Category Archives: Risk Management

The Danger of Investing in a Technology Franchise (Nokia)

http://online.wsj.com/article/SB10001424052702304388004577531002591315494.html

Learning from mistakes

CsInvesting: This is an important lesson for investors who buy technology “franchises.” Companies like MSFT, CSCO or Nokia that have or had high returns on capital. In the interests of full disclosure, I bought Nokia (NOK) in 2011 and sold for a 38% pre-tax loss. Ouch! I followed my rules and stayed in my diversification limits so I took my lumps and moved on. I thought that Nokia would maintain its economies of scale in R&D for phones. Wrong!

Too late, did I discover that Nokia’s return on investment in R&D was low despite the huge sums spent  on R&D vs. competitors. Look at the rapid collapse in ROA and ROE–no regression to the mean here–when returns declined. NOK_VL June 2012. Nokia–in its own market–got blindsided by Smart Phones.

An important focus is on understanding a business’ return on invested capital and, perhaps more importantly, its return on incremental invested capital, which I’ve learned to appreciate more and more.  One trick is to add back the past write-offs to capital so as to not overestimate management’s ability to generate return on capital (ROC).  There are limits to knowledge and foresight. In companies that have to constantly reinvent themselves, give yourself a wide margin of safety and expet to be wrong at times.

Nokia’s Bad Call on Smartphones

By ANTON TROIANOVSKI and SVEN GRUNDBERG

In an interview with The Wall Street Journal, Nokia CEO Stephen Elop talks about innovation, management, and guiding the embattled company through a difficult transition.

Frank Nuovo, the former chief designer at Nokia Corp., gave presentations more than a decade ago to wireless carriers and investors that divined the future of the mobile Internet.

More than seven years before Apple Inc. rolled out the iPhone, the Nokia team showed a phone with a color touch screen set above a single button. The device was shown locating a restaurant, playing a racing game and ordering lipstick. In the late 1990s, Nokia secretly developed another alluring product: a tablet computer with a wireless connection and touch screen—all features today of the hot-selling Apple iPad.

Dan Krauss for The Wall Street Journal

Former Nokia designer Frank Nuovo says the company had prototypes that anticipated the iPhone.

“Oh my God,” Mr. Nuovo says as he clicks through his old slides. “We had it completely nailed.”

Consumers never saw either device. The gadgets were casualties of a corporate culture that lavished funds on research but squandered opportunities to bring the innovations it produced to market.

Nokia led the wireless revolution in the 1990s and set its sights on ushering the world into the era of smartphones. Now that the smart phone era has arrived, the company is racing to roll out competitive products as its stock price collapses and thousands of employees lose their jobs.

This year, Nokia ended a 14-year-run as the world’s largest maker of mobile phones, as rival Samsung Electronics Co. took the top spot and makers of cheaper phones ate into Nokia’s sales volumes. Nokia’s share of mobile phone sales fell to 21% in the first quarter from 27% a year earlier, according to market data from IDC. Its share peaked at 40.4% at the end of 2007.

The impact was evident in Nokia’s financial report for the first three months of the year. It swung to a loss of €929 million, or $1.1 billion, from a profit of €344 million a year earlier. It had revenue of €7.4 billion, down 29%, and it sold 82.7 million phones, down 24%. Nokia reports its second-quarter results Thursday and has already said losses in its mobile phone business will be worse than expected. Its shares currently trade at €1.37 a share, down 64% so far this year.

Nokia is losing ground despite spending $40 billion on research and development over the past decade—nearly four times what Apple spent in the same period. And Nokia clearly saw where the industry it dominated was heading. But its research effort was fragmented by internal rivalries and disconnected from the operations that actually brought phones to market.  Amazing!

Instead of producing hit devices or software, the binge of spending has left the company with at least two abandoned operating systems and a pile of patents that analysts now say are worth around $6 billion, the bulk of the value of the entire company. Chief Executive Stephen Elop plans to start selling more of that family silver to keep the company going until it can turn around its fortunes.

“If only they had been landed in products,” Mr. Elop said of the company’s inventions in a recent interview, “I think Nokia would have been in a different place.”

Nokia isn’t the only company to lose its way in the treacherous cellphone market. Research In Motion Ltd. had a dominant position thanks to its BlackBerry email device, but it hasn’t been able to come up with a solution to the iPhone either.

As a result, the company has lost about 90% of its market value in the past five years, and its CEO is trying to convince investors the company isn’t in a “death spiral.”

Whereas RIM lacked the right product, Nokia actually developed the sorts of devices that consumers are gobbling up today. It just didn’t bring them to market. In a strategic blunder, it shifted its focus from smartphones back to basic phones right as the iPhone upended the market.

Mobile Designs

Dan Krauss for The Wall Street JournalSome of the devices Mr. Nuovo designed for Nokia.

“I was heartbroken when Apple got the jump on this concept,” says Mr. Nuovo, Nokia’s former chief designer. “When people say the iPhone as a concept, a piece of hardware, is unique, that upsets me.”

Mr. Elop, a Canadian who took over as Nokia’s first non-Finnish chief executive in 2010, is now trying to refocus a company that he says grew complacent because of its market dominance.

Shortly after taking the job, Mr. Elop scrapped work on Nokia’s homegrown smartphone software and said the company would use Microsoft Corp.’s Windows mobile operating system. By doing so, he was able to deliver a new line of phones to compete with the iPhone in less than a year, much quicker than if Nokia had stuck with its own software, he says.

Those phones aren’t selling strongly. The company hasn’t broken out numbers but said in April that initial sales were “mixed,” and two months later said competition had been tougher than expected. Mr. Elop was forced in mid-June to announce another 10,000 layoffs and $1.7 billion in cost cuts that will fall heavily on research and development. On Sunday, Nokia cut the U.S. price of the phones in half, to $50.

Nokia has a long history of successfully adapting to big market shifts. The company started out in 1865 as a lumber mill. Over the years, it diversified into electricity production and rubber products.

At the end of the 1980s, the Soviet Union’s collapse and recession in Europe caused demand for Nokia’s diverse slate of products to dry up, leaving the company in crisis. Jorma Ollila, a former Citibank banker, took over as CEO in 1992 and focused Nokia on cellphones.

Nokia factories eventually sprang up from Germany to China, part of a logistics machine so well-oiled that Nokia could feed the world’s demand for cellphones faster than any other manufacturer in the world. Profits soared, and the company’s share price followed, giving Nokia a market value of €303 billion at its peak in 2000.

Mr. Ollila and other top executives became stars in Finland, often requesting private dining rooms when they went out to eat, senior executives said.

Early on, the CEO started laying the groundwork for the company’s next reinvention. Nokia executives predicted that the business of producing cellphones that do little but make calls would lose its profitability by 2000. So the company started spending billions of dollars to research mobile email, touch screens and faster wireless networks.

In 1996, the company unveiled its first smartphone, the Nokia 9000, and called it the first mobile device that could email, fax and surf the Web. It weighed slightly under a pound.

“We had exactly the right view of what it was all about,” says Mr. Ollila, who stepped down as chief executive in 2006 and retired as chairman in May. “We were about five years ahead.”

The phone, also called the Communicator, made an appearance in the movie “The Saint” and drew a dedicated following among certain business users, but never commanded a mass audience.

In late 2004, U.S. manufacturer Motorola scored a world-wide hit with its thin Razr flip-phones. Nokia weathered criticism from investors that it was expending too much effort on high-end smartphones while its rival ate into its lucrative business selling expensive “dumb” phones to upwardly mobile people around the world.

After Olli-Pekka Kallasvuo, Nokia’s former chief financial officer, took the helm from Mr. Ollila in 2006, he merged Nokia’s smartphone and basic-phone operations. The result, said several former executives, was that the more profitable basic phone business started calling the shots.

“The Nokia bias went backwards,” said Jari Pasanen, a member of a group Nokia set up in 2004 to create multimedia services for smartphones and now a venture capitalist in Finland. “It went toward traditional mobile phones.”

Nokia’s smartphones had hit the market too early, before consumers or wireless networks were ready to make use of them. And when the iPhone emerged, Nokia failed to recognize the threat.

Nokia engineers’ “tear-down” reports, according to people who saw them, emphasized that the iPhone was expensive to manufacture and only worked on second-generation networks—primitive compared with Nokia’s 3G technology. One report noted that the iPhone didn’t come close to passing Nokia’s rigorous “drop test,” in which a phone is dropped five feet onto concrete from a variety of angles.

Yet consumers loved the iPhone, and by 2008 Nokia executives had realized that matching Apple’s slick operating system amounted to their biggest challenge.

One team tried to revamp Symbian, the aging operating system that ran most Nokia smartphones. Another effort, eventually dubbed MeeGo, tried to build a new system from the ground up.

People involved with both efforts say the two teams competed with each other for support within the company and the attention of top executives—a problem that plagued Nokia’s R&D operations.

“You were spending more time fighting politics than doing design,” said Alastair Curtis, Nokia’s chief designer from 2006 to 2009. The organizational structure was so convoluted, he added, that “it was hard for the team to drive through a coherent, consistent, beautiful experience.”

In 2010, for instance, Nokia was hashing out some details of software that would make it easier for outside programmers to write applications that could work on any Nokia smartphone.

At some companies, such decisions might be made around a conference table. In Nokia’s case, the meeting involved gathering about 100 engineers and product managers from offices as far-flung as Massachusetts and China in a hotel ballroom in Mainz, Germany, two people who attended the meeting recall.

Over three days, the Nokia employees sat on folding chairs and jotted notes on an array of paper easels. Representatives of MeeGo, Symbian and other programs within Nokia all struggled to make themselves heard.

“People were trying to keep their jobs,” one person there recalls. “Each group was accountable for delivering the most competitive phone.”

Key business partners were frustrated as well. Shortly after Apple began selling the iPhone in June 2007, chip supplier Qualcomm Corp. settled a long running patent battle with Nokia and began collaborating on projects.

“What struck me when we started working with Nokia back in 2008 was how Nokia spent much more time than other device makers just strategizing,” Qualcomm Chief Executive Paul Jacobs said. “We would present Nokia with a new technology that to us would seem as a big opportunity. Instead of just diving into this opportunity, Nokia would spend a long time, maybe six to nine months, just assessing the opportunity. And by that time the opportunity often just went away.”

When Mr. Elop took over as CEO in 2010 Nokia was spending €5 billion a year on R&D—30% of the mobile phone industry’s total, according to Bernstein research. Yet it remained far from launching a legitimate competitor to the iPhone.

Before the latest round of cuts, he said, the company was still struggling to focus on useful R&D. Mr. Elop has sifted through data and visited labs around the world to personally terminate projects that weren’t core priorities—like one to help buyers in India link their phones to new government identification numbers.

Mr. Elop is refocusing around services like location and mapping, which came with the company’s $8 billion 2008 acquisition of Navteq.

But he is having trouble rolling out products that catch on with consumers. Nokia’s latest phone, the Lumia, has been well reviewed, but sales may suffer as consumers hold out for the next version of Microsoft’s software, due later this year.

Jo Harlow, whom Mr. Elop appointed head of smartphones shortly after he became CEO, said Nokia will launch lower-priced Lumia devices in the coming months to better compete with aggressive Asian device makers such as China’s Huawei Technologies. Ms. Harlow said the company is also “very interested” in entering the tablet market.

Mr. Elop has shaken up a sales and marketing department, replacing Chief Operating Officer Jerri DeVard and two other executives after the Lumia launch. In June, Mr. Elop picked Chris Weber, a 47-year-old former Microsoft colleague who had been running Nokia’s North American effort, to take over. Ms. DeVard couldn’t be reached for comment.

Nokia still is struggling to turn its good ideas into products. The first half of the year saw Nokia book more patents than in any six-month period since 2007, Mr. Elop said, leaving Nokia with more than 30,000 in all. Some might be sold to raise cash, he said.

“We may decide there could be elements of it that could be sold off, turned into more immediate cash for us—which is something that is important when you’re going through a turnaround,” Mr. Elop said.

 

Southeastern Asset Management on CHK and Natural Gas

A good article on Natural Gas in the Economist: http://www.economist.com/node/21558432

Southeastern Asset Management (Mason Hawkins) 2nd Qtr. Longleaf Partners Fund Longleaf 06_30_12 Shareholder Letter

In the letter, the portfolio team speaks of their controversial holding Chesapeake Energy (“CHK”). Clients obviously are anxiously calling them about the falling price and controversial news.  There is one important lesson for all who invest in cyclical commodity based companies.

Lessons learned:

Longleaf 2nd Qtr. Letter: “Our conviction about CHK does not mean we are complacent about our path of ownership. We have learned two important lessons as our investment has unfolded.

First, we recognize that in commodity businesses, being a low cost provider is not enough of an advantage for an overweight position since the commodity price is subject to going below the cost of production for an unpredictable period of time.

Second, we learned a lesson that reinforces the importance of being a long-term investor who tries to work productively with management when change is warranted. We had much more influence in the tremendous governance transformation than we would have otherwise had if we had initiated our investment with guns blazing. The board and management listened to, trusted, and addressed our views knowing that our only agenda was to benefit long-term shareholders.”

John Chew: Ideally, you want to buy commodity companies when the price of the commodity is UNDER the marginal cost of production. Certainly when natural gas was trading near $2.00, almost no producer could generate a return above their cost of capital. Why were companies producing? The natural gas market is unusual in that there is limited storage (for now) so all gas produced must be sold immediately into the market and Hold-by-Production (“HBP”)means companies will hold leases by having to drill.

Exxon-Mobil on Natural Gas Market: http://www.forbes.com/sites/cfainstitute/2012/01/30/exxon-and-the-natural-gas-revolution/

Exxon CEO says low U.S. natgas prices not sustainable

ReutersBy Matt Daily | Reuters – Wed, Jun 27, 2012

              (Reuters) – U.S. natural gas prices are too low to allow the energy industry to cover the cost of finding and producing new supplies, the head of top producer Exxon Mobil said on Wednesday.

              Record production, thanks to new technologies that tap natural gas trapped in shale rock formations, pushed U.S. natural gas prices to 10-year lows below $2 per million British thermal units (mmBtu) in April, though prices have since rebounded.

              “The cost of supply is not $2.50. We are all losing our shirts today,” Rex Tillerson, chief executive officer of Exxon Mobil, said in a presentation at the Council on Foreign Relations.

              Gas prices have risen over 50 percent since April’s lows, and were up more than 5 percent on Wednesday to nearly $2.95 per mmBtu.

              Still, prices remain well below the $4-$5 level that makes drilling in pure natural gas fields profitable. Most producers have moved over to more lucrative oil and liquids-based plays to fetch higher prices, which has begun to put a slight dent in U.S. gas production.

              Tillerson also said the recent decline in oil prices appeared to be linked to rising crude oil inventories, economic worries in Europe and a slowdown in China’s growth, as well as a more stable political situation in the Middle East.

DEVON ENERGY (“DVN”)

For those who want more balance sheet strength and conservative management–Devon Energy (DVN) might be of interest to explore. (Let’s check back in two years).

Ben Graham Meets An Austrian Economist

 Information Overload

Columbia business student to Richard Pzena of Pzena Investment (www.pzena.com) why do you think there will be value opportunities with so much more available information?

Pzena, “Because of this…as he slaps a 700-page 10-K on a desk in front of his lecturn. Nobody reads these because there is too much information. You must know what to look for.

Austrian Economics and Value Investing

Ben Graham meets Mises


Lessons and Ideas from Benjamin Graham by Jason Zweig:Lessons-Ideas-Benjamin-Graham_Zweig_AIMR

Value Investing from a Austrian Perspective, A paper on Ben Graham and Mises: http://mises.org/journals/scholar/Leithner.pdf

 

More Lessons

February 28, 2004 by

 The Australian web site of Leithner & Co., Pty. Ltd.contains a wealth of material combining economic theory, financial economics, and Benjamin Graham’s views on investing. Some interesting places to start:

Interview with Chris Leithner

http://www.dollarvigilante.com/blog/2011/7/11/an-interview-with-chris-leithner-on-austrian-economics-and-a.html

Monday, July 11, 2011 at 8:45PM

Today we had the pleasure of interviewing Dr. Chris Leithner. He has lived in Australia for the last twenty years and is the author of The Evil Princes of Martin Place.  The book delineates the evils of all central banks and has some unique perspectives on Australia’s central bank, the Reserve Bank of Australia (RBA).

We took this opportunity to ask Chris about his thoughts on central banking, investing and his views on the RBA, the Australian dollar and Australian stocks.

The Dollar Vigilante (TDV): Thanks for taking the time to speak with us, Chris.  To begin, give us some background on yourself.

Chris LeithnerChris Leithner (CL): Sure, I came to Australia from Canada in 1987, in order to take a postgraduate degree. After a few years of further study in the UK, I returned to Oz in 1991. After a couple of years, I became a jaded academic; and after a few more I became an ex-academic. I learnt that the adage “those who can, do; and those who can’t, teach” has more than a ring of truth to it. Partly for that reason, and also because in the 1990s I also discovered Austrian School economics, Ben Graham and their commonalities, in 1999 I formed Leithner & Company (http://www.leithner.com.au). It’s a private investment company, based in Brisbane, which adheres strictly to the “value” approach to investment pioneered by Graham and to the economic insights of Carl Menger, Ludwig von Mises and Murray Rothbard.

TDV: How did you first get exposed to Austrian economics?

CL: Increasingly repelled by the absurdities and outright falsehoods of the economic and financial mainstream, I found Austrian Economics in exactly the way that the Austrian School shows how so many things happen: by accident rather than by design. I found it almost everywhere except at university; and as I think back, the more of it that I found, the more repugnant academic life became. I read Mises, Rothbard and others on capital, value, interest rates and the business cycle. I also read Lionel Robbins, The Great Depression (1934) and Wilhelm Röpke, Crises and Cycles (1936). Although Robbins later disavowed Austrian methods and insights, I realised that both he and Röpke provided clear and forceful expositions of the mechanics of the Austrian interest-rate and business-cycle model. Amazingly, within a couple of years of the Great Depression’s nadir, they published more theoretically and empirically rigorous accounts than (for example) Ben Bernanke’s Essays on the Great Depression, Princeton University Press, 2004.

Not only has the mainstream learnt nothing since the 1930s: it has unlearnt what’s worth knowing!

TDV: Yes, it’s not what they don’t know but it is what they know that just ain’t so.  So, why did you write The Evil Princes of Martin Place?

CL: I sought to demonstrate to an audience of interested laypeople, both in Australia and other countries, that there’s little new under the sun: the “Global Financial Crisis,” as the events of 2007-2009 are commonly known in Australia, is merely the latest in a long series of economic and financial crises that have punctuated the history of the past 250 or so years. Like its predecessors, three of which (namely the Panic of 1907, the Depression of 1920-1921 and the Great Depression of 1929-1946) the book analyses in detail, interventionist policies – in particular, legal tender laws, fractional reserve banking and central banking – are the GFC’s ultimate causes. Accordingly, only when we recognise that monetary central planning is the ultimate source of our financial and economic distemper, and when it either collapses or is consigned to the dustbin of history, and when 100%-reserve banking and sound money replace fractional reserve and central banking and fiat currency, will the ruinous cycle of boom and bust become as thing of the past.

TDV: Tell our audience generally what the book is about

CL: Sure, Part I (Chapters 1-5) uses basic logic and evidence to isolate the causes of the GFC, Panic of 1907, etc. It demonstrates, in short, that these crises are failures of government – and not of liberty. Following Herta de Soto, it demonstrates that deposits are not (and can never legitimately be) loans, that the history of fractional reserve banking is the history of bank crises and failures. Following Rothbard and Mises, it also shows how fractional reserve banks misappropriate and counterfeit.

Part II (Chaps. 6-9) analyses counterfeit money, the central bank and the welfare-warfare state. It demonstrates, following a long line of scholars, that fractional reserve banking is logically absurd, utterly fraudulent – and hence legally untenable. It also outlines the basic operations of central banking (e.g., open market operations, etc.). Conceiving the central bank as a monetary central planner, it also demonstrates (following Mises, who did it did for central planning generally) that monetary central planning inevitably fails. Finally, following Hoppe, who demonstrated in Democracy: The God That Failed (Transaction Books, 2002) that private property (i.e., individual ownership and rule) and democracy (i.e., collective ownership and majority rule) are incompatible, it outlines the invidious moral and ethical consequences (which it calls the “monetary roots of democratic pathologies”) of fractional reserve and central banking.

Part III (Chaps. 10-14) provides historical analyses of where we’ve been, where we are now and where we’re headed. It puts the Depression of 1920-21 and Great Depression into an Austrian context; so too with Australia’s “miracle economy” of 1991-2007 and the Commonwealth Government’s reaction to the GFC. It concludes that its reaction has merely set the stage for a later and bigger crisis.

Finally, Part IV (chaps 15-16) outlines where we should go – namely outlaw fractional reserve and central banking – and provides further reading for those who are interested.

TDV: We find all of your subject matter interesting but the main reason I wanted to interview you was to give the TDV audience some perspectives on what is going on in Australia right now.  Tell us some of your thoughts about Australia’s central bank, the Reserve Bank of Australia.

CL: Australians have become a bit cocky in recent years, to the point where “Australian Exceptionalism” or something akin to it swells many hearts; it’s not just The Lucky Country: to many people, it’s apparently The Country That Deserves to Be Lucky.

TDV: The same thing has been happening in Canada.  It’s amazing what living in a place with some natural resources in the ground and a currency performing relatively well can do to puff out the chests of some people!

CL: Haha, yes.  One of my intentions in The Evil Princes of Martin Place is to remind them that the laws of economics are universal across time and space – and therefore, that, just as fractional reserve and central banking inflated the booms that have burst in Europe and the U.S., so too they’ve inflated the booms that will bust in China and Australia.

TDV: Explain to us how the RBA is different, or similar, from the other central banks we are more familiar with like the Fed, BoE and BoJ

CL: For all practical purposes, it seems to me that central banks’ similarities (which The Evil Princes emphasises) are far more important than their differences. As an analogy, the Fierce Snake (Oxyuranus microlepidotus), Common Brown Snake (Pseudechis australis) and Taipan (Oxyuranus scutellatus) are the world’s three most-venomous snakes. For all I know (I don’t), their diets, reproductive habits and habitats, among other things, differ. But what’s most relevant from my point of view is that each is very poisonous – and is an Australian native. Similarly, a mainstream economist might assert that over the past decade the RBA has targeted the CPI more formally than the Fed. Both, however, relentlessly undertake the open market ops that ignite the boom that eventually busts, and it’s that commonality that I try to keep uppermost in mind.

TDV: The Australian Dollar (AUD) has been on a wild ride the last few years… how do you explain this from your Austrian viewpoint and from what you know about the AUS central bank?

CL: Because Leithner & Co. invests almost exclusively in Australia and New Zealand, I’ve never thought about it.  Well, that’s not quite true: the $A is a fiat currency; and as such, its purchasing power almost constantly falls. But I have no insight whether it will melt faster than the £, €, $US, etc. I suspect, but obviously don’t know, that taking short-term or even medium-term positions on the price of the $A vis-à-vis another currency is either a waste of time or a rod for one’s own back. Certainly I don’t know anybody who’s made a living – let along accumulated significant wealth – trading the $A or any other currency.

Your question prompts me to reflect that, when it comes to the currency, I am very Grahamite; that is, I concentrate on the micro (the security) rather than the macro. Your question also brings to mind Buffet’s observation in 1994: “If Fed Chairman Alan Greenspan were to whisper to me what his monetary policy was going to be over the next two years, it wouldn’t change one thing I do.” In effect, in 2009 Glenn Stevens, Ben Bernanke and all the sordid rest DID shout what their monetary policies were going to be, and it hasn’t changed either my approach to investment or my highly jaundiced attitude towards central bankers and central banking.

TDV: Give us an overview of the current political/central banking climate in AUS… what’s your thoughts? Should we be buying AUS stocks? AUD? Or selling?

CL: Well, let’s first take the mainstream’s prevailing attitude towards central banking in general and the RBA in particular: central planning rules! Not just in Oz, but in all Western countries (and Eastern ones, for all I know) the state has embedded its protections of fractional reserve and central banks so deeply within its legislation and regulations – in other words, it has extended such enormous privileges to these banks for such a long time – that virtually nobody now recognises bankers for what they have long been: massively featherbedded white-collar wharfies (for decades until a decade or so ago, longshoremen were the most notoriously protected, overpaid and arrogant workers in Australia). The events of the past couple of years have alerted the man in the street to the reality that something is rotten in Denmark — or, more precisely, Australian and other banks — but he can’t quite put his finger on it.

In Australia, economists, investors and journalists babble endlessly about the level at which the Reserve Bank should “set” the “official interest rate” (by which they mean the Overnight Cash Rate). Alas, almost nobody bothers to ask why it should be set, or whether it actually can be fixed. After all, the benchmark price of (say) wheat isn’t set: it’s discovered throughout the day at the Chicago Mercantile Exchange. Similarly, the spot price of copper is constantly discovered and rediscovered at the London Metals Exchange. More generally, the impersonal forces of supply and demand determine many prices. Yet, for reasons rarely discussed and never justified, virtually nobody baulks at the notion that a short-term money market rate of interest must be “set” by a committee of price-fixers and central planners in Martin Place, Sydney.

Hence, an inconvenient question: given that most “right thinking” people like mainstream economists and financiers (correctly) believe that the production of goods such as motor cars, frozen vegetables, etc., should occur within a régime of market competition, why do the Good and the Great insist – some of them quite vehemently – that “we” must exclude the production of money from market forces? Why, in an allegedly free society, must the government monopolise the definition of money? Why must its production and regulation be entrusted to a deified government monopolist called the central bank? Nobody in mainstream Australia is ever able to answer these questions; instead, they ridicule or simply ignore them.

Yet even to consider these questions is to grasp that the Global Financial Crisis is not a “market failure.” Rather – and in a way that parallels the collapse of Communist economies – the GFC is the inevitable consequence of the hubris of central planning. Communism epitomised general economic central planning, and it eventually collapsed. Central banking, whether in Australia, Britain, China or the U.S., is monetary central planning; as a result, it too will ultimately be consigned to the dustbin of history. From the repudiation of the gold clause and confiscation of gold in 1933 to the closing of the “gold window” in 1971, the chairman of the Board of Governors of the Federal Reserve System, as well as his counterparts in the Reserve Bank of Australia, etc., have increasingly deprived market participants of market signals – that is, of real information in the form of unfettered rates of interest. In particular, market participants have been deprived of a key warning signal and great source of discipline (the right to exchange dollars for gold). Central bankers, in short, have caused credit markets to emit false signals; as a result, these markets don’t tell the truth about time.

TDV: We totally agree, of course.  And also find it so bizarre that hardly anyone questions having communist style central planning embedded at the very heart of the so-called capitalist system.  What is your take on Australian stocks?

CL: In Leithner & Co.’s current Newsletter to its shareholders, I note a paradox: those who didn’t see the GFC coming (and remained wilfully blind after it erupted) – the very people who incurred big losses in 2007-2009, which they’ve not recouped – today remain resolutely upbeat about the future. They were diametrically wrong then; why should anybody think they’re less wrong today?

In sharp contrast, the doughty few who anticipated trouble and who have consistently generated profits since 2007 remain downcast today. It’s demonstrably false to assert, as the mainstream has since 2007, that “nobody saw it coming.” What’s certainly true is that the few who foresaw the GFC and now see that we’re merely in the eye of the storm, were then and today remain, from a mainstream point of view, “nobodies.”

A second point is that in a Newsletter dated 26 June 2009, I posited assumptions and conducted an analysis that yielded nine estimates of the All Ordinaries Index’s “fair value.” If earnings fall to their long-term trend and bearish multiple emerges, then the All Ords’ fair value is 1,688 – roughly half the level of its low in March 2009 and one-third of its level (4,700) in early July 2011. If earnings remain constant and the “bullish” multiple suddenly prevails, then fair value is 5,512 – a modest 67% above the March 2009 trough. Mid-range assumptions with respect to both earnings and the multiple generate an estimate of 3,127 – just below the March low. Re-reading that analysis and considering its premises, I think its conclusions remain sound: Australian investors need to incorporate into their plans the possibility that Australian indexes fall by 50% or more.

A third point is that, recent decades in Australia, have not, in economic and financial terms – and as the Commonwealth Government, RBA and their sock-puppets in the media and universities strenuously insist –  been truly stable. In The Evil Princes I noted that for seven decades Communism in the Soviet Union was apparently secure. But it was hardly durable, as its sudden and unexpected (to the Western mainstream) collapse demonstrated. I also show that since the early 1990s the much-vaunted “fundamentals” of the Australian economy have hardly – despite the mainstream’s ubiquitous and often strident insistence – been sound. Since 2007, it’s become obvious in Europe and the U.S. that the “stability” of the past few decades was – like the “strength” of the Soviet Union – apparent rather than real. The truth is that the long Australian boom since the early 1990s has not reflected the success of the mainstream’s interventionist policies. The ructions since 2007, however, have revealed the artificiality of the conditions these interventions created.

Alas, like the Bourbons of old, today’s politicians, central and fractional reserve bankers have forgotten nothing and learnt nothing from the financial and economic catastrophes they’ve repeatedly fomented – and thereby expose the rest of us to the next crisis. Unfortunately, the lesson of history seems to be that the politicians people admire most extravagantly are (like Franklin Roosevelt) the most audacious liars; conversely, the ones they erase from memory are, like Warren Harding, those who dare to tell them the truth.

Accordingly, since 2007 governments around the world have intervened massively and lied flagrantly. Their frenzied “fiscal stimulus” and hysterical “monetary stimulus” have ignored the lessons of the “Good Depression” of 1920-1921 and reprised many of the errors committed during the Great Depression of 1929-1946. Most notably, major central banks are presently moving heaven and earth to suppress market rates of interest; the appropriate course is to abandon the intervention and to let rates rise. Similarly, Western governments are increasing expenditure and incurring huge deficits; the correct policy, of course, is to slash spending, taxes and deficits, and to use the resultant surplus to retire debt. Since 2007, in short, central bankers and politicians – as much in Oz as in Europe, China and America – have been energetically inflating the next bubble and thereby stimulating the next crisis. My prognosis is therefore sombre.

TDV: We agree with you on that count as well.  You certainly, more than 99.9% of money managers out there, really know what is going on thanks to your grasp of Austrian economics.  For those interested, please let them know about how they can take advantage of your investment services.

CL: A short summary of our results since inception can be seen here, and an extended analysis of our results during the past decade and its strategy for the next ten years can be seen here.

Leithner & Co. accepts new investors. It caters primarily to professional and sophisticated investors as defined in sections 708(8) and 708(11) of the Australian Corporations Act. In plain English, that means investments of at least $A500,000. Also, because Leithner & Co. is a company and not a fund, its investors own shares in a private company rather than units in a unit trust (or what Americans would call a mutual fund). Unlike units, these shares are illiquid. So not just as a result of its investment philosophy, but also as a consequence of its structure, Leithner & Co. probably isn’t suitable for most people.

Learn more:http://www.leithner.com.au/archives.htm

Other Austrian Value Investors

Bestinver

Another Investor who combines his value investing philosophy with Austrian economics: http://www.bestinver.com/prensa.aspx?orden=estudios

James Grant

Note what Jim Grant says in the video interview, “The value that you see is the result of manipulated interest rates? We are in a BUBBLE of perceived “SAFE” Haven assets (think 30 years bonds at sub-2.5% or two year bonds at 0.003%)

http://www.youtube.com/watch?v=Mr-JHFmYT3o&feature=player_embedded

Part IV: How to Think About Prices

Mr. Market

You go back to Part 1: http://wp.me/p1PgpH-Zw to reread the two most important chapters ever written on investing: Chapter 8 and 20 in the Intelligent Investor about “Mr. Market” Mr Market by Ben Graham_FINAL and the three most important words in investing, Margin of Safety Chapter 20_Margin of Safety Concept.

Why do people go so crazy? Why does a Mega-Cap like Coca-Cola (KO) become mispriced? Why do prices swing 30% to 50% a year for a relatively stable business like Kimberly Clark or Pepsi? Will I go crazy too? Read about behavioral investing: The_Little_Book_of_Behavioral_Investing_How_not_to_be_your_own_worst_enemy

If you want to go academic then: Amos_Tversky_And_Daniel_Kahneman_-_Probabilistic_Reasoning.

You will need to have the courage of your convictions: http://www.youtube.com/watch?v=KhLDyolExAo. You might even need to remain at peace in the face of extreme events:http://www.youtube.com/watch?v=QY_6de4Tdaw because a BEAR MARKET FEELS like this: http://www.youtube.com/watch?v=bTi5rjJv698. Whatever you buy immediately plummets 10%, 25%, 50%.  Calmly courageous but admitting when you are incorrect in your analysis then acting is what you should strive for. Can you combine a tough combination of courage and humility?

Investing is simple but not easy

Investing is a bit like sex, flying, and climbing. You can read about investing, great investors, study cases, but in the end you must apply the principles to the opportunities around you either today or tomorrow that YOU can understand. As you gain experience, you will understand how you selective you must be–how often do great business go on sale? Think about the prettiest girl at the bar who just says, “NO!” I wish my ex had said nohttp://www.youtube.com/watch?v=ovLzTZEyei8&feature=relmfu

To improve you must rigorously, conscientiously track your results. Actually, few professionals do this, so you will be one step ahead. What advantages and tendencies do you have?  For example, I am so emotional that I sob if a cartoon character gets hurt. Even my nine-year old niece says, “Grow up Uncle John, Don’t you know it is just a cartoon?” What do I do? I do my work and place my orders before the market even opens. I rarely check the market. I have held investments for five to seven years. Time is better spent reading about companies.  Study what wastes time. Hire a Teen for a day to follow you around video-taping your activities for a day or two. You will be shocked at the time you fritter away. What adds value. OK, use common sense. Don’t go to your wife/husband and say, “Dear, just ignore little Billy here with his video camera, this is all in the interests of science.”

Treat your $5,000 in savings as if you would never gain another penny. Write down every reason for why you will buy or not buy a particular company. Build a portfolio carefully. If you want to buy small-caps avoid debt until you gain skill. Reverse engineer prices to tell you what growth expectations the market has for your company. Understand what is, isn’t a good business. Where is the competitive advantage and my margin of safety. Do I have multiple ways to win? If wrong, do I lose 10 cents–but if correct–I win $a dollar?

Teach Yourself to Become a Better Investor

TAKE YOUR TIME. Becoming an expert in anything, dancing, flying, chess, or tennis takes about 10 years of intensive (CORRECT) practice to gain mastery.  Do you think he practices often? http://www.youtube.com/watch?v=gpDdaC1_UGg. Start now http://www.youtube.com/watch?v=gLamA97C14A&feature=related. After two or three years, you will see progress. Don’t give up. Even with many mistakes, Buffett and others have done well. The trick is to avoid the Enrons, Aol/Time Warner’s and other large, permanent losses of capital.

Investment Philosophy

Finally, you will need to develop an investment philosophy like:Greenwald_2005_Inv_Process_Pres_Gabelli in London. Philip A. Fisher wrote a book, Conservative Investors Sleep Well. In Part Three he has a section on Developing An Investment Philosophy. An excellent read. You won’t be successful unless your philosophy, approach, and method fits your personality and circumstances. Market Wizard Author, Jack Schwager, discusses this: http://www.youtube.com/watch?v=8SdHlfsA0P4.

I swear to any reader that with patience and discipline that you can do better than institutional investors. You have many advantages. Also, there are as many ways to invest as there are people. Be the best YOU can be not a poor copy of some guru. Finally, there are no Gurus; no one knows! Beat your own path.

Good luck and let me know your progress and successes.

Leaps-Perhaps Time to Pull Out Another Tool from Your Arsenal.

Time to Consider LEAPS

Low interest rates and low volatility mean LEAPs MAY be a cheap, non-recourse loan for owning a growing business or a way to lower your over-all exposure without giving up returns.

Rising interest rates and volatility (all else being equal) will raise the price of your leap. If you believe a company will grow its intrinsic value 10% to 15% in the next 18 months to two years then leaps may be an attractive tool. Option traders’ models do not do as well as the cone of uncertainty increases (the time period until expiration is beyond a year).

A refresher on options:Options_Guide but the Bible on options is Options As a Strategic Investment by Lawrence G. McMillan. See Chapter 25, Leaps.

Lecture by a Great Value Investor on using Leaps:  Lecture-8-on-LEAPS         A MUST READ.

Application of Leaps

This blog discusses using Leaps for Cisco during 2011. http://www.valuewalk.com/2011/07/cisco-leaps-opportunity-lifetime/

I am not recommending that you agree, but follow the logic.

If you are new to investing then stay away, but for some, NOW may be a time to use this tool with the right company at the right price.

Good luck and be careful not to over-use options. Options, when you are successful, can become as addictive as crack–who doesn’t like making 10 times your money?

How I View Portfolio Management vs. Modern Portfolio Theory (“MPT”)

How I see Portfolio Management

By Alvaro Guzman de Lazaro Mateos at Bestinver.

A good read. KNOW WHAT YOU ARE BUYING is Rule 1. But what does this really mean?

BUY CHEAP is Rule 2. And do you want to make EASY money or HARD money? Chicago Slim would opt for easy. How about you?

Advice from a value Investor _Best Inver Asset Management

Modern Portfolio Theory

A good web-site for relatively unbiased research on personal finances: www.aier.org

No, I don’t believe in MPT but this is a thorough review for beginners:modern-portfolio-theory

Case Study in Risk vs. Uncertainty (The Deer Hunter)

Risk vs. Uncertainty

Watch carefully this scene of Russian Roulette in the movie, The Deer Hunter. Put aside the drama and focus on what are the trade-offs being made; how do the odds change? http://www.youtube.com/watch?v=lqakCa-MysE

You can view the longer scene: http://www.youtube.com/watch?v=BPi2AetitZc

My Radical Therapy

A few readers have written to accuse me of dark, twisted humor, but I placed the above video as a serious study–not as a bad joke. However, I have opted to have my humor changed at the request of several readers.  This hasn’t helped   http://www.youtube.com/watch?v=ftl_ckcpZgY but this might: http://www.youtube.com/watch?v=DCUmINGae44

CASE STUDY of Perception vs. Reality (Old Republic Insurance, “ORI”)

Perception vs. Reality

Old Republic (ORI) pulled their spin-off and looked what happened

What changed? I would advise you to listen to the current conference call: http://ir.oldrepublic.com/phoenix.zhtml?p=irol-eventDetails&c=80148&eventID=4797341 which will be available until July 3, 2012. It is a classic of how analysts view the stock price and the owner/operator/management views the reality of their business.  Old Republic (“ORI”) announced a spin-off of their money-losing Mortgage Guaranty Insurance business (“MGI”) but then on Friday decided not to go through with the spin-off for various reasons.

As you can see above in the short-term chart of ORI, the stock moved up upon announcement of the spin-off and the price neared $11 before plunging to below the pre-announcement price.

No matter what your assessment of intrinsic value was or is now, the mathematics of future cash flows has never changed. Actual risk hasn’t changed, but the PERCEPTION of risk has. If you read through the conference call transcript, you will see that several analysts/investors do not understand how run-off insurance operates. Run-off means that no new insurance is underwritten while claims of the old (past) insurance are paid down from stated reserves.  ORI will pay claims initially at 50 cents on the dollar as per the orders of their insurance regulators.

Ironically, management (Aldo Zucaro – Chairman of the Board, Chief Executive Officer) bought shares last month around $9 to $10 per share probably never guessing that shareholders would respond to the announcement as they did. Note his exasperation in having to repeat over and over that the economics of the business have not changed. Note the gap between perception and reality. I have highlighted certain passages of the transcript for emphasis. Markets are efficient?

See the case study here:

Case Study of reality vs perception for Property Insurer Old Republic_

Review of Old Republic here: ORI_VL, ORI_May 2012, 1Q12 FINAL Financial Supplement, and ORI_Morn_Spin

Mortgage Indemnity Business in Run-Off

Details of Old Republic’s Mortgage Guaranty and Consumer Credit Indemnity Businesses renamed Republic Financial Indemnity Group, Inc. (RFIG). This will help you understand ORI’s deferred payment obligation (“DPO”) for the run-off of its MGI business.  The DPO keeps the Mortgage Indemnity Insurance unit SOLVENT via the orders of the insurance regulators and in terms of STATUTORY ACCOUNTING.

The Statutory Accounting Principles are a set of accounting rules for insurance companies set forth by the National Association of Insurance Commissioners. They are used to prepare the statutory financial statements of insurance companies. With minor state-by-state variations, they are the basis for state regulation of insurance company solvency throughout the United States.

You will then understand the lack of risk to the rest of Old Republic. Statutory accounting is the reality not GAAP. financial_supp_stat_exhibit_032112 and the Press Release of Old Republic’s Partial Leveraged Buyout and planned spin-off of its RFIG subsidiary’s stock to ORI shareholders: may_21_2012_ori_press_release

Some say the market is efficient. What do YOU think? Who are the sellers?

Post Script: I am backed up this week so I might be light on the posting. Be well and keep learning every day.

UPDATE 1#

Moody’s lowers debt ratings on Old Republic

NEW YORK (AP) — Moody’s Investors Service on Wednesday lowered its senior unsecured debt ratings for Old Republic International Corp., citing the company’s decision to withdraw plans to spin off a subsidiary.

The Chicago-based insurance underwriter announced last week it changed plans to spin off Republic Financial Indemnity Group Inc. The move came after stakeholders raised concerns that the spinoff would not be in their benefit.

The reversal prompted Moody’s to downgrade Old Republic’s senior unsecured debt ratings one notch to “Baa3” from “Baa2.” That’s the lowest possible investment-grade rating on Moody’s scale.

The ratings firm also lowered the insurance financial strength ratings of Old Republic subsidiaries Old Republic General and Old Republic Title by one notch to “A2” from “A1.”

Moody’s has a negative outlook on the ratings for Old Republic and its principal subsidiaries, which means there’s a 40 percent chance that the ratings could be lowered in the next 18 months.

The ratings firm said its outlook reflects continued risk of liquidity strain at Old Republic International, should regulators find that capital levels its subsidiary, Republic Mortgage Insurance Co., falls short of requirements, triggering an early redemption of the parent company’s senior notes.

Moody’s believes liquidity options exist in such a scenario but said such an event would still place pressure on Old Republic International.

“The intended spinoff would have helped protect Old Republic’s bondholders and insurance policyholders from further deterioration at the troubled mortgage insurance operation,” Moody’s analyst Paul Bauer said.

The risk of financial strain at Old Republic International could strain its subsidiaries’ financial flexibility, Moody’s noted.

Moody’s affirmed Old Republic subsidiary Manufacturers Alliance Insurance Co.’s insurance financial strength rating of “A3.”

It also maintained an “A3” rating on Pennsylvania Manufacturers’ Association Insurance Co. and Pennsylvania Manufacturers Indemnity Co.

Old Republic shares ended regular trading down 4 cents at $8.29. The stock added 5 cents to $8.34 after hours.

Liquidity fears ebb at Old Republic

By Jochelle Mendonca and Sharanya Hrishikesh

(Reuters) – Old Republic International reassured investors that scrapping plans to spin off its money-losing mortgage insurance business would not lead to a liquidity crisis as regulators were unlikely to seize the unit.

The insurer had planned to separate the unit and had even entered into a deal to sell a fifth of the business in a leveraged buyout but shelved the plan following stakeholders’ objections.

The company’s stakeholders include its regulators, the government-backed Fannie Mae and Freddie Mac and bank customers.

Regulators in North Carolina have already placed the unit under supervision. It is now only allowed to pay claims at 50 cents on the dollar to preserve capital, leading to investor fears that the unit would be seized, triggering a default under the company’s debt covenants.

Old Republic eased those concerns on a conference call to discuss the canceled spinoff.

“We’re comfortable, based on our discussions (with our regulators), that receivership is not in play,” Chief Executive Aldo Zucaro said.

He expressed confidence that the company would be able to either refinance its debt or amend the terms, should a default occur.

Old Republic said the mortgage insurance (MI) unit, which stopped writing new business when its capital levels cratered last year, would continue to lose money for the next two years.

“By (2014), our total loss since 2007 will have been $1.7 billion, versus the total accumulated profit of $1.8 billion booked in the first 26 years … of our mortgage insurance journey,” Zucaro said.

The company said almost all its statutory capital – the standard claims-paying metric – comes from deferred claim payments ordered by regulators. Deferred payments count as a liability under generally accepted accounting principles.

On a reported basis, the company said its mortgage insurance unit has no capital and that it does not have the funds to add to the business.

“To just keep the company solvent, you’d have to come up with $250 million, which we are not committed to doing,” a company executive said.

UNHAPPY INVESTORS

But even as the MI unit’s stakeholders got their way with the scuttled spinoff, many Old Republic shareholders are unhappy at the prospect of being saddled with the business for the foreseeable future.

Investors from hedge funds SAC Capital, Anchor Capital, Divine Capital and others grilled company executives on options for the unit, including voluntarily placing it into receivership.

“Why is it not better to simply spin this out and go out to your bondholders and amend the covenants if necessary or to go in receivership?,” Darius Brawn from SAC Capital asked on the conference call.

Even a sale of the business to investors specializing in run-off situations, where they just manage the existing book till the policies are exhausted, seems unlikely.

“I think the possibility of a runoff (investor) buying a mortgage guarantee business with regulatory approval is remote,” an Old Republic executive said on the call.

The company said it sees no need to amend its debt covenants in advance of a seizure, something shareholders asked it to consider, because it does not believe the default will occur.

“One of our sayings around here is that you don’t just jump off the roof because you’re afraid you’re going to fall off,” CEO Zucaro said.

“We don’t think we’re falling off the roof. So we’re not jumping.”

(Reporting by Jochelle Mendonca and Sharanya Hrishikesh in Bangalore; Editing by Viraj Nair, Anil D’Silva and Supriya Kurane)

 

Thinking Uniquely: Michael Burry’s Commencement Address; GWBU Bloodbath

Dr. Michael J. Burry (The Big Short) giving a commencement address at UCLA Economics Department in 2012.

http://www.youtube.com/watch?v=1CLhqjOzoyE&feature=relmfu

Note what he says happened to him AFTER he pointed out to the higher powers in government that he foresaw the 2008 Financial Crisis so why didn’t they? Chilling! Note his comments on how to handle the tough situation the young face today.

GWBU–Surprise!–Collapses

Last mentioned: http://wp.me/p1PgpH-SO. The pump didn’t last long so now the DUMP.

And you thought your stocks took a beating yesterday–GWBU falls 63%……..on its way to its support level of $0.00.

The Three Legged Stool and Finding Compounders

Chuck Akre Describes his approach to finding excellent businesses and not paying too much

http://www.youtube.com/watch?y=AYEjcZc7OA8&feature=results_video&playnext=1&list=PL29616AFC05B6C76B

American Tower (“AMT”) was mentioned as one of Mr. Akre’s investments.

My weekend plans include spending time with American Tower: http://www.americantower.com/atcweb/irpages/irannualreports.asp

Perhaps by studying how American Tower has been so successful in redeploying capital at high rates I will learn how much to pay for future growth. We can profit more from studying businesses than be caught up in the sound and fury of the day-to-day noise.

Have a Great Weekend!

Who invented SPAM? http://www.youtube.com/watch?v=anwy2MPT5RE