Kmart Employee Personal Info

Many CEO's Pursue the Four Ps – Pay, Power, Perks and Prestige Rather than Profits

Many chief executives pursue the four Ps – pay, power, perks and prestige rather
than profits for the company.

Recently, there are more and more CEOs falling from grace. In the United States, forced
exits accounted for 39% of CEO departures in 2002 up from 25 % in 2001, according to
Booz Allen Hamilton. In 2002, Enron Chairman Ken Lay, Tyco chief Dennis
Kozlowski, Qwest's Joe Nacchio, Worldcom's Bernie Ebbers. Year 2003 saw the
departure of CEOs from Raytheon, Kmart, Spiegel, Scherling Plough, Motorola, Freddie
Mac, Boeing, American, etc.

Agence France-Presse (AFP) in 13 April 2004 reported that Professor David Yermack of
New York University Stern School of Business found that the average shareholder gains
underperformed market benchmarks at companies where the chief flies by luxurious
corporate jets. In the study, "Flights of Fancy: Corporate Jets, CEO Perquisites and
Inferior Shareholder Returns", Professor Yermack said: "The central result of this study
is that CEO's personal use of company aircraft is associated with severe and significant
under-performance of their employers' stock….Firms' stock prices drop an average of 2
percent around the date of initial disclosure of corporate plane use."

Some of the CEOs may not be justifiably fired as the economy turns bad through no
faults of theirs' but they were held accountable. However, the days of fat cats running
corporations are over.

Uncontrolled and unnecessary costs destroy businesses. If your competitor has a limo and
you do not, you are already winning. He has a leaky bucket. There are six self-made
multi-billionaires. And all of them were paragons of simplicity and prudence in self-aggrandisement.

In 1991, Sam Walton founder of Wal-Mart drove an eight-year-old red Ford pickup. He
always fetched his own coffee. As President of EDS, Ross Perot paid himself $70,000 a
year. However, when Perot sold EDS to General Motors, the President of General
Motors, Perot's new boss, made $2.4 million salary plus a bonus. Finally, he paid Perot
$2.5 billion to go away because GM executives were embarrassed by the folksy Perot,
who did not demand a fat salary or swanky office or specially tuned cars. David Packard
never had an enclosed office before he left Hewlett-Packard for government service. Bill
Gates of Microsoft often rode coach on planes, until they finally got so big they ran their
own fleet of aircraft. Warren Buffet manages Berkshire Hathaway's billions and billions
with a staff of 24. When they lunch together, it is McDonald's. Warren still stayed in the
same house that he bought thirty years ago and drew on a salary of US 100,000 per
annum. Ingvar Kamprad, the founder of Ikea takes the company bus to his stores.

Indeed examples of executive abuses dominated the news during 2002. Many Enron
employees were fired whilst Senior Executives used $200,000 to fund its luxury box at
the formerly named Enron Field. Though founded on the innovative idea of instant
photography, Polaroid's management failed to save the company from the shift to digital
cameras. Polaroid reportedly cancelled health-care benefits for the company's retirees in
the wake of its Chapter 11 filing. However, management reportedly petitioned the
bankruptcy court for permission to dole out roughly $19 million in bonuses to keep key
executives from leaving. Webvan is another example. It failed to compete against the
traditional supermarkets with its online shopping services and home delivery. Before it
ceased operations, the company reportedly agreed to pay its resigning CEO, George
Shaheen, $375,000 per year for life although the Webvan's stock price plunged 99
percent during his tenure.

Kmart in bankruptcy authorised payments of $362,000 per month in retirement benefits
to some 242 of its executives. The Kmart's creditors which K mart owed $6 billion
protested to a Chicago bankruptcy judge.

L A Times writer John Balzar observed that creditors and shareholders are not the only
ones enraged at the seemingly arrogant attitudes of America's corporate giants.
"Consumers are mad, and some are declaring petty war against the mighty corporation,
against shenanigans, the double-dealing, the get-rich-quick schemes, the fraud, the selfserving
deals." Those investors felt that they have been robbed as they saw their
retirement savings dwindled.

In America, CEOs compensation surged 1000% in three decades, making it to 500 times
the pay of the average worker. Yet, they are greedy for more. Martha Stewart of the
ImClone System expensed off the US 17,000 cost of a holiday to her company. Dennis
Kozlowski spent US$15,000 on a "dog umbrella stand" and US$6000 on shower curtain.
John Rigas spent US $20,000 of Adelphia's shareholders' funds on a Christmas tree. The
list of corporate excesses goes on and on.

CEOs who live "fat cat" lifestyles using corporate funds should be slaughtered and

. Mike Teng (DBA, MBA, BEng, FIMechE, FIEE, CEng, PEng, FCMI, FCIM, SMCS) is the author of the best-selling business book “Corporate Turnaround: Nursing a sick company back to health”, in 2002. In 2006, he authored another book entitled, “Corporate Wellness: 101 Principles in Turnaround and Transformation.” Dr Teng is widely recognized as a turnaround CEO in Asia by the news media. He has 27 years of experience in corporate responsibilities in the Asia Pacific region. Of these, he held Chief Executive Officer’s positions for 17 years in multi-national, local and publicly listed companies. He led in the successful turnaround of several troubled companies. He is currently the Managing Director of a business advisory firm, Corporate Turnaround Centre Pte Ltd, which assists companies on a fast track to financial performance. Dr Teng was the President of the Marketing Institute of Singapore (2000 – 2004), the national body representing some 5000 individual and corporate marketing professionals in Singapore.

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