Chair of the Federal Reserve Janet Yellen with the IMF's Christine Lagarde. Photograph: Getty Images.
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Don't be mislead by the poor data, the US economy is still in rude health

While current storms will weigh upon February’s statistics, Q2 growth could now hit 4 per cent and US rates could move significantly higher along the curve.

Economists have been tearing their hair out trying to deconstruct the recent string of negative data surprises, which have undermined confidence in growth, to eliminate the weather effect. The first significant tainted release in this series was probably the ostensibly weak employment report for December, which we received on 10 January. The consensus had been for a 197,000 increase in non-farm payrolls, but the data showed only 74,000. Weekly earnings and hours worked also ticked down and failed to match expectations, and the headline unemployment rate apparently only fell due to a further fall in the participation rate to a new low for the cycle of 62.8.

Further disappointments followed for building permits and pending home sales, the Manufacturing ISM survey, and vehicle sales. Finally the icing on the cake was the January employment report, released on 7 February. As in the previous month, non-farm payroll growth disappointed, at 113,000, as against a consensus for 180,000. However, perhaps we have seen the first signs of Spring, as the household survey revealed a contrasting picture, with a 638,000 increase in employment, an increase in hourly earnings, a fall in the broader, U6, measure of unemployment to 12.7 per cent (the lowest since the Fall of 2008, just after the Lehman bankruptcy, when U6 was sky-rocketing). Last but not least, the participation rate ticked up to 63.0 per cent.

All of the above conspired to force the yield on 10-year US T-Notes down from just over 3.0 per cent at the turn of the year, to a low of 2.58 per cent on 3 February, as investors dashed for cover.

As we stand, the new Fed Chair Janet Yellen has made it clear that continuity will be the watch-word, and that she feels the output gap is still considerable, implying a huge swathe of avoidable and unnecessary human misery. In support of this view, she would point to the employment-to-population ratio, which has improved negligibly since the recession, when it fell through the floor, as a good indicator of huge slack in the labour market. However, New York Fed researchers Samuel Kapon and Joseph Tracy recently published a paper highlighting the potential for the employment-to-population ratio to mislead us, unless we take account of "baby-boomer" demographics:

The E/P ratio is a misleading indicator for the degree of the labor market recovery. Adjusting for changing demographics has an important impact on the picture that emerges about the degree of the labor market recovery. The actual E/P ratio suggests that the labor market has made relatively no progress since the end of the recession in recovering from the 4.1 percentage point decline in this measure. In contrast, the gap between the demographically adjusted E/P ratio using our normalization and the actual E/P ratio is a much smaller 0.7 percentage points.

In other words, permanent drop-outs from the labour force (retirees, for example) of course mean that the participation rate has fallen and therefore the fall in headline unemployment rates is "for real" and has the potential to lead to an inflation problem quite quickly. The last Fed meeting minutes highlighted that, "much of the downward trend in the labour force participation rate since the start of the recession … as the result of shifts in the demographic composition of the workforce and the retirement of older workers."

The US economy also faces much less fiscal drag this year, with the expected change in cyclically adjusted budget balance being +0.5 per cent in 2014, after +2.7 per cent last year.

Turning to the markets, they already seem to be correcting for the weather effect. Treasury yields actually rose last week, even in the face of several weak-ish data releases. Fed fund futures are still priced well to the dovish side of the FOMC’s December Summary of Economic Projections (SEP), and don’t forget the FOMC’s membership changed in January, becoming significantly more hawkish. Taking all of this into account, although the current storms may well weigh upon February’s statistics, Q2 growth could now hit 4 per cent and US rates could move significantly higher along the curve. Of course this may have dramatic effects upon the equity markets and on EM currencies.

Chairman of  Saxo Capital Markets Board

An Honours Graduate from Oxford University, Nick Beecroft has over 30 years of international trading experience within the financial industry, including senior Global Markets roles at Standard Chartered Bank, Deutsche Bank and Citibank. Nick was a member of the Bank of England's Foreign Exchange Joint Standing Committee.

More of his work can be found here.

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Arsène Wenger: how can an intelligent manager preside over such a hollowed-out team?

The Arsenal manager faces a frustrating legacy.

Sport is obviously not all about winning, but it is about justified hope. That ­distinction has provided, until recently, a serious defence of Arsène Wenger’s Act II – the losing part. Arsenal haven’t won anything big for 13 years. But they have been close enough (and this is a personal view) to sustain the experience of investing emotionally in the story. Hope turning to disappointment is fine. It’s when the hope goes, that’s the problem.

Defeat takes many forms. In both 2010 and 2011, Arsenal lost over two legs to Barcelona in the Champions League. Yet these were rich and rewarding sporting experiences. In the two London fixtures of those ties, Arsenal drew 2-2 and won 2-1 against the most dazzling team in the world. Those nights reinvigorated my pride in sport. The Emirates Stadium had the best show in town. Defeat, when it arrived in Barcelona, was softened by gratitude. We’d been entertained, more than entertained.

Arsenal’s 5-1 surrender to Bayern Munich on 15 February was very different. In this capitulation by instalments, the fascination was macabre rather than dramatic. Having long given up on discerning signs of life, we began the post-mortem mid-match. As we pored over the entrails, the curiosity lay in the extent of the malady that had brought down the body. The same question, over and over: how could such an intelligent, deep-thinking manager preside over a hollowed-out team? How could failings so obvious to outsiders, the absence of steel and resilience, evade the judgement of the boss?

There is a saying in rugby union that forwards (the hard men) determine who wins, and the backs (the glamour boys) decide by how much. Here is a footballing equivalent: midfielders define matches, attacking players adorn them and defenders get the blame. Yet Arsenal’s players as good as vacated the midfield. It is hard to judge how well Bayern’s playmakers performed because they were operating in a vacuum; it looked like a morale-boosting training-ground drill, free from the annoying presence of opponents.

I have always been suspicious of the ­default English critique which posits that mentally fragile teams can be turned around by licensed on-field violence – a good kicking, basically. Sporting “character” takes many forms; physical assertiveness is only one dimension.

Still, it remains baffling, Wenger’s blind spot. He indulges artistry, especially the mercurial Mesut Özil, beyond the point where it serves the player. Yet he won’t protect the magicians by surrounding them with effective but down-to-earth talents. It has become a diet of collapsing soufflés.

What held back Wenger from buying the linchpin midfielder he has lacked for many years? Money is only part of the explanation. All added up, Arsenal do spend: their collective wage bill is the fourth-highest in the League. But Wenger has always been reluctant to lavish cash on a single star player, let alone a steely one. Rather two nice players than one great one.

The power of habit has become debilitating. Like a wealthy but conservative shopper who keeps going back to the same clothes shop, Wenger habituates the same strata of the transfer market. When he can’t get what he needs, he’s happy to come back home with something he’s already got, ­usually an elegant midfielder, tidy passer, gets bounced in big games, prone to going missing. Another button-down blue shirt for a drawer that is well stuffed.

It is almost universally accepted that, as a business, Arsenal are England’s leading club. Where their rivals rely on bailouts from oligarchs or highly leveraged debt, Arsenal took tough choices early and now appear financially secure – helped by their manager’s ability to engineer qualification for the Champions League every season while avoiding excessive transfer costs. Does that count for anything?

After the financial crisis, I had a revealing conversation with the owner of a private bank that had sailed through the turmoil. Being cautious and Swiss, he explained, he had always kept more capital reserves than the norm. As a result, the bank had made less money in boom years. “If I’d been a normal chief executive, I’d have been fired by the board,” he said. Instead, when the economic winds turned, he was much better placed than more bullish rivals. As a competitive strategy, his winning hand was only laid bare by the arrival of harder times.

In football, however, the crash never came. We all wrote that football’s insane spending couldn’t go on but the pace has only quickened. Even the Premier League’s bosses confessed to being surprised by the last extravagant round of television deals – the cash that eventually flows into the hands of managers and then the pockets of players and their agents.

By refusing to splash out on the players he needed, whatever the cost, Wenger was hedged for a downturn that never arrived.

What an irony it would be if football’s bust comes after he has departed. Imagine the scenario. The oligarchs move on, finding fresh ways of achieving fame, respectability and the protection achieved by entering the English establishment. The clubs loaded with debt are forced to cut their spending. Arsenal, benefiting from their solid business model, sail into an outright lead, mopping up star talent and trophies all round.

It’s often said that Wenger – early to invest in data analytics and worldwide scouts; a pioneer of player fitness and lifestyle – was overtaken by imitators. There is a second dimension to the question of time and circumstance. He helped to create and build Arsenal’s off-field robustness, even though football’s crazy economics haven’t yet proved its underlying value.

If the wind turns, Arsène Wenger may face a frustrating legacy: yesterday’s man and yet twice ahead of his time. 

Ed Smith is a journalist and author, most recently of Luck. He is a former professional cricketer and played for both Middlesex and England.

This article first appeared in the 24 February 2017 issue of the New Statesman, The world after Brexit