Monday 23 September 2013

UK growth? Make London independent to mend the north-south divide

The south may be recovering, but the north shows Ed Miliband's aspiration for One Nation Britain is far off from reality 
Go to Preston and tell them that Britain is booming and the notion will be greeted with a hollow laugh. Tell the folks in Hull that the housing market has caught fire and they will assume you have taken leave of your senses. Mention in Rochdale that a corner has been turned and you are likely to be run out of town.
Ed Miliband's big idea at last year's Labour conference was One Nation Britain. This is a nice as an aspiration but bears no relation to the country we actually inhabit.
The latest growth figures are a classic example of Disraeli's dictum that there are three sorts of falsehoods: lies, damned lies and statistics. Sure, if you take the UK as a whole it is true that growth has returned. National output is expanding by 3% a year, slightly above its long-term trend.
But the country-wide average disguises considerable regional disparities, which are reflected in Britain's political make-up. Areas where the Conservatives are strong tend to have above-average prosperity; areas where Labour is strong tend to be poorer than the average. Marginal seats are clustered in those areas where the two nations collide.
House prices are one example of how regional economic performance varies. The Office for National Statistics said last week that property was 3.3% dearer in July 2013 than it had been a year earlier. But strip out London, where the cost of a home increased by almost 10%, and the south-east, and in the rest of the country prices were up by just 0.8%. That's below inflation, meaning that property prices are falling in real terms. In Scotland and Northern Ireland they are falling in absolute terms.
Now look at the regional breakdown for workless households, where the five areas with the worst record are all former industrial powerhouses lying north of a line drawn from the Severn estuary to the Wash: Glasgow, Liverpool, Hull, Birmingham and Wolverhampton. For the UK as a whole, 18% of households do not have anyone in work; in the unemployment blackspots it ranges from 27% to 30%.
At the other end of the scale, the areas with the fewest workless households are all in the south of England. Hampshire has the lowest percentage, at 10.6%, followed by North Northamptonshire (11.2%), Buckinghamshire (11.3%), West Sussex (11.3%) and Surrey (11.4%).
The north-south divide is not new. Far from it. There has been a prosperity gap for at least a century, ever since the industries that were at the forefront of the first industrial revolution went into decline. But the disparity between a thriving London and the rest has never been greater.
On past form, there will be a ripple effect from the south-east and there are tentative signs that this may be happening. But it is early days and, understandably, there is concern in the rest of the UK when it is mooted that economic policy needs to be tightened to tackle a problem that is chronic and heavily localised.
This is well illustrated in an article by Paul Ormerod published in Applied Economics Letters. Ormerod drills down into the UK labour market to see what has been happening to unemployment at the local authority level.
He notes that most labour market economists have seen the cure for unemployment as a good dose of "flexibility".
According to this approach, joblessness will only persist over time due to "rigidities" in the labour market. Remove the rigidities – such as over-generous welfare systems, employment security provisions, working time regulations, national pay bargaining – and the price of employing workers will adjust (ie reduce) to a level that will ensure that everybody who wants to work can find a job.

Unemployment blackspots

That's the theory. Ormerod tests it by looking at what has happened to unemployment over time. If greater labour market flexibility is the answer, then local authority areas with high levels of unemployment 20 years ago should have witnessed an improvement. But Ormerod finds no such correlations.
Those parts of the country that had relatively high levels of unemployment in 1990 still had them in 2010, even though the rates of joblessness went up or down according to whether the national economy was booming or struggling. "The striking feature of the results is the strength of persistence over time in patterns of relative unemployment at local level," Ormerod said.
Those who say flexibility is the answer may counter that the problem with Britain is that the labour market is still not flexible enough, and that only by making the UK more like the US can the problem of persistent unemployment be tackled. The only difficulty with this argument is that high levels of unemployment persist in America as well, although the correlation is not quite so strong as it is in Britain. This, though, may have more to do with the willingness and the ability of Americans to move than it does with the flexibility of the labour market.
Ormerod concludes: "The labour market flexibility of the theorists, beloved by policymakers, appears to be at odds with reality. This is especially the case in the UK, where relative unemployment levels persist very strongly over long periods of time. The findings certainly call into question the efficacy of policies that were designed to increase flexibility and to improve the relative performance of regions."
The cross-party support for a new high-speed rail link to the Midlands and the north is one attempt to find new ways to tackle the two nations problem. Supporters of HS2 say the cost will be worth it because the new line will lead to higher investment, increased rates of business creation and enhanced spending power in the northern regions.
Another solution to the north-south divide would be for London, rather than Scotland, to get its independence. Although Britain is not part of the single currency, London is Europe's unrivalled financial capital. From the dealing floors of Canary Wharf in the east to the hedge-fund cluster in Mayfair to the west, London is where the action is. Upmarket estate agents can tell where the world's latest troublespot is by the source of the foreign cash buying up properties in Belgravia and south Kensington: currently, it is Syria.
Were the government to publish regional trade figures, they would show that London runs a current account surplus with the rest of the UK, offset by capital transfers from the rich south to the poorer north. As an independent city state, London would have a higher exchange rate and higher borrowing costs. The rest of the country would, by contrast, get a competitive boost.
The reality is that London is a separate country. Perhaps we should make it official.
Article Source : http://www.guardian.co.uk
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Autumn brings a chill for BlackBerry

Bleak results, rushed out early, and another huge round of layoffs signal that the mobile pioneer's time is running out
With the fall of Nokia looming over him, this weekend will be an uncomfortable one for Thorsten Heins, chief executive of BlackBerry. While the Finnish firm sold its mobile phone business to Microsoft for €5.4bn (£4.5bn) this month, questions are swirling as to how long BlackBerry – which signalled its distress in August by putting itself up for sale – can survive, and in what form.
Things are so bad that on Friday night, market rumours forced Heins to announce the top-line quarterly results a week early. And they are grim: an operating loss of up to $995m (£620m), including $960m of inventory writedowns on its new Z10 handsets released in January, a net loss of more than $250m, revenues half what analysts expected at $1.6bn, and phone shipments of 3.7m – which Apple will comfortably exceed with its new iPhones this weekend alone.
For a company that once dismissed the iPhone for having no keyboard (a key selling point for BlackBerry phones), it's a humiliation. The low shipment figure exposes Heins's claim in April that the new Q10 phone – the first keyboard-equipped model using its new BB10 software – would sell "tens of millions". It might have sold a million.
Now the question is turning to how long BlackBerry has to go. On Friday, the company said it will cut 4,500 jobs, roughly 40% of its 11,000 total worldwide, adding to 7,000 jobs cut in the two previous financial years. It will reduce its future phone portfolio from six to four.
One former insider asks: "How would BlackBerry win? There's no answer to that at the moment. A buyer? I don't see how they would make the case."
This weekend was meant to be a new start for the company, with an attempt to turn back the clock to when it was the star of the tech world by offering its famous BlackBerry Messenger (BBM) software free for iPhones and Android phones. But rivals such as WhatsApp are already on both, with more users, while BlackBerry's base is dwindling both among consumers and businesses. BBM's arrival on the other platforms is two years too late, says the insider.
Friday's bad news drove the stock down by 20%, to a market cap of just $4.5bn. Broken up, BlackBerry might be worth more: last quarter, it valued its patent portfolio at $3bn, and says it has $2.6bn of cash and no debt. The services business has around 35m business customers, who could fetch up to $4.5bn.
But who would buy it now? Silver Lake, the private equity company that facilitated the recent $24.8bn buyout of Dell, appears uninterested – and Michael Dell has said his company won't go back into smartphones. Reuters reported last week that while Canada's Fairfax Financial Holdings, a 10% shareholder, might try to stage a buyout, interest from other private equity players is muted.
So where did BlackBerry go wrong? Was it the PlayBook tablet, unveiled 18 months after Apple's iPad in September 2011 with the slogan "Amateur Hour Is Over"? That has devoured $750m in write-offs, but the insider says its software was essentially that used in BB10. So, costs aside, it wasn't a distraction.
Instead, Mike Lazaridis, who devised the first BlackBerrys, and Jim Balsillie, who ran the company with him, failed to grasp how quickly the change ushered in by the first iPhone in 2007 would overwhelm the smartphone industry. According to the former insider, BlackBerry underestimated the speed at which businesses would start letting staff connect their own smartphones to company servers for email and more. "BlackBerry didn't move fast enough on that, nor get BBM out soon enough," the insider says.
The key failing was that BB10 was two years too late. Lazaridis and Balsillie saw that BB7, which powers older BlackBerrys, was outdated, but the new version was not released until January this year.
Heins was installed in January 2012 after the board ejected the two founders, but he does not escape criticism either. He was the chief operating officer and so "had the reins of the smartphone business", says the insider. That means the delay in releasing BB10 can be laid in part at Heins's door.
Yet if BB10 had taken off, it would have cut the company's throat. That's because phones using that software don't generate any service revenues from sending emails, data and web pages – which amounts to between a fifth and third of revenues, and rather more of profits.
All eyes are on BlackBerry now. But the message is not a positive one. The turmoil in the smartphone industry is brutal; more casualties may follow.
Article Source : http://www.guardian.co.uk
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