Category: Facts

Japan’s Economy

Posted by – July 13, 2011

As Japan struggles to rebuild after the tsunami and earthquake it is becoming apparent that their economy is far from stable. The substandard GDP and costs to rebuild make getting the economy back up to world standards a difficult task.

What are the costs of rebuilding after a succession of natural disasters?

  • According to an article in the New York Times, the costs to rebuild the northeast region of Japan are so large that lawmakers are planning to double the national sales tax to 10 per cent.
  • Government estimates say rebuilding will cost as much as $312-billion.

Japan’s economy should not rely on debt financing to pay for the reconstruction costs because they have the highest level of public debt among advanced economies. It is likely that Japan will have to cut spending costs and raise taxes to keep up with interest payments.
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Greece’s Economy and How it Will Affect the Eurozone

Posted by – July 12, 2011

What are Greece’s financial options to pay back the money they owe?

  • Debt rollovers. Greece can borrow money from other countries to pay off the debt they have incurred but they will be replacing their old debt with new debt. Essentially, they would be participating in something similar to a Ponzi scheme.
  • Bailout. At this point, the chances Greece will be bailed out are slim. With other struggling economies in the Eurozone (Ireland, Spain, Italy, Belgium and Portugal to name a few) there isn’t enough money to provide bailout funds necessary to stabilize each economy.
  • Leaving the EU17. If Greece stop using the Euro they would have the ability to print their own money again which means they would be able to control inflation rates to pay back debt.

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Risk Tool Games Explained

Posted by – July 4, 2011

Here we explain the concept and reasons of the games on our risk tool introduction page.

This series of games were modified from Christoph Hauert’s “Gamelab”. These games themselves originally were formed to question the expected utility theory in economics. Here we used them to show how irrational people’s behaviors are when it comes to dealing with risk.

The first set of questions is called Allais paradox, designed by Maurice Allais.

Please choose between:
• A: A chance of winning $40,000 with probability 0.2 (expected value $8,000)
• B: A chance of winning $30,000 with probability 0.25 (expected value $7,500)
Now please choose between:
• A: A chance of winning $40,000 with probability 0.8 (expected value $32,000)
• B: A chance of winning $30,000 with certainty.

A rational risk averse person would choose B for both questions while a risk lover would choose A for both questions. Surprisingly, empirical data shows most people pick A for the first question, then B for the second, which shows inconsistency when facing risk or risk-free opportunities. Our risk tool help analyze the risk level of your portfolio, no matter how risky the underlying assets are.

The second set of questions is called Preference Reversal. This game was proposed by cognitive psychologists and studied by many economists. It shows the anomaly when people make choices under a losing or depressing environment.

Now please choose between:
• A: Obtaining $2,400 with certainty (expected value $2,400)
• B: A chance of winning $10,000 with probability 0.25 (expected value  $2,500)
Now please choose between:
• A: Losing $7,500 with certainty (expected loss $7,500)
• B: A chance of losing $10,000 with probability 0.75 (expected loss $7,500).

Again for both questions, a risk averse person would choose A and a risk lover would choose B. Survey data shows most people choose A for the first question then B for the second. That’s where the anomaly lies when people face the same losses as gains. In a losing situation, people tend to forget about the risk and take chance to avoid losses. As investors, we need to keep track of the underlying risks all the time and make the rational move. That’s where our risk tool helps.

The next question is essentially a combination of the choices from preference reversal,

• A: Obtaining $2,400 with certainty, at the same time a chance of losing $10,000 with probability 0.75
• B: A chance of winning $10,000 with probability 0.25, at the same time losing $7,500 with certainty.

In this case, most people choose the rational choice B, which is really a combination of 1B and 2A of the previous two questions. That’s clearly a better choice than 1A and 2B, which most people chose when asked separately.

The last set of questions also tests on gaining vs losing.

Now assume you are given $3,000. Please choose between
• A: a sure gain of $1,000.
• B: a 50% chance to gain $2,000.
Now assume you are given $5,000. Please choose between
• A: a sure loss of $1,000
• B: a 50% chance to lose $2,000

Also in both scenarios people with choice A will end up with $4000 and people with choice B will end up with either $3000 or $5000 with a 50-50 chance. Interestingly, most people tend to pick A for the first scenario and B for the second, which again shows how our mind works differently when seeing the word “lose” from seeing the word “gain”.
These questions are not set up to trick you, but rather to show the human nature and how our rationality works dealing with risks. That’s why we design this risk tool, for people to monitor the risk in their portfolio objectively. By knowing the current risk level, investors will be able to make more rational decisions and not fall into the fallacy of our human mind sets.

Price increases decisions on companies’ quarterly report discussions

Posted by – May 3, 2011

Many companies have announced price increases of products recently to offset input price inflation. Some excerpts:

From the Q&A of Praxair’s 2011Q1 results discussion:

Jeffrey Zekauskas – JP Morgan Chase & Co
And then lastly, there seems to be more positive price momentum in the industrial gas business generally, but all of the industrial gas companies are quite profitable and becoming more profitable. So in your opinion, when you go out and you try to get price, what’s the primary rationale for achieving it?
James Sawyer, Praxair
The primary rationale is inflation. And so we start to see inflation. It’s much easier to get price increases. And the average customer spends less than 1% of this cost of goods sold buying gases, so nobody likes a price increase, But it doesn’t really hurt them very much. And they understand that we have inflation and power costs and so forth.”

From the Q&A of Proctor and Gamble’s 2011Q3 results discussion

Robert McDonald, P&G
“…the pricing gets executed in many different ways. Some of it is a deceleration of promotion spending and I said that we’ve seen some of that from our competition already. Some of it gets executed in new items. For example, if you buy a Fusion ProGlide, there’s a pricing impact of that versus regular Fusion. Some of it gets executed in different sizing and pricing. We’ve reduced, we’ve condensed our powder laundry detergents. We have Tide PODS going out. So this isn’t just like you walk up to the shelf and you see the same old package and suddenly the price is a little bit higher. And as a result of that, we’re able to get these price increases through. We’re able to get them to the shelf, and I actually don’t expect them to affect merchandising very dramatically at all. The key is we’ve got to continue to innovate.” Q1Conference call

From the Coca-Cola’s discussion of 2011Q1 results:

Gary Fayard, Coca-Cola
“…we recently announced our plans to raise prices on our refrigerated orange juice products in North America by 6% to 9% starting in April. As a result and based on our current and best estimates, we expect our ongoing pricing and supply chain efforts as well as our improved currency benefits to have offset almost all of the $250 million to $300 million increase in 2011 commodity costs exposure over the course of this year.
…where you downsize a package but hold the price and can get pricing as well. And you’ll see us doing that in different markets around the world as we talked about it. So, all in all, I think you’re seeing some actions that we’re taking that we think will prove good long term for the health of brands as well as build value for the company as well.
…we are expecting to see, we have talked about 1% to 2% pricing in North America. We’re now saying that we’re going to probably be going for more pricing than that this year, and a lot of that is just strictly the environment that we’re in. So that’s the way we would see it right now.”

Maiden Lane II Auction – Facts

Posted by – April 28, 2011

It is reported today that

AIG surprised markets on March 10 with a $15.7 billion cash bid for the assets of Maiden Lane II, a vehicle established during the depths of the financial crisis to help save AIG from collapse by taking bad assets off its books.

“We expected that others would bid,” the source said on condition of anonymity. “We understood that a number of large institutions have already modeled it.”

And here are some basic facts:

  • In November 2008, the Fed created Maiden Lane II LLC to alleviate capital and liquidity pressures on AIG associated with the securities lending portfolio of several regulated U.S. insurance subsidiaries of AIG.
  • ML II LLC borrowed $19.5 billion from the N.Y. Fed to purchase a portfolio of residential mortgage-backed securities (RMBS) from US subsidiaries of AIG. $1 billion of the purchase price (fixed deferred purchase price) to be paid to the asset holding subsidiaries of AIG after the Fed loan is repaid in full.
  • On the Fed’s Balance Sheet 2009:

Table 30. Maiden Lane II LLC Summary of Portfolio Composition and Cash/Cash Equivalents
($ millions)

Type of asset Fair value on 3/31/2009 Fair value on 12/31/2008
Alt-A (ARM) $4,401 $5,226
Subprime 9,744 10,796
Other1 2,226 2,817
Cash & cash equivalents2 297 351
Total $16,668 $19,190
  • Compared to the most recent March 2011 balance sheet:
  • And the balance of the loan
  • The latest balance is $12,353M of principal, 488M of accrued interest and $1,079M of deferred payment to AIG.
  • As of March 23, 2011 the portfolio was worth $15.9B,
  • This 15.9B is explained as “fair value… estimate of the price that would be received upon selling an asset” on the H.4.1 release of the FRB.
  • AIG is offering $15.7B
  • Credit ratings of the assets: