More stories

  • in

    Summer's over, but the European travel season isn't

    Staffing shortages and other operational problems snarled Europe travel over the summer.
    Airlines aren’t pulling back on U.S.-Europe capacity the way they did in 2019, before the Covid pandemic.
    A strong U.S. dollar could make the region attractive for many travelers.

    This photograph taken on August 7, 2018, shows an American Airlines Airbus A330-243 aircraft on the tarmac at Roissy-Charles de Gaulle Airport, north of Paris.
    Joel Saget | AFP | Getty Images

    Airline executives say demand for flights to Europe from the U.S. has remained resilient into the fall, well past the traditional peak for trips to the region, as eager travelers make up for lost time and airlines look to boost revenue after more than two years of the coronavirus pandemic.
    “I’ve never seen anything like this before in my life in terms of demand in the fall,” United Airlines’ senior vice president of global Network Planning and Alliances, Patrick Quayle, told CNBC.

    It’s a welcome shift for airlines as they seek to drum up revenue after travel restrictions and concerns about Covid-19 sapped demand for many European trips in 2020 and 2021. Lucrative business travel segments have been slower to return than leisure, making these trips all the more crucial.
    “I think there’s no question that people’s appetite for going to Europe has gotten longer,” said Kyle Potter, executive editor of Thrifty Traveler, a travel and flight deal website. “A lot of the really ugly flight prices led people to put off those kinds of trips that they were putting off for many years.”
    “They saw some really gross $900, $1,200 airfare in July and August and maybe they saw a deal to get there for half the pricing,” this fall, Potter said.
    Plus, a strong U.S. dollar is making fall trips to Europe more attractive, driving down costs of everything from shopping in Milan to high-end dining in Paris or London for many U.S. travelers.

    The extension of the typical European travel season follows a rocky summer for air travel, particularly in that region, where challenges ranged from staffing shortages and lost luggage to heat waves and sky-high fares.

    But while temperatures drop, airlines aren’t pulling back on U.S.-Europe capacity the way they did in 2019, before the pandemic. United, for example, is operating its Newark to Reykjavik and Newark to Athens routes through October, later than in 2019.
    From August to September carriers cut the number of seats they were flying to Europe from the United States by 5.4%, followed by another 3.6% cut from September to October, according to aviation analytics company Cirium. In 2019, those same periods saw schedule cuts of 7% and 7.6%, respectively.

    Overall, capacity is still lower than 2019, meaning travelers have fewer seats to choose from compared with three years ago, a factor that has kept fares firm.
    Fare-tracker Hopper estimates international roundtrip tickets are averaging $891 this month, up 12% from 2019, but down from a peak in June of $1,064.

    “Where we sit in this leg of the recovery is that international now is surpassing domestic in terms of unit revenue strength,” said Delta Air Lines’ president, Glen Hauenstein, at a Morgan Stanley conference earlier this month. “We’ve run a more fulsome schedule into October and into November.”
    “The planes are full,” United’s Quayle said. “The amount people are paying is remaining incredibly strong and it’s actually significantly stronger than 2019.”
    — CNBC’s Gabriel Cortes contributed to this article.

    WATCH LIVEWATCH IN THE APP More

  • in

    The deadly sins and the workplace

    The arc of current management thinking bends towards virtue. Co-operation is what makes teams purr. Low-ego empathy is the hallmark of a thoroughly modern boss. Purpose matters to employees as much as pay; society looms as large as shareholders. But appealing to people’s better nature, and ignoring their vices, is an incomplete approach. Nor is being good necessarily great for your own career. Listen to this story. Enjoy more audio and podcasts on More

  • in

    Can Larry Fink survive the ESG culture wars?

    Though he likes to write letters to thousands of CEOs at once, Larry Fink must flinch these days when one lands on his own doorstep. In recent months the boss of BlackRock, once feted for “democratising” access to investment, has received stinging missives from Republicans and Democrats alike. “Dear Mr Fink,” started one from 19 GOP state attorneys-general on August 4th, accusing BlackRock of selling its customers short by pursuing an “activist” agenda on climate change. “Dear Mr Fink,” began another on September 21st from the progressive head of New York City’s Office of the Comptroller, telling BlackRock it was shortchanging investors—and the planet—by “backtracking” on its climate commitments. The charges are mirror images of each other, making them all the harder to deal with. BlackRock cannot appease one set of government clients without upsetting the other. Listen to this story. Enjoy more audio and podcasts on More

  • in

    What Italian business makes of Giorgia Meloni

    Like business leaders in other countries, Italian captains of industry have a history of striving for cordial relations with whomever is in power. That includes dealing with questionable characters like Silvio Berlusconi, a media tycoon who has been tried more than a dozen times for fraud, false accounting and bribery, and outright villains like Benito Mussolini, the second-world-war-era fascist dictator. Listen to this story. Enjoy more audio and podcasts on More

  • in

    Matrimony is one of India’s biggest businesses

    Vishal punjabi sounds groggy over the phone. “You know when you can’t remember where you are when you wake up,” he says. “I’m in Cannes, before that Barcelona and before that Dubai, London, Udaipur, Delhi, Chennai and Bangalore. Now off to Charlotte, North Carolina and then the Napa Valley.” This globetrotting lifestyle would be familiar to high-powered ceos, venture capitalists or investment bankers. Mr Punjabi is none of these. Instead, he produces intricate wedding videos for Indian nuptials: 65 in the past year, two-thirds of them for Indian couples who wed outside India. His expanding workforce includes set designers, sound and light engineers, composers, video editors, even script writers. Listen to this story. Enjoy more audio and podcasts on More

  • in

    Why some chipmakers are hurting much more than others

    To most consumers, computer chips are all the same: magical artefacts that permit smartphones to perform miraculous feats. Expert technologists instead see a diverse range of highly specialised products of human ingenuity, each with their own unique characteristics and function. Until recently investors in semiconductor companies behaved more like the uninitiated consumers, piling into virtually all chipmakers with the expectation of conjuring up preternatural returns. As the pandemic-era chip boom turns to bust, they are increasingly coming to resemble the discerning nerds.In particular, investors are distinguishing between firms whose fortunes are tied to “logic” chips, which process information, and the manufacturers of “memory” chips, which store it. Although demand for all types of semiconductors has cooled this year, the memory market is feeling considerably frostier than the one for logic. That in turn has opened up a geographical divide between the world’s silicon superpowers, South Korea and Taiwan—and between their respective semiconductor champions, Samsung and tsmc.South Korea, home of the world’s largest producers of memory chips, exported just $5bn-worth of such devices in August, a decrease of 23% compared with a year ago (see chart 1). Across the East China Sea, in contrast, the Taiwanese foundries churning out logic chips are humming away. tsmc’s August sales soared by 59% year on year, to a monthly record of $7bn or so. As a result, reckons ic Insights, a research firm, the company looks likely to go from a relatively distant third in the ranking of global semiconductor sales to number one, dislodging Samsung from the top spot and overtaking Intel, America’s chip champion, at one fell swoop. The share prices of most chipmakers worldwide are down since their peaks in the pandemic, which boosted demand for all sorts of digital devices by stranding shoppers, workers and funseekers on their sofas. Now Samsung’s market capitalisation looks as though that covid-19 surge never happened. That of its closest rival in memory chips, sk Hynix, also of South Korea, is likewise back below its pre-pandemic level. tsmc’s market value, by contrast, remains comfortably higher, this year’s slide notwithstanding (see chart 2). One reason for tsmc’s outperformance is that the semiconductor shortages of the past two years have been concentrated in logic processors rather than in memory silicon. That backlog, combined with tsmc’s More

  • in

    Unilever’s problems will not go away with its boss

    Every incoming chief executive wants to see their employer’s share price pop on the news of their appointment. No outgoing boss wants to witness the same thing happen when they announce their departure—especially if a market-wowing successor has yet to be named. That was the fate that befell Alan Jope after he declared on September 26th that he would retire next year. The market value of the consumer-goods giant popped by as much as 3.5%, ending the day 1.8% higher. Both Unilever and Mr Jope present the move as his decision. The fact that he has been in the job since only 2019, is a stripling 59 years old and apparently in good nick strongly suggests he had help making it. So does Unilever’s lacklustre stockmarket performance, especially compared with its main rivals, Nestlé and Procter & Gamble (see chart). Whether his exit will be enough to revive the 130-year-old soap-to-soup conglomerate is another matter.When Mr Jope first took the reins less than four years ago investors had high hopes for him. He had experience in China, an important growth market, and had run Unilever’s personal-care division, seen by many as key to the company’s future. He also seemed like a welcome pragmatic antidote to his moralistic predecessor, Paul Polman, an early champion of corporate social responsibility and of environmental, social and governance (esg) considerations in business. Though in many ways laudable, Mr Polman sometimes seemed to view shareholders as an annoying afterthought. Mr Jope can point to some successes. On his watch Unilever finally ditched its convoluted dual structure, with headquarters in Rotterdam and London, and consolidated its corporate home in Britain. He finalised the protracted sale of the firm’s tea business. His strategy of prioritising health and hygiene businesses over sluggish food operations was seen by the market as the correct course. And he steered the firm through the early pandemic panic, mostly from his study in Edinburgh.A sensible strategy and able crisis management weren’t enough to make up for Mr Jope’s missteps. He clung on to Mr Polman’s target of 20% for operating margins even if it meant sacrificing revenue growth. Investors’ confidence was then eroded as expectations for sales and profits sagged. Woolly talk of sustainability made a comeback, leading one big shareholder, Terry Smith, a fund manager, to grumble that a firm “which feels it has to define the purpose of Hellmann’s mayonnaise has …clearly lost the plot”. The final straw was Mr Jope’s bid in January to acquire the consumer-health unit of GlaxoSmithKline, a drugmaker, for £50bn ($68bn at the time). Investors saw the deal as a reckless gamble and it ultimately fell through—but not before becoming a “lightning rod for [their] frustration”, as Martin Deboo of Jefferies, an investment bank, puts it. Mr Jope’s successor will not have an easy task. He or she may well be taking over after recession strikes but before inflation subsides. The future chief executive will also face renewed calls from investors to break the company up into food and home-and-personal-care businesses, and will have to contend with Nelson Peltz, a bolshie hedge-fund manager who joined Unilever’s board two months ago. And the conflicting pressures to hold firm on esg on the one hand, as many consumers and politicians demand, and to increase sales and margins on the other, to placate investors, are only getting more acute. Voluntary or not, retirement doesn’t look like such a bad idea. ■For more expert analysis of the biggest stories in economics, business and markets, sign up to Money Talks, our weekly newsletter. More

  • in

    Lordstown Motors begins production of its Endurance electric pickup truck

    Lordstown has begun production of the Endurance, an electric pickup truck designed for commercial customers.
    Lordstown has so far completed two trucks for customers, and is aiming to build 50 by year end.
    It hopes to increase production in 2023 but may need to raise more cash first.

    Lordstown Motors gave rides in prototypes of its upcoming electric Endurance pickup truck on June 21, 2021 as part of its “Lordstown Week” event.
    Michael Wayland / CNBC

    Lordstown Motors said that it has begun commercial production of the Endurance, an electric pickup truck designed for commercial-fleet use.
    Lordstown shares fell below $2 in morning trading.

    The company has so far built two trucks for customers at its Ohio factory. It expects to complete a third truck shortly. The company is aiming to deliver about 50 trucks to customers by the end of the year.
    Edward Hightower, who became Lordstown’s CEO in July after it completed the sale of its factory to Foxconn, said things are proceeding as planned.
    “We will continue to build at a slow rate as we address remaining part pedigree and part availability issues,” he said. “We expect to increase the speed of production into November and December.”
    Lordstown hopes to increase its rate of production substantially in 2023. But doing so may require additional cash: The company expects to burn about $85 million during the fourth quarter, which will leave it with just $110 million on hand at the end of the year.
    The company said in statement that it will “continue to explore opportunities” to raise additional funds.

    WATCH LIVEWATCH IN THE APP More