Showing posts with label Financial planning. Show all posts
Showing posts with label Financial planning. Show all posts

Tuesday, November 3, 2015

The Opportunity of Stimulated International Small Caps

Additional bond-buying moves by the European Central Bank could extend the rally in the asset class.

Quantitative easing (QE) may be approaching an end in the United States, but the party is just starting in the eurozone. With the European Central Bank’s (ECB) pledge last week to not only continue but also possibly extend, if necessary, its bond-buying program beyond September 16, 2016, market sentiment is improving, and that is supporting the performance of small-cap stocks in the eurozone.

Based on the experience of Japan and the United states, small-cap stocks tend to outperform large caps in the months following the announcements of quantitative easing. The question we posited at the time was, “Would we see a similar response in Europe?” As Chart 1 suggests, if the trend line continues, the eurozone’s small-cap stocks may be well on their way to outperformance.

Chart 1. U.S. and Japanese Small Caps Outperformed after QE—Is Europe Next?
Performance of small-cap stocks relative to large caps in the months following the announcement of quantitative easing, post-2008



Source: Bloomberg.

Moreover, we believe that non-U.S. stocks in general are poised for recovery. The MSCI ACWI ex-US Index (on a price-return basis) peaked on October 7, 2007, and, as Chart 2 indicates, has yet to recover that position, unlike the S&P 500 Index, which benefited from the U.S. Federal Reserve’s quantitative easing following the financial crisis of 2008–09. With quantitative easing just starting in the eurozone, investors should consider the possibility of a similar recovery, if not further gains, in non-U.S. stocks.

Chart 2. Lagging Recovery in Non-U.S. Stocks May Leave Room for Additional Upside
Non-U.S. stock returns versus U.S. stock returns (price return only, as of 10/15/15)




Source: Bloomberg

In terms of small-cap stocks, there is an apparent correlation between small-cap performance and QE, at least in the developed markets, which can be explained by a number of factors peculiar to the small-cap asset class. First, small caps tend to be concentrated in growth-oriented sectors, such as information technology and consumer discretionary, where valuations are pushed up by investors seeking returns in the early stages of recovery. Second, small-cap valuations are supported by the potential for acquisition as larger firms seeking growth take advantage of low borrowing rates during a period of QE to acquire targets. Third, divergent monetary policies in the United States and Europe have weakened the euro versus the U.S. dollar, benefiting eurozone exporters and boosting local economic growth and, thus, small caps, which benefit from the stimulation of local domestic demand.

Because international small-cap stocks are less likely to rise and fall with their U.S. counterparts (and with the broader U.S. market as well), the asset class better lends itself to active management strategies, while it complicates the outlook for more passive investment strategies.

History seldom repeats itself, but often there are discernible patterns. We have seen the positive performance of U.S. and Japanese small caps following QE in those respective regions, and we believe that QE could have similar benefits in the eurozone and in other regions where QE strategies are applied. And so far, the data from the eurozone seem to support our case.

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Clicking the Like button on various social media platforms, such as LinkedIn, Facebook, etc. does not constitute a testimonial for or endorsement of Redmount Capital Partners LLC or any Investment Advisor Representative. “Like” is not meant in the traditional sense. Posts must refrain from recommending investment advisory services or providing testimonials for our firm, since they are strictly prohibited. Please understand that we are required to delete such posts, since this is a regulatory requirement.

Tuesday, September 22, 2015

5 Things Bill Gates and other mega entrepreneurs have in common

Bill Gates' net worth is around $80 billion. He owns the $12.6 billion ownership of Microsoft. He also owns a $4.5 billion ownership in Canadian National Railroads, a $3 billion ownership in Republic Services, and a $2.8 billion ownership in in Ecolab. His diversified investments, through Cascade Investments, amount to $37.6 billion. 

As such, Microsoft, the company he started and associated with the most, stands for only 16% of his family wealth. 

Bill Gates is a mega entrepreneur. 

What sets very successful entrepreneurs, like Bill Bill Gates, apart from the rest? What turns them into mega entrepreneurs running a myriad of companies, overseeing immense and complex web of capital, and forging multigenerational wealth and legacy?

Here are some interesting statistics on mega entrepreneurs:
  • One third of FORTUNE 500 companies are owned or controlled by mega entrepreneurs or their families
  • 67% of NYSE companies are owned or controlled by mega entrepreneurs or their families
On the other hand:
  • About 30% of entrepreneur started and led business survive to the second generation
  • Only 12% make it to the third generation
  • Only 3% make it to the fourth generation
Many wonder what has become of the Rockefellers' ownership and clout over Exxon, Mobil, Chevron, Amoco, Standard Oil of Ohio, Atlantic Richfield, etc. We wonder as well, but its not there...anymore.

All entrepreneurs face the same challenges as they grow their start-ups in to successful companies:
  1. Raising capital without losing control 
  2. Recruiting and retaining top talent 
  3. Business continuation and succession 
  4. Converting profits and value to wealth
How mega entrepreneurs deal and keep dealing with the above challenges makes the difference. 

So, what sets mega entrepreneurs, apart from the rest? 

  1. Mega entrepreneurs have the "big-picture focus".
  2. They take risk and leverage financial and human capital to grow their enterprise.
  3. They rely on their entrepreneur's offices to manage finances, support M&A deals, raise or repay personal capital, execute financial reorganizations or restructure debt. Employees of their core companies are not involved in these processes. 
  4. Liquidity and cash management is given a high priority, managing cash efficiently and having it ready for difficult times and when great opportunities arise.
  5. Risk management is paramount.
Below are some examples of mega entrepreneurs and their strategies. 

Click the graphic to enlarge
Susanne Klatten: Dynasty Company as the Backbone of Dynasty Fortune. Wealth created though growth of a single company, BMW. Company is still a key asset of the family and its business identity. Other key assets are acquired and sold in line with “Dynasty Company” strategy

Click the graphic to enlarge
Leonardo Del Vecchio: Multi-Generational Family Company Leading to a Dynasty Fortune. Wealth creation through growth of a single company, Luxottica. Company is the identity of business family. Strategically and selectively diversifying dynasty fortune.

Click the graphic to enlarge
Bill Gates: Company Value Leading to a Multi-Company Family Fortune. Wealth creation though a growth of a single company, Microsoft. Diversification of holdings and assets. Establishment of strategic wealth thought.

Click the graphic to enlarge
Wang Jianlin: Diversified Entrepreneurships Leading to Family Fortune. Wealth creation through network of holdings growth. Increased concentration of holdings in key companies and assets. Strategic diversification across asset classes and geographies.

“The difference between a business family and a business dynasty is the strategy. Everything must be in line with strategy. Selling assets, exiting ventures… followed by reinvestment of capital – in everything strategy sets the rules.” - Baron Albert Frère, Founder and Chairman of Groupe Bruxelles Lambert, one of the largest family enterprises.

Statistics & Graphics: Courtesy of Financial Strategist Board.



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Clicking the Like button on various social media platforms, such as LinkedIn, Facebook, etc. does not constitute a testimonial for or endorsement of Redmount Capital Partners LLC or any Investment Advisor Representative. “Like” is not meant in the traditional sense. Posts must refrain from recommending investment advisory services or providing testimonials for our firm, since they are strictly prohibited. Please understand that we are required to delete such posts, since this is a regulatory requirement.

Friday, September 18, 2015

Redmount’s brief opinion on the Federal Reserve’s (Fed) decision to not move on rates

We think it probably won’t do anything good for markets
  • Attention will now simply shift to “will they/won’t they” for their October meeting.
  • There had been expectations for a “one and done” increase of 0.25%, but that became more and more unlikely given the market tabulations.
  • That said, an increase to the fed funds rate of 0.25% would be a rational response to the probably very slow profile of rate rises over the next 12 to 18 months.
  • Initial rate rises have typically been followed by continued equity market performance on average while the final ones usually brought economic contraction and earnings recessions resulting in stock market losses.
  • And that’s what we’re concerned about, earnings trends. As history suggests, “don’t be afraid of the first interest rate rise, be afraid of the last one
  •  In general, we remain concerned with market volatilities.

Monday, July 27, 2015

US Leading Indicator

RATE-OF-CHANGE TICKS UP, CONFIRMING MARCH 2015 LOW


The US Leading Indicator for June is up 5.5% from one year ago, with the 1/12 rate-of-change holding steady from its upward revised May value. Several successive months of strengthening building permits and a steepening yield curve have pushed the Index higher. The March 1/12 low confirms our expectation for a cyclical low for US Industrial Production in early 2016.


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Clicking the Like button on various social media platforms, such as LinkedIn, Facebook, etc. does not constitute a testimonial for or endorsement of Redmount Capital Partners LLC or any Investment Advisor Representative. “Like” is not meant in the traditional sense. Posts must refrain from recommending investment advisory services or providing testimonials for our firm, since they are strictly prohibited. Please understand that we are required to delete such posts, since this is a regulatory requirement.

Wednesday, May 20, 2015

How important is the financial "Big-Picture" focus?

How important is a strategy-driven and big picture focused financial mindset for the growth of enterprise and accumulation and preservation of capital?

It seems most successful entrepreneurs have the "big-picture focus".

Successful entrepreneurs have a habit of building one business, selling it fully or in part, and then moving on to the next—building wealth through a series of "equity events“.

Roughly 80% of typical entrepreneurs’ net worth is tied up in their companies. This changes over time as successful entrepreneurs grow business interests outside of the core business.

What are some of the challenges faced by entrepreneurs and business owners, as they grow their enterprises?
  1. Raising capital without losing control 
  2. Recruiting and retaining top talent 
  3. Business continuation and succession 
  4. Converting profits and value to wealth
How entrepreneurs and business owners deal with the above challenges makes a difference for their business enterprises,
“The difference between a business family and a business dynasty is the strategy. Everything must be in line with strategy. Selling assets, exiting ventures… followed by reinvestment of capital – in everything strategy sets the rules.” - Baron Albert Frère, Founder and Chairman of Groupe Bruxelles Lambert, one of the largest family enterprises,
Here are some interesting statistics on family-owned businesses:
  • One third of FORTUNE 500 companies are owned or controlled by entrepreneurs or their families
  • 67% of NYSE companies are owned or controlled by entrepreneurs or their families
  • Only about 30% of family businesses survive to the second generation
  • Only 12% make it to the third generation
  • Only 3% make it to the fourth generation
  • 1 in 4 family businesses have a continuation plan
  • 37% have written a strategic plan
“The difference between a business family and a business dynasty is the ability to withstand the shocks of intergenerational transfer, combined with each generation’s ability to adapt”. - Rolland B. Hills, Chairman of Hill van Breen Continuity and Chair of Redmount Capital Partners advisory board.
Our observations identified that most successful entrepreneurs have a formal approach to managing their "big picture" - strategy setting and implementation, and financial and risk management.
  • Noticeably, for these, successful entrepreneurs rely on people outside of their core companies. 
  • They structure formal entrepreneur's offices or family offices for these purposes. Initially they may rely on shared Entrepreneur's Offices or family offices.
  • Strategic events, such as selling or buying companies, increasing or decreasing ownership in companies are handled by these structures
  • Raising or repaying personal capital, financial reorganizations, debt restructuring activities, etc. are evaluated and executed at these levels.
  • Cash management is given a high priority, striving to manage cash balances efficiently, See more on Cash Management 
  • Risk and liquidity management is paramount.
  • Employees or officers of their core companies are rarely involved in these processes.
Below are some examples of very successful entrepreneurs and family-owned company leaders, in our opinion, commanding a "Big-Picture" focus. 

Click the graphic to enlarge
Susanne Klatten: Dynasty Company as the Backbone of Dynasty Fortune. Wealth created though growth of a single company, BMW. Company is still a key asset of the family and its business identity. Other key assets are acquired and sold in line with “Dynasty Company” strategy

Click the graphic to enlarge
Leonardo Del Vecchio: Multi-Generational Family Company Leading to a Dynasty Fortune. Wealth creation through growth of a single company, Luxottica. Company is the identity of business family. Strategically and selectively diversifying dynasty fortune.

Click the graphic to enlarge
Bill Gates: Company Value Leading to a Multi-Company Family Fortune. Wealth creation though a growth of a single company, Microsoft. Diversification of holdings and assets. Establishment of strategic wealth thought.


Statistics: Courtesy of Financial Strategist Board.

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Clicking the Like button on various social media platforms, such as LinkedIn, Facebook, etc. does not constitute a testimonial for or endorsement of Redmount Capital Partners LLC or any Investment Advisor Representative. “Like” is not meant in the traditional sense. Posts must refrain from recommending investment advisory services or providing testimonials for our firm, since they are strictly prohibited. Please understand that we are required to delete such posts, since this is a regulatory requirement.

Wednesday, April 22, 2015

Know the Lifetime (and Retirement) Financial Equation

For a sound lifetime and retirement financial planning one needs to know its complex equation of contributing factors.

Make the most of the things that you can control but be sure to evaluate factors that are somewhat or completely out of your control.

Planning for retirement can be overwhelming as individuals navigate various retirement factors over which we have varying levels of control. There are challenges in retirement planning over which we have no control, like the future of tax policy and market returns, and factors over which we have limited control, like longevity and how long we plan to work.

The best way to plan for a secure retirement is to focus on the factors we can control: optimize saving, understand and manage spending and adhere to a balanced approach to investing.

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Clicking the Like button on various social media platforms, such as LinkedIn, Facebook, etc. does not constitute a testimonial for or endorsement of Redmount Capital Partners LLC or any Investment Advisor Representative. “Like” is not meant in the traditional sense. Posts must refrain from recommending investment advisory services or providing testimonials for our firm, since they are strictly prohibited. Please understand that we are required to delete such posts, since this is a regulatory requirement.