognize how rapidly the markets were deteriorating. Regardless, toward the end, when Fuld finally realized how far up a creek he and Lehman were, it was too late.
Friday, January 23, 2009
2008 Financial and Economic Crisis - CEOs Affected
John Thain
Joined Merrill Lynch as CEO after the major crisis. Merged the company with Bank of America.
But agreed to leave Merrill after Merrill had a unexpectedly large $15.4 billion fourther quarter loss.
Joined Merrill Lynch as CEO after the major crisis. Merged the company with Bank of America.
But agreed to leave Merrill after Merrill had a unexpectedly large $15.4 billion fourther quarter loss.
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