Tuesday, March 19, 2019

MONEY 162 - PRACTICALITIES FOR STOCKS


THIS IS MY 162ND BLOG ON UNDERSTANDING MONEY TOOLS
March, 2019

In the last blog we looked at practical business ideas.  In this blog let’s look at practical and basic understandings to stock market values.  To understand this in simple terms let’s proceed in a question and answer format.
-       Question: What are the four stages of a business cycle?
-       Answer: Expansion, peak, correction and trough. 
-       Question: How long do most business cycles last in their growth stage?
-       Answer: 6 years.  It is dependent on Gross Domestic Product.
-       Question: How long has our current growth cycle lasted?
-       Answer: About 10 years.
-       Question: Why has the last business cycle lasted so long?
-       Answer: Keynesian Economics entered in, versus free market.  A manipulation of money policy to artificially control growth through easy lending policies.  This was reflected by our national debt going from $10 to $20 trillion during President Obama years in office.
-       Question: Where are we in the normal business cycle?
-       Answer: Mixed opinions.  I believe because we are far overextended on a time cycle basis, and the GDP dropping fairly consistently over the past 6 months (projected to go lower) that we have reached our business peak and in the correction or contraction stage.
-       Question: What do interest rates have to do with stock market valuations?
-       Answer: Quite a bit.  Interest rates are controlled by Central Banks.  Our Central Bank is the Federal Reserve.  The Federal Reserve historically “over-does things”.  We have had 4 interest rate increases, supposedly to slow the economy and prevent inflation above 2.5%.  The other reason, and perhaps more to the point, is to create a strong dollar so that we can sell bonds (debt) to pay our bills and keep our government in business.
-       Question: So bonds are debt.  What do we look for that will correlate to the stock markets? 
-       Answer: Debt kills!  My old expression, but true.  We can never pay off our debt, perhaps never again break-even.  In a normal “free market” interest rates and bond yields are the first indicators to market corrections.  We have had an “inversion curve” on bond rates starting a year ago.  An inversion curve is a predecessor to a recession.  To define, it means that short term bond yields (interest rates) rise faster than long term yields, perhaps crossing over.  E.g. our 10 year yield exceeded our 30 year yield...until the Feds intervened once again.  In the first couple of weeks of March the Feds needed to sell approximately $40 billion in bonds to raise money.  The world buyers are becoming cautious and viewing our unsustainable debt and losses.  Therefore, to sell this amount of debt we needed to raise the interest rate 9 basis points to meet the market. (One percent is 100 basis points).  This doesn’t sound like much until you are attempting to raise billions of dollars!
-       Question: The US trade deficit hit an all time high ending 2018 of $891 billion, is this important?
-       Answer: Yes, very important.  It means that we are importing and buying $891 billion worth of merchandise more than we are exporting and selling abroad.  This amount of money is deducted when calculating GDP, and furthermore money that will never come back to this country.
-       Question: Why do we need to concern ourselves over the financial health of other countries in the world?
-       Answer:  We are global economy.  If other countries can’t afford our exports we need to be able to sell within this country, and we can’t sell enough merchandise, thus GDP would go down.  If countries weaken which buy our debt (bonds) like China, Japan and Saudi Arabia we are in trouble.  This would place the burden upon US citizens, and most do not have money to invest to that magnitude.
-       Question: What is a liquid asset test and quick ratio test? 
-       Answer:  They are the same and have been used for years to determine the health of a company; a benchmark.  Basically, it is the ratio between net assets and net liabilities of a given company.  The old ratio standard was 2 to 1.  With all the corporate borrowing and debt this has changed.  Will corporations be able to pay their bank loans and bonds?
-       Question:  What is momentum trading?
-       Answer:  Years ago investment companies and investors based their  decisions on financial analysis.  With the advent of computers, technology software and paradigms, “momentum” has become a trading standard versus analysis.  Investment firms may trade millions of dollars in stock over momentum upward or downward in a stock, and hold the position for fractions of a second.  Many funds and wealthy people have moved their finances off-shore to avoid taxation.  Money will not return.  Investment firms now just want to make money, and are not concerned with long-term versus short-term capital gains taxation.
-       Question: We have drummed in that 15:1 price to earning ratios is the standard, resulting in a 6.5% return on investment.  Does this still hold?
-       Answer: I fault our investment fundamentals consistently over this, however perhaps we entered a new era where nothing matters.  It is all about making money quickly and propping up individual retirement accounts and health of our overall economy, albeit false.  The price to earnings ratio is higher with the NASDAQ or Russell 2000 as it is made up more from high tech companies, and values are based upon suppositions of growth or “projected price per earnings ratios”.
-       Question: Should we watch “who” is buying or selling a company’s stock?
-       Answer: Yes, definitely.  The main thing to watch here besides volume is insider trading of officers and board members. These people know what is going on in a company.  If they are buyers, good; sellers, watch out, as something may be amiss.  In the last few years companies have been borrowing money cheaply from Wall Street, issuing bonds and buying their own stock, thus raising the market price of the stock.
-       Question: What are the “moving day averages”, and why is that important?
-       Answer: You will find this represented as 50 day, 100 day, and 200 day moving averages.  It should reflect upon the health and interest in a company’s stock, and trend.  Volume in buying or selling of a stock is very important.
-       Question: Is it important to know the manager of a particular fund?
-       Answer: The manager, not the fund or company, is all-important.  That’s the horse you are putting your money on!  We had the position that if a fund changed their manager we normally pulled our money out.
-       Question: Is it better to go with an investment manager or index or exchange fund?   (An index fund is a select sector of stocks like Energy, Financials that include banks, or Utilities.  An exchange fund is explanatory; the NYSE, NASDAQ, etc. composites.)
-       Answer: Again, in 2018 it proved that exchange traded funds (ETF’s) did just as well, if not better, than if you went with a money manager.  Historically they have tested this against a chimpanzee, and the chimp won.
-       Question:  Why were stocks less expensive to buy per share, e.g. in the $10-$50 range 25 to 50 years ago than today?
-       Answer:  Main reasons.  One, back 25 years ago funds were not as popular as they are today, therefore individuals took responsibility for buying their investments, and we used stockbrokers.  Today, about 85% of all investing is through institutions like “funds” and investment banking firms.  Two, for the norm, price to earnings ratios were considerably lower than today.  Three, years back companies wanted stock prices to be at a level that most people could afford.  Most stock purchases are in the 100 share amount, “odd lots” are anything other.  Big companies like Walgreens, GE, Motorola would let the market take their stock values up to around $80/share and then split in some ratio, 2:1, 3:1, thus opening up the market to more people who could afford a 100 share purchase.  In today’s institutional market we see outrageous pricing e.g. Amazon at $1,712./share and Warren Buffett’s Berkshire Hathaway at $307,250./share.  Institutions can afford these prices.

I don’t trust numbers.  It depends on the source for information, and you will get all sorts of numbers.  If you are looking at P/E’s (price of stock to earnings per share), they vary greatly.  For instance, if you look at the NASDAQ the report may give you only the NASDAQ 100, or top 100 stocks listed, therefore a 23:1.  The entire NSADAQ, I believe, is around 60:1.  Another example is the DOW Jones P/E.  On March 15, 2019 I went to two sources, The Wall Street Journal and a source I use that runs calculations to “current time”.  At day’s end I compared the two.  The Wall Street Journal had the DOW P/E at 19:1 and my source stated 27.38:1 (to the one hundredth of a point!)  Perhaps The Wall Street Journal calculated using PPE, or a “projected price to earnings ratio” for the future.  Looks better! The lower the P/E the better an investment will be. You can go to various sources for these figures that should be a constant, and they are not.

In the past couple of years the government permitted changes to the “General Accounting Practices” (GAP), or “General Accounting Principles and Practices” (GAPP) which reflects better net earnings.  Also, in 2018 the government dropped the corporate tax rate from 35% to 21% for a high, which improves net earnings.

This should give you some ammunition for analysis and understanding practicalities for stocks and markets

Friday, March 15, 2019

MONEY 161 - PRACTICAL BUSINESS


THIS IS MY 161ST BLOG ON UNDERSTANDING MONEY TOOLS
March, 2019

In this blog let’s go “practicality”.  In our last blog we discussed some companies I helped start or was an integral part of.  Thinking about this, I decided that there are thought processes one goes through, or should go through, from the onset for success.  We will look at some.  Every situation is different, like a chess or backgammon match, but unless you have some basics down, you are going to lose.  As you improve your basic business skills you also need to hone your instincts and perceptions of situations… impulses, gut feelings.

A quick comment, and “pet peeve” of mine is the incomprehensible stock market values.  I believe that the highest prices in history behind our markets are due to Wall Street and current government.  Take your pick, both very dangerous at advising people and supporting falsehoods in valuations.  Over and over we have discussed the importance of “free markets” and historical standards. We overlooked these in 1929 and 1999.  We have again.  The historical benchmark for the DOW Industrials or S&P 500 is a price to earnings ratio of approximately 15 to 1, and I have mentioned in blogs how we determine that ratio. This past week these markets and the NASDAQ are all well above, with the reality that prices are going up as earnings of companies are coming down.  That is the trend that will exist in 2019, here and worldwide.

Now, for our blog material.  If you are going in as an employee of a company you may never need this information unless you desire to escalate into management, or decide to start your own company.  As in everyday life business has both variables and uncertainties.  I look at the culmination of variables as uncertainties.  The farther we can go with eliminating variables, the more likely the success in life or business, and fewer uncertainties.

The first advice I can give you is, “eliminate” the “big ego”.  In reality if you want to progress in a company you better become a “team” player, with new and transformative ideas that will be noticed by management.  If you go against your superiors, or agitate them, you most likely will find yourself out on the street.  Realize that you are no better than anyone else in a company; you just hopefully have a needed set of skills for a specific position, this may even be the CEO.  When we built the oil company, Energetics, Inc. a fundamental proposition was that no one was better than anyone else, and all on a first name basis with respect.  We built a wonderful, powerhouse team of 300 people before going public on the New York Stock Exchange.  The janitor or receptionist equaled any person in the company.  You may equate this to quarterback, Tom Brady.  Yes, he is a great quarterback, but without the team he is nothing.

Next, starting a company I have my own fundamentals:
-       Don’t take in a partner unless absolutely necessary.  A relative is most likely the worst, with possible ill feelings lasting forever.  Eventually, one partner may be doing more work than another. During tough times one partner may “take” money (a kind expression for stealing!).  A money partner may want controlling interest. With that control of the corporation (more than 50%), they “own” you.
-       As mentioned, you can’t do “it all” by yourself.  Have a plan for strong and needed alliances and associations, and how the formula will play out.  The old expression, “plan your work, then work your plan”, but so much more.  Associations can be gained or dropped as needed, it is tougher to end employment these days with employees.
-       Be hands on.  This is a difficult balance act.  To grow you need to trust and delegate.  Many of my losses came from spreading myself to thin, and losing control over assets and money.  My recommendation would be to pick up your computer and learn about the various areas and industries where you are putting your money.  At one time, I had 8 financial licenses ranging from real estate broker’s license, 4 securities licenses, and life, health and disability insurance licenses.  The latter licenses and credentials to make me appear smarter than I am with Trust Company of America, and be a member on a lecture series that they sponsored.
-       Learn as much as possible from “the ground up”.  The first company I started was in February, 1971, and that being Denver’s first organic health food restaurant.  I put up the money and wrote the business plan while living and working in Vail, Colorado.  When I went to Denver I was in the restaurant; dining room, kitchen and reviewing the accounting.  I wanted to witness the strengths and weaknesses first hand, therefore I sampled all functions from waiting tables, cash register, cleaning, washing dishes, cooking, etc.  Very important to connect with your market, the vendors and the customers as “they pay the bills”!
-       Hire and associate with people you can get along with, but it is not necessary for them to be your friends.  They fill gaps, or weaknesses.  Look at “right brained/left brained” thinking and balance the two.  Friends, Jay and Bob Pritzker didn’t follow another friend, Gail Browning, on this advice with their Braniff Airlines, and eventually the company went under.

Now, let’s take my situation starting the private equity firm, L. R. Nicholson & Co.  After taking Energetics, Inc. public I was retiring from that endeavor and going out on my own.  Yes, Energetics enabled me to have enough money to do so and start a very nice company with fairly elaborate offices using my own money and no debt.  Few people are able to do this.  Over a year in advance I started formulating this company and needed associations with two other entities/people, (filling weak gaps), those being Jim Galbreath and John Keller.  Jim was a good friend and roommate from college days who became a financial expert.  Jim eventually became managing director of the investment firm Nuveen Asset Management.  John Keller was from New York City and owned Corinthian Capital, an asset management firm.  John also invested with Energetics.  He was a financial advisor to the wealthy, the likes of the Bloomingdale and Bessemer families in New York.  Leaving Energetics on solid ground, that company was also a backer in my endeavors. I had a stable of over 900 limited partners from Energetics, all well healed millionaires.  Energetics permitted these investors into their limited partnerships via my security licenses, thus a carried interest in drilling projects for my company.

So at this juncture, I had money issues resolved and added financial expertise to review deals and bring in opportunities for investment. I added an accountant, Bob Kihm, out of Ernst and Young who remains my CPA today, receptionist, secretarial and a couple associates for oil and gas investments; one a senior “land man”, the other a senior geologist.

As you start your company, reality of weaknesses and gaps appear. With Jim Galbreath’s The Rockies Fund, a public venture capital firm, and my private equity company it was “deal flow”.  We needed to review more “good” deals, plenty of mediocre and poor deals out in the market place!  It takes employee time, thus money to sort through deals.  Jim and I had more leased space (in a new high rise building, the Boetcher Building) than we needed so we reached out to a respectable, small accounting firm, Scanlon, Cordes and Rieck to join us.  This solved a great deal of this weakness on deal flow as they were the accountants for many a small business in the Rocky Mountain Region needing our expertise and money.  See how this comes together?

Now, let’s apply more thinking and using more applications in the thought processes.  At this point our three companies are up and going.  In the last blog, I mentioned Amoco’s Certi-Care and Shell’s Auto-Care programs along with Data National Corp. and Warranty Service Systems.  Scanlon, Cordes and Rieck brought in a gentleman, Bill Jones.  Bill was about 50 years old, and one of the most seasoned and respected operation people with major oil companies; on the wholesale to retail gas/convenience store niches.  If he was ever to go out on his own, this was the time; at the peak of his large corporate world employment, yet young enough to start his own companies with our assistance and our contacts behind him.  Here is how we thought this through at this stage:
-       What was Bill’s reputation?
-       How well connected was Bill?
-       How driven was Bill?
-       Any characteristics of dishonesty?
-       Health and energy of Bill?
-       Management capabilities?
-       Could Bill lead us horizontally or vertically in other endeavors within these industries?
-       Could and would Bill listen to our advice?

These are only a few of things we agreed upon before starting these new companies, and the final answer was to proceed.  Next was to match “product”, Bill and the start-ups with investors seeking such an investment.  I brought in the Glore family from Lake Forest, IL and New York City who I had consulted for in past years.  Mike Scanlon brought in Ace Dillon Sr. and Jr., (Dillon Oil from Wichita, and Ace Sr. was on the board of Kroger Foods).

We built these above companies quickly to about 30 employees and were successful.  To control my money I went to various trade shows to learn first hand/ground up.  One looks at market share as well as growing competition.  Don’t give into your standards that once made you successful!

Where were the pitfalls?
-       Bill was a good manager of people.  As a Mormon, Bill tended to “Mormonize” these companies rather than hire the best.  Stay non-partisan.
-       After Mike Scanlon found a “clean public shell corporation” that met our standards we merged into it and listed on a stock market exchange.  Once successful the Dillon family became quite controlling.  Money will do that, along with greed!  You may have well understood your product and lead management, however investigate the “modusoperandi” and background of your money partners.  They have big law firms behind them, and expect to get their way!
-       Bill’s hard driving work ethic eventually produced a major heart attack. Bill lived, however many months for recovery, and no substitute for him, his contacts and business talents.  A big mistake only we could blame ourselves for.  Mandate that the company bring in younger, fresh talent who could take the role in emergency situations. Note: When you have a hard-driving individual who is all important to a company, make certain that you take out a large “key man” insurance policy on the individual paid for by the company.

Enough for this one blog.  I can only hope that you got one useful thing or more out of it.  Whether it is strategizing in sports or business, the key is to remove uncertainties.  As you can imagine, you need to go beyond the physical/book learned to become a winner.  Schooling has always afforded limited “real world” knowledge.  I was lucky to go to the University of Denver Business School.  A professor could not teach at the University unless he had already become very successful in business and taught from a practical point of view.

Remember the old Yiddish expression:  “Man plans, and God laughs”.