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National Security Panel Approves Smithfield Sale to Chinese Company

Smithfield Foods won national security clearance on Friday for its proposed $4.7 billion sale to a Chinese meat processor, overcoming one of the biggest obstacles to a deal.

The approval by an important government committee came despite deep-seated skepticism by a group of lawmakers, who professed concern about a Chinese company owning Smithfield, the country’s biggest pork producer.

Analysts have expected Smithfield and its suitor, Shuanghui International, to prevail. The Committee on Foreign Investment in the United States, commonly known as Cfius, has historically reviewed deals involving key industries like energy and technology. But it has little precedent in examining food deals.

Both companies have argued that their combination poses no danger of compromising American food safety standards. Indeed, they have contended that the goal is to export more Smithfield pork to China, satisfying rising demand for high-quality meat in that country.

“This transaction will create a leading global animal protein enterprise,” Zhijun Yang, Shuanghui’s chief executive, said in a statement on Friday. “Shuanghui International and Smithfield have a long and consistent track record of providing customers around the world with high-quality food, and we look forward to moving ahead together as one company.”

But the deal, the largest-ever takeover of an American company by a Chinese counterpart, was almost certain to attract scrutiny.

Skeptics have repeatedly raised concerns about the possibility of compromised food safety standards. Members of the Senate Agriculture Committee held a hearing this summer reviewing whether foreign takeovers of American food producers was in the country’s best interests.

Shuanghui in particular has been a focus of that scrutiny because it has struggled with food quality controversies in the past. The company was at the center of a Chinese television investigation into sales of pork produced with clenbuterol, a food additive banned in the United States, the European Union and China because of health risks.

The company apologized and promised to revamp its safety regimen.

Though the Smithfield deal cleared the Cfius review, it must still pass muster with the company’s shareholders, who are scheduled to vote on Sept. 24. An activist investor who owns 5.7 percent of the pork producer, Starboard Value, disclosed recently that it would vote against the transaction.

The hedge fund added that it has held talks with potential rival suitors who, it said, were willing to pay “substantially” more than Shuanghui’s $34-a-share bid.

Shares in Smithfield closed on Friday at $33.92, suggesting that investors believe Shuanghui’s offer will succeed.

The Cfius approval came on the same day that Smithfield reported a 36 percent drop in first-quarter profit.

Net income was $39.5 million, or 27 cents a share, compared with $61.7 million, or 40 cents a share, in the period a year earlier. Revenue rose nearly 10 percent, to $3.4 billion.



Week in Review: A World in Love With Cellphones

Verizon’s $130 billion deal for its own wireless unit signals a telecommunications industry in the midst of constant change. Some of the biggest changes will take place overseas.

In Europe, a flush-with-cash Vodafone is poised to unload its huge war chest. “Potential targets may include John C. Malone’s Liberty Global,” reports Michael J. de la Merced and Mark Scott. Analysts told DealBook that other acquisition targets could include smaller cellphone operators in depressed markets like Spain and Italy. And in Japan, SoftBank is poised to take advantage of new wireless service opportunities.

A look back on our reporting of the past week’s highs and lows in finance.

THURSDAY, SEPT. 5

Prominent Doctor Said to Be Tied to SAC Case | Joel Ross is one of two physicians who prosecutors say leaked secret information about clinical drug trials to Mathew Martoma. DealBook »

Russian Firm Cashes in on Facebook’s Recovery | The Internet company Mail.ru, which is partly owned by the billionaire Alisher Usmanov, announced that it had sold its remaining stake for around $525 million. DealBook »

A New Divestment Focus on Campus: Fossil Fuels | A student movement is encouraging college and university endowments to divest themselves of their holdings of companies in the fossil fuel business. DealBook »

WEDNESDAY, SEPT. 4

Schwab Case Casts a Spotlight on Securities Arbitration and Its Flaws | Charles Schwab & Company finds itself at odds with regulators as it seeks to eliminate the option of class-action lawsuits for its clients. DealBook »

TUESDAY, SEPT. 3

Bribery Charges in China for Official Whose Child Worked for JPMorgan | State prosecutors have accused Zhang Shuguang, who has been under investigation for more than two years, of accepting graft payments of around 47 million renminbi, or nearly $8 million at current exchange rates. DealBook »

Two More Hedge Funds Scoop Up Stakes in J.C. Penney | Glenview Capital Management and Hayman Capital Management joined a list of hedge funds that have disclosed bullish views on the struggling retailer. DealBook »

Deal Professor: Thorny Side Effects in Silicon Valley Tactic to Keep Control | The gods of Silicon Valley have repeatedly sought to take the companies they founded public while retaining control as if they were still private, says Steven M. Davidoff. DealBook »

MONDAY, SEPT. 2

Verizon Seals Long-Sought Deal to Own Wireless Unit | Verizon Communications agreed on Monday to spend $130 billion to take full control of its enormous wireless unit because it said it believed that the American desire for cellphones and broadband services was not yet nearly sated. DealBook »

Microsoft Gets Nokia Units, and Leader | Microsoft said it has reached an agreement to acquire the handset and services business of Nokia for about $7.2 billion, in an audacious effort to transform Microsoft’s business for a mobile era that has largely passed it by. The New York Times »

DealBook Column: In a New Book, McKinsey & Co. Isn’t All Roses | “The Firm,” by Duff McDonald, chronicles the rise of the world’s most influential management consulting firm, but also cites its many failures, says Andrew Ross Sorkin. DealBook »

Madoff Trustee Adds Details to Suit, Saying Financier Detected Fraud | Irving L. Picard, who represents victims of Bernard Madoff’s huge Ponzi scheme, says in a filing that J. Ezra Merkin “willfully blinded” himself to signs of fraud. DealBook »

SUNDAY, SEPT. 1

Verizon Nears Deal to Buy Out Vodafone’s Stake in Wireless Unit | The deal heralds a continued sweeping realignment within the global telecommunications landscape. DealBook »

WEEK IN VERSE

‘Memphis, Tennessee’ If only he had a cellphone. In 1972, Chuck Berry sang about missed connections at a concert in London. YouTube »



The Power of Stepping Back

I am the chief executive of my company, with responsibility for 30 people in the United States and another two offices overseas. As part of my vacation last month, I took two weeks when I was completely offline and didn’t check in to my office at all.

Was this a wise move? Was it responsible?

First, the practical issues. My out-of-office message directed people to reach others in my office if they needed something urgently. My colleagues knew how to reach me if necessary. I also trusted them to take care of issues that might arise. I also knew that they’d contact me if there was something they thought demanded my attention.

I was feeling tired and overloaded when I left for vacation in early August. I looked forward to relaxing and being with my family, but I equally craved time for quiet reflection. Thinking creatively, strategically and long term is a crucial part of any leader’s job, and I felt frustrated trying to make that happen amid the phone calls, e-mail, texts, meetings and the slew of questions and issues that come up over the course of a working day.

My brain had just gotten too crowded. With so much external distraction and so many issues competing for my attention, I was only able to give small amounts to any one. To make deeper and more meaningful connections between the disparate ideas in my head, I needed to free up both time and internal space.

That isn’t easy, as you surely know. The pull of digital life makes it as addictive as any drug. Truly disconnecting from e-mail, Facebook, Twitter, Instagram, Pinterest or whatever your latest fixes may be is nearly impossible for most of us to contemplate. I solved the problem simply: when my wife and I went to visit our daughter and her husband in Amsterdam, I didn’t bring my laptop and I didn’t activate my phone.

We hung out together, biked, walked and lingered in restaurants. But I also took a couple of hours for myself in the afternoons. I sat down with a journal and a pen, and free-associated. At first, it was just a jumble of thoughts about the new direction I believe our company needed to take. As the days went on, though, the thoughts began to sort themselves out, and clarify and cohere.

Time without interruptions and imminent deadlines was an incredible luxury. I didn’t feel rushed to arrive at conclusions or solutions. I could pursue an idea or a direction without worrying about its immediate utility. It allowed me to take a much more long-range view. But along the way, I found myself musing on a range of other concerns.

For a decade now, for example, I’ve been trying to define what our company does in a simple, accessible way. I never came up with a description I found satisfying. But one afternoon, my mind unexpectedly wandered down that path. Literally five minutes (and 10 years) later, I had this sentence:

“We help organizations create workplaces that are healthier, happier, more focused, more purposeful and higher performing, by better meeting the needs of their employees â€" physically, emotionally, mentally and spiritually.”

As I struggled with how our company could better serve its mission, I spent a lot of time thinking about what people needed if they were to thrive. It dawned on me that most of us assume we’ve reached maturity â€" adulthood â€" around the time we joined the working world.

But the fact is that we have vast potential to expand not just our range of skills over the course of a lifetime, but also to deepen our self-awareness, relax our self-absorption, widen our circle of care and lengthen our perspective. In the weeks ahead, I’ll be writing about why such growth is so critical for the next generation of leaders.

I returned to the office this week feeling re-energized and inspired by the opportunity to reflect, read and relax.

A couple of significant client issues had arisen in my absence, but they didn’t require my involvement.

The most common reason many of us feel compelled to answer e-mail constantly is that we are addicted to feeling connected. And by the end of two weeks, I couldn’t resist checking e-mail any longer, even knowing that if anything critical arose, my office would find me.

What I know now is that nothing terrible would have happened if I had stayed off longer. Many of us want to believe we’re more indispensable than we really are.

When I did go back online, there were a couple hundred e-mails I had to respond to, but I just sat down in a couple of focused 90- minute sessions and dealt with them. If I’d been answering them throughout my time away, I’d never have been able to do the sort of thinking I did.

It’s not possible to race between meetings and e-mail all day long, and simultaneously reflect on what all this frenzied activity is accomplishing. We can’t think outside the box when we’re simply running around inside it. It doesn’t make sense to do more and more, faster and faster, if we’re not stopping intermittently to ask why we’re doing what we’re doing.

I’ve already introduced two experiments in my company this week.

The first is to offer all of our employees the opportunity to take time away from the office, simply for reflection. All I ask is that they come back afterward and share with their colleagues, in some form, whatever insights they’ve had.

The second is to introduce two 15-minute periods a day during which people are invited to come into our conference room and sit quietly, in meditation, or simply reflecting â€" one at the start of the day, the second at midafternoon.

I’m convinced that we’ll derive more value from these periods of “not doing” than from simply trying to get as much done as possible. I’ll keep you posted on our progress.

About the Author

Tony Schwartz is the chief executive of the Energy Project and the author, most recently, of “Be Excellent at Anything: The Four Keys to Transforming the Way We Work and Live.” Twitter: @tonyschwartz



The Power of Stepping Back

I am the chief executive of my company, with responsibility for 30 people in the United States and another two offices overseas. As part of my vacation last month, I took two weeks when I was completely offline and didn’t check in to my office at all.

Was this a wise move? Was it responsible?

First, the practical issues. My out-of-office message directed people to reach others in my office if they needed something urgently. My colleagues knew how to reach me if necessary. I also trusted them to take care of issues that might arise. I also knew that they’d contact me if there was something they thought demanded my attention.

I was feeling tired and overloaded when I left for vacation in early August. I looked forward to relaxing and being with my family, but I equally craved time for quiet reflection. Thinking creatively, strategically and long term is a crucial part of any leader’s job, and I felt frustrated trying to make that happen amid the phone calls, e-mail, texts, meetings and the slew of questions and issues that come up over the course of a working day.

My brain had just gotten too crowded. With so much external distraction and so many issues competing for my attention, I was only able to give small amounts to any one. To make deeper and more meaningful connections between the disparate ideas in my head, I needed to free up both time and internal space.

That isn’t easy, as you surely know. The pull of digital life makes it as addictive as any drug. Truly disconnecting from e-mail, Facebook, Twitter, Instagram, Pinterest or whatever your latest fixes may be is nearly impossible for most of us to contemplate. I solved the problem simply: when my wife and I went to visit our daughter and her husband in Amsterdam, I didn’t bring my laptop and I didn’t activate my phone.

We hung out together, biked, walked and lingered in restaurants. But I also took a couple of hours for myself in the afternoons. I sat down with a journal and a pen, and free-associated. At first, it was just a jumble of thoughts about the new direction I believe our company needed to take. As the days went on, though, the thoughts began to sort themselves out, and clarify and cohere.

Time without interruptions and imminent deadlines was an incredible luxury. I didn’t feel rushed to arrive at conclusions or solutions. I could pursue an idea or a direction without worrying about its immediate utility. It allowed me to take a much more long-range view. But along the way, I found myself musing on a range of other concerns.

For a decade now, for example, I’ve been trying to define what our company does in a simple, accessible way. I never came up with a description I found satisfying. But one afternoon, my mind unexpectedly wandered down that path. Literally five minutes (and 10 years) later, I had this sentence:

“We help organizations create workplaces that are healthier, happier, more focused, more purposeful and higher performing, by better meeting the needs of their employees â€" physically, emotionally, mentally and spiritually.”

As I struggled with how our company could better serve its mission, I spent a lot of time thinking about what people needed if they were to thrive. It dawned on me that most of us assume we’ve reached maturity â€" adulthood â€" around the time we joined the working world.

But the fact is that we have vast potential to expand not just our range of skills over the course of a lifetime, but also to deepen our self-awareness, relax our self-absorption, widen our circle of care and lengthen our perspective. In the weeks ahead, I’ll be writing about why such growth is so critical for the next generation of leaders.

I returned to the office this week feeling re-energized and inspired by the opportunity to reflect, read and relax.

A couple of significant client issues had arisen in my absence, but they didn’t require my involvement.

The most common reason many of us feel compelled to answer e-mail constantly is that we are addicted to feeling connected. And by the end of two weeks, I couldn’t resist checking e-mail any longer, even knowing that if anything critical arose, my office would find me.

What I know now is that nothing terrible would have happened if I had stayed off longer. Many of us want to believe we’re more indispensable than we really are.

When I did go back online, there were a couple hundred e-mails I had to respond to, but I just sat down in a couple of focused 90- minute sessions and dealt with them. If I’d been answering them throughout my time away, I’d never have been able to do the sort of thinking I did.

It’s not possible to race between meetings and e-mail all day long, and simultaneously reflect on what all this frenzied activity is accomplishing. We can’t think outside the box when we’re simply running around inside it. It doesn’t make sense to do more and more, faster and faster, if we’re not stopping intermittently to ask why we’re doing what we’re doing.

I’ve already introduced two experiments in my company this week.

The first is to offer all of our employees the opportunity to take time away from the office, simply for reflection. All I ask is that they come back afterward and share with their colleagues, in some form, whatever insights they’ve had.

The second is to introduce two 15-minute periods a day during which people are invited to come into our conference room and sit quietly, in meditation, or simply reflecting â€" one at the start of the day, the second at midafternoon.

I’m convinced that we’ll derive more value from these periods of “not doing” than from simply trying to get as much done as possible. I’ll keep you posted on our progress.

About the Author

Tony Schwartz is the chief executive of the Energy Project and the author, most recently, of “Be Excellent at Anything: The Four Keys to Transforming the Way We Work and Live.” Twitter: @tonyschwartz



A Mortgage Market Out of Balance

The vast system that provides home loans to millions of Americans has long been a strange place. A surprising development has made it even stranger.

Recently, interest rates on mortgages for expensive homes have fallen below those for smaller mortgages that the government promises to repay if the borrower defaults.

On Thursday, for instance, Wells Fargo, the nation’s largest mortgage lender, was offering to make the larger so-called jumbo loans at a fixed rate of 4.625 percent for 30 years. That compared with the 4.875 percent that the bank was charging on fixed 30-year loans that qualify for government backing.

On the surface, these moves in rates make little sense. The jumbo mortgages do not have a taxpayer guarantee of repayment. Anyone holding such loans relies solely on the creditworthiness of the borrowers to be repaid. Most of the jumbo borrowers are wealthy and have good credit scores, so they are not that high a risk right now. Still, their credit probably isn’t as strong as that of the federal government, which guarantees the smaller loans. As a result, those loans, often called conforming mortgages, should have lower rates than those on jumbo mortgages. Indeed, as far back as industry participants can remember, that has been the case.

The fact that jumbos are now cheaper points to dysfunctions in the mortgage market, which is going through a jarring adjustment that appears to be influencing guaranteed mortgages more than jumbo loans.

Since the financial crisis of 2008, the mortgage market has had two substantial sources of government support. First, government entities have been backing a far higher proportion of mortgages than in recent decades. Banks make these loans but don’t hold them. They package them into bonds and sell nearly all of them to investors, like pension and mutual funds. The second support has come from Federal Reserve. As part of its efforts to invigorate the economy, the Fed has been buying large amounts of those taxpayer-backed mortgage bonds. That helped bring about a big decline in mortgage rates in the grim years after the crisis.

But the Fed, believing the economy is gaining strength, has signaled that it may soon buy fewer of these bonds. Their price has fallen. This pushes up the yields on the bonds, which in turn drives up mortgage rates for people taking out new conforming home loans.

The rates on jumbo loans have also risen over the last few months. But because fewer jumbo mortgages trade in markets, they are less vulnerable to big swings in investor sentiment. That is not the case for guaranteed loans, which investors have sold heavily in recent weeks.

Of course, once uncertainty about future interest rates dissipates, and markets settle down, the rate on guaranteed mortgages could fall back below that of jumbo loans.

But policy makers have reason to be unnerved. If jumbo rates remain lower for a long time, it could mean that participants in the mortgage market have begun to believe they have a lower risk of default. That might seem a preposterous stance, given the government guarantee on conforming loans.

Still, there are circumstances under which the conforming loans might be riskier for the banks that make them â€" and recent efforts to overhaul the mortgage market may heighten that risk.

The government guarantees the conforming loans, but with one big caveat. If there are problems with those loans that lead to default â€" if the bank didn’t properly check a borrower’s income, for example â€" the government can effectively send them back to the bank that made them. Returning loans can saddle the lender with hefty losses, which has already happened after the government rejected many shoddy precrisis loans. As a result, mortgage experts say, banks have since the crisis charged borrowers extra interest to cover the risk of losses from taking loans back.

Amid all this, it’s possible to see why banks might believe that jumbo loans will result in fewer losses than conforming loans. From the outset, jumbo loans may simply experience fewer defaults than conforming mortgages, partly because their borrowers have higher credit scores. And when the conforming mortgages do default, the banks may not be able to predict what their losses will be because of the government’s ability to send back faulty loans.

If the situation persists, housing market officials might have to revisit some of the knotty questions at the heart of the mortgage system.

The government could loosen its standards and send fewer bad conforming mortgages back. The banks would stop fearing high losses on rejected loans, prompting them to charge borrowers less at the outset. Some people might ask why the government should relax its standards when it is the banks’ own inefficiencies that lead to loans that are sometimes sent back.

One way to reduce the risk of conforming loans is to require solid down payments, because these can reduce defaults and increase the amount recovered when a borrower does default. Right now, down payments are reasonably high on conforming mortgages, and maybe even in line with those on some jumbo mortgages.

But that could change.

In the housing overhaul, regulators had plenty of opportunities to draft rules that would enshrine sturdy down payments. They have gone out of their way to avoid doing that. The motivation was to maximize access to credit, which is another way of saying that the market has to be built to include borrowers who cannot afford sizable down payments.

That may be an admirable goal. But if down payments are allowed to fall on a large proportion of conforming loans, banks may respond by hoisting their rates to cover the risk that the government may send them back if they default in large numbers.

For prospective home buyers, access to credit would be diminished.

At that point, the government would have a stark choice. It could decide to change nothing, leaving some people unable to get mortgages. Or it could become more lenient, by signaling to the banks that it will send fewer loans back. While some in Congress would fight such a move, the housing lobby would likely support it â€" and it nearly always wins.



Waiting to Woo Vodafone, and Paying the Price

Waiting to Woo Vodafone, and Paying the Price

Verizon’s agreement to acquire Vodafone’s stake in Verizon Wireless is a megadeal by any measure: at $130 billion it ranks as the third largest ever, and the largest since the collapse of the dot-com bubble in 2000.

Yet Verizon shareholders seem to have taken the price in stride, even though it is $30 billion more than was rumored just a few months ago. Verizon shares are about the same as they were before rumors of the deal surfaced last week, even though the share price of the acquiring company usually drops. But consider the math: if 45 percent of Verizon Wireless is really worth $130 billion, then Verizon’s 55 percent stake alone should be worth $159 billion. Yet the enterprise value of all of Verizon, including its debt, was $176 billion this week.

That suggests Verizon is overpaying. And the staggering price also raises other questions: Why did Verizon wait so long to buy the rest of the wireless company? Why now? And why did it ever put its crown jewel, wireless assets, into a joint venture to begin with?

“I was advocating that we buy out Vodafone from Day 1,” Dennis Strigl, the former chief executive of Verizon Wireless, told me this week. “The whole issue for us was there was never a better time to buy than the year before. We just kept building more value and, therefore, a higher price. I wish we’d bought it in 2001.”

And Verizon could have bought it for even cheaper in 1999, when Vodafone outbid Bell Atlantic for AirTouch Communications, the company that provided the assets for Vodafone’s stake in Verizon Wireless. AirTouch would have given Bell Atlantic, which later emerged as Verizon Communications, a nationwide cellular footprint to compete with AT&T, since Bell Atlantic at the time served New York and much of the East Coast, and AirTouch covered California and the West. (AirTouch itself resulted from a combination of the wireless assets of the former Bell operating companies Pacific Telesis and US West.)

According to Mr. Strigl, Verizon’s strategy was always to create a coast-to-coast network. To compete with AT&T’s then-popular nationwide calling plan, Verizon started paying its customers’ roaming charges in areas where it did not offer service. “That wasn’t sustainable,” Mr. Strigl said.

But Bell Atlantic dropped out of the AirTouch bidding at $45 billion â€" $85 billion less than it is now paying just for AirTouch’s former cellular assets in the United States. (Air Touch also owned extensive international assets that were not part of the Verizon Wireless venture.) Vodafone, based in Britain, snagged the company for $62 billion, in what will now be seen as one of the best deals ever.

Of course, it is easy to say with the benefit of hindsight that Verizon missed the opportunity of a lifetime when it let AirTouch slip from its grasp. In 1999, the year of that deal, cellular service was erratic, cellphones were clumsy and mostly limited to voice calls, and customers were coping with roaming charges by turning off their phones except when making calls.

Vodafone’s chief executive then, Christopher Gent, now looks like a visionary. But he was criticized at the time for overpaying for AirTouch (and other acquisitions that transformed Vodafone into a global giant) and was excoriated in the British news media in 2003 for his £10.4 million pension. (Mr. Gent is now chairman of the pharmaceutical giant GlaxoSmithKline and a senior adviser at Bain & Company.)

According to an investment banker working on the deal at the time (who did not want to be named because he is involved in the current deal as well), Verizon may have underestimated Vodafone’s determination to hold on to the wireless assets because it thought Vodafone was mostly interested in AirTouch’s international assets. “We did bid, but they didn’t want to sell,” Mr. Strigl said. “At least, they didn’t want to sell except at a very high price.”



Kering Takes Minority Stake in Altuzarra Fashion Label

Kering, the luxury conglomerate formerly named PPR and home to brands including Alexander McQueen and Balenciaga, announced on Friday that it had taken a minority stake in Altuzarra, the label started in 2008 by the French-American designer Joseph Altuzarra.

Terms, including a purchase price, were not enclosed. The deal comes just as the Mercedes-Benz Fashion Week begins in New York.

“This partnership will allow us to take the Altuzarra brand to the next stage of its development in accordance with my creative vision,” Mr. Altuzarra said in a statement. The full news release is below:

Press Release Altuzarra Kering 06 09 13



Kering Takes Minority Stake in Altuzarra Fashion Label

Kering, the luxury conglomerate formerly named PPR and home to brands including Alexander McQueen and Balenciaga, announced on Friday that it had taken a minority stake in Altuzarra, the label started in 2008 by the French-American designer Joseph Altuzarra.

Terms, including a purchase price, were not enclosed. The deal comes just as the Mercedes-Benz Fashion Week begins in New York.

“This partnership will allow us to take the Altuzarra brand to the next stage of its development in accordance with my creative vision,” Mr. Altuzarra said in a statement. The full news release is below:

Press Release Altuzarra Kering 06 09 13



American Tower Adds Wireless Infrastructure in $3.3 Billion Deal

With Americans hungry for wireless services, one owner of broadcast towers is making a play to expand its reach.

The American Tower Corporation said on Friday that it had agreed to acquire the parent company of Global Tower Partners for $3.3 billion in cash. The deal, which gives it thousands of towers and other communications infrastructure in the United States, includes the assumption of $1.5 billion of debt, the announcement said. The total value of the deal is about $4.8 billion.

By expanding its holdings, American Tower is hoping to take advantage of the plans by the big wireless carriers to upgrade their networks to feed the consumer demand for cellphones and broadband services. In an example of this strategy, Verizon Communications reached a deal this week to take full control of its wireless unit in a $130 billion deal.

“With all four major domestic wireless carriers engaged in aggressive multiyear 4G LTE deployments, we believe our acquisition of G.T.P. solidifies our path to achieving our strategic goals,” James D. Taiclet Jr., the chief executive, chairman and president of American Tower, said in a statement.

Investors in American Tower cheered Friday’s announcement, sending the company’s shares up about 4.5 percent at the start of trading to around $71.80 a share.

Friday’s deal continues American Tower’s strategy of acquisition. Last month, the company agreed to buy 2,790 towers in Brazil and 1,666 towers in Mexico from NII Holdings for $811 million.

Under the terms of the latest deal, American Tower is buying MIP Tower Holdings, a privately held real estate investment trust that owns Global Tower Partners and other companies. Among Global Tower’s holdings are about 5,400 towers in the United States and management rights to more than 9,000 other sites.

The deal, which is expected to close in the fourth quarter of this year, is projected to contribute about $345 million in revenue and $270 million in gross profit, American Tower said on Friday.

Goldman Sachs and EA Markets Securities provided financial advice to American Tower, and Clifford Chance and Sullivan & Worcester were its legal advisers. Global Tower Partners was advised by Deutsche Bank Securities.



American Tower Adds Wireless Infrastructure in $3.3 Billion Deal

With Americans hungry for wireless services, one owner of broadcast towers is making a play to expand its reach.

The American Tower Corporation said on Friday that it had agreed to acquire the parent company of Global Tower Partners for $3.3 billion in cash. The deal, which gives it thousands of towers and other communications infrastructure in the United States, includes the assumption of $1.5 billion of debt, the announcement said. The total value of the deal is about $4.8 billion.

By expanding its holdings, American Tower is hoping to take advantage of the plans by the big wireless carriers to upgrade their networks to feed the consumer demand for cellphones and broadband services. In an example of this strategy, Verizon Communications reached a deal this week to take full control of its wireless unit in a $130 billion deal.

“With all four major domestic wireless carriers engaged in aggressive multiyear 4G LTE deployments, we believe our acquisition of G.T.P. solidifies our path to achieving our strategic goals,” James D. Taiclet Jr., the chief executive, chairman and president of American Tower, said in a statement.

Investors in American Tower cheered Friday’s announcement, sending the company’s shares up about 4.5 percent at the start of trading to around $71.80 a share.

Friday’s deal continues American Tower’s strategy of acquisition. Last month, the company agreed to buy 2,790 towers in Brazil and 1,666 towers in Mexico from NII Holdings for $811 million.

Under the terms of the latest deal, American Tower is buying MIP Tower Holdings, a privately held real estate investment trust that owns Global Tower Partners and other companies. Among Global Tower’s holdings are about 5,400 towers in the United States and management rights to more than 9,000 other sites.

The deal, which is expected to close in the fourth quarter of this year, is projected to contribute about $345 million in revenue and $270 million in gross profit, American Tower said on Friday.

Goldman Sachs and EA Markets Securities provided financial advice to American Tower, and Clifford Chance and Sullivan & Worcester were its legal advisers. Global Tower Partners was advised by Deutsche Bank Securities.



The Perils When Megabanks Lose Focus

The Perils When Megabanks Lose Focus

Five years ago, as Lehman Brothers teetered, there was remarkably little concern about what would happen if it failed and virtually none about what would happen to the rest of Wall Street if it did.

Paul A. Volcker, the former Federal Reserve chairman, during a hearing in Washington in 2009.

JPMorgan Chase headquarters in New York.

But it did fail, endangering virtually every other large financial institution. Bailouts became plentiful.

Since those terrifying days, new attitudes have come to the fore. Where once the public, and regulators, took for granted that big banks were adequately capitalized, now there are newly determined regulators. That is especially true for the big banks â€" now known as Sifis, for strategically important financial institutions. They face tougher regulations than their smaller competitors because of the greater damage their failure could cause.

That move to tougher regulation is particularly sharp in the largest financial markets â€" the United States, Britain and Switzerland. Having a big financial industry was viewed as a sign of success before 2008; now it is seen as a risk to the economy. Iceland and Ireland went broke because of financial systems that were too large and too badly managed.

Along with initiatives to assure that the large institutions could survive a new crisis there are efforts to assure that even if they did fail, they could be dismantled without severe damage to the rest of the system or to the economy. Whether those efforts would work remains to be seen.

Bailouts were necessary in 2008 to keep the financial system operating, but it is now more important than ever to distinguish why that was important. We need banks to provide payment systems, safe places for deposits and loans to individuals and businesses. In other words, we need them to provide the services that were traditionally provided by commercial banks and savings and loans. It is those functions that justify offering deposit insurance as well.

It was once taken for granted that letting the banks do all those other things somehow made them stronger. We now know that need not be true, and that it is possible the opposite will often be the case.

The big bank that seemed to most successfully navigate the shoals of 2008 was JPMorgan Chase. Whether by luck or good judgment, it avoided the worst excesses of the boom. Jamie Dimon, the bank’s chief executive, became the most respected man on Wall Street.

Now, he sometimes seemed to be the most beleaguered. Rarely does a month go by without some new legal problem for his bank. JPMorgan’s most recent quarterly report contains nine pages of small type listing its legal issues. It says that resolving them is likely to cost â€" in excess of reserves already taken â€" somewhere between nothing and $6.8 billion.

For a company the size of JPMorgan, that is not all that much money. The latest balance sheet shows shareholders’ equity of $209 billion and total assets of $2.4 trillion. The bank says it has plenty of capital, although it will have to take steps to reduce its assets â€" or increase its equity â€" to meet proposed leverage rules aimed at large bank holding companies.

JPMorgan does sound chastened by the widespread problems. “Our control agenda is priority No. 1,” said a spokesman, Mark Kornblau. “We still have work to do and will cooperate with our regulators as partners in order to get it right.”

Reading through the list of legal problems, one thing stands out: most of them stem from activities outside traditional commercial banking. In other words, they were caused by activities other than the ones that justify the bank’s receiving the benefit of deposit insurance or a possible bailout if it gets into trouble again.

Foremost among them is the so-called London Whale trading conducted by the bank’s chief investment office, which cost the bank $6.2 billion. It was gambling in credit default swaps tied to corporate debt, and when the bets went wrong it threw good money after bad, with disastrous results. The bank now says that some of the people involved in the trading hid the scale of losses from their bosses by lying about how much the securities were worth. Two former employees are under indictment in federal court in New York.

The Whale tale provides a series of lessons about banks, circa 2013. One is that there is no certainty that bank gambling will be seriously restricted by the Volcker Rule, which supposedly bans “proprietary trading” by banks. That rule, named for Paul A. Volcker, the former Federal Reserve chairman, was part of the Dodd-Frank financial overhaul law, but final regulations have yet to be issued.

Floyd Norris comments on finance and the economy at nytimes.com/economix.

A version of this article appears in print on September 6, 2013, on page B1 of the New York edition with the headline: The Perils When Megabanks Lose Focus.

Sequoia Capital Pulls Back From South America

SÂO PAULO, Brazil â€" Sequoia Capital has decided to manage its activities in South America from its headquarters in California after its lone partner here, David Velez, left to start his own venture, people with direct knowledge of the firm’s plans said.

The move, which these people said had been in the works for several months, shows the difficulty the Silicon Valley venture capital firm has faced in finding attractive investments in the region, even as start-ups have proliferated in recent years.

One of the people who spoke about Sequoia, who like the others did not want to be identified because the firm had not publicly announced the change, said the firm had focused in South America “on looking for growth equity investments without taking early-stage risks.” But, this person said, the firm concluded that “there are not that many opportunities at that stage.”

Douglas Leone, a partner and managing director at Sequoia who has been traveling to Brazil for several years, will step in to become the point person for the region, two people said.

Interestingly, the departure of Mr. Velez, a graduate of Stanford’s engineering school and a former Morgan Stanley investment banker, has opened the door for Sequoia’s first investment in Brazil.

Sequoia will invest in Mr. Velez’s new venture, an online financial services company called EO2 Solucoes de Pagamento, according to people briefed on his plans. The company, based in Sâo Paulo, seeks to compete with Brazil’s highly profitable banking industry. According to a filing with the Securities and Exchange Commission, EO2 got $2 million in July from both Sequoia and Kaszek Ventures, a venture capital firm based in Buenos Aires.

Kaszek’s co-founder, Nicolas Szekasy, and Mr. Leone will serve on EO2’s board.

Mr. Velez’s personal plans seem to have developed in parallel with Sequoia’s increased hesitation to build up resources in the region. A person who knows both said, “Sequoia loves the guy,” but just decided it was not worth the time and money to maintain an office with another partner.

The deal flow here has frustrated Sequoia, a backer of Apple and Google, in particular the overwhelming e-commerce focus among entrepreneurs, this person said.

Sequoia, which would not comment, has two other investments in the region â€" Scanntech, of Montevideo, Uruguay, which makes technology to connect independent grocers and retailers with suppliers, and Despegar, an online travel agency in Buenos Aires.

Mr. Velez is expected to stay on the boards of both Scanntech and Despegar for the time being, part of a gradual transition.

Sequoia also has exposure in the region through Kaszek. Its fund of funds, known as Heritage, invested in Kaszek’s initial fund that closed in 2011, according to two people familiar with both firms.

Still, Sequoia’s moves suggest that its priorities lie elsewhere. Last month, it created funds totaling $391 million for China and $227 million for Israel. It has yet to do anything similar for South America.



Morning Agenda: Doctor in SAC Case Is Identified

DOCTOR ENSNARED IN SAC INSIDER TRADING CASE  |  Joel Ross, a prominent New Jersey doctor specializing in Alzheimer’s disease, is one of two physicians who federal prosecutors say leaked secret information about clinical drug trials to Mathew Martoma, then a portfolio manager at the hedge fund SAC Capital Advisors, a person with direct knowledge of the case tells DealBook’s Peter Lattman. The charges against Mr. Martoma are at the center of the government’s prosecution of SAC, which is owned by the billionaire investor Steven A. Cohen.

Last month, prosecutors filed an updated indictment against Mr. Martoma, adding a claim that he had received confidential data from an unidentified second doctor about a drug being developed by the pharmaceutical companies Elan and Wyeth. Dr. Ross, who did not immediately return a call seeking comment, has not been charged with any wrongdoing. The government’s court filing calls him a “co-conspirator.” Prosecutors say the tips that Mr. Martoma received about the clinical tests allowed SAC to earn profits and avoid losses totaling $276 million.

WHEN MEGABANKS LOSE FOCUS  |  “Bailouts were necessary in 2008 to keep the financial system operating, but it is now more important than ever to distinguish why that was important,” Floyd Norris, a columnist for The New York Times, writes. “We need banks to provide payment systems, safe places for deposits and loans to individuals and businesses. In other words, we need them to provide the services that were traditionally provided by commercial banks and savings and loans. It is those functions that justify offering deposit insurance as well.”

“It was once taken for granted that letting the banks do all those other things somehow made them stronger. We now know that need not be true, and that it is possible the opposite will often be the case.” JPMorgan Chase, the big bank that seemed to most successfully navigate the 2008 crisis, is a case in point: Now, many of the bank’s legal troubles stem from activities outside traditional commercial banking.

BIOTECH KING DETHRONED  |  David Blech was once hailed as the king of biotechnology, quick to draw his checkbook to start new companies or prop up faltering ones. Now, though, he is about to begin a four-year prison term, about $11 million in debt, Andrew Pollack writes in The New York Times. “He squandered his fortune with reckless borrowing and stock trading in a quest for even greater riches.”

“There’s no question that if I had been in a coma for the last 20 years, I would wake up a billionaire today,” Mr. Blech, 57, said. His downfall, Mr. Pollack writes, reflects “the maturation of the biotechnology industry from its get-rich-quick days, when someone like Mr. Blech, a music major with no scientific training, could make a difference with a few million dollars. Now billions are invested by funds managed by teams of doctors and scientists with Ph.D.’s.”

ON THE AGENDA  |  The jobs report for August is released at 8:30 a.m. Smithfield Foods, which agreed to be sold to Shuanghui International of China, reports earnings before the market opens. Howard S. Marks, the chairman of Oaktree Capital Management, is on Bloomberg TV at 11 a.m.

FOSSIL FUELS ARE NEW DIVESTMENT FOCUS  |  It was South Africa in the 1980s, tobacco in the 1990s. Now, fossil fuels are the focus of those who would change the world through the power of investing, Randall Smith reports in DealBook. “A student movement has gathered momentum at more than 300 campuses over the last year. Members have encouraged college and university endowments to divest themselves of their holdings of companies in the fossil fuel business to avoid profiting from the release of carbon associated with the risk of global warming.”

“While the efforts have gained some traction, they have also met strong opposition from critics who favor the traditional proxy-voting process of engagement, in which institutional investors try to prod corporations to change their practices, with divestiture a last resort.”

Mergers & Acquisitions »

Suntory Said to Be in Talks to Buy GlaxoSmithKline Brands  |  Suntory Beverage and Food of Japan “is in advanced talks to buy the Lucozade and Ribena brands from GlaxoSmithKline for more than 1 billion pounds ($1.6 billion) in a deal that would pre-empt an auction of the iconic British drinks, two people close to the process said,” Reuters reports.
REUTERS

Bushnell, Maker of Gun Accessories, Is Sold for $985 Million  |  The deal is one of the first since the Newtown, Conn., school shooting, an incident that has put pressure on some owners of gun manufacturers and related products to sell their holdings.
DealBook »

Amgen Investors Gain From Having an Ex-Investment Banker as C.E.O.  |  Amgen’s deal to buy Onyx Pharmaceuticals shows the value of having a tough negotiator at the helm, Rob Cox of Reuters Breakingviews writes.
REUTERS BREAKINGVIEWS

INVESTMENT BANKING »

JPMorgan Chase to Stop Making Student Loans  |  “We just don’t see this as a market that we can significantly grow,” Thasunda Duckett, chief executive for auto and student loans at the bank, told Reuters.
REUTERS

Morgan Stanley’s Chief Sees Slim Chance of Another Crisis  |  James Gorman, Morgan Stanley’s chief executive, spoke on the “Charlie Rose” show about the chances of another financial crisis. “The probability of it happening again in our lifetime is as close to zero as I could imagine,” he said, according to Bloomberg News. “The way these firms are managed, the amount of capital that they have, the amount of liquidity that they have, the changes in their business mix â€" it’s dramatic.”
BLOOMBERG NEWS

Raymond James Hires Team From Morgan Stanley  |  Raymond James Financial hired four former financial advisers from Morgan Stanley Wealth Management to join the firm in Maine, Reuters reports.
REUTERS

A Hamptons Property â€" Or a Footpath? â€" Incites a Bidding War  |  “The 1,885-foot-long strip of land, just 1 foot wide, runs through East Hampton Town from Montauk Highway to the Atlantic Ocean,” Newsday reports. “Suffolk County had a modest goal: sell it for $10. But a pair of Manhattan financiers had other ideas for the path that bordered their East End getaways. They launched a bidding war and the price soared â€" to $120,000.”
NEWSDAY

PRIVATE EQUITY »

K.K.R. to Buy Mitchell, a Property and Car Claims Software Maker  |  Kohlberg Kravis Roberts agreed on Thursday to buy Mitchell International, a maker of software for property and casualty car claims, from a fellow private equity firm, the Aurora Capital Group.
DealBook »

K.K.R. Said to Be Favored in Panasonic Healthcare Deal  |  The private equity firm K.K.R. “is set to gain preferential negotiating rights for a majority stake in Panasonic Corp.’s healthcare unit, sources familiar with the matter said, a potential $1.5 billion deal that would mark the U.S. firm’s largest investment in a Japanese company,” Reuters reports.
REUTERS

A Stream of Fees for Private Equity May Be Ending  |  Fees that an acquired company pays its private equity owners for management and advisory services may be on the wane, according to Fortune’s Dan Primack.
FORTUNE

HEDGE FUNDS »

Timken Agrees to Split in Two After Pressure From Activist Investors  |  Activist investors scored another victory on Thursday when the board of the Timken Company agreed to spin off its steel business from its industrial bearings operations amid pressure from two big shareholders.
DealBook »

I.P.O./OFFERINGS »

A Tech Investor Has I.P.O.’s on the Horizon  |  The venture capitalist Peter Fenton, “best known for his early bet on Twitter, is a board member of at least five more companies that could go public within the next 18 months, including two â€" Lithium Technologies and Zuora â€" that each announced $50 million financing rounds this week,” Bloomberg News reports.
BLOOMBERG NEWS

VENTURE CAPITAL »

An App Takes Off in Asia  |  Line, a two-year-old messaging application in Japan, has 230 million monthly users and ambitions of becoming the first global Internet company from Asia, The New York Times reports.
NEW YORK TIMES

Stanford Plans to Invest in Student Start-Ups  |  A Stanford University investment fund overseen by the school’s vice president for business affairs plans to invest in student companies, TechCrunch reports.
TECHCRUNCH

LEGAL/REGULATORY »

Thai Trader Settles Smithfield Insider Trading Case  |  A Bangkok-based trader has agreed to pay $5.2 million to settle charges that he traded on insider information tied to Smithfield Foods’ proposed $4.7 billion sale to a Chinese food processor, the Securities and Exchange Commission announced on Thursday.
DealBook »

The President’s Choice for the Fed  |  The reputation of Lawrence H. Summers, the economist who is said to be a contender to be the next chairman of the Federal Reserve, “is replete with evidence of a temperament unsuited to lead the Fed,” the editorial board of The New York Times writes.
NEW YORK TIMES

Brazilian Regulators Open a New Inquiry Into Batista  |  Brazil’s securities and exchange commission says it has opened a new formal investigation into the business dealings of Eike Batista, the onetime billionaire, and five other executives of the petroleum company OGX.
DealBook »

A Banking Bankruptcy That Takes a Different Path  |  A small bank holding company in Wisconsin plans to use Chapter 11 to recapitalize, not to liquidate as typically happens, Stephen J. Lubben writes in the In Debt column. The company hopes to use the bankruptcy to save its bank, AnchorBank.
DealBook »

S.E.C. Lawyer Said to Be Leaving for Private Practice  |  Matthew Martens, the trial lawyer who led the Securities and Exchange Commission’s case against Fabrice Tourre, “is looking to leave public service for a job in private practice and could exit as early as October,” according to The New York Post.
NEW YORK POST



Morning Agenda: Doctor in SAC Case Is Identified

DOCTOR ENSNARED IN SAC INSIDER TRADING CASE  |  Joel Ross, a prominent New Jersey doctor specializing in Alzheimer’s disease, is one of two physicians who federal prosecutors say leaked secret information about clinical drug trials to Mathew Martoma, then a portfolio manager at the hedge fund SAC Capital Advisors, a person with direct knowledge of the case tells DealBook’s Peter Lattman. The charges against Mr. Martoma are at the center of the government’s prosecution of SAC, which is owned by the billionaire investor Steven A. Cohen.

Last month, prosecutors filed an updated indictment against Mr. Martoma, adding a claim that he had received confidential data from an unidentified second doctor about a drug being developed by the pharmaceutical companies Elan and Wyeth. Dr. Ross, who did not immediately return a call seeking comment, has not been charged with any wrongdoing. The government’s court filing calls him a “co-conspirator.” Prosecutors say the tips that Mr. Martoma received about the clinical tests allowed SAC to earn profits and avoid losses totaling $276 million.

WHEN MEGABANKS LOSE FOCUS  |  “Bailouts were necessary in 2008 to keep the financial system operating, but it is now more important than ever to distinguish why that was important,” Floyd Norris, a columnist for The New York Times, writes. “We need banks to provide payment systems, safe places for deposits and loans to individuals and businesses. In other words, we need them to provide the services that were traditionally provided by commercial banks and savings and loans. It is those functions that justify offering deposit insurance as well.”

“It was once taken for granted that letting the banks do all those other things somehow made them stronger. We now know that need not be true, and that it is possible the opposite will often be the case.” JPMorgan Chase, the big bank that seemed to most successfully navigate the 2008 crisis, is a case in point: Now, many of the bank’s legal troubles stem from activities outside traditional commercial banking.

BIOTECH KING DETHRONED  |  David Blech was once hailed as the king of biotechnology, quick to draw his checkbook to start new companies or prop up faltering ones. Now, though, he is about to begin a four-year prison term, about $11 million in debt, Andrew Pollack writes in The New York Times. “He squandered his fortune with reckless borrowing and stock trading in a quest for even greater riches.”

“There’s no question that if I had been in a coma for the last 20 years, I would wake up a billionaire today,” Mr. Blech, 57, said. His downfall, Mr. Pollack writes, reflects “the maturation of the biotechnology industry from its get-rich-quick days, when someone like Mr. Blech, a music major with no scientific training, could make a difference with a few million dollars. Now billions are invested by funds managed by teams of doctors and scientists with Ph.D.’s.”

ON THE AGENDA  |  The jobs report for August is released at 8:30 a.m. Smithfield Foods, which agreed to be sold to Shuanghui International of China, reports earnings before the market opens. Howard S. Marks, the chairman of Oaktree Capital Management, is on Bloomberg TV at 11 a.m.

FOSSIL FUELS ARE NEW DIVESTMENT FOCUS  |  It was South Africa in the 1980s, tobacco in the 1990s. Now, fossil fuels are the focus of those who would change the world through the power of investing, Randall Smith reports in DealBook. “A student movement has gathered momentum at more than 300 campuses over the last year. Members have encouraged college and university endowments to divest themselves of their holdings of companies in the fossil fuel business to avoid profiting from the release of carbon associated with the risk of global warming.”

“While the efforts have gained some traction, they have also met strong opposition from critics who favor the traditional proxy-voting process of engagement, in which institutional investors try to prod corporations to change their practices, with divestiture a last resort.”

Mergers & Acquisitions »

Suntory Said to Be in Talks to Buy GlaxoSmithKline Brands  |  Suntory Beverage and Food of Japan “is in advanced talks to buy the Lucozade and Ribena brands from GlaxoSmithKline for more than 1 billion pounds ($1.6 billion) in a deal that would pre-empt an auction of the iconic British drinks, two people close to the process said,” Reuters reports.
REUTERS

Bushnell, Maker of Gun Accessories, Is Sold for $985 Million  |  The deal is one of the first since the Newtown, Conn., school shooting, an incident that has put pressure on some owners of gun manufacturers and related products to sell their holdings.
DealBook »

Amgen Investors Gain From Having an Ex-Investment Banker as C.E.O.  |  Amgen’s deal to buy Onyx Pharmaceuticals shows the value of having a tough negotiator at the helm, Rob Cox of Reuters Breakingviews writes.
REUTERS BREAKINGVIEWS

INVESTMENT BANKING »

JPMorgan Chase to Stop Making Student Loans  |  “We just don’t see this as a market that we can significantly grow,” Thasunda Duckett, chief executive for auto and student loans at the bank, told Reuters.
REUTERS

Morgan Stanley’s Chief Sees Slim Chance of Another Crisis  |  James Gorman, Morgan Stanley’s chief executive, spoke on the “Charlie Rose” show about the chances of another financial crisis. “The probability of it happening again in our lifetime is as close to zero as I could imagine,” he said, according to Bloomberg News. “The way these firms are managed, the amount of capital that they have, the amount of liquidity that they have, the changes in their business mix â€" it’s dramatic.”
BLOOMBERG NEWS

Raymond James Hires Team From Morgan Stanley  |  Raymond James Financial hired four former financial advisers from Morgan Stanley Wealth Management to join the firm in Maine, Reuters reports.
REUTERS

A Hamptons Property â€" Or a Footpath? â€" Incites a Bidding War  |  “The 1,885-foot-long strip of land, just 1 foot wide, runs through East Hampton Town from Montauk Highway to the Atlantic Ocean,” Newsday reports. “Suffolk County had a modest goal: sell it for $10. But a pair of Manhattan financiers had other ideas for the path that bordered their East End getaways. They launched a bidding war and the price soared â€" to $120,000.”
NEWSDAY

PRIVATE EQUITY »

K.K.R. to Buy Mitchell, a Property and Car Claims Software Maker  |  Kohlberg Kravis Roberts agreed on Thursday to buy Mitchell International, a maker of software for property and casualty car claims, from a fellow private equity firm, the Aurora Capital Group.
DealBook »

K.K.R. Said to Be Favored in Panasonic Healthcare Deal  |  The private equity firm K.K.R. “is set to gain preferential negotiating rights for a majority stake in Panasonic Corp.’s healthcare unit, sources familiar with the matter said, a potential $1.5 billion deal that would mark the U.S. firm’s largest investment in a Japanese company,” Reuters reports.
REUTERS

A Stream of Fees for Private Equity May Be Ending  |  Fees that an acquired company pays its private equity owners for management and advisory services may be on the wane, according to Fortune’s Dan Primack.
FORTUNE

HEDGE FUNDS »

Timken Agrees to Split in Two After Pressure From Activist Investors  |  Activist investors scored another victory on Thursday when the board of the Timken Company agreed to spin off its steel business from its industrial bearings operations amid pressure from two big shareholders.
DealBook »

I.P.O./OFFERINGS »

A Tech Investor Has I.P.O.’s on the Horizon  |  The venture capitalist Peter Fenton, “best known for his early bet on Twitter, is a board member of at least five more companies that could go public within the next 18 months, including two â€" Lithium Technologies and Zuora â€" that each announced $50 million financing rounds this week,” Bloomberg News reports.
BLOOMBERG NEWS

VENTURE CAPITAL »

An App Takes Off in Asia  |  Line, a two-year-old messaging application in Japan, has 230 million monthly users and ambitions of becoming the first global Internet company from Asia, The New York Times reports.
NEW YORK TIMES

Stanford Plans to Invest in Student Start-Ups  |  A Stanford University investment fund overseen by the school’s vice president for business affairs plans to invest in student companies, TechCrunch reports.
TECHCRUNCH

LEGAL/REGULATORY »

Thai Trader Settles Smithfield Insider Trading Case  |  A Bangkok-based trader has agreed to pay $5.2 million to settle charges that he traded on insider information tied to Smithfield Foods’ proposed $4.7 billion sale to a Chinese food processor, the Securities and Exchange Commission announced on Thursday.
DealBook »

The President’s Choice for the Fed  |  The reputation of Lawrence H. Summers, the economist who is said to be a contender to be the next chairman of the Federal Reserve, “is replete with evidence of a temperament unsuited to lead the Fed,” the editorial board of The New York Times writes.
NEW YORK TIMES

Brazilian Regulators Open a New Inquiry Into Batista  |  Brazil’s securities and exchange commission says it has opened a new formal investigation into the business dealings of Eike Batista, the onetime billionaire, and five other executives of the petroleum company OGX.
DealBook »

A Banking Bankruptcy That Takes a Different Path  |  A small bank holding company in Wisconsin plans to use Chapter 11 to recapitalize, not to liquidate as typically happens, Stephen J. Lubben writes in the In Debt column. The company hopes to use the bankruptcy to save its bank, AnchorBank.
DealBook »

S.E.C. Lawyer Said to Be Leaving for Private Practice  |  Matthew Martens, the trial lawyer who led the Securities and Exchange Commission’s case against Fabrice Tourre, “is looking to leave public service for a job in private practice and could exit as early as October,” according to The New York Post.
NEW YORK POST