There have been no obituaries. No eulogies. No burial services. But this quarter marks the death of traditional banking at the big money-center banks.
Yes, we've seen amazing earnings reports from the likes of Goldman Sachs (GS, news, msgs) and JPMorgan Chase (JPM, news, msgs) this quarter, but their profits came from things like trading. From everything, in fact, but what you and I -- and certainly the preceding generation -- called banking.And it's exactly those huge profits from everything but banking that have put the final nail in the big banks as banks.
Goldman Sachs and JPMorgan Chase and maybe Bank of America (BAC, news, msgs) and Citigroup (C, news, msgs), too, will survive as financial institutions. But they won't be banks.
The model for what these big financial institutions will be is laid out in the most recent quarterly earnings reports from Goldman Sachs and JPMorgan Chase.
Goldman Sachs, for example, blew through Wall Street projections when it announced third-quarter earnings of $5.25 a share, more than a dollar above the Wall Street consensus. Revenue climbed to $12.4 billion for the quarter, more than double Goldman's $6.04 billion in revenue in the third quarter of 2008.
Not bad for a recession, eh?
The money flow
Where did that revenue and ultimately those earnings come from? A lot of it -- about $6 billion -- came from trading fixed income, currency and commodities. Revenue from equities trading came to $2.8 billion. And the company booked a gain of $1.3 billion from the stakes it owns in companies such as Industrial and Commercial Bank of China (IDCBY, news, msgs). Put that all together, and about $10 billion of the bank's $12.4 billion in revenue came from investing its own money or trading either for clients or with its own money.What's surprising about JPMorgan Chase's results for the quarter is how similar they are to Goldman's, even though JPMorgan is a financial institution with a huge retail banking and credit card operation. Goldman Sachs converted to bank holding company status only last fall so it could gain access to cheap money from the Federal Reserve. It has a negligible retail banking presence.
Yet if you dig down a bit, JPMorgan Chase made its money this quarter in exactly the same way that Goldman did: from investment banking and trading.
Traditional functions only a fraction
Now, the bulk of JPMorgan Chase's $29 billion in revenue comes from traditional banking functions. Credit card services ($5 billion in revenue), retail financial services ($8 billion) and commercial banking ($1.5 billion) together make up half of the company's revenue.But these traditional banking functions didn't make up anything like half of the company's $3.6 billion in net income for the quarter. Card services showed a $700 million loss. Retail financial services produced net income of just $7 million on that $8.2 billion in revenue. And commercial banking recorded net income of $341 million.
That's a net loss of $352 million from the traditional banking businesses that produced $14.5 billion of the company's $29 billion in revenue.
Contrast that performance to the $1.9 billion in net income produced from JPMorgan Chase's investment banking business on $7.5 billion in revenue. Of that revenue, $5 billion, up by $4.2 billion from the third quarter of 2008, came from fixed-income trading.
Fixed-income trading added more to JPMorgan Chase's bottom line than all of its traditional banking business.
Can you blame them?
The CEOs at our biggest financial institutions didn't get where they are by passing up profitable businesses to focus on money losers. Bet nobody at Goldman or JPMorgan is going into meetings to argue for putting less money into trading and more into credit cards or retail financial services, especially if they paid any attention to the results reported by their less fortunate big-bank peers.For example, Citigroup might have been able to offset some of the losses from its credit card business, just as JPMorgan Chase did, with higher revenues and bigger profits in investment banking and fixed-income trading -- except that the company's fixed-income revenue plunged 18% in the quarter from the third quarter of 2008.
At Bank of America, it's hard to reach any other conclusion than that the bank would have been just fine if it did less traditional banking and more investment banking and trading. For the third quarter, the company lost $1 billion on credit cards and $1.6 billion on home loans and insurance. Global banking showed net income of just $40 million on $4.7 billion in revenue. Global markets, however, produced revenue of $5.8 billion. About $4.4 billion of that came from fixed-income, currency and commodity trading. Net income on that $5.8 billion in revenue was $2.2 billion.
If only the bank did more of that trading and less banking, it might not have reported an overall $1 billion loss.
Continued: Meanwhile, over at Wells Fargo . . .
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