In Re Salomon Analyst Level 3 Litigation

350 F. Supp. 2d 477, 2004 U.S. Dist. LEXIS 24187, 2004 WL 2757397
CourtDistrict Court, S.D. New York
DecidedDecember 2, 2004
Docket02 Civ.6919 GEL, 02 Civ.8114 GEL, 02 Civ.8156 GEL
StatusPublished
Cited by16 cases

This text of 350 F. Supp. 2d 477 (In Re Salomon Analyst Level 3 Litigation) is published on Counsel Stack Legal Research, covering District Court, S.D. New York primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
In Re Salomon Analyst Level 3 Litigation, 350 F. Supp. 2d 477, 2004 U.S. Dist. LEXIS 24187, 2004 WL 2757397 (S.D.N.Y. 2004).

Opinion

*481 OPINION AND ORDER

LYNCH, District Judge.

These three related eases concern allegations that the defendant bank Citigroup, Inc. (“Citigroup”), its division Salomon Smith Barney (“SSB”), and its research analyst Jack Grubman engaged in scheme to defraud purchasers and sellers of stock in three emerging telecommunications companies- — -Level 3 Communications (“Level 3”), XO Communications (“XO”), and Williams Communications Group (“Williams”) — and to enrich themselves, by issuing and disseminating research analyst reports on these companies that were materially false and misleading. The purpose and motivation for the allegedly false and misleading reports was to garner lucrative investment banking business for the investment banking division of SSB, which would then increase Grubman’s personal compensation. Defendants have moved to dismiss the Complaints pursuant to Federal Rule of Civil Procedure 12(b)(6) for failure to state a claim on which relief can be granted, and for failure to plead fraud with particularity as required by Federal Rule of Civil Procedure 9(b). For the reasons that follow, the motions will be granted in significant part, and denied only as to reports issued on or after April 18, 2001.

BACKGROUND

For purposes of adjudicating the motion to dismiss, the facts alleged in the Complaint must be accepted as true.

I. Common Factual Allegations

Defendant Citigroup is one of the largest financial services firms in the world. At the relevant time, Citigroup was the parent corporation of defendant Salomon Smith Barney (“SSB”), through which Citigroup provided investment banking services to businesses, retail brokerage services to both individuals and institutional investors, and published research reports and ratings on publicly-traded securities. In April 2002, SSB changed its corporate name to Citigroup Global Markets,.which maintains the same headquarters as SSB and is its successor-in-interest. 1 Defendant Jack Grubman was a Managing Director at SSB and was considered its leading telecommunications industry analyst; Grubman resigned from SSB by mutual agreement in 2002. During his tenure at SSB, Grubman was the firm’s highest paid analyst and developed a larger-than-life reputation in the industry, with press references as the “god” of telecom or the “ax” of his sector, and the rumored ability to “make or break newcomers to the [tele-com] industry.”

Although SSB maintained publicly that its research analyst and investment banking divisions were separate, had no conflicts of interest, and did not unduly influence each other, from at least 1997 SSB employed compensation structures and other mechanisms that created incentives for analysts to inflate their ratings of corn- *482 panies in order for SSB to secure lucrative investment banking business from those companies. For example, SSB paid “helper’s fees” to analysts, which were based on the amount of investment banking fees earned from transactions involving companies covered by that analyst. By 2000, SSB had revamped and expanded the “helper’s fee” system by creating a “scorecard” for each analyst that listed the investment banking fees earned from companies in that analyst’s coverage sector, and requiring analysts to detail their contributions to investment banking transactions as part of determining the analyst’s annual compensation. In addition, analysts came under direct pressure from the investment banking division to tailor their coverage to avoid angering companies that SSB was pursuing for lucrative investment banking business.

SSB executives encouraged an interplay between research and investment banking as being in the best interest of the firm as a whole, describing analysts as “the key element in banking success,” directing analysts to assist bankers in creating “pitch-books” for business form companies in their sectors and to participate in roadshows, and advising analysts to “obtain collaborative feedback from their investment, banking counterpart regarding establishing and modifying a list of coverage priorities.” Training seminars conducted within the firm instructed analysts on how using more conservative assumptions in their financial modeling could relieve the short-term pressure on covered companies to meet Wall Street’s projections. The overall message at these seminars was for analysts to see themselves as “partners” with the investment banking division of SSB, which was the most significant source of revenue for the firm.

By 2001, the “tech sector” (particularly new internet and telecom companies) that had fueled much of the tremendous boom in the stock market in the nineties was imploding, with dramatic price drops across the board and numerous bankruptcy filings, and some executives at SSB were acknowledging the strain on objectivity that the firm’s policies may have created and urging a different approach. Executives in the research division criticized the “excessive optimism” that had led to ever-higher target prices for some stocks and noted the “failures of analysis,” particularly in the assumptions underlying financial projections, that allowed the boosterism to continue. These executives acknowledged privately that there might be “legitimate concern about the objectivity of our analysts which we must allay” going forward in 2001. Executives from SSB’s retail brokerage division, faced with the wrath of customers who, like nearly all stock market investors, had seen the value of their portfolios erode considerably, also criticized the role that overly-optimistic research may have played, calling the output of SSB’s research division “basically worthless” and rating Grubman SSB’s worst analyst.

Beginning in April 2001, some of these sentiments were echoed by Grubman himself. On April 18, 2001, Winstar (another telecom company covered by Grubman) filed for bankruptcy. In response, Frank Yeary, an investment banker at SSB, sent an email to a group of telecom bankers and analysts at SSB, suggesting a conference call “as soon as practicable to discuss the credit position and business prospects” of other companies in the sector, specifically naming Level 3, XO, and Williams, among others. Grubman responded the same day, noting that “to be blunt, we in research have to downgrade stocks lest our retail force ... end up having buy-rated stocks that go under. So part of this [conference] call will be our view that [Level 3, XO, Williams, and other named *483 telecom companies] must not remain buys.” In the same email, Grubman identified a group of telecom companies that had “no funding issues” — as contrasted with the list of companies, including Level 3, XO, and Williams, in the preceding sentence. On June 25, 2001, in an email to the head of U.S. Research Management at SSB, Grubman wrote that “most of our banking clients are going to zero and you know I wanted to downgrade them months ago but got huge pushback from banking.” In another internal email written the same day, Grubman expressed similar frustration, commenting to a colleague, “I have dinner with [two SSB investment bankers] I bet to discuss banking’s displeasure with our commentary on some names.

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Bluebook (online)
350 F. Supp. 2d 477, 2004 U.S. Dist. LEXIS 24187, 2004 WL 2757397, Counsel Stack Legal Research, https://law.counselstack.com/opinion/in-re-salomon-analyst-level-3-litigation-nysd-2004.