Frugality Returns To Corporate America

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By Douglas A. McIntyre Updated Published
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Several retail analysts pointed out that Walmart’s (NYSE: WMT) earnings and those of Home Depot (NYSE: HD) were helped by rigid cost controls. This is not the first time during the earnings season, which has drawn to a close, that big public firms kept expenses lower than in past years. It is a sign that the huge retailers do not think much of their prospects for the balance of the year. Walmart’s expected earnings improvement during the last part of 2010 is almost all based on expansion of its international unit.

The second quarter of the year was supposed to be the first in many quarters when company earnings improved through growth on the top line. Instead, it was cost discipline that helped make many companies more money. Microsoft (NASDAQ: MSFT), and some other megacaps, did have sales improvements but they also continued to either lay-off workers or keep their employment rolls static.

The evidence that joblessness will not improve in the second half of the year is based on two assumptions. The first is that small companies have no access to capital so they cannot hire. The other is that large companies will not hire because they do not need to. Rather, they raise money at very low interest rates either to replace higher coupon debt or create larger rainy day funds in case of a second recession.

The federal government, as odd as it may seem, has not approached big companies with a single national program to give them significant incentives to add workers. That might involve tax credits as high as one year’s salary for net new employees added. Taxpayer money spent that way is probably better than the tens of billions spent on unemployment. The president of the Minneapolis Federal Reserve recently suggested that joblessness benefits from the government should not end at 99 weeks but should go on indefinitely. That may be a compassionate approach and could help consumer spending, but it is going to be a costly one if adopted.

It is hard to get millions of small companies, many of them desperate for money, to add people. With firms that employ thousands and tens of thousands of people, and have strong balance sheets, it is a different matter. Congress and the Administration do not seem to have come to that conclusion.

Douglas A. McIntyre

Photo of Douglas A. McIntyre
About the Author Douglas A. McIntyre →

Douglas A. McIntyre is the co-founder, chief executive officer and editor in chief of 24/7 Wall St. and 24/7 Tempo. He has held these jobs since 2006.

McIntyre has written thousands of articles for 24/7 Wall St. He is an expert on corporate finance, the automotive industry, media companies and international finance. He has edited articles on national demographics, sports, personal income and travel.

His work has been quoted or mentioned in The New York Times, The Wall Street Journal, Los Angeles Times, The Washington Post, NBC News, Time, The New Yorker, HuffPost USA Today, Business Insider, Yahoo, AOL, MarketWatch, The Atlantic, Bloomberg, New York Post, Chicago Tribune, Forbes, The Guardian and many other major publications. McIntyre has been a guest on CNBC, the BBC and television and radio stations across the country.

A magna cum laude graduate of Harvard College, McIntyre also was president of The Harvard Advocate. Founded in 1866, the Advocate is the oldest college publication in the United States.

TheStreet.com, Comps.com and Edgar Online are some of the public companies for which McIntyre served on the board of directors. He was a Vicinity Corporation board member when the company was sold to Microsoft in 2002. He served on the audit committees of some of these companies.

McIntyre has been the CEO of FutureSource, a provider of trading terminals and news to commodities and futures traders. He was president of Switchboard, the online phone directory company. He served as chairman and CEO of On2 Technologies, the video compression company that provided video compression software for Adobe’s Flash. Google bought On2 in 2009.

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