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Richard Bolton
Chief Writer |
Brexit was the trigger for an overdue day of reckoning needed to address the current account deficit on the Balance of Payments. Deficits compounded and interest mounting up the national debt, seemingly serviceable with foreign acquisitions of our public and private companies. This article seeks to set out how 2017 is shaping up to be in the wake of this week’s collapsed acquisition by US Kraft-Heinz over British-Dutch owned Unilever and the implications for a Britain on the High Seas. Which is which? Current vs. Capital vs. Financial Accounts The Current Account consists of three composites: Balance of Payments (Imports-Exports), Net Transfers from abroad (Remittances by immigrants, international development spending), and Net Investment Income as the difference between UK overseas investment income and foreign investments profits leaving the UK. In 2014, the UK’s Current Account deficit was running at a record 5.5 per cent, the greatest we have seen since 1948. Current account deficits do not tend to matter until such a time as investors decide they do for advanced economies like the UK. Had the Brexit campaign not won and the pound instead shot up to $1.70 on the FX markets instead of plummeting, negative inflation would have loomed imminent. Imports dwarfing the export values would have intensified the imbalance, compelling the UK to source financing or credit from elsewhere to service these debts. An issue compounded by the “open-policy” UK adopting an open bidding process for foreign owned entities to buy our biggest and best companies at will. The question remains. In 2017, what will happen when we run out of companies to sell abroad on the Capital and Financial Account to meet the negative Balance of Payments? The Capital Account includes ownership transfers, patents and copyrights with regard to mergers and acquisitions. The UK running a large deficit in this component signals an economy consuming domestically and not paying its way in the world. Problems begin to surface when the surplus or deficit for the Capital Account is large and persistent as with the UK. The Financial Account, composed of Foreign Direct Investment, Government-owned assets and global monetary flows encompassing Net Investment Positions, since the 1980s for Britain has been positive investment yields offsetting that of the return to abroad from foreign investments in the UK, enabling a supplementing of the Current Account deficit. Since 2011 this has not happened. The net positive position has turned negative. Henceforth, the record deficit is not driven by poor exporting performance or reliance on imported goods. |
The question remains. In 2017, what will happen when we run out of companies to sell abroad on the Capital and Financial Account to meet the negative Balance of Payments?
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Why has this swing emerged? One plausible explanation views the UK as a victim of its own success. Better domestic performance relative to the Eurozone since 2011 has improved foreign repatriated profits and dampened UK profits on the continent. Another proposal is the notion that British banks have been retracting and consolidating from their overexposure in the world since 2008 bailouts. Thirdly, nuances in the figure manipulation or data should be considered, such as UK homes sold to foreign buyers not featuring. In particular, the Chinese fleeing their country for fear of the state appropriating their wealth at the drop of a hat, whereas, a car made in the UK and sold abroad will end up in the statistics. Lastly, the changing perspective from international investors has been to steadily downgrade the reliability of the Sterling, even before Brexit came onto the agenda. Is a Current Account Deficit financeable? So long as the Current Account deficit can be matched by positive Capital or Financial Account equivalents, the deficit is financeable. Whether this position is achieved by selling off assets, privatising industries such as the NHS, or so long as foreigners are prepared to keep stumping up cash to the UK in gilts and Foreign Direct Investment, our heads will stay above water. The UK has long been acknowledged as a safe haven in an otherwise troubled and turbulent world. However, the large and persistent trend could not run unchecked indefinitely. Just as consumers will eventually run out of money if they continue spending all their monthly stipends and maxing out their credit cards. Eventually, something’s gotta give. Brexit marked a turning point for Britain, compounding the downward trend of the Sterling currency with a realised free fall. Depreciation may in the short run curb import fixation dependency, so bringing the Balance of Payments back under control. The costs of doing so will likely lead to a lower standard of living for citizens as real wages are eroded by the new imported inflation. Petrol prices are already starting to climb back up, in spite of US shale expansions further suppressing OPEC’s unified capacity to place limits on exports. The UK has an interesting position when it comes to goods and services. On the one hand, price competitiveness has returned with 10-20% declines in currency pairings. Exports that compete on price have seen gains in orders and yet much of what we export is in the tertiary and quaternary industries. High-end specific goods and services which require expertise and sophisticated machinery or software are likely to reside at the price inelastic end of the spectrum. Thus far, the very existence of the Current Account deficit speaks of the underlying imbalances to be found in the domestic economy. Teresa May may have won the vote of confidence to take the helm, yet the scope of her task to redress the sectoral imbalance and usher the UK into a more sustainable growth path has only just begun. Troubles permeate in plain sight as our positive earning capacity is sold abroad. Domestic assets stripped and sold out on the Capital and Financial Accounts, such as privatisation of the NHS, Nuclear energy provision to China and France, Steel and Cars to India, and just this week the close shave with American based Kraft-Heinz openly targeting British and Dutch Unilever. Depleted inflows once these companies have been sold off need to be made up elsewhere in order to balance the Current Account’s deficit. Why Kraft-Heinz failed to win over Unilever Teresa May needs to appreciate the characteristic predatory private equity moves do not usually succumb to meek pressure at their eleventh hour as British and Dutch Politicians have heaped pressure on the Unilever board. The proposed takeover ran to the tune of £115 Billion, financed mostly through leverage by Warren Buffett and Brazilian conglomerate 3G. The deal failed after public announcements had been made. The board of Unilever openly rejected an 18 per cent premium, deeming it too paltry. Supplementary features which hampered the takeover were concerns backed by British and Dutch politicians as to the asset stripping deals or the ‘3G style technique’ of loading acquisitions with debt and reducing taxable earnings. Unilever’s board was unprepared to give up 100 years of reliable history and trustworthy business practice for an uncertain ride with the multinational financiers not beholden to any particular state or legislation. |
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A successful Brexit strategy, undermined Instead, the proposals made this week calls for ‘public interest tests for mega bids’. The question posed to Teresa May, our media-presented ‘gormless’ leader, asks how she intends to rebalance the UK’s economy while selling off our best companies without question? Successful industrial and business strategies need high functioning companies driving growth, creating products the consumer wants. Unfortunately, the bidders have little regard for workers. "Opportunists" would be a more appropriate term for the unashamed plans to carve up lost making departments, cut costs and reduce jobs. Take the noble Sir Phillip Green, owner of Arcadia group, embroiled in the ‘pensions scandal’ with British Homes Stores – a company acquired by maximal leverage with minimal accountability from a cushy yacht in Monaco. 2017 is proving to be yet another bumper year for the opportunist global financier, eager in appetite for debt and little interest in long-term investment. Take the 2014 acquisition move by Pfizer to purchase AstraZeneca. Pharmaceutical research, patents and new medicines are one of the pillars of modern Britain, so understandably were repealed by the powers that be. However, the same may not be said for Kraft-Heinz’s vision wherein Cadbury’s Dairy Milk chocolate ingredient change was a shame for the consumer and a costly dent on their profit line. Unilever’s relative importance to the British economy with its soap suds, margarines and ice creams are not exactly the heralded trophies that Pharmaceuticals, high fashion, aeronautical engineering or consulting are proving to be in the twenty-first century. So, do we desert them in order to finance ‘rampant consumerism’ and the amortisation of our National Debt? |
2017 is proving to be yet another bumper year for the opportunist global financier, eager in appetite for debt and little interest in long-term investment.
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UK’s open for business: discounts while they last The motive behind the takeover bid resides in the UK being the easiest major economy in which to do so. “Open-doors” may hold some benefits in raising competitiveness. Upper management perpetually aware of takeovers dangle upside down over piranha infested waters. Politicians avoid the pitfall cherry picking of AstraZeneca’s over Unilever’s, retaining some on home turf and sacrifice others. The quandary remains that Unilever is a successful conglomerate with a share price having doubled since 2010 that pays out reliable dividends in an otherwise volatile equities marketplace. The US based Kraft-Heinz wants to do away with Unilever’s corporate responsibility policy, slim up the employee counts, mechanise more processes and induce more bonus related schemes to increase productivity and competitiveness. And surprise, surprise, profit is the end to which any means are justified. Alternatives? Sustainable Capitalism seems to draw trappings of outside accountability. Unilever is prepared to listen to its company policy and has succumbed, whereas we made be hard pressed to imagine such a scenario under an American ownership. As track records have shown, heavy job losses, outsourcing and greater financial leverage abound with private equity moves. Living under these global leeches bleeding our system dry, it only seems reasonable for the nation state or international regulatory boards to examine and scrutinise takeover plans in great depth so as to align the interests more snugly with the public interest. Interventions may be rare in practice, however, the soft line approach May endorsed as she came into office discredits calls for automatic rights to block deals have since been abandoned. January’s green paper on industrial strategy omits takeover policy, as if too troublesome to broad brush in addressing, but instead on a case by case agenda. The next bid in the works will likely grossly exceed £115 Billion for Unilever, negotiations dragging out and voters who lose out to the corporate capital flows will want to know why Teresa May failed to avail those powers she extolled herself in assuming office. Where it will end, no one knows, but for now 2017 is sizing up to be another year of M&A which the markets will likely play up, as Barry Ritholtz would say, “to applaud major mergers, even though the vast majority of them don’t work out and don’t increase shareholder value”. TMM |

















