Photo by DAVID ILIFF. Azimut Reaches an Agreement for the Acquisition of a 51% Stake in Augustum Opus
Azimut , Italy’s leading independent asset manager, reached an agreement with the partners of Augustum OPUS SIM (“A.O.”), an independent asset management company with headquarters in Milan and Perugia and AuM of just above € 800 million (USD 1.000 million)
On the basis of the agreement, Azimut will initially buy 51% of A.O. to be increased to 100% following the sixth year. The consideration paid for the 51% stake is € 10 million, and the remaining 49% will be determined on the basis of the profitability of the partnership throughout the period (ca. 10 times net profit: in between € 10-20 million).
A.O. is an asset management company specialised in individual portfolio and OICR, founded in 2009 by a group of independent portfolio managers with more than twenty years experience in the industry. With this transaction, Azimut enlarges its competencies in the individual portfolios and OICR, given the brilliant results and awards obtained by OICR products managed by A.O.
A.O. will continue to conserve within the group its autonomy in the management of client relationship and management of OICR, also throughout a special dedicated vehicle. A.O. thanks to the agreement with Azimut will increase its product range, innovation capabilities and competencies which will help to bring the Group at an international level in line with its natural evolution in the asset management field.
Capital Strategies Partners, firma especializada en intermediación de fondos de inversión, tiene un acuerdo con AZ Fund Management para distribuir sus productos en Latinoamérica.
Wikimedia CommonsFoto: mattbuck. Decalogue for world conquest
Emerging companies are standing up to the West in the global market. Until relatively recently, brands like Acer Electronics, Corona Beer, Emirates Airlines, Tata Motors and Concha y Toro wines were names unknown to the public.
In a new book, “The launch of the brand: How brands become global emerging”, Nirmalya Kumar and Jan-Benedict Steenkamp, discusses how emerging companies are learning how to position itself in the global market. In what may be termed the emerging consumer Decalogue, the authors set out eight steps.
The more traditional so far has been selling cheap products to gain market share and gradually raise the quality and prices. This is the strategy followed by Pearl River, a world leader in pianos, or appliance maker Haier, both Chinese companies.
A second alternative is to focus on business customers, then go to the final consumer. An example is Mahindra & Mahindra, the Indian company that began manufacturing tractors and now produces cars.
The third is to follow immigrants and sell their products in their host country, as did Goya Foods or Bollywood films in the United States. Or take advantage of tourism and local produce market once tourists return home. Corona beers or Mandarin Oriental hotels are two good examples.
Another strategy is to buy directly prestigious Western brands such as Tata Motors has made to acquire Jaguar Land Rover, or Lenovo IBM Thinkpads.
The authors point to other steps, such as the one followed by Brazil Havaianas, relying on the image of beach and fun, and the Chilean Concha y Toro in the country’s beauty, or institutional campaigns “country brand” as being launched India or Taiwan.
Emirates is a good example of how to achieve success by creating a brand image. The airline of Dubai has grown at double digits in recent years, making the country a center for business and tourism. One of the main components of the strategy of Robeco Consumer Trends emerging consumption both Western companies positioned in the developing countries as companies from these countries are making headway in the most advanced markets. Global brands enjoy much higher margins to local.
Wikimedia CommonsFoto: Alex Proimos . John Blau, nuevo presidente de Oppenheimer Asset Management
Oppenheimer Asset Management, a unit of Oppenheimer Holdings, is pleased to announce the appointment of John Blau as its President. He will be based out of our New York City headquarters.
Since Mr. Blau, 44, joined Oppenheimer in 1998, he has enjoyed wide-ranging success at the firm, first as a Financial Advisor, then as head of West Coast Asset Management Marketing. For the past two and a half years, he has served as co-head of Sales and Marketing for OAM. This very substantial experience has enabled him to develop a thorough knowledge of our Asset Management platform and a strong understanding of the needs of our clients as well as our Financial Advisors, with whom he enjoys excellent relationships.
“Oppenheimer Asset Management is well positioned to expand our leadership in providing investment advice and management to our clients,” said Mr. Blau. “I’m excited to have the opportunity to help shape our plans to achieve new levels of growth and share Oppenheimer’s expertise with our clients.”
“I have great confidence in John, and I look forward to working with him for many years,” said Albert G. Lowenthal, Chairman of the Board of Oppenheimer Holdings. “I have given him an ambitious mandate and believe that the diversity of our investment options and an improving investment climate will permit us to continue growing our managed account business while providing competitive returns on investments to our clients.”
Wikimedia CommonsKyleAndMelissa22. Incubadoras asiáticas de "startups"
As some of our readers may already know, Matthews Asia is headquartered in San Francisco and just north of Silicon Valley, home to some of the world’s largest technology corporations as well as a hotbed for tech startups. The rise of Silicon Valley has been bolstered by its connections to nearby Stanford University as well as to the emergence of the area’s venture capital industry on Sand Hill Road since the 1970s. This energy and entrepreneurial culture has helped create many innovative ventures that have disrupted traditional businesses.
In my conversations with government officials at various science parks throughout Asia, Silicon Valley is still the main reference for the creative environment they wish to build. Nations have tried to replicate its success by following a recipe that fosters partnerships between universities and industries. They have built science parks for specific industries near a research university and provided financial incentives for companies to relocate there. Today, according to UNESCO (the United Nations Educational, Scientific and Cultural Organization), there are more than 400 science parks worldwide. The U.S. tops the list with more than 150 parks, followed by Japan with 111. China, which began developing science parks in the mid-1980s, now has approximately 100.
Billions of dollars have been spent worldwide to build science parks but perhaps none can claim to have the same robust, unique and multi-faceted ecosystem that Silicon Valley has built. History has also shown that attempts to recreate the Silicon Valley phenomenon have met with little success. To be successful, I believe innovative firms need an ecosystem with their own local flavor. One of the critical ingredients to achieving this is the development of venture capital for earlier stages of enterprises, also known as incubators. Over the past decade, we have seen incubators sprouting up across Asia. More recently, in an interesting turn of events, many Silicon Valley incubators have been setting their sights on Asia as low-cost smartphones are creating a mobile generation in which many users are accessing the Internet for the first time through handsets rather than personal computers.
While the trend is exciting, it is too soon to assess the impact of these new ecosystems for startups. But over the long term, having a vibrant startup community is critical for the development of innovative sectors within Asia. If successful, this development may bode well for countries that are moving toward service-oriented economies as well as for Asia’s technology investors.
Jerry Shih, CFA is a Research Analyst at Matthews Asia
The views and information discussed represent opinion and an assessment of market conditions at a specific point in time that are subject to change. It should not be relied upon as a recommendation to buy and sell particular securities or markets in general. The subject matter contained herein has been derived from several sources believed to be reliable and accurate at the time of compilation. Matthews International Capital Management, LLC does not accept any liability for losses either direct or consequential caused by the use of this information. Investing in international and emerging markets may involve additional risks, such as social and political instability, market illiquidity, exchange-rate fluctuations, a high level of volatility and limited regulation. In addition, single-country funds may be subject to a higher degree of market risk than diversified funds because of concentration in a specific geographic location. Investing in small- and mid-size companies is more risky than investing in large companies, as they may be more volatile and less liquid than large companies. This document has not been reviewed or approved by any regulatory body.
Foto: Norbert Nagel . La industria de hedge funds podría asistir a una significativa actividad en la segunda mitad de año
Credit Suisse announce the results of its mid-year Hedge Fund Investor Survey, which polled 185 institutional investors on their current strategy appetite and allocation activity. This survey follows Credit Suisse’s Global Annual Investor survey published earlier this year.
Institutional investors responded that they intend to remain active, with 88% indicating that they plan to make additional allocations to hedge funds during the second half of this year. This indicates thatthe industry maysee continued significant levels of allocation activity in the second half of 2013.
In addition, respondents were asked to share their insights into whether they are planning to allocate, maintain or decrease allocations to various hedge fund strategies in the second half of this year. The top 3 strategies by net demand (percentage increasing allocation – percentage decreasing allocation) were:
All respondents: Long/Short Equity- Fundamental (57%), Event Driven (47%) and Global Macro (39%)
Americas: Long/Short Equity- Fundamental (58%), Event Driven (48%) and Global Macro (22%)
Asia: Long/Short Equity- Trading (50%), Long/Short Equity- Fundamental (40%) and Global Macro (40%)
EMEA: Long/Short Equity- Fundamental (57%), Global Macro (52%) and Event Driven (47%)
By comparison, in the annual CS global investor survey at the start of the year, the top three strategies were Long/Short Equity, Emerging Markets Equity and Event Driven.
When evaluated on a gross basis (straight percentage increasing allocation), respondents believed that Long/Short Equity- Fundamental strategies are likely to see the most gross allocation activity in the second half of this year, with 61% of global investors surveyed indicating that they plan to allocate, followed by Event Driven, with 51% planning to allocate. Conversely, investors indicated that Commodities funds are likely to see the most redemption activity over the next six months, with 32% indicating that they plan to lower their allocation to the strategy, followed by Emerging Markets Credit, with 29% planning to reduce their allocation.
“From this mid-year survey, it is clear that investors remain focused on long/short equity and event-driven strategies, particularly those involving fundamental approaches,” said Robert Leonard, Managing Director and Global Head of Capital Services at Credit Suisse. “We believe that some of this activity is being driven by the gradual rotation of capital from fixed-income markets into equities,” Leonard said. “Investors are also reacting to improving global markets and lower correlations by seeking those funds that can differentiate by their stock-picking abilities. Based upon these responses, wewould expect continued strong inflows to the industry during the second half of this year, as additional capital continues to come off the sidelines and into hedge funds.”
Foto: Peter Clayton . Sovereign Bank pasará a llamarse Santander Bank
Sovereign Bank, a wholly-owned subsidiary of Santander Holdings USA and one of the 25 largest retail banks in the United States by deposits, announced that it will begin to market itself under the Santander brand and legally change its name to Santander Bank, on October 17, 2013.
“October 17th will mark a unique occasion for our company. Under the Santander name, we will marry the local insights and relationships of a committed, community-focused bank with the breadth and expertise of a major global financial institution,” said Carlos Garcia, chief corporate affairs and communications officer at Sovereign Bank and Santander Holdings USA.
Sovereign Bank operates in Connecticut, Delaware, Maryland, Massachusetts, New Hampshire, New Jersey, New York, Pennsylvania and Rhode Island, serving 1.7 million retail and commercial clients. It has been a financially autonomous member of the Santander Group since 2009. While the Santander Group has had business operations in the United States for over 30 years, this change marks the first time it will operate as a federally chartered U.S. retail and commercial bank under the Santander brand.
With 102 million customers, over $72 billion in market capitalization and a 10.67% core capital ratio, the Santander Group is one of the world’s strongest financial institutions as well as being one of the most respected and recognized global financial brands. Santander Group’s subsidiaries do business under the unified Santander brand in the U.K., Germany, Brazil, Mexico, Chile, Argentina, Spain and Portugal.
In the four years since Sovereign Bank became part of the Santander Group, the Bank’s corporate headquarters were relocated to Boston, it substantially strengthened its capital and improved its asset quality, migrated multiple legacy systems to a single robust technology platform and became a full-fledged commercial bank by changing to a national bank charter.
Enhancements to Accompany Name Change
In addition to its name change, the Bank announced several enhancements to be rolled out between now and October 17th as part of a comprehensive $200+ million three year initiative. “Today’s announcement reflects our commitment to becoming the best bank we can possibly be for both our customers and for our team members,” said David Miree, managing director of the Bank’s retail network.
Wikimedia CommonsThomas Nast . Most Millionaires do not Consider Themselves Wealthy
Wealth is defined as being able to live one’s life with no financial constraints, rather than reaching a specific asset level, but investors feel that it would take at least USD 5 million to be considered wealthy, according to UBS Wealth Management Americas’ fourth UBS Investor Watch.
In addition, of those who have adult children, 80% are providing financial support for adult children, grandchildren or ageing parents. This support ranges from funding education (42%), sharing their home (18%), helping them borrow (20%) and paying for large purchases (18%).
A cash cushion of more than 20% goes beyond providing cash for emergency needs and seems to give investors permission to invest other assets more aggressively. This level of cash has been consistent for three years, despite significant equity market gains during that time.
The survey of high net worth (HNW) and affluent investors found that nearly 70% of investors with more than one million in investable assets do not consider themselves wealthy. Investors define wealth as having no financial constraints (50%), as opposed to never having to work again (10%) or being able to afford a luxurious lifestyle (9%). Investors feel that it would take at least USD 5 million in personal wealth for them to be considered wealthy.
While the ability to afford healthcare and long-term care remains the top personal concern (27%) for investors, their children’s and grandchildren’s financial situations rank second (20%), trumping the ability to afford retirement (14%) and the potential to outlive one’s assets (14%).
Investors continue to hold high levels of cash (23%), and with large cash holdings use them as a way to reduce their overall risk level. Investors find it important to have cash because they know they are extremely unlikely to lose it and generally find peace of mind in holding a lot of cash.
Banorte Managers and BMV in the "bell" at the BMV on Tuesday. “Banorte Does Well When Mexico is Doing Well”
On Tuesday, Guillermo Ortiz, chairman of the Board of Directors of Grupo Financiero Banorte, stressed Mexico’s position and the strength of its macroeconomic indicators, as well as the country’s ongoing reform process, while also stressing that the company is optimistic about Mexico’s performance in the short and medium term.
The executive was speaking after the bell-ringing ceremony to commemorate the Grupo Financiero Banorte’s stock tender offer on the Mexican Stock Exchange (BMV). Ortiz explained that IPOs in emerging markets, which are lower in Mexico than in other emerging markets, are the result of the global recovery “which will revert to normal” following “the distortions in the global economy” as a result of the ample liquidity available and consequent massive capital inflows into emerging markets.
Likewise, the executive pointed out Banorte’s confidence in Mexico in the short and medium term, which is evident in investors’ response to its placement. Meanwhile, Alejandro Valenzuela, Banorte CEO, commented that this is the beginning of an additional commitment to strengthen the financial industry. “Banorte does well when Mexico is doing well,” he said.
For his part, Luis Tellez, president of BMV, the world’s second fastest Stock Exchange after Switzerland, said that since 2005, they experienced an increase from 75,000 to over 8 million operations, and mentioned the financial reform, which according to Tellez “opens exciting possibilities for medium companies” before congratulating the group for the placement of “one of the most dynamic shares in the BMV”.
Banorte obtained about 2,540 million dollars from its July 16th placement, with an overall demand of 3.5 times the offer. Its resources will be channeled to acquire the 4.5% stake which IFC, the World Bank’s financial arm, has on the Mexican bank, to pay off a syndicated loan of $800 million arising from the purchase of Afore Bancomer, and to settle $ 778 million for the consolidation of 100% of the capital of Seguros Banorte Generali, and Banorte Generali Pensions.
CC-BY-SA-2.0, FlickrFoto: Medill DC. El mejor banquero central de la historia
According to a new survey by TradeKing Group, investors are split three ways on whether Chairman of the Federal Reserve Ben Bernanke should continue in his role past January 2014: just 30 percent say they prefer to see him stay, 34 percent say they’d like him to go, and 36 percent are undecided.
The in-house survey of 230 independent investors was conducted July 11-18, 2013 by TradeKing Group.
Weighing-in further on Mr. Bernanke’s tenure, some investors shared these opinions:
“He was responsible for the reaction and he should see it through till there is steady growth should the plan not work as advertised.”
“He’s out of bullets.”
“Although good for markets, Bernanke is…only concerned with re-inflating a bubble that will absolutely devastate the economy when it is burst.”
“I think some of his policies are politically motivated…but change in this area adds to instability.”
“The next one might be even worse.”
Bullish Sentiment Bounces Up from April
While not quite returning to the high of TradeKing’s January 2013 survey, “bullish” sentiment among investors surveyed increased five points over April, reaching 42 percent and pulling closer to matching “neutral” sentiment, which is 47 percent. Sixty-five percent of respondents said they believe the market will end up by 5-10 percent for the year. Slightly more investors share this opinion now than in April (65% in July vs. 60% in April).
It’s All About Interest Rates
Interest rates shot to the top of investors’ trading triggers, receiving 55 percent of responses, up 15 points since April. It was followed by quarterly earnings with 39 percent and U.S. housing at 31 percent of responses.
As to when they expect interest rates to increase, most investors indicated they expect to see meaningful increases within the next 18 months. Twenty-five percent are bracing for changes “in the second half of 2013,” 30 percent believe rates will hold steady until “the first half of 2014,” and 20 percent indicate rates won’t meaningfully rise until “the second half of 2014.”
In addition, when asked: “What do you think is more likely in 2014, inflation or deflation?” an overwhelming 75 percent chose inflation.
TradeKing Group consists of companies that provide online brokerage services, social communities for investors, investor education and more. Its subsidiary, TradeKing, is a nationally licensed online broker/dealer dedicated to empowering the independent, self- directed investor. The platform features powerful online equity, options, ETF, mutual fund and fixed-income trading tools accompanied by a rich set of news, research and analysis capabilities.
The equity risk premium, or ERP, can be defined as the return paid to equity investors in excess of the long-term risk-free rate. It is a key metric for investors looking to set portfolio return expectations and take strategic asset allocation decisions.
It also happens to be one of the most widely discussed issues in portfolio management, filling academic literature with lively debate on whether the ERP is positive, negative, or non- existent.
To complicate matters further, there are multiple ways to calculate the equity risk premium, and each methodology provides a different answer to the fundamental question: what level of excess returns should investors expect from their equity holdings in the future?
In this piece, AXA Investment Managers examines three ways to determine the equity risk premium (ERP), namely the ex- post ERP, the required ERP and the expected ERP, assessing their strengths and flaws.
That these approaches, which rely on different sets of measures, do not produce the same result should not come as a surprise. Yet, in a steady state environment it would be reasonable to expect these values to converge within a narrow range, if not on a single figure.
The average expected ERP over the past decade is roughly 3.5% for US equities as well as for other developed market equities, and 4% for emerging market equities.
The asset manager proposes a synthetic approach, reconciling the three measures by focusing on the long-term equilibrium.
An ERP of 3.5% is consistent with the decomposition of what a steady-state equity return should be.
