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Author, direct marketing guru, and always entertaining Denny Hatch focuses on a major story in the news and shows how businesses can take advantage of–or avoid the pitfalls from–the lessons to be learned in terms of marketing, sales, PR and communications.
Sep 30, 2008 : Vol. 4, Issue No. 54

Put a Cataloger in Charge of Wall Street!

AIG and the missing $60 billion
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IN THE NEWS
Bad Bets and Cash Crunch Pushed Ailing AIG to Brink
For three hours Tuesday evening, the board of American International Group Inc. wrestled with the government's offer: an $85 billion loan in return for surrendering control of the insurance giant. The directors were stunned by the "onerous" proposal, as one called it. They were surprised by an order to replace Chief Executive Robert Willumstad and bristled at what they considered Washington's heavy-handed treatment. One director said he felt "violated."

--Monica Langley, Deborah Solomon and Matthew Karnitsching; The Wall Street Journal, Sept. 18, 2008

The New York state superintendent of insurance, Eric Dinallo, told the firm he could allow the parent company to get access to about $20 billion from its subsidiaries; state regulators have oversight over how insurers use assets set aside for potential claims. Mr. Willumstad rushed to tell the executives and bankers: "We found $20 billion!" He left thinking AIG now only needed another $20 billion to avoid disaster. ...

On Sunday morning, AIG's advisers made a worrying discovery. One of the insurer's regulated subsidiaries, its securities lending business, needed a separate injection of as much as $20 billion.

That day, J. C. Flowers made a proposal that would involve an investment of about $10 billion contingent on a number of factors, including ensuring AIG's credit rating wouldn't fall below a certain level. KKR and private-equity firm TPG offered $20 billion for 50% of the company. Both deals were contingent upon some sort of credit line being provided -- either by the Fed or Wall Street banks.

AIG executives wouldn't accept such conditions. But the point was moot. The private-equity firms did their calculations based on the presumption that AIG would need $40 billion. By late Sunday, after Asian markets opened and the value of its assets came under further stress, it was becoming clear the company now needed more than $60 billion.

Mr. Willumstad's outside advisers told Mr. Geithner that the size of AIG's shortfall was "$60 billion plus." They added that they didn't know what the "plus" was. ...

On Monday, AIG informed Mr. Dinallo that it needed as much as $70 billion to avoid failing. Mr. Dinallo replied that the state wouldn't act unless there was a plan in place to provide the rest of what AIG needed. "I can't risk hurting the policyholders if your company goes bankrupt," he said.

Representatives from J.P. Morgan and Goldman Sachs met all day Monday at the Fed's office in Lower Manhattan. Together with Morgan Stanley, they evaluated AIG's liquidity needs and, separately, the viability of a private-sector solution. Their updated conclusion: AIG needed about $80 billion.

The lead of paragraphs of this story are at right under "IN THE NEWS."

Violated? A director felt violated? How about the stockholders whose shares were worth $2.25--down from $58.30 at the beginning of the year? Talk about being violated by absolutely incompetent nincompoops!

Willumstad's salary was $1 million a year plus a minimum bonus for 2008 of  $4 million.  And the jerk didn't know the difference between $20 billion and $80 billion!
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