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Thursday 15 September 2011

GuruSpeak: George Soros on Euro

The legendary investor George Soroshas some radical views on the Euro and Euro zone.

Angela Merkel then declared that the guarantee should be exercised by each European state individually, not by the European Union or the eurozone acting as a whole. This sowed the seeds of the euro crisis because it revealed and activated a hidden weakness in the construction of the euro: the lack of a common treasury. The crisis itself erupted more than a year later, in 2010.

... at present in the eurozone one of these authorities, the common treasury, has yet to be brought into existence. This requires a political process involving a number of sovereign states. That is what has made the problem so severe.

The outlines of the missing ingredient, namely a common treasury, are beginning to emerge. They are to be found in the European Financial Stability Facility (EFSF)—agreed on by twenty-seven member states of the EU in May 2010—and its successor, after 2013, the European Stability Mechanism (ESM). But the EFSF is not adequately capitalized and its functions are not adequately defined. It is supposed to provide a safety net for the eurozone as a whole, but in practice it has been tailored to finance the rescue packages for three small countries: Greece, Portugal, and Ireland; it is not large enough to support bigger countries like Spain or Italy. Nor was it originally meant to deal with the problems of the banking system, although its scope has subsequently been extended to include banks as well as sovereign states. Its biggest shortcoming is that it is purely a fund-raising mechanism; the authority to spend the money is left with the governments of the member countries. This renders the EFSF useless in responding to a crisis; it has to await instructions from the member countries.
 
The seeds of the next crisis have already been sown by the way the authorities responded to the last crisis. They accepted the principle that countries receiving assistance should not have to pay punitive interest rates and they set up the EFSF as a fund-raising mechanism for this purpose. Had this principle been accepted in the first place, the Greek crisis would not have grown so severe.

These two deficiencies—no concessional rates for Italy or Spain and no preparation for a possible default and defection from the eurozone by Greece—have cast a heavy shadow of doubt both on the government bonds of other deficit countries and on the banking system of the eurozone, which is loaded with those bonds.

In any case the current intervention has to be limited in scope because the capacity of the EFSF to extend help is virtually exhausted by the rescue operations already in progress in Greece, Portugal, and Ireland.

In these circumstances an orderly default and temporary withdrawal from the eurozone may be preferable to a drawn-out agony. But no preparations have been made. A disorderly default could precipitate a meltdown similar to the one that followed the bankruptcy of Lehman Brothers, but this time one of the authorities that would be needed to contain it is missing.

It appears that the authorities have reached the end of the road with their policy of “kicking the can down the road.” Even if a catastrophe can be avoided, one thing is certain: the pressure to reduce deficits will push the eurozone into prolonged recession. This will have incalculable political consequences. The euro crisis could endanger the political cohesion of the European Union.

To resolve a crisis in which the impossible becomes possible it is necessary to think about the unthinkable. To start with, it is imperative to prepare for the possibility of default and defection from the eurozone in the case of Greece, Portugal, and perhaps Ireland. To prevent a financial meltdown, four sets of measures would have to be taken. First, bank deposits have to be protected. If a euro deposited in a Greek bank would be lost to the depositor, a euro deposited in an Italian bank would then be worth less than one in a German or Dutch bank and there would be a run on the banks of other deficit countries. Second, some banks in the defaulting countries have to be kept functioning in order to keep the economy from breaking down. Third, the European banking system would have to be recapitalized and put under European, as distinct from national, supervision. Fourth, the government bonds of the other deficit countries would have to be protected from contagion. The last two requirements would apply even if no country defaults.

You can read the full article here:
http://www.nybooks.com/articles/archives/2011/oct/13/does-euro-have-future/

Tuesday 9 August 2011

Parag Parikh's view on the US downgrade by S&P

We tend to make decisions based on the currently, readily available
information vividly displayed. Open any newspaper or flip through a business
channel, or go to a party, there is only one talk of the US being downgraded
by the S&P. Why? Because of the high fiscal deficit and the high amount of
debt. Is this really new? Did not the world know about it? So why the
reaction? Well it is because of the availability bias. Today the downgrading
is the centre of attraction. 
Go back a couple of months in the memory lane.
The 2G scam, the Anna Hazare fast, the CWC games scandal. When they were the
centre of attraction the newspapers, the TV channels concentrated only on
those news. Although none of the matters have still been sorted out, how
much reporting does one see? Over the next week the euphoria on the down
grade will die down.
As the fear dies down and the reality dawns, things will improve. When this will happen, no one knows. It can be tomorrow, a week or a month or a year from now. You make the choice.

One another bias investors are prone to is the Representative Bias. The 2009 crisis still haunts investors. The way the stocks lost values is still very vivid in the minds of investors. One should not consider the recent downgrade and the fall as a representative of the 2008/2009. This is very different. We are not in a situation like that.
Lastly coming back to the downgrade by S&P. If they were so good in their judgments what happened in 2008/2009? Were they able to assess the quality of derivative mortgage backed securities which led to the downfall of so many financial institutions and banks? 
We are living in a society where insanity and irrationality works. The best way to survive is to follow a process and be disciplined to keep to that. The process: Buy good sustainable businesses available at attractive valuations and run by good management. The discipline: Think long term and not be swayed away by market swings.

Read the full post here: https://www.ppfas.net/blog/2011/08/08/sp-downgrade-caution-or-an-opportunity/

Monday 8 August 2011

2008 vs 2011 - Which is a greater crash?

Fundamentally, we are not even close to the problems that were there in 2008. Credit markets froze then. Now, nothing of the sort is happening. S&P is basically getting back at the political top brass in the US. These were the people who lambasted them for not providing enough warning before the housing crisis and S&P, Moody's and Fitch got the wrong end of the stick back then. Now is their time to hit back. Revenge, as Dan Ariely argues in his latest book, is a very powerful motivation.

Funds and Institutions will probably not stop buying US bonds because a "A" was replaced by a "+" in somebody's report!! More because there is no credible alternative. Euro is in worse state, and Japanese Yen is not even in the running anymore. In this turmoil, Gold & Silver might shoot up along with the clamour for a gold-backed currency.

If we keep our heads above water now and can invest, 12 months down the line, we'll be happier for it.

My only caveat is that there should be no more adverse developments. Then the time horizon may need to be stretch from a year to more.

Wednesday 3 August 2011

The Lost Art of Selling Stocks - Excerpts from Sanjoy Bhattacharya's column in Forbes

I am a great admirer of Sanjoy Bhattacharya, Prtner in Fortuna Capital. I enjoy his talks and columns that he writes for Forbes. This month he has tackled a great topic that merits repeating and internalizing. Here are some of the important thoughts from his article.

"I had managed to acquire any investment wisdom considering my labour of love for the past 25 years. ... it struck me that selling smart is probably the single most important element of investment success over the long-haul. In fact, I would dare to go one step further and suggest that accepting losses promptly is the key to investment nirvana."
"more often than not, one is too early to the party and the wait can be fairly embarrassing. In addition, the problem with a truly long timeframe is that in a fair number of cases the dynamics of the business begin to shift gradually which counter-intuitively has a disproportionate impact on price"
Private equity investors looking to buy a business typically have a holding period between three and five years. While too short a horizon typically leads to over-trading and disastrous results, it is vital to establish a finite exit point in order to have a realistic understanding of ‘intrinsic value’ and judge what management can realistically achieve. So, buy-and-hold is a sensible approach provided the fundamentals remain in good shape and in line with what can be reasonably expected but ‘forever’ might stretch both intellect and judgment to the brink.
While remaining disciplined in terms of the process of stock-picking, the seasoned value investor waits patiently for Mr. Market to provide opportunity. Typically, there are just four reasons to sell:
  • A clear deterioration in either earning power or ‘asset’ value.
  • Market price exceeds ‘fair’ value by a meaningful margin.
  • The primary assumptions, or expected catalysts, identified prior to making the investment are unlikely to materialise or are proven to be flawed.
  • An opportunity likely to yield superior returns (with a high degree of certainty) as compared to the least attractive current holdings is on offer.
Two genuinely useful primers I would recommend are The Zurich Axioms by Max Gunther and It’s When you sell that Counts by Donald Cassidy.
“Dead money” does insidious damage to the sensible portfolio, not by falling precipitously and then getting stuck in a narrow range, but far more by preventing redeployment of the same capital in distinctly superior opportunities.
Two simple rules come to mind. First, what works for me personally, after years of coping with unremitting losses is to sell out completely whenever a new investment shrinks by more than 15 percent. Not only does this deal with my dumber prejudices and blind spots in a ruthlessly efficient manner, more importantly it frees capital. With ‘dead money’ it is probably best to sell one-third, maybe even half the holding rather than the entire position simply because such stocks occasionally experience incredibly short, sharp rebounds. That is probably the moment to get rid of the rest! One final comment: When you are carrying out a portfolio review, resist the temptation to sell the stocks with the best profits. Instead, relentlessly focus on selling the companies which meet the BBBB test — bent, broken or beyond belief!
The other really serious affliction is refusing to sell because of the taxes that need to be paid. In a sense, this amounts to putting the cart before the horse. The idea behind sensible investing is to earn profits, not avoid taxes.
 Read the full article here: http://business.in.com/column/column/the-art-of-selling-stocks/27282/1

Friday 29 July 2011

Balaji Amines - Takeaways from their quarterly conference call

Balaji Amines had a conference call on July 28, 2011.

Here are the key takeaways from it:-

  1. Methyl Amine capacity is getting increased from 24,000 to 54,000 tons
  2. Production of dimethylformide is to start by end of 2013. Total capacity planned is 30,000 tons. Currently, only RCF manufactures this in India and has a capacity of 5,000 tons. India imports the rest of the demand of around 30,000 tons. After Balaji's capacity comes online, India may be in a position to meet all of its needs domestically with some export opportunities as well.
  3. The expected revenue from both these initiatives from a 3-year timeframe (2014-15) is about 350 cr. 180 cr is expected from the methyl amine expansion and another 170 cr from  dimethylformide.
  4. The company has filed for European DMF for PVP K30. It will take about 6-8 months to get approval. Once approved, the company will be able to export PVP K30 to Europe.
  5. The interest costs have gone up dramatically from 9-10% to 13.5-14% currently. This has resulted in high interests costs this quarter and is likely to remain like this for the next few quarters.
  6. Prices of key raw materials have also increased after accidents in BASF and Nan Ya Plastics, two large global suppliers.
  7. The company has a capex plan of 70 cr out of which 50 cr is for the methyl amine expansion and 20 cr for setting up dimethyl formide production.
  8. Company has a working capital loan of about 80-85 cr and total loan book of 157 cr.
  9. The newly added capacities are working at 40-50% of capacity currently.
  10. The company is targeting a topline of 420-450 cr in FY12
  11. The company is targeting a PBT of 47-48 cr in FY12
  12. The promoter holds 54% of the company's stock and another 20% is held by close relatives. 20% of promoter holding is pledged to banks to get beneficial terms for the term loans.

Wednesday 27 July 2011

Results Update Q1 2011 - JK Lakshmi Cement



Q1 2010
Q1 2011
% Growth
Sales
323.59
391.79
21.08%
Op Profit
34.62
54.47
57.34%
Net Profit
16.81
22.75
35.34%
EPS
1.37
1.86
35.77%
Cash EPS
3.05
4.76
56.07%




Op Margin
10.70%
13.90%

Net Margin%
5.19%
5.81%


  • Margins have increased
  • Good overall growth
  • Interest expenses have doubled and may go up higher in the next few quarters

Tuesday 26 July 2011

Results Update - Shriram Transport Finance

Good set of numbers from STFC. Profit growth has been better than my expectation. But continuous rise in interest rates is surely going to have a more serious impact in the coming quarters.



Q1 2010
Q1 2011
% Growth
Sales
1233.51
1393.22
12.95%
Op Profit
948.29
1039.49
9.62%
Net Profit
288.94
347.3
20.20%
EPS
12.76
15.34
20.22%