The Recruitment Process of Morgan Stanley

In the 2000s Morgan Stanley began to adjust its approach. It tried to skew to a young demographic in the retail business while promoting its electronic capabilities, as evidenced by new advertising campaigns developed in 2000 by Leo Burnett that eschewed the "one investor at a time" tagline to center around a new tagline, "Well Connected." The implication was that Morgan Stanley combined electronic connectivity with the insider relationships of a well-established firm. Likewise an institutional campaign launched in 2001 relied on the tagline "Network the World."

Stanley's products and strengthen the Morgan Stanley brand

The global financial service firm Morgan Stanley experienced a decrease in profitability in recent years, mainly due to the financial crisis of 2008. Investors should


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The water is from the state of New York, the state of Idaho, the province of Alberta, and everywhere below that frame. Far above Old River are places where the floodplain is more than a hundred miles wide. Spaniards in the sixteenth century came upon it at the wrong time, saw an ocean moving south, and may have been discouraged. Where the delta began, at Old River, the water spread out even more—through a palimpsest of bayous and distributary streams in forested paludal basins—but this did not dissuade the French. For military and commercial purposes, they wanted a city in such country. They laid it out in 1718, only months before a great flood. Even as New Orleans was rising, its foundations filled with water. The message in the landscape could not have been more clear: like the aboriginal people, you could fish and forage and move on, but you could not build there—you could not create a city, or even a cluster of modest steadings—without declaring war on nature. You did not have to be Dutch to understand this, or French to ignore it. The people of southern Louisiana have often been compared unfavorably with farmers of the pre-Aswan Nile, who lived on high ground, farmed low ground, and permitted floods to come and go according to the rhythms of nature. There were differences in Louisiana, though. There was no high ground worth mentioning, and planters had to live on their plantations. The waters of the Nile were warm; the Mississippi brought cold northern floods that sometimes stood for months, defeating agriculture for the year. If people were to farm successfully in the rich loams of the natural levees—or anywhere nearby—they could not allow the Mississippi to continue in its natural state. Herbert Kassner, the division’s public-relations director, once remarked to me, “This river used to meander all over its floodplain. People would move their tepees, and that was that. You can’t move Vicksburg.”


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to issue 2 billion shares of stock (valued at $0.01 per share) and report a gain of $23.4 billion (+2.6% from 2011) from paid-in capital (p. 139). Morgan Stanley was

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financing for its business and has a large amount of risk.
A third notable item from Morgan Stanleys balance sheet is that common stock and the paid-in capital accounts did not vary much from 2011 to 2012. The company was able

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NOTE: Since the initial writing of this essay Morgan Stanley Dean Witter & Co, shortened its name to Morgan Stanley. The essay continues to refer to the company's former name, as that was the official name of the organization when the campaign was launched.

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Using these figures to calculate the debt to assets ratio shows 91.1% for 2012 and 90.7% for 2011. This indicates that Morgan Stanley relies significantly on debt

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In 1999 the San Francisco ad agency Goodby, Silverstein & Partners won the $90 million account of Discover Financial Services Inc. and its Discover credit card operation, which was owned by the investment bank Morgan Stanley Dean Witter & Co. Although it was the fourth-leading credit-card brand—trailing only Visa, MasterCard, and American Express—and boasted the largest independent card network in the United States, the Discover credit card was regarded as an also-ran in the industry. Its primary competitive advantage over the years had been what was called the "Cashback Bonus." This program was the focal point of the company's marketing for more than a decade, as reflected in the tagline "It pays to Discover." As the Discover card tried to move beyond its one-note advertising pitch, Goodby dropped the tagline. Two years later, however, the agency brought back the venerable tagline and once again concentrated on the Cashback Bonus feature.