Thursday, August 19, 2010

The Battle Over Barnes & Noble Continues

Hedge Fund Solutions has been following the ongoing activist situation at Barnes & Noble, Inc. ("BKS") since early 2009 when billionaire Ron Burkle – who runs the investment firm Yucaipa – first disclosed an 8.3% ownership position at an average cost of $14.68 per share.  Since then, Burkle has increased his ownership to just under 20%. Deep value investor Aletheia Research & Management - which has previously stated its support of Burkle's activist campaign - has since accumulated a little more than 16%.
[Click here to review Aletheia's investment positions as of June 30, 2010]

In response, BKS installed a shareholder rights plan that would go into effect when an individual shareholder accumulates more than 20% of the Company's outstanding stock or when multiple shareholders, "who combined own over 20%, enter into an 'agreement, arrangement or understanding… for the purpose of acquiring, holding, voting… or disposing of any voting securities of the Company.'"  However, under the terms of the poison pill, the 20% trigger would not apply to the Riggio family, which owns a substantial equity and management stake in the Company.

"We believe having over 37% of the Company shares in the hands of the Riggio family and other insiders, coupled with the 20% ownership limitation enforced on other shareholders under the poison pill, has a coercive effect on the Company’s other shareholders and gives the Riggio family a preclusive advantage in any proxy contest", argued Burkle in a January 28 letter to the board of BKS.  "[T]he Board is sending a message to the other shareholders and the investing community that Barnes & Noble is a company controlled and operated for the benefit of selected insiders."

After the BKS board rejected Burkle’s request to raise the poison pill's threshold to 37% - equivalent to the Riggio family's ownership - Burkle filed a lawsuit against BKS in the Delaware Chancery Court on May 5. His complaint: the member of BKS' board breached their fiduciary duties of loyalty, care and good faith by adopting and maintaining a discriminatory poison pill without any legitimate corporate purpose.

On August 3, in a move that suggested BKS' belief that the Delaware Chancery Court would rule in favor of Burkle, BKS issued a press release stating its interest in "a possible sale of the company, in order to increase stockholder value". In addition, the Company began settlement discussions with Burkle, reportedly agreeing to offer him three board seats on a nine person board. However, settlement discussions broke down just before the Chancery Court's ruling, presumably because Burkle was unwilling to agree to a two-year standstill, which would restrict him from seeking additional board representation next year.

Then, what appeared to be a nearing end to the two parties' disparity, proved false, morphing into an inevitable proxy fight.

On August 11, Vice Chancellor Strine dismissed Yucaipa's complaints, arguing that BKS' poison pill was a proportionate defense against Yucaipa's growing stake in the Company and did not preclude Yucaipa's ability to run a successful proxy campaign. (Strine's Decision can be found at the end of this article.) BKS announced the following day that settlement discussions between the two parties had ended.

Following the ruling, on August 18, in a preliminary proxy statement, Yucaipa announced their intention to nominate three individuals to the BKS board of directors at the next annual shareholder meeting and to get the board to raise the poison pill trigger to 30%. Yucaipa's other plans have included BKS buying out at least part of its competitor, Borders Group, Inc., and to get BKS to enter into a partnership with a technology company - particularly, Hewlett-Packard Co. - in order to enhance BKS' product offerings and better compete against Amazon.com. Riggio is not enthusiastic about any of these proposals. 

Posted by David Schatz
Strine Decision in Burkle's Lawsuit Against Barnes & Noble

Tuesday, July 13, 2010

Confidence Game

I had a chance to read Christine Richard's book Confidence Game last week while on vacation.  The book details Bill Ackman/Pershing Square's short position at MBIA Inc. and the drama that unfolds over the course of a few years while Ackman speaks to anyone who will listen about the company's unstable business model. It's really very good.  If you're interested in activist investing I recommend reading this book. - Damien

In the meantime, here's an April 2010 CNBC video where Ackman and legendary short-seller Jim Chanos share their thoughts on short selling.





Monday, June 28, 2010

After the Storm: A Special Report Presentation on Shareholder Activism

This presentation was given by Damien Park from Hedge Fund Solutions at Kaplan Fox's June 3-4 conference on Recovery Risk & Returns: A Summit on Corporate Governance for Institutional Investors.

Special Report on Shareholder Activism: Presentation at Kaplan Fox Conference on "Recovery Risk & Returns"

The Future of the Board of Directors

On June 23 Marty Lipton from Wachtell, Lipton, Rosen & Katz gave a keynote speech at the Chairman & CEO Peer Forum at the New York Stock Exchange.  The title of the speech is The Future of the Board of Directors (transcript available here).

Here are a few highlights from the speech:

"In an effort to think about the board of directors of the future, we need to start with what we expect the board to do today and the rules we have set governing how directors are selected, how they function and how they relate to shareholders - not only the legal rules but also the aspirational "best practices" that we have allowed to influence corporate and director behavior.  We also need to look at how corporate management and boards are perceived by the media, the public and elected officials in the post-financial crisis era.
We expect boards to:
  • Choose the CEO, monitor his or her performance and have a detailed succession plan in case the CEO becomes unavailable or fails to meet performance expectations.
  • Provide business and strategic advice to management and approve the company’s long term strategy.
  • Determine the company’s risk appetite (financial, safety, reputation, etc.) and monitor the management of those risks.
  • Monitor the performance of the corporation and evaluate it against the economy as a whole and the performance of peer companies.
  • Monitor the corporation’s compliance with legal and regulatory requirements and respond appropriately to “red flags.”
  • Take center stage whenever there is a proposed transaction that creates a seeming conflict between the best interests of stockholders and those of management, and sometimes even when the conflict is more imagined than real, including takeovers.
  • Set the standards of social responsibility of the company, including human rights, and monitor performance and compliance with those standards.
  • Oversee government and community relations.
  • Determine executive compensation.
  • Interface with shareholders.
  • Plan for and deal with crises.
  • Approve the company’s ethical standards and programs and take responsibility for “tone at the top.”
  • Monitor and evaluate the board’s own performance and seek continuous improvement."
Lipton went on to provide some foresight into how boards may operate in the future: 
  1. The trend to smaller boards will be reversed in order to have a sufficient number of independent directors for the audit, nominating and compensation committees and to add directors who have special expertise and are not necessarily independent.
  2. A separate risk committee will likely become common at companies where risk plays a significant role.
  3. Time demands of board service will result in more use of modern conferencing and communication technology; companies will have very frequent special meetings and resort widely to outside experts.
  4. In a few years the seperation of the Chairman and CEO role will be more widespread.
  5. The lives of CEOs and board of directors will become more challenging.
Click here to download the entire speech.

Tuesday, May 25, 2010

The Shareholder Activism Report & Resource Portal


NEW REPORT & WEBSITE!

Special Proxy Season Promotion
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Includes a copy of the 400+ page report and access to the online portal for one year


INVESTORS + PUBLIC COMPANIES + ADVISERS

ARE YOU PREPARED?
The current political and regulatory environment is encouraging activism;
Activists are attracting fresh capital and searching for new investments;
 A more robust M&A market will prompt the next wave of activist demands;
 All types of investors are submitting shareholder proposals on compensation, succession planning, risk management and sustainability. 

THE SHAREHOLDER ACTIVISM REPORT FEATURES 400+ PAGES ON...
    THE SHAREHOLDER ACTIVISM RESOURCE PORTAL FEATURES REGULAR UPDATES ON...
    • Every activist investment filed with the SEC
    • Updated list of activist investors
    • Profiles and current investment positions for the top 50 activist investors (view a sample profile)
    • Analysis of every proxy contest in 2009 including activist demands, proxy advisory recommendations (i.e ISS and Glass Lewis), institutional shareholder votes, list of advisors to the company and activist during the campaign
    • Over 500 proxy contest documents available to download,  These include: DE220 demand letters; letters to and from management/board/activist; shareholder proposals for director nomination; investor presentations and "fight letters"; settlement agreements, etc... (view a sample proxy contest document)
    • Published articles relating to shareholder activism, including updates on regulatory and legal reforms during 2010 (view a recently published paper on shareholder activism)
    • Proxy advisory firm voting policies and revisions
    To download a brochure, click here

    Contact Timothy Concannon at The Conference Board to learn more and to schedule a free webinar showcasing The Shareholder Activism Resource Portal

    Timothy.concannon@conference-board.org
    +1 212.339.0207

    Thursday, May 20, 2010

    CEO Succession Planning & Shareholder Activism

    "The paper is a must read for anyone interested in CEO succession and its implications for corporate governance and corporate performance."

    In October 2009 the SEC effectively removed the ordinary business exclusion defense used by companies reluctant to disclose their CEO succession process to shareholders.  The policy change heralds a new wave of corporate governance scrutiny, as regulators and shareholders increasingly focus on CEO succession practices.
     
    In its release the SEC reframes CEO succession as a risk management (and policy) issue and places its responsibility firmly in the boardroom. No longer can boards let management run CEO succession planning without tight oversight, including setting more specific standards and requirements, taking responsibility for results, and exercising discernable independence in the process.
     
    Hedge Fund Solutions and Egon Zehnder International recently co-authored a report for The Conference Board that examines this issue and its implications in some depth. We invite you to download a complimentary copy and learn how to prepare for the inevitable governance and activist scrutiny ahead. The paper analyzes the practical impact of the new SEC guidance, explain what shareholders need to know and why, and provide a straightforward guide on how to set up and manage CEO succession practices that satisfy stakeholder needs. 


    Download a complimentary copy
    Examining the Impact of SEC Guidance Changes on CEO Succession Planning

    Posted by Edward Ferris, a Partner with Hedge Fund Solutions

    Tuesday, May 11, 2010

    Improving Corporate Governance: A Memo to the Board

    Jack Brennan, Chairman Emeritus and Senior Advisor, The Vanguard Group, Inc. gave a speech on March 23, 2010 at Drexel University's Center for Corporate Governance Director Dialogue 2010: Outside Stakeholder View on Risk.

    (I was also a speaker at this event along with Scott Bauguess, Staff Economist, Securities & Exchange Commission Office of Economic Analysis; Pat McGurn, SVP US Corporate Governance Trends, RiskMetrics; James Dunigan, EVP and Managing Executive, PNC Financial Services Group; Don Chew, Executive Director, Morgan Stanley)

    The speech was captured in a May 10 WSJ Opinion piece and is worth reading in it's entirety.

    BY JOHN J. BRENNAN
    It is corporate proxy season, and one can expect the usual spate of stories about excessive executive compensation, lax directors and the failure of institutional investors to exert their influence over boards and management.

    As a participant in the corporate governance process for a large investment manager for more than 25 years, I will take a contrary view. Over the past quarter-century, the performance of corporate boards has improved markedly. Yet there's room to go.

    As one of the largest index fund providers in the world, Vanguard is, at a minimum, a 2% owner of just about every public company ...

    ...a few suggestions to keep corporate board improvement continuing:
    1. Know that you are the shareholders' first line of defense.
    2. Build value through mutual respect.
    3. Communicate.
    4. Measure your success
    5. Compensate yourselves in equity.
    6. Share your metrics.
    7. Hold yourselves accountable
    8. Establish an "owner's relations committee."
    The article is available here. 

    Posted by Damien Park, Hedge Fund Solutions