pruning/weeding your portfolio garden

a portfolio review

I’ve been doing a general review of my portfolio over the past few days.  It might not be a bad idea for you to do something similar–assuming that like me, you haven’t done something formal recently.

why now?

The “official” reason is that we’re more than a year–and a doubling in the S&P–away from the lows of last March.  A lot has changed since then.  Also, from trying to observe my own quirks over the years, I know that when I start to become too interested in the day-to-day movements in the actively managed part of my holdings (confusing brains and a bull market, as they say) stocks are at a near-term top.  I also think there’s a reasonable argument to be made that, entering year two of the bull market, we should take a more selective approach to active management than simply noting that the elevator is going up and making sure we’re on it.

I’m not advocating a change in overall strategy.  Recovery has barely begun, so it’s much too soon to think about becoming defensive, in my view.  But the investing landscape has changed a lot in the past twelve months.  I don’t think of this so much as spring cleaning, but rather pruning back the bushes and pulling out the weeds.

I’m looking at four things:

overall asset allocation

Suppose you think you should be holding 60% stocks and 40% fixed income, including cash.  (The traditional rule is that your stock allocation should be 100 minus your age–40% for a sixty-something–with the rest in bonds/cash.  This rule was made up before many people started living into their eighties and nineties, so I think it shortchanges stocks.  But that’s an issue for another day.)

Suppose also that you were too stunned to rebalance a year ago and were holding 50%/50% at the bottom.  If the fixed income half didn’t include a large chunk of junk bonds, which really have a lot of the risk characteristics of equities and arguably shouldn’t be counted as “safe” investments, you’re probably now holding 75% stocks and 25% bonds.

As a stock guy, I hate to say it, but that’s probably too big a deviation from your target asset allocation.  Rebalancing is in order.  You can console yourself with the thought that in the coming year the difference in returns between stocks and fixed income likely won’t be anything nearly as dramatic.

position sizes

It seems to me that any deviation from index funds in the stock portion of your holdings has to be large enough to make a meaningful difference to your wealth if you are correct, but not so large that it blows a huge hole in the bottom of the boat if you’re wrong.  For me, that translates into an individual stock or specialized mutual fund/ETF holding being at least 1% of the total but no more than 5%.

An aside:  Just as a fact of arithmetic, it’s hard for  a position that starts out as 2.5% of a portfolio to become a 5% position.  To get there, the stock/fund/ETF has to achieve the return on the portfolio plus 100%.  Unless the other 95% has been an unmitigated train wreck–and with mostly passive investments it shouldn’t be–this is a real feat.

Reaching, or exceeding, your maximum position size should mean automatic pruning.  In my case, I have a couple of stocks that I added to last March-April that I feel I have to cut back.

target prices

Not every stock is an AAPL, offering the possibility of above-average growth for a far as the eye can see.  Many companies, in contrast, are relatively mature.  Their profits rise and fall with the economy, and their stocks trade in predictable patterns relative to their prospects during a business cycle.  For such stocks, investors normally set target prices, at which they intend to sell the stock, before they buy.

A given issue may trade at, say, 10x peak earnings for the cycle, and may reach that level a year before the peak earnings period.  In that case, your plan is to forecast peak cycle earnings and sell the stock when it reaches the 10x price.

For each actively-managed position you have, it’s important to have a plan.  This is a good time for seeing where cyclical stocks you own stand vs. your selling target.

clunkers and small change

Every portfolio has its dirty secrets, the stocks your eye jumps over rather than take a good look at how it has performed.

There may also be positions that you started to build but never completed for one reason or another.  These ones are too small to make a positive contribution, so the only thing they can do is make trouble–sort of like weeds.

Entering year two of an up market, every stock has had its chance to show how it can perform.  If it hasn’t done what you’ve expected, there are two questions you should ask yourself:  do I still believe in this stock? and…is there something better I can do with the money?

For small positions, an investor should make them bigger or make them go away.  You may hold onto them for some other reason–just recognize that these may be indulgences to your vanity, not investments.

There can also be small positions that started out as big positions.  Everyone has them.  The investment calculation–where do we go from here?–doesn’t really change because of the stock’s cost basis.  The only way in which the analysis differs is making sure you use the value of the tax loss in a taxable account.

Summary

Look at your actual asset allocation vs. your target.  Prune back your large positions, as needed.  Pull out the inevitable weeds.



AAPL vs. ADBE: the latest move

AAPL and ADBE used to be friends…not so much anymore, though.

Flash and the iPad

When AAPL was outlining the features of the iPad, it said it would not support ADBE’s Flash application. (It doesn’t for the iPhone, either.)  Steve Jobs called Flash “buggy.”   AAPL strongly implied, if it didn’t state outright, that Flash was too antiquated to be permitted on a “magical” machine like the iPad.

This may well be true.  But I can’t help but notice that the ban on Flash forces iPad users to depend on AAPL for delivery of video content.  That, in turn, means that AAPL gets the chance to collect a transmission fees–either from the content provider or the user.  (Note, also, that there are no ports on the iPad to let you plug in a peripheral and import content that way.  Hmm.)

That’s the past, however.

the iPhone and Creative Suite 5

ADBE is just about to release a new version of its important product, Creative Suite.  One of its interesting new features is a kind of translation or porting gizmo that takes output created using Flash and reconfigures it so it works on other devices, including the iPhone and iPad.

The Wall Street Journal reports today that last week AAPL changed its rules for what can appear on the iPhone or iPad to ban content, like that coming from Creative Suite’s new gizmo, that isn’t originally written using AAPL-approved software–whether it works on AAPL devices or not.

Why would AAPL do this?  According to the WSJ, when it asked, AAPL replied that “Adobe’s Flash is closed and proprietary,” whereas AAPL (only) supports standard technologies.  Huh?

This is what I think

Let’s take it for granted that the standard that AAPL wants used, HTML5, is more advanced and produces a better image–and not just that the ATT mobile network and the AAPL device microprocessors/batteries aren’t big enough to handle Flash.  This is not at all clear to me, but let’s just say.

If I’m a smartphone app designer, the ADBE gizmo gives me a way to develop my product in Flash and port it over to the AAPL standard for free.  Three consequences:

–I’m going to develop in Flash and port over my product to any other platform I can,

–therefore, I’m not going to use any great new features of HTML5, and

–all smartphones are going to have identical products from me.

This would be a pro-GOOG result, since an Android phone would have access to any new app at the same time as the iPhone does.  It would also orient competition in smartphones away from unique features and toward price.

By refusing to allow this procedure, and in the absence of a gizmo to port content from HTML5 to Flash, the app developer has to choose–between AAPL, which has a ton of phones already in use, and Android, which doesn’t.  Not a hard decision.  The result?–the iPhone retains unique content and Android has that much farther to go to catch up.

The situation is the opposite for the iPad, since that device has just been launched.  Technical limitations of the iPad aside, you’d think AAPL should be encouraging developers to provide content.  Yes, but the iPhone represents half of AAPL’s profits, so any help to making the iPad more desirable is far outweighed by potential harm to the iPhone.

the outcome?

It’s not clear year.  Watch for a response from GOOG.

AAPL vs. GOOG: battle of the titans, and how they stack up financially

Cordial no more

For some time, previously good relations between AAPL and GOOG have been deteriorating, as each expands and reaches the fringes of the other’s core markets.  For example:

moves to date

–a couple of members of the boards of GOOG and AAPL have resigned from the latter’s director group, either because they felt awkward at having access to the trade secrets of both companies, or they were prompted by regulators to consider the potential conflict of interest more seriously than they had,

–GOOG has developed the Android operating system for smartphones, which it is supplying to competitors to the iPhone (which represents half AAPL’s profits).  It will soon launch the Google smartphone, which it is manufacturing and selling itself.

–GOOG is overseeing the manufacture of Android-based netbooks, which will debut in the second half of the year.  Though in a traditional laptop form factor, to my mind, they will compete against the iTouch and the iPad to a considerable degree.

–GOOG has also developed the linux-based Chrome operating system for PCs–which will drive its netbooks.  While this is aimed more directly at Windows, Chrome will also compete against AAPL’s Safari os.

the latest

AAPL has just announced that it intends to sell advertising on the iPhone that will appear in the apps that customers download.  The details, and a bunch of other AAPL stuff, are reported by Barron’s here.

who’s in better financial position for the upcoming conflict?

The answer is that they’re surprisingly evenly matched.  Here’s what I mean:

AAPL          GOOG

cash                     $24.8 bill     $24.5 bill

debt                        none              none

2010 earnings    $11 bill        $8 bill

2010 cash flow   $12 bill       $9.5 bill

growth over past 5 yrs

eps                         90%/yr        96%/yr

cash flow               73%             95%

investment implications

1.  In the early stages of any new market, participants generally ignore each and rush to stake out as much territory for themselves as possible.  The fact that former allies AAPL and GOOG are turning on one another implies they both perceive the best opportunities for growth now lie in taking market share from each other.  This means the market is maturing for both.

2.  Initial losers in this competition will be everybody else.  As the pace of the AAPL-GOOG rivalry picks up, so too will the pace of innovation.  Smaller rivals will likely be left behind in the dust.

3.  Expect slower growth rates from both GOOG and AAPL.

4.  The fact that both have huge financial resources and are of roughly equal size and earning power means there won’t be a clear winner for some time.

5.  No need to panic if you’re an AAPL or GOOG holder.  Year-to-date stock action suggests Wall Street has AAPL as a slight favorite over GOOG.  But the market is fickle.  And both stocks are trading at what I think are reasonably price earnings multiples–mid 20s–of anticipated 2010 earnings.  That’s not a high price for companies expected to be expanding at a 20%+ rate.

6.  Both stocks need to be monitored more carefully, though, to guard against the possibility that one or the other lands a knockout blow.


Net Neutrality: this week’s appeals court decision

the Comcast lawsuit

Three years ago, the Associated Press responded to consumer complaints by running tests that showed that Comcast was slowing down access to peer-to-peer file-sharing services like BitTorrent, which allows users to swap large files, like movies.  Comcast first denied doing anything, but later said it acted because a small number of users were hogging bandwidth and slowing down access speeds for everyone else.

The Federal Communications Commission ordered Comcast to stop this, under “net neutrality” principles it had laid down in 2005.  Comcast sued.  Earlier this week, an appeals court ruled that the FCC had no legal authority to issue the order.  So, barring another appeal, Comcast has won.

What is Net Neutrality?

First of all, one should note that the name itself is a very clever, highly political choice, sort of like the Patriot Act or the Employee Free Choice Act.  Just as no one wants to be seen as opposing free choice or patriotism, it seems unreasonable to be against neutrality.  So opponents are already on the defensive, no matter what the actual concepts are that lurk behind the names.

FCC statements on net neutrality say consumers are entitled to:

–access all lawful content

–run any applications or services

–connect to the internet with any legal, non-harmful device

–competition among service, application and content providers

–disclosure of operating principles by ISPs

–no discrimination by ISPs against any legal content or applications.

two observations

1.  This is all jockeying for economic advantage.

On the one side, cable and telephone companies have spent billions building out internet networks, with at least vague imaginings of being able to operate the kind of “walled gardens” that Apple’s iPod and iPhone now run, and AOL did in the Nineties.  They don’t want to be reduced to being “dumb pipe” conduits earning a minimal return for transporting very profitable applications run by others.   But they suffer from the weakness of any capital-intensive industry (think:  container shipping or cement plants) that their capital is already sunk in the ground and can’t easily be retrieved.  So they are almost by definition price takers.

On the other, content and application providers are radically dependent on ISPs to deliver their products to consumers.  They wonder (fear?) what would happen if an ISP owned a service that competed with theirs–like Comcast when it takes control of NBC Universal.  Would, say, competing news services find their offerings delivered at slower speed than NBC’s?  Would content/application providers that didn’t link up with Hulu find themselves shunted onto the local track while more NBC-friendly competitors stayed on the express rails?

You might say that an ISP would be foolish to do this, but outside the most densely populated areas, what recourse do consumers have?  There’s no competing internet service to switch to.

At this point, this is mostly in the realm of “what if?”.  Other than the BitTorrent instance, there’s scant evidence that ISPs are acting on what may well be their secret fantasies.

2.  Almost everything that has been said about Net Neutrality is couched in negative terms–what ISPs are not allowed to do.  The other side of the coin has been pretty much ignored.  ISPs are allowed to sell different classes of service, with minimum quality of service guarantees.  And wealthy service providers (think:  Google) can maintain cutting-edge server networks of their own to support their products.  They can also pay ISPs to colocate their equipment with the ISPs to increase service speed.

So neither side is exactly the powerless “victim” of the other that its proponents would like to portray it as.

investment implications

1.  The Roberts family, which controls Comcast, are very shrewd businessmen.  Their attempt a few years ago to acquire Disney and its current agreement to buy an interest in NBC Universal illustrate what they think of the future of the IPSs (i.e., dumb pipe).  In the BitTorrent case, they had two options:  slow down service or add capacity.  The second would mean capital spending that wouldn’t generate any more revenue.  Whether you think Comcast did the right thing or not, it’s an indicator of the maturity of the business if option #2 makes no economic sense.

2.  The wired broadband networks have by and large been built with private money.  This suggests they shouldn’t be regulated as public utilities.  Even if that were possible, and net neutrality thereby assured, I don’t think anyone wants that.  The next step, I think, would be taxation along the lines of telephone services, raising the cost of internet service for everyone.

In theory, tax increases would get parceled out among consumers, ISPs and content providers according to their economic power.  But no one really wants to find out what that allocation would be.  And everyone except the government is worse off.

3.  Content providers want security but they don’t want regulation.  What do they do?

a.  They attack the “walled garden” that Apple has established by providing/supporting the creation of equivalent devices at lower prices.  The Google phone, the Chrome netbook or the $100 iPad-equivalent that Marvell recently displayed are examples.

b.  They promote the proliferation of alternative ways of internet access–WiMax, municipal free internet services.  The more alternatives a consumer has, the less able any one ISP is to take content-unfriendly action.  Also, an ISP would certainly hesitate to take action if that meant that a whole town or county or some other political entity were affected.  Doing so would invite adverse political consequences.

4.  How to invest?

I suspect a value investor would have a field day rooting through the cable companies and the traditional media companies, since many have already acted on their belief that these firms are the ultimate losers in the internet revolution.

That’s not what I do, however.  I continue to think that the designers of new devices, and of the key components that go into them, are the best bet.

Is there a “lost generation” of marketers?

The Unilever marketing story:  the “lost generation”

The Financial Times of a couple of days ago had a report of its interview with Simon Clift, who is retiring as head of marketing for Unilever, one of the largest personal care products companies–as well as one of the largest advertisers–in the world, with a marketing budget of $7.2 billion.

In it, Mr. Clift makes a number of, to me, surprising observations, among them that:

–the people Unilever has running its global brands, aged 25-45, have very little knowledge of, or experience with the internet.  They don’t know how the consumers of Unilever’s products gather information or share views online.  As to social networking, they are “a lost generation.”  Armed with a lifetime of television advertising expertise, they continue to cling to the idea that a good commercial solves all problems.

Their subordinates aged under 25 know better because they have grown up using today’s communications media.  Their bosses do too, since they see how their kids behave.  But the guys actually steering the ship “built our business on brilliant use of television.  You can’t immediately change your competence.”  This seems kind of like saying you can lead a horse to water, but…  Is this good enough if you’re the boss and know better?

–Unilever’s brand managers’ counterparts at advertising agencies are apparently in the same bad shape.

–in contrast, public relations agencies “get” the internet and are leaders in effective use of social networking sites.

Can this be right?

For at least the past decade studies have shown that consumers who have grown up with traditional advertising know it well, but consider it distortive and don’t trust it. This might have been news at the end of the last century, but not today.

Again, for at least the past ten years, large advertising agencies have been buying public relations shops as fast as they can, both for the superior earnings growth profile of pr, as well as for the greater persuasiveness of public relations campaigns.  I presume that every ad agency Unilever works with has plenty of pr talent just itching to enter the fray on Unilever’s behalf.  But it seems the ad agencies haven’t offered and Unilever’s brand managers, despite their boss’s insistence, haven’t asked.

The head of marketing at Unilever says that he understands the company’s main communications problem and what the solution is, but that his subordinates are either incapable of doing what he wants, or have refused to do what he has told them.  If true, this really says something, not only about the boss, but about the corporate culture at Unilever as well.

maybe so

…speaking of which…When I entered the stock market in the late Seventies, I had an acquaintance who got his PhD in history just as the Baby Boom finished college and the bottom fell market for young professors.  So he got a job at a consulting firm, writing corporate histories.  The idea was by so doing to help client firms recapture the vigor that they once had.

For him, the pattern for successful companies was clear:

the founders were swashbuckling entrepreneurs.   Succeeding generations of managers became more concerned with preserving gains already made and the company would gradually ossify.  The current set would typically be bureaucrats, punching in at nine, out at five and doing little in between other than seeing to it that the status quo is not disturbed.

So I guess it’s possible that the FT article accurately portrays what’s going on in the consumer products industry.

investment implications

1.  The “lost generation” idea implies that, ten years in, there’s still a lot of scope for growth in internet advertising and for disappointment in traditional media, especially television.

2.  Bureaucratic inertia is a more difficult problem to handle than most investors realize.  GM, which turned a 40% share of the US car market into a bankruptcy filing in about thirty years, is the classic case in point.  The way I see it, successive managements decided they didn’t want to be the ones to be responsible for the down profit years (and consequent lower bonuses) that change would have implied.  And had they opted for change, they may well have been sabotaged by their own employees, who wouldn’t/couldn’t learn new skills.

To me, the case of a large, established company is the most difficult one to be persuaded by the value investor’s argument to buy, in the belief that assets are undervalued and that either management will change or the company will be taken over.

3.  Some investors argue that in an industry that’s behind the times, as the FT asserts the personal care products firms as a whole is, it’s okay to buy a competitor that may not be a great company but is at least better than its peers.  This is a variation on the argument that if your group is being chased by a hungry bear, you don’t need to be able to outrun it.  You just need to be able to run faster than one other group member.

My experience is that a situation like this always ends in tears.  I think that great companies routinely surprise on the upside; weak companies always find new and inventive ways to underperform.  And an industry with five weak competitors is a more attractive target for new entrants than one with only a few.  But then, I’m a growth stock investor.  A value investor would probably write the opposite.