05Dec

Possible dangers and risk associated with loans

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74One example from the automotive sector is the large spread differential between Ford and Renault bonds with similar coupon and maturity. Although the rating agencies assign approximately the same credit risk to both issuers, investors view the risk that is related to owning Ford bonds as significantly higher. Our study clearly outlines that Ford bonds have been much more volatile than Renault bonds between September 2003 and February 2004. When S&P put Ford on credit watch negative on October 21, 2003, spreads widened massively. Even if only very few investors feared a multiple notch downgrade of Ford from the then BBB rating, a 1 notch downgrade to BBB coupled with a negative outlook would have caused concerns about a later downgrade of Ford into high-yield. There were fears
that the high-yield market would not be able to absorb the large volume of outstanding Ford bonds, and from a fundamental perspective that the company’s financing costs would rise, thus limiting the company’s financial flexibility massively. This example highlights that market technicals at least temporarily can be the dominant driver of credit spreads.

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15Oct

Credit holds a great deal of promise

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Although mergers hold a great deal of promise and there are undoubted successes, it seems that negotiating the many pitfalls inherent in such deals – from cultural issues to communications – can be hazardous and difficult. This may not be the fault of the merger; the forces that drive firms to merge in the first place might also place strains on the union over the long term.

After a painful birth, DaimlerChrysler now has strong positions in many markets,opportunities for growth in new ones and a pool of valuable resources, including some of the strongest brand names in the automotive sector. Leaders able to engineer the merger process competently in the future will have a skill that is in great demand and short supply.

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12Oct

So, is big credit beautiful?

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Many commentators, such as management guru Tom Peters, view major mergers such as that between Daimler-Benz and Chrysler as a recipe for disaster. If a firm is strong, then a merger will introduce sources of weakness, or at best take attention and resources away from sources of strength. If a firm is weak, then it is better to focus on the sources of weakness rather than divert resources into negotiating and implementing a merger. There is an argument that rapidly enlarged businesses leave themselves open to leaner, quicker and less bureaucratic competitors.

The counter argument is borne out by the DaimlerChrysler merger. Although success may be difficult to achieve it is still possible to prosper, and despite its many problems, DaimlerChrysler is evidence of this. Furthermore, for many organisations it represents the best, or only, option.

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