Some companies have it in them, some don’t. We are talking about the ability to rewrite history. That’s what Citigroup did some ten years ago when it decided to provide investment advice along with traditional banking. Unfortunately however, Citigroup is now going through the painful process of giving up that strategy in a not-so-historic way.
As cost cutting measures and pink slips are failing to provide the bank with much needed succour, CEO Vikram Pandit seems to be at his wits’ end looking for a saving grace. And interestingly, but not surprisingly, he has realigned Citigroup’s current dealings into two separate businesses — Citicorp and Citi Holdings. Raison d’être: to free up capital and save the group from the collapse — may be his last attempt to make Citigroup stand on its feet!
With Citicorp, Pandit now plans to focus on leveraging the competitive advantages of the group’s global banking business and through Citi Holdings – which will be made up of brokerage and retail asset management (including Smith Barney, Nikko Cordial Securities, Nikko Asset Management and Primerica Financial Services), local consumer finance (including CitiFinancial and CitiMortgage in the US, and consumer finance operations across the globe) and a special asset pool — he wants to keep an eye on group’s riskier assets and hard-to-manage ventures. “With lower risk and a streamlined set of businesses, we expect Citicorp to be a high-return and high-growth business. And with Citi Holdings, we will tighten our focus on risk management and credit quality for businesses with strong market positions but that are not central to our core franchise,” avers Pandit. In fact, Pandit has also agreed to give up control of the Smith Barney brokerage to Morgan Stanley and even plans to sell the CitiFinancial consumer-lending unit and Tokyo-based Nikko Asset Management, once the hive off process is complete.
Certainly by doing so he can now strive to further reduce operating costs and allow Citigroup to sell or spin off any of Citi Holdings assets to raise cash but then is it actually going to be profitable is the question that is doing the rounds in many minds. “There are certainly ‘good bank’ and ‘bad bank’ components in Citigroup’s balance sheet, and our assumption is that with a role for the government, Citi can find a profitable path. But without treasury involvement, the path will be more dicey,” Mike Englund, Chief Economist, US-based Action Economies tells 4Ps B&M. No doubt the new move is a sort of back to basics — to focus on the pure banking by shedding off the idea of creating a financial supermarket — but then it doesn’t change Citi’s business model at all. The move only separates the business on paper with Citi’s current problems lying intact.
If the whopping $10.42 billion losses for the nine months ending September 30, 2008 were not enough, Citigroup has once again reported a net loss of $8.29 billion for the fourth quarter of 2008 — its fifth-straight quarterly deficit in a row. Revenues at $5.6 billion are heavily affected by write-downs and losses in securities and banking. This also includes $6.1 billion in net credit losses, which surely means that Citigroup is actually moving on similar lines to meet the fates of many (like Lehman Brothers and Merrill Lynch) who have already fallen flat in their bouts against subprime devil. In fact, today Citigroup is one of the biggest unsecured creditors with a sickeningly shocking $138 billion (an unbelievable 23% of Lehman’s gross outstanding debt of $613 billion) unsecured exposure to the Lehman collapse! Even for the full year 2008, Citigroup has reported a net loss of $18.72 billion against a net profit of $3.62 billion in 2007. Moreover, Citigroup’s share that has plunged over 77% last year on the US bourses (more than 43% in the year through the day of announcement of split), which points out to a further deteriorating situation.