American Dream is In Danger

3 Apr
American Dream in danger
By G. WAYNE MILLER JOURNAL STAFF WRITER

The roots of this enduring notion we call the American Dream lie in the Declaration of Independence, which states that everyone has the inalienable right to pursue happiness ––which can be found, at least partly, in economic prosperity. Put another way, everyone is born with an equal chance of success.

It has always been an oversimplified notion. Founding Father James Madison, son of a plantation owner, for example, began life with an advantage over a pauper’s child. A child of Bill Gates enters the world today with different odds than a chambermaid’s offspring.

Those, of course, are extremes. For the middle class ––which can be defined as the middle 60 percent of income, households that are neither rich nor poor –– the American Dream (at least since the Second World War) has been closely tied to home ownership, a college education and a nice car, the iconic symbol of status. Successive generations have expected to do better than their parents as they move socially upward.    That scenario, economists say, has been recast by declining income and other economic changes over the last several years. After peaking in 2000 at $69,102 in inflation-adjusted dollars, Rhode Island median household income in 2010 declined to $52,254 –– a drop of almost 25 percent.

“The American Dream is fading,” said James Hoopes, distinguished professor of history at Babson College and author of the recent book “Corporate Dreams: Big Business in American Democracy from the Great Depression to the Great Recession.”

“The American Dream is being redefined by profound changes in the labor market and the accessibility of credit,” said Mark D. Naison, professor of African American studies and history at Fordham University in New York City.

In analyzing the national data, Seton Hall University economics professor Christopher W. Young finds a momentous decline in middle-class purchasing power over the last several years.

“The annual growth rate in household income for the middle 60 percent of the United States is about 0.57 percent annually,” Young said. “This small growth rate has been offset substantially by the inflation of other products, such as automobiles, new homes, natural gas, college, and et cetera.”

In the period from 1967 to 2010, Young said, new home prices have increased about 5.2 percent every year –– far outstripping the incremental increases in income. During the same period, automobiles have increased about 5.43 percent a year, and the cost of college has gone up at an even higher annual rate, about 6.5 percent, according to Young.

As a percentage of total household income, the professor said, the disparity is even more striking. Calculated in 2010 dollars, an average new home in 1967 cost approximately 60 percent of the median household’s total annual income, which was about $41,000 –– but in 2010, a new home cost about 438 percent of total median income. An average new car has gone from about 7 to 54 percent of total annual income, while one year of tuition at a four-year college has risen from about 7 to 92 percent.

Although some economists cite overextension of credit as a factor imperiling the American Dream, Babson historian Hoopes places less emphasis on it.

“Wasteful consumption and keeping up with the Joneses via debt are not good things,” he said, “but they are not the reason for today’s painful sense of inequality.

“It’s that after a quarter-century in which 80 percent of the country’s population has not shared in the country’s productivity gains, people are emerging from denial and recognizing the reality that income mobility does not exist to the degree that it once did and that many will lag farther and farther behind if they continue to make a living in the only way they know how –– a job.”

Hoopes blames such factors as global outsourcing and economic decentralization. “The information revolution has reduced the advantages of large organizations,” he said. “Business is done in smaller units today, with new jobs occurring in small business, making it much harder for workers to unionize and negotiate middle-class wages.”

Fordham professor Naison recalls his younger years, when the postwar notion of the American Dream remained a middle-class reality.

“My generation,” he said, “bought their own cars, mostly used, as soon as they got their first full-time job. And they were usually able to buy their own homes within 10 years of graduation. Let me use myself as an example. My wife and I bought half of a brownstone in Park Slope [in Brooklyn] in 1976, two years after I graduated from college, for the princely sum of $42,000 –– on a college professor’s and editor’s salary.

“We could afford this not only because house prices were so low, but because we had no student loans to pay off. Most of our friends who worked in ‘helping professions’ were in the same situation: they were car owners right out of college and house owners in their early 30s. Now, I think there are far fewer people able to achieve those things at the same age we did.”

Expectations have shifted. Naison says that with his younger students today –– those in their 20s and early 30s –– electronic devices such as iPads, smart phones and computers are more coveted than the items those of his generation wanted. Taken together, all are cheaper than cars or houses.

“Home ownership and car ownership, former markers of middle-class status, have become less significant than possession of electronic devices and the ability to travel and work globally,” Naison said. “Most of my students, even those with excellent grades and recommendations, cannot find full-time jobs with a career ladder and benefits … this makes home ownership unrealistic, and car ownership a burden.

“They live singly or in groups, ride bikes or share automobiles, and move from place to place and country to country with great frequency. Perhaps they may purchase homes in their middle or late 30s. But they do not have the income, or the creditworthiness, to do so in this economy.”

Hoopes wonders if what might be called the Golden Age of the American Dream will ever return.

“Entrepreneurship is one possible path,” he said, “and it is a good one for many people. But it will not restore a middle-class society. Not everyone can be self-employed. … Labor unions ––still powerful in some industries ––hold little hope for enlarging the middle class because of economic decentralization and internationalization.”

Given today’s political climate, the Babson professor sees little chance of American government revitalizing the American Dream. “Northern European countries have created a strong middle class through heavy government involvement in their economies,” he said, “but that seems unlikely to emerge in the United States anytime soon due to ideological and cultural reasons.”

And so, he posed a question: What’s left?

“The only possibility seems to be ‘civil regulation’ of our economy in which citizens use their buying power and media power to try to compel better wages and working conditions,” Hoopes said. “Take the Occupy Wall Street movement of last fall, remove its anarchist streak, and give it a strong focus on creating permanent watchdog groups to ‘name and shame’ via the Internet, and you might have the beginning of a bottom-up movement with a shot at restoring the American Dream.

“Will such a thing actually happen? Your opinion is as good as mine.”

With data analysis by Journal Staff Writer Paul Edward Parker. gwmiller@providencejournal.com 

Payments 2012: Hindsight to Insight

16 Mar

Payments 2012: Hindsight to Insight

In terms of mergers & acquisitions (M&A), the payments (PMT) industry[1] is very active right now. These are exciting times for potential buyers and sellers. Deal values have risen, the number of transactions completed has increased, and most importantly, revenue and EBITDA multiples have fully recovered from the downturn in 2009. Large corporate acquirers, well aware of the industry’s changing landscape, are looking to acquire innovative and successful firms.

Berkery Noyes & Company LLC (BNC) has been closely tracking the PMT industry over the past three years. From 2008 to 2011, BNC recorded 242 M&A transactions. Compared with 2009, the number of transactions in 2011 and 2010 were up 38% and 73%, respectively.  VeriFone, the most active PMT acquirer during this timeframe, completed eight transactions.

The total value of these 242 PMT deals was $29.92 billion. Relative to 2009, transaction value in 2010 and 2011 improved 167% and 267%, respectively.  Advent International Corporation was the largest acquirer by value, paying $5.04 billion. The buyout firm acquired Card Systems and Identity Divisions from Oberthur Technologies, Prepaid Platform from Springbok Services, National Processing Company, RBS WorldPay, and Payment Processing Unit from Fifth Third Bancorp.

Transactions valued between $150 and $500 million (mid market) received the greatest median EBITDA multiple, which was 15.5x. Transactions valued less than $150 million (small-cap market) and greater than $500 million (large cap market) received lower median EBITDA multiples: 8.3x and 12.5x respectively.

In contrast to 2009, median EBITDA multiples in 2010 and 2011 were up 51%. Median revenue multiples in 2010 and 2011 were up 80% and 86% from 2009, respectively.  In addition, Private Equity buyers completed 14% of all transactions yet paid the highest per transaction value.

M&A activity continued at a robust level in 2011. The most active acquirers by volume were Fiserv with three transactions and VeriFone with four. Fiserv purchased Maverick Network Solutions, CashEdge and Mobile Commerce. VeriFone purchased Point Transaction Systems AB, Global Bay Mobile Technologies, Destiny Electronic Commerce Pty, and Point of Sale Solutions Business from Gemalto.

Total transaction value for 2011 was $11.26 billion, an increase of 19% from 2010. Barclays PLC completed the largest PMT transaction for the year when it purchased select assets from Egg Credit Card Unit, a subsidiary of CitiGroup, for $3.20 billion.

Upon further inspection, the top ten M&A transactions had a combined value of $8.86 billion, which comprised 79% of all completed M&A transactions in the space. Although the top ten deals encompassed 79% of the total completed M&A transactions in terms of value, the small-cap market constituted 89% of the total transaction volume.

 

Value Drivers

The discussion so far has centered on transaction values and valuations from an aggregate perspective. From a decentralized viewpoint, individual players in the PMT industry who are commanding high values tend to possess one or more of the following characteristics: (1) the “Dictator Effect;” (2) “Simultaneous Demand;” (3) “Product Extension into Underserved Niche Markets;” and (4) “Leverage Established Infrastructure.”

The “Dictator Effect” is achieved when participants control wide bands of infrastructure and markets. A player must have the power to dictate standards and payment types. For example, large incumbent participants who controlled railway system access, banks and mobile firms in Japan successfully launched and established the Suica market standard for public transportation payments. In this particular case, the large incumbents controlled all three of those components.

“Simultaneous Demand” refers to a participant who offers an option that fully satisfies the demands of both consumers and merchants. Consumers are reluctant to adopt new technologies if the value for them is unclear. For instance, the benefits of a contactless card may be clear for issuers, networks and merchants,  but its advantages over swipe cards is marginal and hardly sufficient to induce the most crucial change, a shift in a consumer’s purchasing behavior. On the other hand, a value added payment model, such as that provided by Starbucks, allows customers to pay with a registered prepaid card through a mobile application. The consumer is rewarded with free drinks, add-ons and promotions.

Product extension into underserved niche markets is often a major source of value growth.  Currently, Square is a provider of mobile Point of Sale (POS) acceptance equipment, which is providing simple and cost effective solutions that meet the demands of the rapidly growing mobile vertical of the PMT industry. Meanwhile, online social networks such as Facebook and Zynga are driving innovation through multiple payment offerings. These include virtual currency, credit and debit payments, social network currency, pay by mobile and prepaid gaming cards.

Leverage established Infrastructure due to the high fixed costs of building a scalable, secure and convenient payment infrastructure. The majority of successful payment providers have therefore chosen not to build new infrastructure systems, but rather leverage ones already in existence. For example, instead of competing against banks, Alipay partners with them for clearing and settlement as a means of running a large payment platform that processes cross-border online transactions.

New payment offerings rarely succeed, which proves a better method of paying does not guarantee success.  Looking back on the dot-com bust, fewer than 400 payment start ups came and went.  It should therefore not come as a surprise that many essential factors are often overlooked. Companies with the highest values tend to demonstrate at least one of the four qualifying features discussed above.

What the Future Holds: 5 Key Insights

Mobile PMT (M-PMT)

There are several important, nascent trends shaping the industry.  For instance, mobile payments (M-PMT), demand in emerging markets, strategic partnerships and regulations are heavily influencing valuations and growth projections.

Mobile payment transactions are considered to be at a tipping point. According to IE Market Research, the global volume of M-PMT’s is expected to grow from $37.4 billion in 2009 to over $1.13 trillion in 2014, a compound annual growth rate (CAGR) of 94.8%. In addition, the number of mobile payment users worldwide is expected to increase 38.2% from 2010, surpassing 141 million in 2011 (2.1% of all mobile users worldwide), and reach 1 billion by 2014. The low percentage of users of M-PMT’s relative to the amount of mobile device users shows the rapid potential for growth.

Success in Established & Emerging Markets

There are significant differences between developed and emerging markets pertaining to regulation, technology standards, and consumer demands based on the relevance of existing payment models. Success is attained when new players within an emerging or established market modify their business models to reflect marketplace differences. For example, in the case of mobile payments, smart phone technology is being used in developed markets while emerging markets are focusing on SMS-based technology to fulfill very basic payment needs that were once unattainable due to a nonexistent payment model.

New Entrants and Strategic Partnerships

The development of M-PMT’s has altered the actions of key stake holders, a category that includes mobile network operators (MNO’s), handset manufacturers (OEMs), technology providers, and power players such as Google and Apple. There has been an emergence of strategic partnerships shaping the industry’s future. ISIS’ payment network consists of MNO’s like Verizon, AT&T and T-Mobile, as well as electronic payment networks such as Visa, Mastercard, Amex and Discover. Another example is Google Wallet, a strategic partnership of Mastercard, Citi, FirstData, and Samsung.

Regulation

Merchants have expressed concern over the rising cost of swipe fees that the Federal Reserve enacted under the Durbin Amendment, a provision of Dodd-Frank that went into effect on October 1st, 2011. Regulation II regulates interchange transaction fees, giving banks and electronic-payment networks such as Visa and Mastercard the power to determine the cost of swipe fees and rules for payment card transactions. Due to Dodd-Frank’s costly regulations, a new signature payment network will most likely emerge that would be cheaper for merchants to accept payments. The new network will develop from the rising demand within mobile payments. Past history shows that an alternative network will replace existing networks if the former provides similar or better services, as with email versus traditional mail and mobile phones versus landlines.

Lower Cost Service Providers will Win

Despite lingering economic uncertainty, there appear to be several signs of an upturn in consumer confidence and spending in the United States. Nonetheless, there is a high likelihood that consumers will move away from high-cost banking payment services to lower cost ones. Consumers and merchants will adjust their financial behavior and use of credit in response to industry events such as mobile payment alternatives and rising service fees. To circumvent higher fees, many consumers and merchants will seek new providers, or in some cases shun traditional banks altogether. According to an unidentified business source, “for business to business transactions of $5,000 or less, PayPal was a better option than a bank. The payment was faster, the cost was less, and was more convenient.”

It appears as though the PMT industry will remain exceedingly active in the near-term. This predicted level of activity is based primarily on the continuation of growth in mobile platforms, and by the integration of mobile with online and traditional landline offerings. The participants that meet the aforementioned drivers of demand will be the long-term PMT winners. Berkery Noyes & Company LLC believes the robust level of M&A activity and strong valuations for PMT companies looking to buy or sell will continue over the next 24-48 months.  

For more information on exit and growth strategies pertaining directly to your company, please contact Christopher Young at Christopher.Young@berkerynoyes.com or via phone at 212-668-3022.

Christopher Young is a Managing Director in Berkery Noyes’ Financial Technology and Information Group. He earned his MBA and Ph.D. from Rutgers University.

Justin Sheerin is a Market Research Analyst at Berkery Noyes and assisted with the compilation of this white paper.


[1] BNC defines the payments industry as payment processors, which includes credit and debit card networks, money transfer firms and prepaid card service providers, financial institutions, merchants, acceptance locations, mobile network operators (MNO’s), handset manufacturers (OEMs), technology providers, and consumers.

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PAYMENTS INDUSTRY — From Hindsight to Insight

7 Mar

http://berkerynoyes.com/assets/PaymentsWhitePaper.pdf?ContactId=2145128466

ADDRESSING CYBER VALUE

18 May


     A few weeks ago I attended the InfoSec World Expo in Orlando, Florida where I had the privilege of listening to and learning from some of the smartest people in the information security industry.  Among an overabundance of financial service professionals were hackers, government intelligence officials, private sector security consultants, researchers, and authors.

I was surprised by both the number of financial service professionals in attendance and the spectrum of their employers.  The Federal Reserve, bulge bracket banks, regional banks, and online and full service broker dealers.   Yet there was a noticeable lack of industry representation from software and technology vendors that support financial service firms (FinTech).  Nowhere could I find anyone from a capital market technology vendor, or a security exchange, or a clearing house.  I struggled to understand why these providers of strategic services so vital to the financial community were so startlingly absent from this event.  Are these FinTech providers insulated from the threats that the financial service providers and the government in general have succumbed to over the past few years?

There was a similar dearth of CEO’s, President’s, CIO’s or CTO’s.  Most of the attendees were direct reports of the technology leadership and almost no strategic or client focused representation was noticeable.   This brought me to my second question – Are security issues in today’s world not important enough for the most important?

I hope to answer both of these questions within this brief article.

Roger Cressey, a well-known terrorism analyst, gave a rather animated keynote.  His argument, similar to many others at the show, was that the United States Government is ill equipped to deal with the growing threat of cybercrime.  Moreover, the private sector may be even more poorly equipped.  Most of the cyber crime is not coming from kids in a basement or a lone wolf, said Cressey, but rather from foreign governments, even those considered close US allies.  Highlighting cyber attacks such as the Navy’s F-35, Google’s breach in 2009, Operation Trident Breach in 2010, Nasdaq and London Stock Exchanges breaches in 2010,  and the European Union headquarters attack in 2011 cemented his argument that no one is really ready for growing threat of cyber terrorism.

Others at the conference discussed the cloud and its ramifications on security, particularly the highly sensitive information possessed by financial related services.  Many security professionals argue that moving information and services to the cloud to cut costs is a bad idea, with most of the companies not having a contingency plan for major breach.  Furthermore, once companies move information to the cloud, bringing information back to their own local data centers is a problem few executives can answer.  Overall, most argued that expense related technology changes that impact security should be done on a very select and very diligent basis.

My third take away from the conference was that many of the cyber attack are not direct attacks on corporate infrastructure, but typically well placed “phishing” attempts where corporations are infiltrated from an employee’s computer through file sharing or social media related sites.  In this situation with limited security infrastructure to help neutralize these types of cyber attacks, diligence is your best weapon.  My discussions with industry professionals informed me that these attacks are becoming more complex and harder to detect, to the point that they are almost impossible to prevent.

In the month since the conference I have had time to reflect and speak with many colleagues, clients, and friends about security and the issues addressed above.  Most agreed that cyber security is becoming a major challenge and most also agreed that nothing will get done until there is a major attack, whether it be a breach where substantial information is stolen or a freezing of highly sensitive and important infrastructure.  Most also agreed that these issues are not on the agenda for most C-level executives because they have not been important enough.

This is where I would like to make an argument on value.

Many companies are occupied with thinking through strategy, planning product initiatives, executing on top line growth and eliminating unnecessary costs, all with the intent of driving increased shareholder value, and rightly so.  Up until most recently, the major concern for FinTech companies, the goal that would facilitate all of the preceding goals mentioned, was simply ensuring uninterrupted service.  However, today the operational risks, although perhaps not well identified by most, are game changing and demand attention.

Imagine that a major FinTech company that archives client information, including family holdings, and brokerage commissions, is breached and the securities stolen.  You can imagine the destruction in value, lost clients, major shakeup in C-level management, negative media exposure, and the quickly deteriorating share price.  The more important question is not related to the individual firm, but rather the industry in general.  What would happen to the sector’s value?  Would everyone experience a decline in capitalization?  Would the smaller more nimble entrepreneurial company experience an even greater decline in value – a flight to quality?

It seems more than possible that a major breach to one FinTech company can have a systemic effect upon the entire industry.  The only way a firm can be protected from this value erosion is to ensure that they have well documented and strategically aligned security program, with full C-level participation.

Although the threat of a flight to quality is ever present, it seems that entrepreneurial companies have an advantage in ensuring a well thought out and strategically aligned security program.  Unlike most of the large FinTech providers, these smaller FinTech companies are more nimble, with fewer infrastructure needs, allowing the instillation of a viable program that addresses cyber security issues in the manner above.

Cybersecurity and cybercrime are game changers for FinTech companies, yet many C-level executives are currently unaware of the real risks they pose and some will unfortunately fall into their grasps.

Bankers typically discuss how to assist companies with increasing shareholder value through growth, but in this case it seems important to discuss how you may save value, or even create value, in a way that may have been previously overlooked.  It’s my advice that you reconsider your security strategy, re-analyze your needs, re-consider the ideas from the IT staff, and, most of all, engage the entire organization in your plans.

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Kroll Ratings – A new disruptive entrant?

21 Jan

 

As I have been arguing over the past 6 months, the oligopoly of the credit ratings agencies will probably not be sustained in the long term.  Today, we have a new and welcomed competitor, Kroll Bond Ratings Agency Inc.  Founded by Jules Kroll, who has a background in corporate investigations, Kroll expects to dig deeper in credit ratings, moving beyond issuer information.  Kroll expects to lever his son’s security firm K2 Global to assist in uncovering anomalies or areas of risk that lie off the balance sheet.  Kroll is not a new company but rather the business evolution of Lace Ratings, which the company acquired in the summer 2010.

Over the past few months we have seen one new entrant and two acquisitions in the ratings marketplace:

New entrant: Meredith Whitney’s Advisory Group

Acquisitions: Morningstar acquisition of RealPoint LLC and Kroll’s acquisition of Lace Ratings.

These seem like three moves in an industry that is ripe for change, both organizationally and technologically.  The anticipation is that change will continue to happen, with ratings agencies acquiring more analytically sound and advanced mathematical ratings capabilities and many of the investor research firms which have such capabilities moving into the ratings agencies marketplace.

It seems like the only barrier to entry standing in the way of new product innovation  is related to the selection process for a new Nationally Recognized Statistical Rating Organization. Today, the SEC provides unclear information related to the application and selection process.  Once the SEC gets out of its own way and clears the path for more competition, we should feel confident that this marketplace will erupt in many different areas, creating quantitative qualitative, industry specific and many other different types of ratings.

Only time will tell but the trend is showing a positive move in the right direction.

Articles of Interest:

http://professional.wsj.com/article/SB10001424052748703951704576091683201498122.html?mg=reno-secaucus-wsj

http://www.bloomberg.com/news/2010-12-08/credit-ratings-can-t-claim-free-speech-in-law-bringing-risks-to-companies.html

http://professional.wsj.com/article/TPPRN0000020110119e71j004so.html

http://corporate.morningstar.com/us/asp/subject.aspx?xmlfile=174.xml&filter=PR4482

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Future Consolidation Ahead?

29 Nov

Over the past few months, I have been informing you about the trend we are starting to see in the independent investment research marketplace. My past posts have called for the independent investment research marketplace to consolidate for a few reasons:

1. Discretionary spending on independent investment research is down due to the awful effects of the recent crisis. – causing revenue sustainability and growth challenges for the smaller research providers.

2. The number of hedge and mutual fund professionals is down from the height of the market in 2007 – further challenging revenue sustainability and revenue growth.

3. Independent investment researchers will continue to be threatened by issuer generated lawsuits – to offset these challenges, firms will merge to create a stronger balance sheet.

4. The recent challenges of the credit rating agencies will provide an opportunity for independent investment research providers to enter this marketplace. Considering these propositions, this memo is to once again reinforce our original hypothesis and to provide a glimpse into the past few weeks’ events. _________________________________________________________________________________

This week much coverage has been given to the impending indictments of insider trading across the financial services industry. As one may expect, the typical cadre of hedge funds and analysts are being mentioned among those possibly indicted. However, recognized names in the independent investment research and expert network business have been rumored upon, as well. This presents a unique difficulty for these businesses. Institutional and retail trading, brokerage firms, understandably sensitive to any controversy, will most likely sever ties to any research or expert network providers embroiled in the impending investigation, despite the very strong possibility that many of these firms will be cleared of all charges – in the long run. Unfortunately the long run is just too far in the distance for many of the smaller independent investment research firms.

Impacted by the drop in discretionary investment research spending, the drop in fund professionals and the elimination of federal funding, many of these firms will have a severe challenge of making it through to next year, despite the fact that their research may be industry or market leading.

In addition to the most recent downbeat press, there are signs of vitality in the investment research marketplace as well. Most recently Meredith Whitney, the previous ¬Oppenheimer & Co. banking analyst who predicted the credit crisis, announced that she plans to alter her independent firm into a nationally recognized statistical rating organization that will rate debt and will compete with Standard & Poor’s, Moody’s and Fitch.

With the yet unknown regulations that will impact the credit research marketplace, it is still too early to tell if the move to become a NRSRO agency is a potential avenue for many of the smaller investment research firms. What can be taken away from this is that the investment research market will change, some firms will go away no doubt, some will merge and some will be acquired – the open question is who will win and who will lose

 

Independent Investment Research — What’s To Come

28 Sep

My overall hypothesis is that the independent investment research marketplace is finding its way amidst the previous market turmoil, recent and unwarranted issuer retaliations, the end of the Global Settlement monies and the declining number of investment management professionals.

Independent investment research has a market size estimated at about $2 billion and growing, and represents approximately 250 companies in the United States. Yet I have been noticing a consolidation in the marketplace: companies between $8- $20 million in revenue have faced serious challenges achieving their next level of growth. The decrease in the number of traders and fund managers, coupled with the decrease in discretionary spend of retail investors seeking alpha, may have temporarily thwarted the upward momentum of both leading and average firms. Although the end of the Global Settlement has not impacted many of the research firms, it has created a hole for some of the larger providers.

To offset some of these challenges, investment research firms are looking to become multi-faceted by enlisting qualitative, quantitative, and expert network services, integrated within multi-asset class offerings. This is a direct attempt to increase competition with the larger research providers, such as Morningstar, S&P, MSCI, Risk Metrics, Moody’s, Thomson Reuters, IHS and Gerson Lehman.

In addition, I have noticed some firms are taking advantage of the recent challenges facing the credit rating agencies by entering this marketplace, albeit cautiously. Lastly, I have noticed that some firms have realized that a larger balance sheet can help sustain them in a down market and when dealing with adverse situations, such as “issuer retaliation” a common concern throughout most of the investment research marketplace.

It is my opinion that with the recent credit rating agency concerns, the recent sell-side research issues, and the conflicted activities of independent auditors that over the next few years, independence within the marketplace will return to prominence.

However, despite my bullishness on the industry, in the near term I see continued consolidation with companies seeking greater sales and distribution systems, larger balance sheets, and diversified offerings leading the way. Companies that are at the apex of the growth curve, those that are at the crossroads of raising more capital for infrastructure and hiring a larger sales force will be most favorable for an exit by a larger strategic provider.

Compared to the second half of 2009, the first half of 2010 has shown 40% and 20% increases in Price to Revenue and Price to EBITDA multiples, respectively. I believe these attractive movements in multiples will only accelerate consolidation in this industry.

The strategic acquirers that have been active in this marketplace are those you might expect, such as Morningstar and MSCI Barra but media conglomerates have also been expressing interest in this market. I have seen some of these firms purchasing their way into the investment research business. It is not far-fetched to see social media companies such as LinkedIn purchase Expert Network Providers and or dabble with equity and or fixed income research. For example, SourceMedia has recently entered the independent investment research business with the hiring of Jim Moore, former CEO of Highline Financial. The continued interest on behalf of media companies to diversify their portfolios into research will most likely gain traction as such businesses are not associated with ad revenues or steep correlations with marketing spending.

In addition to media companies, market data providers and analytics companies without news organizations also find great value in independent investment research providers. Most recently, FactSet’s acquisition of MarketMetrics, Thomson Reuters acquisition of Asset 4, and Point Carbon and Morningstar’s acquisitions of Old Broad Street, Aegis Equities Research and Realpoint LLC support this point. Other financial information providers, such as MSCI Barra, will continue to find interest in data analytics and quantitative research firms, as evidenced by their recent purchase of Risk Metrics.

Overall, I am bullish on the independent investment research marketplace long term, yet cautious over the next few years. Only time will tell, but it seems that with the consolidation in the industry, the higher quality independent investment research providers with deep domain knowledge, strong intellectual property, and strong margins will be acquired and those with less than stellar margins and limited access to sales distribution may find it challenging to compete.

Is M&A an Impediment or a Catalyst?

20 Sep

By:  Luigi D’Onorio DeMeo

Your name does not have to be Nouriel Roubini, Paul Krugman or Ben Bernanke to understand that the United States economy is not faring so well these days. Still recovering from the most severe financial crisis since The Great Depression, the economy is plagued with uncertainty related to costs associated with regulatory reform, a consumer that prefers to save rather than spend, and potentially higher income, dividend, and capital gains taxes.

The “headwinds” for the market and ultimately, a CEO are blistering. These executives are struggling to enhance shareholder value as costs have been slashed and final consumer demand remains weak. With historically high cash balances and a limited appetite to pursue new ventures, some CEO’s are turning to mergers and acquisitions (M&A) as a means to acquire new technologies and services that will enhance their footprint in the market, yet at the same time provide the opportunity to realize further cost synergies and enhanced distribution opportunities.

Most recently we have seen M&A activity increase with BHP Billiton’s hostile bid for Potash, Intel’s acquisition of McAfee, First Niagara merging with NewAlliance Bancshares (biggest US bank takeover since 2008), HP and Dell’s bidding war for 3PAR, and HSBC’s stake in South-Africa based Nedbank. According to Bloomberg data, deals in August will total $285 billion, close to the $297 billion of deals in August of 2007.

There seems plausible four main reasons for the recent M&A flurry:

  1. Anemic economic growth in developing countries, limiting revenue expansion and potentially bottom line growth after expenses have been aggressively cut. The limited growth is attributed to an apprehensive consumer and unforeseeable regulatory future created by policy leaders.
  1. Excessive cash on corporate balance sheets are due to lack of demand or confidence, leading to hesitancy to hire additional workers or increase capital expenditures. Shareholders demand that cash be invested in current or future businesses, not remain as reserves.
  1. Low borrowing costs coupled with low earnings rates on corporate cash lead to low cost of capital and inefficient interest gains on cash.
  1. Executives are not expecting a double-dip recession, but instead a slow growing economy that forces them to diversify or grow revenues and margins through M&A efficiencies.

Underlying these deals, there seems to be a consistent pattern developing. BHP Billiton, the world’s largest mining company is attempting to buy Potash to enhance its emerging market presence with Potash’s investments in China, Chile, and India. Intel’s acquisition reflects a chip maker acquiring a security company to supposedly enhance its top and bottom line while growing margins through synergies. HSBCs acquisition of Nedbank is just another attempt of an established company searching for growth in emerging markets.

While M&A activity is normally bullish for stocks and the economy in general, many experts believe as though these deals are not for the right reasons. Most of the acquisitions reflect an attempt to grow in other countries. This reiterates executives’ view of the weak US economy and the need to diversify away from a sluggish revenue stream. In August of 2007, an extraordinary amount of deals were done correlating closely with a stock market and economic high or top.

Many market commentators will use the M&A flurry to describe a negative catalyst where CEOs and executives tend to be late in timing markets and can invest capital at the height of the market rather than prior to a boom. I take a slightly different view and see the deals completed as a mixed revelation of confidence in the strong emerging market growth versus tepid growth for developed economies. While companies are admitting that domestic growth is fragile, they are confident enough to finally deploy capital with confidence that they will receive a higher yield on their investment than current interest rates on cash balances.

Corporations are also in disagreement with the market regarding the battle of bonds versus stocks. Companies believe stocks are too cheap and this is reflected in their hesitance to use stock to finance deals. Normally, businesses issuing equity for financing usually relates to a management’s belief that their stock is either overvalued or at fair value. Debt and cash are inexpensive avenues to raise capital and this phenomenon was most recently exacerbated in IBM’s ability to sell 3 year paper for just 1%.

I believe that the “headwinds” for the market and the economy that caused the near 20% decline in equities and recent soft economic data are suddenly becoming “tailwinds” that can rejuvenate stronger and more sustainable growth. Since the equity market decline and fixed income rally that started in late April, many economic and market variables have changed. The 10-year treasury yield that was pressing above 4% currently yields close to a record low of 2.40%, The Fed that was previously readying to withdraw liquidity in the market, is now on the cusp of further Quantitative Easing. Also, the dollar strength that was experienced months ago has started to fade as the greenback has erased half of its gains against the Euro, and finally, Crude Oil that traded around $85-$90 per barrel, currently rests around $73 lowering gasoline prices and allowing more disposable income for consumers. The variables are stimulating in nature for the consumer and businesses and it possible that CEO’s are taking note of that and investing in M&A.

Ultimately there is no debating that US economic data has been soft but I feel as though the scale has tipped far enough where the variables that drove economic growth in 2009 have corrected themselves to a currently favorable position. CEO’s are starting to invest in future business rather than continue to hoard cash. This allows me presume that the recent M&A buzz reflects that companies believe in a recovery rather than a recession and therefore to be cautiously optimistic with regards to previous impediments now becoming catalysts for growth.

There is no easy path to job growth

20 Sep

Sorry for the extended delay in writing, life recently took the best of me.   In between work, lectures and family events it has been challenging to address some of the things on my mind.  I am currently in the midst of writing a series of articles on job growth, structural unemployment and the need for a private-public initiative to fix the structural challenges facing our country.

In many respects my thoughts are in favor of free-market ideals, yet only when those who we are competing against are doing the same.  In many respects my thoughts have a mercantilist stance as well, considering moving away from our current stance as overseer of world events to a participant in trade, a country who minds their own business and focuses on growing GDP, increasing innovation, decreasing domestic poverty and increasing domestic education.

A quick entree into the upcoming articles, you can see where I am headed with the following quotes in the Star Ledger yesterday.  

http://www.nj.com/business/index.ssf/2010/09/theres_no_simple_solution_to_j.html

Cheers,Unemployment lines of the 1930's

Chris

From Research to Credit Ratings – The Case for Independence

20 Aug

Over the past twelve years, the markets within the United States have been plagued with research analysts, auditors and now credit rating agencies who were influenced to communicate information that was less than truthful.

Regulatory changes were implemented due to each of these situations, and while they addressed some of the more pernicious practices, they have not fundamentally changed the misalignments that still persist between investors, corporations, and stakeholders.

  1. 1. The research analysts were financially aligned with the company they were researching rather than with the stakeholders who were relying on the research reports.
  1. 2. The auditors were financially aligned with the company they were auditing rather than with the stakeholders who rely on the validity of the financial statements.
  1. 3. The credit rating agencies were financially aligned with the investment bank underwriting the securities rather than with the stakeholders who rely on the validity of the ratings.

At the core of the problem is a lack of fiduciary responsibility; those who manufacture, analyze or rate corporate information do so for the client and not the stakeholder relying on the information.  It seems that in order to reestablish trust in the marketplace and to once again reinforce the free-market system, the government must address this real concern.

First, any financial misalignments between those relying on and those creating or supplying financial or corporate information must be eliminated, requiring the mandated divestiture of investment banks’ research departments.

Secondly, it must be ensured that auditors and credit rating agencies are not paid by corporations or investment banks.

Lastly, we must re-establish competition in the market.  Today, there are only four major auditing firms, ten credit rating agencies (with the largest three servicing the majority of the marketplace) and only a handful of reputable firms creating independent research.  Consideration must be paid to the idea of breaking up the four major auditing practices into a dozen or so companies that will foster competition.  Transparent SEC guidelines that enable competent analysts can gain Nationally Recognized Statistical Rating Organization status will also increase competition.  By creating more competition in the marketplace, these service providers will continue to seek out new and innovative processes to help create better quality audits, research, and ratings.

Below are some recent articles that may be of interest.  We will continue to follow the changes in the market for credit ratings, audits and research.  Next week I will be posting a larger analysis of the misalignments between these actors.

http://online.wsj.com/article/NA_WSJ_PUB:SB10001424052748704268004575417811362825370.htm

http://www.nytimes.com/2010/06/01/business/01sorkin.html

http://technorati.com/business/article/credit-ratings-hit-euro-and-greek/

http://www.dailyfinance.com/story/credit/credit-ratings-have-outlived-their-usefulness/19510068/

http://reason.com/blog/2010/08/11/credit-rating-agencies-cant-li

http://www.project-syndicate.org/commentary/bebchuk12/English

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