The Myth of Authoritarian Growth – Dani Rodrik

18 Aug

Democracies not only out-perform dictatorships when it comes to long-term economic growth, but also outdo them in several other important respects. They provide much greater economic stability, measured by the ups and downs of the business cycle. They are better at adjusting to external economic shocks (such as terms-of-trade declines or sudden stops in capital inflows). They generate more investment in human capital – health and education. And they produce more equitable societies.

YOU CAN READ FULL ARTICLE HERE:

http://www.project-syndicate.org/commentary/rodrik46/English

“Who’s keeping Score?”

14 Aug

Opinion By: Luigi D’Onorio DeMeo

Have you been to a tee-ball game lately? Did you hear the score? You may be surprised to learn that the score is not kept and there are no league standings, such as what team is in first, second, third or dead last. Despite the idea that there are no standings and no recognized winners or losers, at the end of the season all the teams celebrate with a pizza party and most likely every child will receive the same size reward, regardless of their team and or personal performance. Another example that is similar to, yet different in many respects is the all too often young child in the toy aisle stomping up and down for a toy until the mother or father finally shouts, “Fine, you can have it!”

Although these are only two observations, arguably they underscore a larger movement that is predicated on indulging young children and shielding them from the realization that sometimes you lose and sometimes you cannot get what you want.  It seems that over time, as the nation has become wealthier, this type of pampering has led to generational changes in the United States with the younger generation being taught that it is OK to seek reward when you are not successful and it is OK to buy, even when you do not have the means to afford it. Perhaps it is this type of education that has made us accept the concept of bailing out a company when they should have failed, supporting a homeowner when they borrowed more than should, or paying for unemployment when individuals do not save anything and the list goes on.

It appears as though today, Darwin and his suggestions about nature and survival of the fittest, notions driving the capitalist system have been replaced with more motherly, nurturing approaches. The fundamental problem seems to rest with the parents who guard their children against loss – unfortunately taking away their natural instinct to compete. Capitalism only works when corporations compete fairly with one another with one corporation winning and the other losing. Similar to a zero-sum gain, this capital system cannot sustain itself if we are afraid to facilitate competition amongst our youth. Harsh as this may sound, the youth of the United States need to experience the challenges of life and the joys of success – only than will responsibility regain its position as virtue.

I would contend that children that grew up during the strong economy of the 1990’s and 2000’s tend to be more spoiled and less responsible than those who did not. For example, it seems that the Americans that grew up between 1920 and 1940 became prudent adults and leaders who helped build this great nation. From JFK to Ronald Reagan, Paul Volker to Warren Buffet they all grew up through the Great Depression. These people all share something in common; they seem to believe in the efficiency and competition of the free markets.

On the other hand, the generations that grew up during the Great Moderation, between 1980 and 2000 and who were raised with a more kind nurturing capitalist system have now come into power. People of this generation include George W. Bush, Bill Clinton, Barack Obama, and Tim Geithner. It is no coincidence that these are the individuals that could not let an entity fail. They created backstops for weak companies and disrupted the stronger ones. It is this generation that has attempted to create affordable housing for everyone, bank and auto bailouts, and tee-ball games with no scores.

Fortunately or unfortunately, depending on how you observe the situation, it seems at though the tides will change, as we live through the next ten or so years of dismal growth and high unemployment. As my generation thinks through and painfully solves the problems of our past excesses, perhaps we will learn that we need to keep score with our youth, we need to teach responsibility at a young age because we have learned that it hurts too much and costs us dearly to learn about competition and responsibility when we are entering our productive years.

Luigi D’Onorio DeMeo is a recent graduate of Seton Hall University and a frequent writer at ReinventingTheMarket.com.  Luigi can be reached at — luigidemeo@gmail.com

To infinity and beyond: The state of media in the 21st Century

30 Jul

The technology we enjoy today has made our lives easier in many ways, but it also has given us new responsibilities. To ensure a healthy democracy, we must be more discerning and inquisitive about what we see and hear — from the media, from politicians, and even from one another.

Author: Richard Lee

FULL STORY

http://www.newjerseynewsroom.com/commentary/to-infinity-and-beyond-the-state-of-media-in-the-21st-century

Why MOBILE Matters

23 Jul

A few days ago, I posted a question to many friends asking if mobile applications mattered in offering best of class financial services.  The comments back from many of my colleagues was “sort of”, “not sure yet”, “we think so”, “not yet – but big future” and many similar comments.

To help answer this question, you only need to look at the KPMG report on mobile adoption.  According to the report which surveyed 5,627 respondents in 22 countries showed that 46% of consumers have used mobile applications to conduct banking transactions and 28% to buy consumer goods compared with 19% and 10% in 2009, respectively.

China is a leader in adoption with 77% of the population using mobile for banking services compared with the United States that only has about 19%. Across the board most countries increased adoption of mobile devices for banking substantially, with many countries increasing usage by more than 50%.

With the continued adoption of smart phones and the increased need to maintain ubiquity across platforms, it is only plausible that mobile capital investment will increase with many larger financial conglomerates buying their way into the market.

Financial Information and Technology Trends

21 Jul

Financial Information and Technology Trends

The Financial Information and Technology (FinTech) sector of the economy has shown signs of growth, despite the reluctance for a true recovery to emerge. Yet there remain signs of substantial economic improvement as revenue, operating profit, and M&A transactions have all increased within the sector.  For instance, in the first half of 2010, there has been a 31% increase in the number of transactions and a 248% increase in the value of transactions versus the last six months of 2009.  This growth has pushed multiples up, with the average revenue multiple challenging the 2007 highs of 2.3 and the EBITDA multiples approaching 2007 of about 16.0.

Strategic buyers have led this growth, completing approximately 83% of the total transactions, and in turn representing approximately 56% of the total transaction value within the sector.

While it is not perfectly understood why smaller companies are selling – two thirds of all deals were below $245 million -we have heard that the timing of such sales is heavily predicated upon entrepreneurs’ calculated avoidance of next years’ higher capital gains tax and the recent rise in multiples.

Payment processing companies have received a fair amount of attention from buyers, with online and mobile payment processing and automation have both seen several significant acquisitions: Visa, Inc.’s acquisition of CyberSource, TPG Capital’s acquisition of Vertafore, Inc. and Jack Henry’s purchase of iPay Technologies, Inc.  The payment automation and processing space may be consolidating due to the appearance of over-capacity and the need for more efficient end-to-end online and mobile processing systems.

On the capital markets side the trend appears to lie in the consolidation of research providers and push into social media.  Of the 44 deals in capital markets, roughly 20% of them were in research: Morningstar purchasing Old Broad Street, Aegis and Realpoint, followed by MSCI’s purchase of Risk Metrics and FactSet’s acquisition of MarketMetrics.  We expect to see continued consolidation in a market where small companies vie for rare discretionary funds and large companies refocus after their Global Settlement moratorium.

Alongside of the research trend, we see FiServ’s acquisition of Advice America, an online collaborative offering in wealth management, as a pivotal turn in wealth management industry.  Technology providers will continue to add social media and web 2.0 collaboration tools to round out their more traditional solutions to improve both customer relations and efficacy of programs.  MarkIt’s acquisition of Wall Street On Demand may also be a sign that collaboration tools (one of their offerings), rather than CRM providers, will continue to gain relevance within wealth management and retail brokerage.

Admittedly, it may fall short of a bona fide trend, but we nonetheless see continued demand for compliance information and tools.  It is our opinion that Complinet, a recent purchase of Thomson Legal and Regulatory, will be utilized to help strengthen ThomsonReuters already powerful position in the capital markets.

On the banking side, an overwhelming need of process automation will drive acquisitions.  Banks and technology service providers are seeing value in process automation systems as demonstrated by the recent acquisitions of Speranza, Equifax, NextStep Technologies and Inmatrix.   We believe banks will continue to seek operating efficiencies in the post – financial reform marketplace.

In addition to banking automation, new mortgage technologies will continue to be developed and attractive to buyers, including analytic programs helping both mortgagors and service providers manage defaults.

Although not reflected in recent activity, we see an increasing appetite for mobile applications in the Capital Markets.  Companies such as ThomsonReuters, Bloomberg, IDC, FactSet, Morningstar, CaptitalIQ, SunGard, Fidelity, TD, Scottrade, IPREO and Dealogic among others will need to establish a more ubiquitous platform, providing the user the ability to gain increased levels of information on Blackberry, Iphone and other smart phone devices.  With the recent rise in smart phone adoption, increased usage and greater levels of wireless connectivity it seems only sensible that mobility in financial services correlates with the broader trends.

At the core of our observations lie a few trends:

  1. We believe that research providers will continue to be consolidated at compelling values, with companies like Morningstar and FactSet leading the charge.
  2. We believe that the capital markets will continue to seek solutions that help professionals communicate with their clients.
  3. With relation to banks, we see a continued push toward technologies that streamline processes, eliminate paper and help remove redundant costs.
  4. Although not evident in recent activity, we feel as though strategic and private equity sponsors will continue to invest in multi-asset class, ultra-low latency platforms, with FX, futures and commodity trading platforms leading the way.
  5. We expect Asian FinTech companies to become highly competitive in the U.S. and EMEA with the continued diversification of assets from the U.S. to Asia.

If you would like to discuss the information in this article, receive a more detailed report or discuss market opportunities you can reach Christopher Young, Managing Director of M&A at Berkery Noyes at Christopher.young@berkerynoyes.com or phone 646-442-7998.

The FINANCIAL REFORM BILL – Times of Uncertainty

16 Jul

One is not hard pressed to appreciate the energy and execution ability of President Obama.  Since he took office, he has passed the Healthcare Reform Bill, the Economic Stimulus Package and the most recent Financial Reform Bill.  Despite his ability to get this legislation through the House and Senate and despite his appeared real conviction for these bills’s value, he has suffered dramatically in public opinion and support.  In many ways I appreciate his willingness to stand up and lead, even in spite of his most likely short lived presidency.

Regardless of his willingness to lead and take decisive action in hard times, it appears to me and most of the United States’ population that something is amiss with his policies. The most likely candidate for his continuous decline in public support may have something to do with uncertainty.  It seems as though the Healthcare Reform Bill and even more the Financial Reform Bill are fraught with ambiguity and lack of insight into the economic impact these bills may have on the business and financial community.

To help explain this uncertainty, let’s briefly analyze the Financial Reform Bill (FRB) that was approved by the Senate yesterday.  The bill touches all financial regulatory bodies and creates new financial regulators and offices that add to the already complex nature of financial regulation.  According to SIFMA, the FRB contains 456 actions that need to be implemented.  These actions may include conducting studies to analyze systemic risk across the economy or creating new reports to be shared across many of the financial regulatory agencies.  The takeaways from these actions are that they will be conducted over the next 3 years with many studies and actions taking place over the next 12 months.

Inherent within this bill is the fact that uncertainty of the real economic impact to the financial community will not be known in totality until 36 months from the time the bill is signed into law.  Sure, there will be periodic updates and learning’s that will help put some clarity around the impact but the true costs will not be known for some time.  Yesterday at the SIFMA Summit of Regulatory Reform some of the financial forecasts put forward were that investment banks would suffer a 4-8% decrease in return on equity, whereas some retail banks may do worse. In addition, many were calling for smaller retail and commercial banks to begin a consolidation cycle because the costs to maintain and report on the new reform may be burdensome.  Others were stating that the consumer will be hurt because the regulatory costs will be transferred to them with the chances of eliminating ‘free-checking’ accounts and potentially increasing ATM fees and loan fees.  Rather than provide increased competition in the financial community it appears at the surface that this bill creates a barrier to entry for the larger financial institutions.

In addition to the 456 actions the bill requires the creation of new organizations, such as the Financial Stability Oversight Council which is chartered with reporting on systemic risk, derivatives and will have authority on liquidating failing financial institutions.  Another noted organization is the Office of Financial Research which will be part of the Treasury and will be chartered with aggregating financial data across the economy.  This office, although not described well in the bill sounds a bit like the Office of the Director of National Intelligence in the sense that they aggregate intelligence data and encourage collaboration across the intelligence community.

The main speaker at the SIFMA conference yesterday was Deputy Secretary of the Treasury, Neil Wolin.  When prompted with questions on the ‘how’, ‘when’ and ‘costs’ of the bill, Neil seemed to politely dodge the question.  The outcome of Neil’s discussion was that we will need to wait and see how the studies go and the recommendations that will be made by each of the regulatory bodies before we know the ‘how’, ‘when’ and ‘costs’.

Unfortunately there are takeaways from the bill that need to be highlighted.  First, the bill is overly aggressive which will only increase the chances of poor implementation and lack of intelligent policy.   For a frame of reference, major corporations only take on about 6 or less emphasized activities in a given year.  Second, the bill leaves substantial ambiguity and lack of a clear path that is needed to encourage banks to lend, businesses to borrow and hire and financial markets to rally.  Third, the bill aids the larger financial institutions, eliminating competition and potentially creating the next ‘To Big To Fail” institution.

At the core of this bill I think is the unfortunate yet true spirit of a zealous administration shrouded with populist intentions. In a time when we need clear regulatory guidance, a welcomed business and financial climate and a sense of leadership that galvanizes the American population, President Obama and his administration delivered a bill that is extremely vague creating an economy of uncertainty which will only continue to push out lending, borrowing and hiring – once again creating the appeared division between Main Street and Wall Street.

The End of the Market Data Desktop (Part 2)

1 Jul

Last week I wrote “The End of the Market Data Desktop”.  Since that posting I received more than a handful of emails from friends, colleagues and clients telling me that I am crazy and that there is no way that financial professionals can do without market data, analytical tools, dashboards, streaming quotes, etc…

I Feel the Need

Let me first say that I was referring mainly to retail broker dealers and wealth management professionals in my post and I was definitely not making reference to institutional brokers/ traders, algo / black box guys, or any other financial professional that takes security positions or makes markets at the smallest fraction of a percent.  The reason for my posting was mainly to say that wealth management professionals need new tools that help them build deeper relationships with their clients as they continue to offset the analytical work to their portfolio managers.

I think there is tremendous upside in building next generation relationship tools for the wealth management professional.  Rather than security dashboards and scrolling news, perhaps it makes sense to have a dashboard aggregating everything about a client.  Does it make sense in this social media world to aggregate items such as Facebook and or LinkedIn updates, changes in credit ratings, money in motion events, news about the client, their portfolio or their interests, twitter posts, blog updates, etc…? After all isn’t sales knowing about your client and understanding their needs?

The second part of my posting was related to communication tools.  How does a wealth manager communicate with their client regularly? Few do the obvious – talk.  In the age of social media perhaps wealth managers can do better by having a communication platform that allows instant communication in a one-to-many platform, all wrapped around a compliant rich framework.  How great would it be if wealth managers were able to Tweet, update LinkedIn, Facebook, their blog, their website all with a single platform?  What about knowing how many of their clients are reading their weekly or monthly newsletter or perhaps worse, those who do not.  Social media is opening a new world for sell-side financial professionals and financial technology firms need to address these needs if they want to maintain their market share of the wealth manager desktop.

– Need for Speed

I thought that while I am at it, perhaps it makes sense to address the trading needs of the wealth management professional, particularly those who service the Family Office and Ultra-High Net Worth individual.

Yesterday, Scott Patterson of the Wall Street Journal wrote an insightful article “Fast Traders Face Off with Big Investors Over ‘Gaming’”.  In this article Patterson recognized that high-frequency traders who tend to trade on algorithmic triggers are front running traditional traders, those who are not using algorithmic models and who are not dialed in directly with the exchanges.  So, this brings me to the second part of observation.

Today, low latency trading systems are typically used by the buyside investment management firms and or hedge funds and are not used by traditional traders or portfolio managers who tend to support wealth management practices — atleast not the smaller shops. So my speculation is that at some point low latency trading systems will have to be built and or purchased from technology firms who support retail brokerages and wealth managers.  I would imagine that at some point wealth management firms will be fed up with the idea of losing out to algo traders who are making a killing on very small movements in spreads and execution timing differences.  Are we getting closer to the time when LPL, RayJay, TD, RBC, Pershing and others offer ultra low latency execution?

Overall it seems as though the wealth management technology vendors will continue to go through major changes – with one change coming in the form of building relationship tools and other ensuring that their back end trading and execution systems are more closely competitive with those systems supported by ultra low latency execution.

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The Dark Comedy — The REORG

29 Jun

A few months back I was catching up with a colleague of mine and we got talking about corporate reorganizations (reorgs).  Now both of us have professional backgrounds with information and technology companies, living through the painful but sometimes fun Wild West like activities that went along with transitioning the information and media industry from a paper industry to existing online and interactive one.

After a few Boddington’s and a bucket of laughs later we got rolling and came up with our version of a Sitcom – The Reorg. The Reorg was a conceptual idea that would be a knock-off of the current hit show – The Office.  The Reorg would take place in a large corporation where every 3 months a new organizational structure would come out, with new senior leadership, new strategies and reallocated capital expenditures. The gist of the show would be that reorg’s do not work but rather negatively impact an organization, destroy morale and sometimes destroy lives.  I theoretically cast the show with Kelsey Grammer as CEO, Michael Richards (Kramer) as head of strategy and Penny Marshall as Head of Human Resources.  The show was a dark comedy satire, yet with real world issues that come from actual reorgs.  A scary – yet funny show.

Sure we had fun with this idea and I am sure someone can make millions of dollars casting the show but the reality of the situation is that reorg’s seldom work and more often than not hurt the organization performing the reorganization.  Do not take it from me but rather from Harvard Business Review.  In the June 2010 issue of HBR, “The Decision Driven Organization” Michael Mankins argues that reorg’s although are usually approached with the right intent seldom create the intended results.

At the core of Mankins argument is the idea that reorg’s are typically structured around an organizational chart, alignments moving up to the CEO.  They typically are structured by an incoming manager / CEO who tries to put his/her best employees in the important boxes.  Again the intent is right but the outcome is not.

Makins argues that rather than fixing problems with shuffling of the seats the company should first understand where the decision problems lie. This is where I found Mankins ideas genius.  At the core of Mankins hypothesis is that companies fail or lose competitiveness because they are not making decisions fast enough and because of this are losing to competition.  Mankins proposes that CEO’s of flailing companies should first figure out what decisions need to be made faster and design a structure around it.  Perhaps a reorg is not needed at all and just some policies, accountability and transparency are needed to push the company to the next level.

I think Mankins highlights some interesting ideas in his article and one’s that should be heeded by CEO’s before they embark upon a costly, timely and almost never successful reorganization.

Shareholder value is not created by moving around boxes, but rather by executing on predefined strategies and if this can be accomplished without reorganizations than by all means try it first.

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Do You See the Gorilla?

24 Jun

Yesterday, Paul B. Farrell, columnist for Marketwatch.com wrote a rather scathing commentary about the American people – “Wall Street’s Invisible Gorilla is killing America’s soul”.

Although I do not know Paul Farrell personally so I cannot tell for sure but I think Paul was trying to communicate a dark comedic message to the American people.  Now let me be the first to admit that I like dark comedy and satire because underlying the comedic message is typically something real, something that when reflected upon makes us question ourselves, our culture and the innermost important aspects of our life.  Unfortunately after reflecting upon Paul’s message, I concluded that his commentary was not dark comedy at all but rather a rallying cry for the American populist.

Paul argues that Americans are arrogant and stupid.  To support his argument, Paul references first the Lake Wobegon Effect, a stand in title for what psychologists refer to as the superiority bias. At its core, superiority bias or the Lake Wobegon Effect states that people overestimate their positive qualities and take too lightly their negative ones.  Referring to some statistics, he makes the claim that Americans believe they are stronger, better looking and smarter than others.  Who are the others?  Although I cannot tell for sure as he does not say but it seems as though Paul is comparing Americans with citizens of other countries.

Second, Paul argues that American’s are blind to the really big, important things in society, yet myopically focused on the items seemingly important to them.  Using the Invisible Gorilla test as reference, he makes the claim that American’s have selective attention.  (For anyone who has not tried the Invisible Gorilla test you should – it is rather fascinating experiment in understanding the way our brains work. www.invisiblegorilla.com)

Paul references eight observations to support his claim that Americans have a superiority bias.  Paul states,

“All Wall Street bankers are worth 100 times any Main Street investor; All Corporate American CEOs deserve to make 400 times their workers; All children of all Forbes 400 billionaires deserve to inherit tax-free; All lobbyists deserve millions when winning billions for special interests, All taxpayers should pay for catastrophic mistakes of Wall Street Fat Cats, All rich hedge fund managers deserve to be taxed at capital gains rates, All senators deserve to become millionaire lobbyists when they retire, And Goldman Sachs CEO Lloyd Blankfein deserves a $100 million bonus”.

Regarding his second claim, Paul argues that American’s are not seeing the large Gorilla in the room – which he seems to be implying, is greed and incompetence.  Without a doubt, part of Paul’s message is concerning the “all too-greedy-to-fail-fatheads” (aka Bankers) as he calls them but it also appears as though he is making a broader judgment about business and society. He makes references to the incompetence of Alan Greenspan, Henry Paulson and even the ideology of Reaganomics in general.  While not stating it directly, Paul is condemning the idea of free-market economics.

Using the mortgage meltdown as his crutch, he is making the claim that Americans are stupid to allow income disparity between executives and non-executives, bank bailouts, incompetence in the government and to allow for risk taking at banks.

I will address a few of Paul’s comments. First, American’s are not stupid. Sure, American citizens like citizens of other countries have a superiority bias. This is empirical.  Interestingly, in the commentary Paul makes note that Canadians have a greater bias than Americans.  What about the Germans or the French?  Can you imagine the French’s perception of their strengths and weaknesses?

I must also add that sometimes superiority bias is a good thing.  Do you think that Sergey Brin, CEO of Google or Steve Jobs, CEO of Apple think that they are average?  What about Bill Gates, Larry Ellison, Mark Zuckerberg and many of the other risk takers who are making America great?  What about Henry Ford and John D. Rockefeller, do you think they sat home and doubted their abilities?  Hogwash!  Perhaps not vocal about it but I would bet that they are egotistical maniacs who think that their next widget is the best thing since eyeglasses.   Oh, by the way, the American, Ben Franklin is credited with the discovery of eyeglasses.

Rather than refer to Americans as stupid, I think perhaps a better term is “risk taker”.

I think Paul’s comment that Americans are missing the Gorilla in the room deserves some merit.  According to Paul, over the past three years Americans have been fleeced by business people, by bankers and by politicians.  I agree that Americans has been fleeced and that business people, bankers and politicians have aided in this fleecing but I think the problem goes much deeper than this.  The Gorilla in the room seems to be the ineffective, egalitarian policies that were put in place during the Great Depression.  Here are two examples among many:

Both GM and Chrysler were bailed out by taxpayers.  Who benefited in that bailout?  Was it the bankers, was it the politicians?  Probably a bit both but the main beneficiaries were the line worker and the UAW union.  Unions may have started out with the right intentions, to protect the working class but over the last 75+ years they have become nothing but a quasi-government authority overseeing the tenure of the auto worker.  Most American union autoworkers are paid substantially more than American non-union workers. If auto manufacturers want to survive then only one of three things can happen.  These manufacturers can create the best and most innovative cars which will command higher prices to support the higher union salary or they can become extremely efficient in building such cars and gaining economies of scale.  The problem with the second option is the fact that higher salaries for union-workers do not aid in a low cost, efficient production function.  Underlying both of these options is the idea that unions support tenure like careers, allowing the less innovative and less diligent workers to remain in a job for many years, yet pushing the young, aggressive, risk taker to a non-union company. If this is true, union companies will typically have less talent and higher cost structures than their non-union competitors.  If this is the case, than both options discussed are impossible.  That leaves option three which is to be relegated to sub optimality at best and a tax payer supported bankrupt company at worst..  So, what value did unions bring to the United States since the Great Depression?  The answer – NONE

Fannie Mae was bailed out.  Although with good intentions, Fannie Mae was created during the Great Depression to provide liquidity so that banks would make loans that they otherwise would not make. The intent was to ensure that mortgages were being granted to lower income, racially diverse neighborhoods.  In a dark comedic sense, Fannie Mae executed to well on its charter creating over time an entity that provided liquidity to almost all mortgage originating banks in the United States, servicing all types of people and geographies. What did this do?  Well, for starters it created a moral problem.  When banks realized they could sell their originating mortgages to Fannie Mae and get a sales fee, yet at the same time almost never run out of money and incur little to no risk they jumped into the mortgage market.  Similarly, Fannie Mae sold these loans to institutional investors.  A nice invention was created.  The problem with this invention is that risk was removed from the relationship between Fannie Mae and the originators and the risk was transferred, unbeknown to most, to the taxpayer. Ohh, by the way, the liquidity that Fannie Mae provided to the mortgage market has been creating fictitious demand in the marketplace for homes, which created the bubble that burst and left a substantial portion of the United States with homes that are now under-water.  What value did Fannie Mae bring to the United States since the Great Depression?  The answer – NONE.

What is interesting about the examples above are that they started from the populist ideologies of the 1930’s. In mid-1930, like today, the Gorilla in the room (Paul’s Gorilla) were the big, bad businesses and their immoralist bankers.  Silly as though this may sound, the bankers and businesses had almost little to do with the Crash of 1929 and the ensuing Depression.  Although the causes of the Great Depression are debatable amongst economists and politicians, most would argue that it was caused by irrationality and stupidity, the same things which Paul claims are killing America today.  Unfortunately in the 1930’s, the stupidity was not risk taking but rather risk avoidance.  The Great Depression arguably was triggered by the run on the banks and irrational panic of the investors.

The recent crisis, although it has a bank component to it, was not created by bankers, but rather was a slow amalgamation of stupid organizations and policies that were invented by the populist ideological machines that came out of the Great Depression.  If it was not for Fannie Mae, the entire idea of Securitization would probably not be around and perhaps the current crisis would not be here. Second, without unions, perhaps our American auto industry would still be innovative and competitive.  I think if there is a Gorilla in the room that we are not seeing, perhaps that Gorilla is the populist rhetoric, government institutions that create moral hazards, unions that are not needed and dare I say people of the socialist ilk.

If we want to be successful in the United States, we need to embrace free-markets and all of the painful things that go along with it.  This includes letting institutions fail when they deserve to, paying people for success, and encouraging entrepreneurship and the idea of the risk taker, despite that the fact that he or she may be an arrogant, smug American! 

As Americans, let’s get back to prudent risk taking, where we benefit when we are successful and we fail when we are miserable.  Let’s remove government programs and institutions that create risk/reward misalignments and moral hazards.  If the Great Depression taught us one thing it is that government programs and interventionist policies only hurt us in the long run.

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The Parable of the Two Beggars

17 Jun

Last evening while sitting at a traffic light in a rather unattractive neighborhood, I took note of two people, each with their cup, asking the passerby’s to donate them some money.  Now what interested me to write this post were not the people, although they were interesting unto themselves, but rather the perceived agreement between the two of them.

It seems as though both of these people agreed to the lane they were going to service.  The woman had the two left lanes and the man had the two right lanes.  Interestingly though, the left lanes navigated the drivers into a rather impoverished neighborhood.  The two right lanes navigated the drivers to a rather wealthy neighborhood that stood just beyond the bridge ahead.

What I noticed in this situation were that the two right lanes were providing substantially more income to the gentleman, opposed to the woman who was servicing the two left lanes.  Now I am sure there are substantial sociological and psychological reasons for this – but I will spare you the intellectual banter.

In a very pedantic sense, it seemed as though the gentleman knew his market and where it was going and positioned himself in a way to ensure that he benefited the most from it.  Based upon my very short observation, I would guess that he made 5 times more than the woman did.

In addition to the right positioning, it seems as though the gentleman servicing the two right lanes also knew his marketing pitch rather well.  He told the same story every time and he did it in a less than 10 seconds.  “Hello sir/madam, my name is….can you help….it will greatly….thank you and God Bless”.

Same story every time….in the same location…with the best chance of success.

So how does this relate to financial technology companies or technology companies more broadly speaking?

It is probably not news to you, but technology companies tend to speak a different language, filled with words and jargon unknown to people outside of the industry and sometimes not known by people in the industry.  This type of jargon tends to permeate the entire marketing function within some of these technology companies.  The website, mailers, online communications, sales pitches all include this type of jargon.

Like the man servicing the two right lanes, marketing professionals within technology companies need to pay more attention to ensure that their message is crystal clear and can be consumed by all.  If you want to sell your technology to the IT staff only, then you should not worry about this.  However, if you want to sell upstream to the non-tech staff and engage the CEO, COO and other non-tech decision makers, do yourself a favor and streamline your message.

The second point of this post relates to your choice of lanes.  Many technology companies, particularly the start-up entrepreneurial one’s tend to jump between lanes, rather than taking the time focusing on the lane that will bring the most revenue.  From what I have seen working with small startups and mid-market technology companies is that not enough time is spent analyzing the lane.  Understand your market, understand what your competitors are doing and really understand the trends and where the road is headed.

A technology company that seems to have picked the right lane and has mastered their message is Salesforce.com.  Now I remember Salesforce when they were a startup and I know of them today.  Sure, the company has changed; it has become a behemoth of a company but it has remained consistent to its core message and has ensured that it does not deviate from its path.  They have many solutions with complicated technology, yet their marketing message is rather clear, “We are the enterprise cloud computing company”.  Rather straightforward and simple.

Do yourself a favor – DO NOT GET STUCK IN THE LEFT LANE!

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