Wednesday, 7 December 2011

Sell bonds and buy equities? Maybe not

Sell bonds and buy equities? Maybe not
Written by Celine Tan of theedgemalaysia.com
Tuesday, 06 December 2011 09:40



KUALA LUMPUR: Which was the best asset class in the first three quarters of 2011?

Given the volatility on Bursa Malaysia’s Main Board, it may not be surprising that the local bond and money-market funds performed better than equity funds in the one-year period ended October 28 (see table), but still, the institutional investors were caught flat-footed.

“This [underperformance of equities] was not expected early in the year. But seeing how the Greek sovereign debt issue has remained unresolved and the situations that followed the US’ credit rating downgrade, the underperformance is not a surprise [now],” says Koh Huat Soon, chief investment officer of Pacific Mutual Fund Bhd.

Similarly, Azian Abu Bakar, executive director of Apex Investment Services Bhd, did not expect bond portfolios to outperform their equity counterparts until Bank Negara Malaysia (BNM) hiked interest rates and the macroeconomic situations in developed economies kept “turning turtle”. BNM hiked the overnight policy rate by 25 basis points to 3% in May.

Throughout the year, the local bourse’s performance was mainly news-driven. “The poor performance of equity funds was due to major sell-offs in 3Q2011, as investors sought refuge and shifted to safer assets such as bonds and money-market instruments,” says Yeoh Mei Kei, research analyst at Fundsupermart.com.

Koh says the local bond market benefited from foreign investments while Azian attributes demand for sukuk issued during the year. For both, the interest-rate hike in May was also a factor.

The equity funds’ performance was attributed to the bearish sentiment on the local equity market throughout the year, says Azian. “Generally, the performance of the banking sector affected conventional equity portfolios. Islamic equity portfolios were impacted by the doldrums in the plantation sector and, to some extent, the construction sector.”

What to do?
Everyone has heard of the old adage — what goes up must come down. “We advise investors — be they conservative or aggressive — to rebalance their portfolios from winning positions [bond and money-market funds] to losing positions [equity funds],” says Yeoh.

“This prevents investors’ portfolios from [suffering a] ‘style drift’, which means a divergence from the original investment objective or investment style. Also, it forces investors to be disciplined and to manage their emotions when investing.”

Koh suggests switching to European equities. “The eurozone had bought more time to resolve their crisis. This region managed to avoid a messy default in the near term. Since many equity funds are holding cash, the potential for short-term gains is there.”


But this move requires a stomach for risk and constant surveillance of the situation in Europe. Key risks — such as the success of austerity measures in countries such as Greece and inadequate amounts of bail-out funds — remain.


This means that conservative investors should hold on to their performing bonds and money-market funds as equities are likely to remain very volatile, given the uncertainly in the global economy. Institutional investors are also likely to take their time before acquiring equities.

“Most asset managers have implemented trading or benchmarking tactics. This conservative approach is taken in lieu of the global uncertainty,” says Azian.

Maybank assets under custody set to grow 20%


Wednesday December 7, 2011


KUALA LUMPUR: Malayan Banking Bhd (Maybank) expects its new eCustody service to grow assets under custody by 20% next year, from RM50bil at June 30 this year.
eCustody is an online module within Maybank’s enterprise cash management portal, Maybank2E.net.
Deputy president and head of global wholesale banking Abdul Farid Alias said that Maybank’s local and international assets under custody stood at RM37bil at June 30, 2010.
“Transaction banking services are a growing revenue driver for the Maybank group. In the financial year ended June 30, 2011, transaction banking revenue grew 9% (and) custody services recorded growth of 10% for the past five years.
Revenue driver: Wong (left) and Farid at the launch of eCustody, which is expected to increase Maybank’s custody services revenue by at least 20%.
“Now, we are expecting revenue from custody services to grow by at least 20% in the coming year with eCustody,” Farid said at the launch of eCustody.
He said Maybank had been putting up building blocks and that the new service provided the final link for the group to provide a complete, single platform for electronic transaction banking.
Farid said the bank currently had 126 custody clients and expected to convert 60% of them to the eCustody platform by end-2012.
He said Maybank already had a sizeable presence in trade finance with a market share, in terms of volume, of 24% and 30% in cash management.
Managing director (transaction banking, global wholesale banking) John Wong explained that eCustody was already iPad-enabled and that the next phase would be introduced in March for BlackBerry and Android-based devices.
Wong assured that eCustody was a secure system, saying it required dual authentication whereby a client would be given a “token” that generates a password on top of his password.
He said eCustody would be one of the enablers for Maybank to take its electronic transaction banking platform regional. The system, Wong said, had gone live in Cambodia and was being planned for roll-out in Indonesia and Singapore next year.
He said Indonesia would be enabled with eCustody by June 2012, followed by Singapore and subsequently Greater China to cater to key Asean market.
Farid said owing to the bank’s extensive network in the region, it saw an opportunity to extend its electronic transaction banking services regionally. “This will incorporate not only custody services but also cash management and trade finance via a single platform.”

Small investment banks must shape up to survive


Wednesday December 7, 2011

Plain Speaking - By Yap Leng Kuen

THE rush by banking groups to expand into investment banking (IB) business has somewhat put the smaller IB outfits into a spot.
What is going to happen to them once all the big boys have gotten their IB act together? Will they be swallowed or is there still a place and role for them?
One important role the smaller IBs can play is that of independent financial advisor (IFA). Many banking groups that already lend to their customers seeking IB services may not be able to undertake the role of IFA.
That is where smaller but credible IB houses can play a significant role.
Following the proposed merger between RHB Capital and OSK Holdings Bhd, a lot of attention has been given to the fate of the next largest standalone IBs, which are K&N Kenanga Holdings Bhd and Hwang DBS Investment Bank.
K&N Kenanga was in the news, with reports speculating that it was looking to buy the IB business of the ECM Libra financial group.
While nothing conclusive has come out of it, that piece of market talk was enough to fuel further curiosity over K&N Kenanga's plans. Meanwhile, Hwang DBS is keeping very quiet over its plans amidst these recent developments.
While they may be focused on being niche players, these smaller IBs may have to be content with getting smaller deals or just end up as partners with the bigger IBs in major transactions.
A bigger bank-backed group will have the balance sheet to undertake larger transactions. One notable case is the Maybank/Kim Eng partnership that will enable Kim Eng to expand the regional IB business via more investments from Maybank and also to undertake bigger transactions based on the balance sheet and customer base that Maybank has regionally.
Kim Eng is already a successful regional player in six out of 10 Asean countries with international presence in Hong Kong, New York and London. It made a pre-tax profit of S$128.9mil for the year from June 2010 to July 2011. But it recognises the forces of globalisation and the need for further strength in times of crisis.
That does not mean the smaller IBs cannot survive the onslaught of liberalisation and tough times.
They will have to work harder to maintain their strong reputation, client network and marketing skills. While shaping up, they may make themselves beautiful enough to attract some good suitors.
In the case of Kim Eng, it had to be attractive enough to get a big buyer like Maybank that paid a whopping S$1.79bil or 1.9 times book value for the Singapore-based IB that has the top brokerage position in Thailand.
When the CIMB investment banking group bought GK Goh for S$239.14mil back in 2005, it paid 1.3 times book value.
As the offers go higher and supply gets scarce, there is a chance for the smaller but good IBs to fetch a favourable exit price.
Thus lie the challenges for these IBs amidst interesting times.

  • Associate editor Yap Leng Kuen thinks that ideally, there should be a place in the sun for everyone.














  • http://biz.thestar.com.my/news/story.asp?file=/2011/12/7/business/10045706&sec=business



  • Mixed views on private retirement scheme in Malaysia


    Wednesday December 7, 2011

    By TEE LIN SAY 

    linsay@thestar.com.my

    PETALING JAYA: Fund managers are mixed on the feasibility of setting up a private retirement scheme (PRS), as they need to know how it is governed and how different it is from a typical unit trust.
    On Monday, the Securities Commission (SC) finalised the eligibility requirements for PRS providers. The recent enactment of the Capital Markets and Services Amendment Act 2011 provides the regulatory framework for a PRS industry, including empowering the SC to approve the providers.
    MCIS Zurich Insurance Bhd fixed income head Michael Chang said that as the PRS initiative was relatively new and complemented existing social security funds, there were a number of questions that would be raised by potential investors.
    “If it is not mandatory, how would these funds have decent investable sizes? How would one PRS be different from another? Size of an investment fund matters as you are able to reduce the investment costs for the benefit of investors,” Chang said.
    He added that PRS providers would have to offer more compelling retirement returns than the mandatory ones. Also, it has to be attractive enough, more so than an insurance fund.
    “An insurance fund does both: provides protection and savings. Retirement funds then have to ensure the returns generated at retirement are sufficiently available to the retiree for a comfortable living,” he said.
    Chang pointed out that most investors these days could already asset-allocate on their own via unit trust funds or private banking expertise.
    “So the selling point has to be more convincing. I mean we are relying on the asset allocation of PRS providers, hoping what they do gives you a reasonable return upon retirement.” he said.
    Fortress Capital Asset Management (M) Sdn Bhd chief executive officer Thomas Yong feels that the move was healthy and in line with international practices.
    “As people become more financially sophisticated, there is no reason to limit what they want to invest in. It is always good to have different providers.
    “Instead of letting someone dictate how much dividends you get per annum, now you can decide on your own,” said Yong.
    Yong feels that there will be many that would want to provide these services.
    According to the SC, a select number of suitably qualified and experienced providers with the required expertise in pension or retail fund management would be approved to offer PRS schemes with an appropriate range of dedicated retirement funds catering to different investment and risk profiles.
    Applicants will be assessed on their financial standing and organisational capabilities, including meeting relevant capital requirements, internal controls and risk management practices.

    Keeping it in family breeds billionaires


    Matt Wade
    December 6, 2011

    Samsung ... identified as Asia's biggest family business.
    Samsung ... identified as Asia's biggest family business. Photo: Reuters
    It must be tough keeping tally of billionaires in China.
    The Hurun magazine, which ranks China's wealthy, counted 271 US dollar billionaires in this year's rich list, more than double last year's total. Liang Wengen, a 55-year-old construction equipment magnate from Hunan, topped the rankings with an estimated fortune of $US11 billion. At this rate it won't be long before China surpasses America's billionaire count of about 400.
    India lags China in billionaire numbers - 57 according the latest rich list published by Forbes - but it boasts more tycoons in the world's top 100. India-born businessmen fill seven places on that list compared with just one from China - the internet entrepreneur Robin Li, who came in at number 95. India even had two citizens in the Forbes top 10 - the London-based steel magnate Lakshmi Mittal and industrialist Mukesh Ambani, owner of the world's most expensive house.
    Asia's bulging cohort of billionaires is one indicator of the region's growing economic might - it now has more billionaires than Europe.
    But another factor is the success of Asia's big family-owned companies. Credit Suisse studied more than 3500 listed family-controlled firms with market capitalisations of more than $50 million in 10 major Asian economies and found they made up about half of all listed companies.
    The total market capitalisation of the family firms studied was equal to 34 per cent of Asia's total nominal gross domestic product.
    The biggest family business identified in the study was South Korea's Samsung, which accounted for 10.3 per cent of the country's market capitalisation. Second was Mukesh Ambani's conglomerate Reliance.
    The researchers concluded family businesses "are the backbone of the Asian economies". They found listed family firms outperformed local benchmarks in seven of the 10 countries studied and that total market capitalisation of Asian family businesses expanded about six-fold between 2000 and 2010.
    Asia's big family companies have some common traits. Many are large conglomerates like India's Tata Sons, which controls more than 100 companies across a host of sectors including steel, vehicles, telecoms, beverages and IT.
    Credit Suisse said Asia's family businesses avoided high-risk investment strategies and favoured borrowing from banks rather than issuing corporate bonds.
    Many management decisions were also underpinned by "Asian values", especially the tradition of passing on leadership to heirs.
    But the study also identified some significant differences.
    In the Philippines family businesses accounted for 83 per cent of total market capitalisation compared with just 11 per cent in China, where state-owned enterprises dominate the economy.
    In India family firms with market capitalisation of more than $50 million made up 67 per cent of listed companies, the highest proportion in Asia. China had just 13 per cent.
    Tax payments underscore the influence of big family businesses in India. They contribute about 40 per cent of corporate tax and 18 per cent of all tax revenue collected.
    The Godrej Group is typical of many family-owned conglomerates in India. Its core business is consumer products, especially whitegoods, but it also has an array of spin-off businesses including engineering, agribusiness and a fast-growing property development business. The chairman, Adi Godrej (net worth nearly $US7 billion), says big family conglomerates make sense in a country like India.
    "It creates financial stability and the opportunity to introduce the best business management practices," he told me in a recent interview. "We have married best practice with very focused companies within a group that is able to add a lot of value in a developing country."
    Will Asia's dynasties be able to maintain their clout?
    The complexity of international finance means they are relying increasingly on professional managers. Inheritance is difficult to manage and many big family firms struggle with succession.
    The influence of family-controlled businesses is likely to fade eventually. But they will produce plenty more billionaires in the meantime.


    Read more: http://www.smh.com.au/business/keeping-it-in-family-breeds-billionaires-20111205-1ofem.html#ixzz1fl5ATTRE

    Comparing equity yields with term deposits is lazy


    Marcus Padley
    December 3, 2011

    I have been getting a little bit irritated by the constant comparisons between the yield on equities and the yield on a bond or term deposit.
    The argument goes that equity yields are now higher than bond yields and also higher than term deposits, so you should switch.
    But the truth is that a comparison of the returns on term deposits or bonds with equity yields is simply lazy and ridiculous and reckless, because it misses the point about why people are in term deposits in the first place.
    Let me explain by taking a well-known income stock - the National Australia Bank, one of the highest-yielding and safest blue-chip stocks in the market. The yield on the NAB is 7.5 per cent - 10.7 per cent including franking. That, everyone will tell you, is cheap and the argument is that all you mugs holding term deposits earning just 5.5 per cent are idiots because you get a whole extra 2.2 per cent in the NAB or 5.2 per cent including franking.
    Fair enough, until you consider this exercise.
    Get a chart up of the NAB over the last year (one year will do). Now mark off the peaks and troughs since January and calculate how many and how big the variations have been. You will find that the NAB has had 10 fluctuations. Five rallies and five falls.
    The size of the rallies has been +12.8 per cent, +17.8 per cent, +8.3 per cent, +23.2 per cent and +26.9 per cent. The falls have been -9.8 per cent, -15.3 per cent, -23.9 per cent, -13.5 per cent and -18.7 per cent and if we picked a smaller-income stock or took NAB out over a longer period, it would be even more dramatic.
    Now tell me after 10 moves of more than 7.5 per cent in just a year that I should be worrying about the 7.5 per cent yield on the NAB. Now tell me, amid that volatility and instability, that I should mention the yield on the NAB and the yield on a risk-free term deposit or bond in the same breath. Now tell me the prudence behind selling my term deposit and buying the NAB.
    The NAB and almost all other income stocks in the current market, are not stable low-risk investments; they are volatile trading stocks and the message is clear and let's make it clearer, once and for all. You cannot compare the yield on an equity to the yield on a bond because one includes no risk of a capital loss (no risk of a gain either) and the other contains a currently huge perceived risk of a capital loss (or gain).
    Promoting income stocks because they yield more than a bond is ignoring that extra risk and misunderstanding why people are now in bonds and term deposits. They are there because they don't want to lose any more money. Because they don't want volatility.
    The only way to compare equities to bonds or equities to term deposits is if the equities came with a price guarantee, which they don't, or if you compare risk-free yields with the expected total return from equities, which includes the extra volatility and risk and not just the dividends.
    In the current market, equities are nothing like a bond or term deposit because share-price risk is dominating the investment decision not the yield. Do you really think people are in term deposits to make 5.5 per cent? No, they are in term deposits to avoid losing money. The focus is on the risk not the return. Risk rules.
    But it's not all gloom. The good news is that this is not a normal state of affairs. The sharemarket is supposed to be about opportunity not risk and the fact that risk is so in focus means the opportunity side of the equation is being ignored.
    Also, risk can change very quickly. Ahead of the last European Union summit the market jumped 11 per cent in four days on lower perceived equity risk. The banks jumped 19.2 per cent. If the GFC doesn't reignite, the focus is going to very rapidly swing back to yields and price-to-earnings (PE) ratios. If the GFC is behind us, how long do you think the NAB is going to trade on a 10.7 per cent yield and the market on a PE of 10.7 times against a long-term average of 14 times?
    Not long. In which case the game now is not debating the marginal merits of term deposits versus equities but waiting for a chink of light in the outlook for risk, because that is all that matters and because when it appears, the herd is going to smash down the door to get to those yields and PEs.
    At the moment they don't believe in them. Your job is to be on the ball on the day they do.
    Marcus Padley is a stockbroker with Patersons Securities and the author of sharemarket newsletter Marcus Today. His views do not necessarily reflect those of Patersons.


    Read more: http://www.smh.com.au/money/investing/comparing-equity-yields-with-term-deposits-is-lazy-20111202-1oakh.html#ixzz1flIYoklV

    It's actually growth that determines value. You can't encapsulate the inherent value of a business in a P/E ratio.

    Some of the market's biggest winners were trading at prices above 30 times earnings before they made their move.

    A stock with a P/E below 10 may be a better deal than another trading at a P/E above 20. But then again it might not. 

    The point is, when you become a part owner in a company, you have a claim not just on today's earnings, but all future profits as well. The faster the company is growing, the more that future cash flow stream is worth to shareholders.

    That's why Warren Buffett likes to say that "growth and value are joined at the hip."

    You can't encapsulate the inherent value of a business in a P/E ratio.  It's actually growth that determines value.  

    The PEG ratio is used to evaluate a stock's valuation while taking into account earnings growth. A rule of thumb is that a PEG of 1.0 indicates fair value, less than 1.0 indicates the stock is undervalued, and more than 1.0 indicates it's overvalued.  Here's how it works:

    If Stock ABC is trading with a P/E ratio of 25, a value investor might deem it "expensive." But if its earnings growth rate is projected to be 30%, its PEG ratio would be 25 / 30 PEG.83. The PEG ratio says that Stock ABC is undervalued relative to its growth potential.

    It is important to realize that relying on one metric alone will almost never give you an accurate measure of value. Being able to use and interprete a number of measures will give you a better idea of the whole picture when evaluating a stock's performance and potential. 


    Why We Look at the PEG Ratio

    One of the more popular ratios stock analysts look at is the P/E, or price to earnings, ratio. The drawback to a P/E ratio is that it does not account for growth. A low P/E may seem like a positive sign for the stock, but if the company is not growing, its stock's value is also not likely to rise. The PEG ratio solves this problem by including a growth factor into its calculation. PEG is calculated by dividing the stock's P/E ratio by its expected 12 month growth rate. 

    How to Score the PEG Ratio
    Pass—Give the PEG Ratio a passing score if its value is less than 1.0.
    Fail—Give the PEG Ratio a failing score if its value is greater than 1.0.


    Tuesday, 6 December 2011

    Millionaire club: wealth creation tips that work

    David Wilson
    December 6, 2011 - 10:47AM
    Eddie Machaalani.
    Eddie Machaalani regularly lists “short-term, high-level goals” on a paper sticky note.
    Australia has been called the Switzerland of the south. In its Global Wealth Report released this October, Credit Suisse ranked Australians the world's second-richest people, behind the Swiss.
    What are you worth? If you feel poor compared to some small business owners you know, here's some rigorous advice on building your wealth.
    Two relentlessly self-improving millionaire entrepreneurs reveal the habits that fuel their success.
    Tech titan
    Eddie Machaalani, 32, is the co-founder of Surry Hills-basedBigCommerce.com: an e-commerce platform that powers more than 20,000 online stores around the world.
    One of Machaalani's key success habits is simple. He routinely lists “short-term, high-level goals” on a paper sticky note he applies to his laptop. He recently used the goal-reinforcement technique in hiring three vital workers - his chief financial officer, chief marketing officer and “vice-president of support”.
    “Every time I open my laptop, it makes sure I'm focused on the one most important thing I can do today, this week and this month,” he says.
    Besides documenting his goals, he practises all kinds of informal study habits that help him “expand his thinking and learn juicy titbits of information”.
    He constantly reads books, listens to audio books and watches DVDs: all on the subject of successful entrepreneurs. One of his favourite television shows is the American-made CNBCTitans, which features entrepreneurs including late Apple boss Steve Jobs and management guru Jack Welch.
    Machaalani absorbs all the information wherever he happens to be: in the car bound for work, on the treadmill, and on the exercise bike.
    Some of his oomph comes from his love-hate relationship with coffee.
    “It makes me super-productive but also knocks my energy levels by the end of the day,” he says. “Thirty minutes on the treadmill in the morning makes me three times more productive and keeps me in a more positive mood all day, without the energy collapse,” he adds.
    Trowel power
    In contrast to e-commerce wiz Machaalani, Rohan Simmons, 40, works in a gritty field, running the Melbourne plastering firmSouth City Plaster. Simmons's yearly turnover is $3.5 million. His success is embedded in his adherence to a range of rituals.
    For a start, Simmons (pictured below) has been seeing a business coach weekly for the past six-and-a-half years. The coaching sessions have taught him to set short-term and long-term goals. He looks up to five years ahead and ensures every step he takes keys into his company's vision, he says.
    Another of his productive habits is attending neurolinguistic programming (NLP) seminars run by the coaching group Life Beyond Limits, devoted to overcoming stifling beliefs. According to the website, every excuse for lacking wealth is a “finite belief” that can be changed.
    Simmons further enriches his future through attending financial mastery seminars run by the business advice firmActionCOACH].
    He also reads and listens to business books including Think and Grow Rich by Napoleon Hill, Hour of Power by Tony Robbins and Blue Ocean Strategy – a look at how to stand out from the pack.
    The impact of the informal schooling has been “huge”, he says.
    “With education comes confidence - and if you are confident you can make decisions based on knowledge not guesswork,” he says.
    No longer does he engage in “self-sabotage”, he adds, explaining that, before he wised up, he worried that hiring new teams would cause more stress. Now, he reckons that hiring staff fuels profit.
    So too do his key performance indicators. Think set task completion times, sales targets and conversion rates. Daily, his production team presents him with performance graphs.
    The overriding habit that pulls the picture together is consistency. A consistent performance from a small business owner ensures a consistent team performance, he says.