300x250 AD TOP

Powered by Blogger.

Tuesday, 4 November 2014

Tagged under:

What it is to work in investment banking, by a director at Deutsche Bank

Xanyar Kamangar talks about how to become an investment banker

Xanyar Kamangar talks about how to become an investment banker



Xanyar Kamangar, a director in the Technology, Media & Telecom (TMT) team at Deutsche Bank in London. 

Can you tell us how you became an investment banker?

I joined Deutsche Bank in 2007 after studying an MBA at London Business School. My background is pretty different to most MBAs who go into banking though. Before I went back to school, I was running a computer telephony company with 30 members of staff. I went from a start-up into an investment bank.

Plenty of people in banking would love to run a start-up. What made you decide to drop the start-up for banking?

I guess I’d reached the limit of where the company could go. I was 26 and I started wondering whether the company could give me the life I wanted. I studied an MBA to help broaden my perspective and then applied to McKinsey & Co., Deutsche Bank and Google.  I got offers from all three and decided to go for Deutsche. I wanted to learn about the world of finance and Deutsche didn’t come across as a typical corporate bureaucracy. Even on my internship I was able to run with a business idea I came up with.

Can you say what your job in the investment banking division (IBD) involves?

There are three pillars to our work.

We start by strategizing with our clients – What do they want to achieve? How is their industry developing, what are competitors doing, are they positioned in the way that they want to be? What kind of mergers and acquisitions or financing strategy do they want to adopt?

When we’ve helped our clients solidify a strategy, we look at how they can execute that. Do they need to buy or sell a company, for example? Is there a merger that could transform their business? We will support our clients with all the processes and resources necessary to execute a deal.

Finally, we help with financing. In order to do the deal, does the company need to raise money through the equity or bond markets? Does it need a syndicated loan? We can help the company to raise the capital that would allow them to implement their strategy or make the deal happen.

In many cases, these functions happen at the same time – and often relate to different deals.  For example, two years into my banking career, I found myself working on three live deals at once – one for a technology company that was selling one of its businesses, another for a private equity firm in the telecoms sector and the third for a very large Turkish telecom company which was preparing an initial public offering (IPO) and listing on the stock exchange for the first time.

So you don’t just work on M&A mandates? – You work across products: M&A, debt capital markets (DCM) and equity capital markets (ECM)?

Yes – although it depends upon the bank. Deutsche doesn’t have pure M&A teams. Instead, we’re aligned on an industry basis. Our clients are very sophisticated and I believe it’s necessary that the M&A advice you’re providing is coupled with detailed knowledge of your client’s industry.

What’s the best thing about working in M&A? 

For me, it’s the adrenaline and excitement of working on a few projects at the same time. Sometimes I’ll be working on three deals, sometimes I’ll be working on as many as five. I’ve worked on deals in the Caribbean, the US, Western Europe, Eastern Europe, the Middle East, Sub-Saharan Africa and parts of Asia. You get the opportunity and freedom to work across geographies on deals that you find interesting and exciting.

I also find it very rewarding when I’m asked for advice by my clients and I see them acting upon that. When I was just a third year associate I was in charge of executing an IPO. We did the book building, but at the end of the process the book wasn’t as strong as we wanted it to be. – The founder of the company – an entrepreneur, was forced to make a tough decision – to go to market with a relatively weak investor base, or to postpone the float. He asked for my advice and I suggested that every entrepreneur has to make difficult choices and that this was one of them – ultimately, I said it made more sense to wait until he had a strong set of investors. The next day he was interviewed by the FT and he used precisely those words to justify his decision to postpone the float.

And what’s the worst? 

The hours can be an issue. It’s tough when you’re working on five different projects, each of which is time-critical. You have periods when you’re very busy. However, you also have periods when you’re not so busy. It comes in pulses – unfortunately you can’t control them.

The good news is that what’s important in IBD at Deutsche Bank is getting the job done. If you’ve done the job and you’re not on a live project, then by all means you can take proper time off. People are very self-regulating. They work hard, but they do get breaks.

What’s the most challenging thing you’ve had to do (at work) this week? 

Well… I was in Miami for two days last week and during the nine hour flight back, I was running the latter stages of a live deal. It was very challenging, but the WiFi on the plane allowed me to stay connected and to keep communicating with my team throughout.

Which three things about your character make you suited to working in IBD?

This depends upon who you ask, but I’d say it really helps if you can build trusting relationships with your clients and colleagues.

You also need to be very detail oriented – a lot of what we do relies upon the details of both process and analysis. In a lot of jobs it doesn’t matter if the details aren’t perfect, but here if the details aren’t right it can jeopardise an entire deal.

At the same time, however, you need to be able to step back and look at the bigger picture. Some people get bogged down in the details and forget why the whole analysis is happening. You can have a presentation full of impeccable tables, but if the client can’t understand it and draw some conclusions, it’s useless.

And then you need to work well under pressure. You need to be able to juggle multiple projects at one time. I don’t drink coffee and I don’t get tired; I’ve always been like this! I’m always reading about the industry; I’m genuinely passionate about TMT.

What should every student who wants to work in M&A know before they step into an interview? 

I’m the school champion for London Business School and I interview a lot of MBAs. The first thing I always want to know is whether candidates really understand what we do. They shouldn’t get their picture from reading an exciting story in the FT or Barbarians at the Gate – I want to know that they have a realistic picture of what working in IBD is really about.  You don’t need to have advanced finance skills, but you do need to know exactly what people in finance do.

What’s your favourite (graduate) interview question?

I don’t go for technical questions. I like to ask people to tell me about a time in their career when they stepped up to face a challenge or to do something extraordinary which they are proud of.

And what’s your favourite answer? 

I love stories and so I love it when someone comes along with a genuine story which shows their passion and how they tackled a challenge and had a positive effect on the world. I can see that they will have the same passion for future career challenges. I want to see the passion shining through!

Tagged under:

10 Indian Conspiracy Theories That Will Leave You Scratching Your Head In Amazement

Conspiracy theories are not a product of the Twitter age. They have been around since the beginning of time. Most of them are so ridiculous that all you can do is laugh. Here are a few related to India that will leave you zapped! Take a look.

1. Gandhiji could've stopped Bhagat Singh's execution?

Bhagat Singh

revivaloftrueindia

Many conspiracy theorists believe that the Mahatma could've used his influence to stop Bhagat Singh's execution. But he chose not to intervene because Singh's violent methods were a direct challenge to his ideology.

2. Lal Bahadur Shastri was poisoned?

Lal Bahadur Shashtri

updatesnation.com

While we all know that Lal Bahadur Shastri died in Russia due to a heart attack, some theorists actually believe that he was poisoned. They point out that no post-mortem was carried out. Also the flask that he drank water from never came back to India. Recently someone filed an RTI asking for his death certificate, but the government of India turned down the request.

3. CIA's role in Homi Bhabha's death in a plane crash?

Homi Bhabha

iter.org

The father of India's nuclear program died in a plane crash in 1966. Conspiracy theorists attribute his death to the CIA, claiming that they wanted to put an end to India's Nuclear Program which pretty much happened after his death.

4. Subhash Chandra Bose didn't die in a plane crash?

Subhash Chandra Bose

tutormantra.blogspot.com

Subhash Chandra Bose's death has several conspiracy theories around it. One suggests that he actually didn't die in the air crash and lived as a holy man under the name of Gumnami Baba until he died in 1985. Another theory claims that he lived in Russia as a war criminal and died there.

5. UFO base in India?

UFO India

beforeitnews.com

UFO theories are probably one of the most talked about. Some people say that India's Area 51- Konka La Pass in J&K actually incorporates a UFO base. Locals of both India and China claim to have seen UFOs. However, authorities have burst this bubble, claiming that these "UFOs" are nothing but Chinese gaslights.

6. 2004 tsunami triggered by a dormant World War II nuclear bomb?

2004 Tsunami

biografieonline.it

Conspiracy theorists claim that the 2004 Tsunami that hit the Indian Ocean was triggered by an underwater nuclear explosion of a bomb that had remained dormant since world war II. Now you've clearly got to be smoking something good to think this one up!

7. We have a secret society started by Emperor Ashoka that still exists today?

unknown men

theunexplainedmysteries.com

Move over Dan Brown, cos we have our very own Priory of Sion! So the story goes that Emperor Asoka had developed a secret society around 270 B.C. This society had nine men, who guarded nine books that needed to be preserved for the safety of human society. These books were based on warfare, sociology, communication, alchemy, death, microbiology, light, gravity and cosmology.

8. Taj Mahal or Shiva temple?

Taj Mahal

wikimedia.com

We have been taught in our history books that Shah Jahan built the Taj Mahal in the memory of his beloved Mumtaz. Well, some folks have a different theory. Allegedly, carbon dating of Taj samples taken by a certain Prof. Marvin Miller suggests that the Taj Mahal was built 300 years before Shahjahan and could have originally been a temple for Lord Shiva.

9. Adam's Bridge built by Hanuman? 

Adams Bridge

wikimedia

Adam's Bridge connects India and Sri Lanka, and is a string of sandstones and shells. Some records suggest that this could be the same bridge that Hanuman built for Lord Rama in the epic Ramayana. Though most people believe this to be a myth.

10. India still a British colony?

Queen Of England

businessinsider.com

Even though India became independent in 1947, it was part of the commonwealth of nations, suggesting that the Queen of England still exerted influence over it. The Queen also allegedly can travel without visa to any Commonwealth nation. This conspiracy theory gained strength when Queen Elizabeth II visited India in 1997 without a visa.

Monday, 3 November 2014

Tagged under:

Forget FMCG, Banks...E-tailers are the new favourites in campus

E-tailors such as Flipkart, Snapdeal and Amazon have emerged as the new favourites among thousands of engineering and B-Schools graduates looking for their first placement, a survey by industry body Assocham has found.
More than 71 per cent of respondents in the survey, carried among 500 students from various campuses including the prestigious Indian Institute of Managements (IIMs), showed an inclination towards the fast-growing e-commerce sector as compared to traditional sectors such as FMCG, telecom and real estate.
The shift towards the e-commerce sector shouldn't come as a surprise. Companies such as Flipkart and Snapdeal, flush with new funding and on a high on the back of record sales, are offering between Rs. 10 lakh to 25 lakh in annual salaries to 20-somethings passing out of engineering and MBA colleges, the survey has found.
That's miles ahead from competition, which is still stuck in a pay bracket of Rs. 4 lakh to Rs. 7 lakh on an average, Assocham says.
This year, salaries offered by e-tailors are on an average 15-45 per cent higher as compared to last year, the survey notes. Assocham secretary general DS Rawat says e-tailors have hired 65 per cent more freshers this season as compared to last year.
Assocham expects India's e-commerce sector to add 5 lakh to 8 lakh new jobs in three to five years.
These companies have also gone big on hiring interns for summer placements. According to media reports, companies such as Snapdeal have offered stipends of more than Rs. 50,000 per month for summer interns.
Factors driving the hiring boom:
Assocham says the e-commerce industry has experienced unprecedented growth with its total revenue increasing over 60 times between 2010 and 2014. Consulting firm Technopak estimates the size of the domestic e-tailing industry to soar from current $2.3 billion to $32 billion by 2020.
The spectacular growth over the years and future potential has attracted huge investments in the e-commerce sector. Snapdeal, India's third biggest e-tailor founded four years ago has raised about $1 billion this calendar year alone. Its bigger rival Flipkart became the first internet company to raise $1 billion this July.
Analysts say fresh funding will help these e-tailors expand quickly in a country with the world's third-largest internet user base, but relatively underdeveloped e-commerce.
Tagged under:

How Infosys bonus can cut our capital gains tax

If the change in tax rules for debt funds has been worrying us, the 1:1 bonus announced on Infosys shares could help reduce our tax liability. We can do this through a strategy called bonus stripping. If we buy Infosys shares now and sell half of our holding after the bonus date, the notional loss we incur can be adjusted against the gains from debt funds. "Selling the (original) shares soon after they become exbonus results in a short-term capital loss, which can be set off against any other taxable shortterm or long-term capital gains," says Vaibhav Sankla, director with tax consulting firm, H&R Block.

Savvy investors use the bonus stripping strategy to reduce their capital gains tax. Short-term gains from stocks, equity funds, debt funds, gold and property can be set off against the notional loss from the ex-bonus sale of shares.

Here's how bonus stripping works. Suppose you buy 100 shares of Infosys at the current market price of Rs 4,000 each. After the bonus date, the price of the scrip falls. Assuming that it falls 50% to Rs 2,000, you would have 200 shares of Infosys worth Rs 4 lakh. Now you sell the first 100 shares for Rs 2,000 each, incurring a notional loss of Rs 2 lakh from the sale. This is because under tax laws, the purchase price of the original 100 shares will be Rs 4,000 each. The acquisition price of the 100 bonus shares will be zero.

The loss from the sale can be adjusted against taxable short-term and long-term capital gains from other investments, including debt funds, gold and real estate. You can also adjust short-term gains from stocks and equity funds against this loss. If the loss cannot be fully adjusted, it can be carried forward for up to eight financial years. However, the interest earned on fixed deposits and bonds is not eligible for such adjustments.

How Infosys bonus can cut your capital gains taxHow Infosys bonus can cut your capital gains tax


This could be a useful strategy for investors worried about the high tax they have to pay this year on their debt fund investments. The Budget upset their calculations by changing the tax rules for non-equity mutual funds. It extended the holding period for long-term capital gains from one year to three years. If an investor sells before three years, the gains are added to his income and taxed at the normal rate.

However, the bonus stripping strategy is a double-edged sword. The investor will have to hold the bonus shares for at least one year or pay tax. "Since the acquisition price of the bonus shares is considered zero, selling them before one year will attract 15% short-term capital gains tax," cautions Sudhir Kaushik, CFO and co-founder of Taxspanner.com. If you sell bonus shares before a year, the tax will be Rs 30,600, which will pare some of the gains from the bonus stripping. Also, keep in mind that this strategy will not work if you have had Infosys shares in your portfolio for more than a year. Tax laws follow the principle of first-in, first-out.

So, when you sell the shares after the bonus date, it will be deemed that you have sold the shares you already had in your portfolio. If those shares were bought more than a year ago, it would be treated as a long-term capital loss. Given that long-term capital gains from stocks and equity funds are taxfree, there is also no provision to adjust long-term capital losses from these instruments.

Sunday, 2 November 2014

Tagged under:

Industrial Trainee at Aviva Life Insurance Co.

Name Aviva Life Insurance Co.

Job Title Industrial Trainee

Location New Delhi

Required Qualification IPC / IPCC

Details Student must have 12 months of articleship due & Final attempt should be in Nov'15 or later

Mail your resume to cajobportal@gmail.com with subject lne " Industrial Training at Aviva"

Tagged under:

Opportunity as freelancer

If you are a native speaker of a foreign language or have complete fluency, consider becoming a freelance translator and work from home.

 

A number of companies need documentation translated for international partners and hire freelance translators through companies like Welocalize.com  Telelanguage.com Accurapid.com Sdl.com.

 

Most companies require applicants to take a written test and sign a non-disclosure agreement. Precision and accuracy is a must. Companies who hire freelance translators prefer candidates who are native speakers of the target language, have experience with professional documents, software or multimedia translations, and are members of a professional translation association.

 

The most in-demand services include translation from English to: Japanese, Spanish, French, German, Russian, Italian and Chinese. If you are able to find one, a major corporate client can keep you busy full-time and smaller businesses would likely offer project work here and there. Occasionally you could be asked to translate at a client's office but most of the time you would be working from home.

Tagged under:

Valuation Methods

 Valuation Methods: An Overview

Several valuation methods are available, depending on a company’s industry, its characteristics (for example, whether it is a start-up or a mature company), and the analyst’s preference and expertise. In this chapter and the rest of the book, we focus on the mainstream valuation methods. These methods are classified into four categories, based on two dimensions. The first dimension distinguishes between direct (or absolute) valuation methods and indirect (or relative) valuation methods; the second dimension separates models that rely on cash flows from models that rely on another financial variable, such as sales (revenues), earnings, or book value.

As their name indicates, direct valuation methods provide a direct estimate of a company’s fundamental value. In the case of public companies, the analyst can then compare the company’s fundamental value obtained from that valuation analysis to the company’s market value. The company appears fairly valued if its market value is equal to its fundamental value, undervalued if its market value is lower than its fundamental value, and overvalued if its market value is higher than its fundamental value. In contrast, relative valuation methods do not provide a direct estimate of a company’s fundamental value: They do not indicate whether a company is fairly priced; they indicate only whether it is fairly priced relative to some benchmark or peer group. Because valuing a company using an indirect valuation method requires identifying a group of comparable companies, this approach to valuation is also called the comparables approach.

Exhibit 1.1 provides an overview of the mainstream valuation methods.

Exhibit 1.1. Overview of Valuation Methods

 

Direct (or Absolute) Valuation Methods

Relative (or Indirect) Valuation Methods

Valuation methods that rely on cash flows

Discounted cash flow models:
Free cash flow to the firm model
Free cash flow to equity model
Adjusted present value model
Option-pricing models:
Real option analysis

Price multiples:
Price-to-cash-flow ratio

Valuation methods that rely on a financial variable other than cash flows

Economic income models:
Economic value analysis

Price multiples*:

Price-to-earnings ratios (P/E ratio, P/EBIT ratio, and P/EBITDA ratio)

Price-to-sales ratio

Price-to-book ratio

Enterprise value multiples:

EV/EBITDA multiple

EV/Sales multiple

* E stands for earnings; EBIT for earnings before interest and taxes; EBITDA to earnings before interest, taxes, depreciation, and amortization; and EV for enterprise value.

Academicians and practitioners are in relative agreement on what drives a company’s fundamental value: its future cash flows. However, no consensus has settled on what drives a company’s share price. In today’s global economic environment, it would be naïve to suggest that any single factor drives share prices. Indeed, the proliferation of valuation methods partly reflects the financial community’s inability to agree on exactly which factors are the primary drivers of share prices—cash flows, sales, accounting earnings, book value, or economic income. The dominant viewpoint is that changes in share prices are most closely related to changes in future cash flows, with all else being equal. This is the viewpoint this book endorses.

We now turn to a closer examination of the valuation methods presented in Exhibit 1.1.

5.1. Relative Valuation Methods

The notion that “time is money” or, stated alternatively, that “time is an expensive and limited commodity” is one of the principal reasons for relative valuation methods. Other reasons are that they are simple to apply and easy to understand. In essence, relative valuation methods give corporate executives and analysts a “quick and dirty” way to estimate the value of a company.

Relative valuation methods rely on the use of multiples. A multiple is a ratio between two financial variables. In most cases, the numerator of the multiple is either the company’s market price (in the case of price multiples) or its enterprise value (in the case of enterprise value multiples). The enterprise value of a company is typically defined as the market value of its capital (debt and equity), net of cash. The denominator of the multiple is an accounting metric, such as the company’s earnings, sales, or book value. Multiples can be calculated from per-share amounts (market price per share, earnings per share, sales per share, or book value per share) or total amounts. Note that whether the analyst uses per-share amounts or total amounts does not affect the multiple, as long as the same basis is used in both the numerator and the denominator.

5.1.1. Price Multiples

The most popular price multiples are earnings multiples. The price-to-earnings (P/E) ratio, which is equal to a company’s market price per share divided by its earnings per share (EPS), is the most widely used earnings multiple. It provides an indication of how much investors are willing to pay for a company’s earnings. For example, a company whose P/E ratio is 15 is said to be selling for 15 times earnings; put another way, investors are willing to pay $15 for each $1 of current or future earnings. Companies with high earnings growth prospects usually carry high P/E ratios because these companies are expected to be able to reward investors with a quicker and larger return on their investment in the form of dividends, increase in share price, or both.

Because the earnings of a company are influenced to varying degrees by how the company is financed (with debt or with equity) and where it pays income taxes, some analysts have turned to a variant of the P/E ratio that removes the effect of a company’s capital structure and income taxes on its earnings. This variant is the price-to-earnings before interest and taxes (P/EBIT) ratio. Still other analysts, worried about the distortive effect on earnings of accounting policies with respect to the depreciation of tangible assets and the amortization of intangible assets, prefer to use the price-to-earnings before interest, taxes, depreciation, and amortization (P/EBITDA) ratio. The P/EBITDA ratio is also popular because of the close relationship between a company’s EBITDA and its cash flow from operations.

The P/E, P/EBIT, and P/EBITDA ratios all require positive accounting earnings. But not all companies are profitable—particularly young ones. For companies that are operating at a loss, analysts must find an alternative to accounting earnings. The most popular alternative is sales, which leads to the price-to-sales (P/Sales) ratio. The P/Sales ratio is useful in the early stages of a company’s life cycle, when marketplace acceptance and growth in market share are considered to be the two best indicators of the company’s likely future operating earnings and cash flows.

Another price multiple is the price-to-book (P/Book) ratio. It indicates the relative premium that investors are willing to pay over the book value of their equity investment in a company. Unfortunately, a company’s book value is highly sensitive to accounting standards and management’s accounting decisions. For this reason, the P/B ratio is used selectively; realistically, it is neither a valid nor viable valuation method for most companies, except perhaps for financial institutions and insurance companies. These companies have highly liquid assets and liabilities on their balance sheets, which makes book values more realistic proxies for market values.

In contrast to the previous five multiples, the last one is based on cash flows. Because cash flows are less sensitive than earnings to accounting choices and potential accounting manipulations, some analysts prefer to base their valuation on the price-to-cash-flow (P/CF) ratio than on the P/E, P/EBIT, or even P/EBITDA ratios.10 This approach is also consistent with the viewpoint that value is primarily driven by cash flows.

5.1.2. Enterprise Value Multiples

Price multiples are popular with buy-side and sell-side analysts interested in valuing a company’s price per share—that is, the company’s equity value per share.11 In the context of M&As, however, corporate executives and analysts are often interested in assessing a target’s total value, reflecting both debt and equity. In this case, the enterprise value is a better basis for the valuation, hence the reason enterprise value multiples are widely used when valuing an acquisition target.

The most popular enterprise value multiple is the EV/EBITDA multiple, although the EV/Sales multiple can be used for unprofitable companies. For example, an EV/EBITDA multiple of 8 indicates that the acquirer is willing to pay eight times the target’s current or future EBITDA. Many analysts often check that the EV/EBITDA multiple offered to acquire a target is in line with the EV/EBITDA multiples paid in previous acquisitions. Offering an EV/EBITDA multiple that is substantially higher than the average EV/EBITDA multiple for comparable transactions is usually an indication that the acquirer is overpaying for the target.

5.2. Direct Valuation Methods

Unlike the relative valuation methods, direct valuation methods give investors an explicit equity value per share or share price objective. Preeminent among the group of direct valuation methods are the discounted cash flow (DCF) models.

5.2.1. Discounted Cash Flow Models

DCF models are premised on one of the most fundamental tenets of corporate finance: The value of a company today is equal to the present value of the future (but uncertain) cash flows to be generated by the company’s operations, discounted at a rate that reflects the riskiness (or uncertainty) of those cash flows.

The most widely used version of the DCF model is sometimes referred to as the free cash flow to the firm model, or weighted average cost of capital model. It provides an estimation of the company’s total value, based on its free cash flows (FCFs) to the firm discounted at the weighted average cost of capital (WACC). The FCFs of the firm are the cash flows from operations available to all capital providers, net of the required capital investments necessary to maintain the company as a going concern. The WACC reflects the hurdle rate that providers of capital require, based on the risk they face from investing in the company. The equity value per share—that is, the value accruing to the common (or voting) shareholders—is given by the operating value of the company minus the value of any claims on the company’s cash flows by debt holders, preferred shareholders, noncontrolling (minority) interest shareholders, and any contingent claimants.

A variant is the free cash flow to equity model, which provides a direct estimate of a company’s equity value per share. Instead of relying on the FCFs available to all capital providers, it considers the FCFs available to equity holders: the FCFs to the firm minus all the cash flows owed to claimants other than common shareholders. Because the focus is on equity holders, the discount rate is the cost of equity, or the hurdle rate for common shareholders.

The FCF to the firm and FCF to equity models are highly effective valuation methods, particularly when the capital structure of a target is expected to remain stable over time. Some acquisitions, however, are predicated on material changes in capital structure, as in the case of an LBO. In these situations, theadjusted present value (APV) model is easier to implement than the other DCF models. Under the APV model, the value of a target is decomposed into two components: the value of the company assuming that it is financed entirely with equity, and the value of the tax shield (benefits) provided by a company’s actual (or expected) debt financing. Because interest is tax deductible, using financial leverage increases a company’s value by reducing its cash outflow for income taxes. As a company’s capital structure changes over time, the first component (the unleveraged, or unlevered, value) is unaffected; the change in financial leverage affects only the second component (the interest tax shield), which is relatively straightforward to estimate.

5.2.2. Non Discounted Cash Flow Models

Real option analysis is another valuation method that relies on cash flows, although it is grounded in option-pricing models instead of DCF models. Analysts rarely use real option analysis to value an entire company. However, this valuation method proves useful when a company has investment opportunities that have option-like features; these features are usually difficult, if not impossible, to capture using DCF models. For example, a company might have rights (but not obligations) to delay investments, expand into new markets, redeploy resources between projects, or exit investments. These rights are valuable options, particularly in an uncertain environment. Real option analysis, which applies to real assets some of the techniques used for valuing financial options, enables analysts to value the wide range of rights a company has.

Economic income models, also called residual income models, differ from DCF models and real option analysis, in that they rely not on cash flows, but on earnings to estimate a company’s fundamental value. However, in contrast with price and enterprise value multiples that are based on accounting earnings, economic income models rely on economic income. Economic income is usually defined as net income minus a charge for using equity—one of the issues with accounting earnings such as net income is that they include a charge for using debt (interest expense), but not for using equity. The principle behind economic income models is that a company that produces positive economic income creates shareholder value. Consequently, it should be rewarded with a higher share price. The most popular economic income model is economic value analysis, although other versions are also available.

Academicians agree that, in theory, the FCF to the firm, FCF to equity, APV, and economic income models are equivalent, provided, of course, that the models use the same assumptions. In practice, however, differences arise, primarily because of implementation issues. Thus, as we review the different valuation methods in Chapters 3, “Traditional Valuation Methods,” and 4, “Alternative Valuation Methods,” we address the major issues an analyst faces when using relative and direct valuation methods.

5.3. The Use of Valuation Methods

Imam, Barker, and Clubb (2008) conducted semi-structured interviews with sell-side and buy-side analysts in the United Kingdom to determine which valuation methods analysts used, why they used them, and how they used them. Their results showed that

  • The two most widely used valuation methods are the P/E ratio and the FCF to the firm model. In contrast, few analysts used economic value analysis, multiples based on book values (whether price or enterprise value multiples), or the P/Sales ratio.12
  • Approximately 60 percent of the analysts expressed a strong preference for cash flow–based valuation methods, particularly buy-side analysts. However, most analysts admit that they often complement their cash flow–based analysis with a multiples-based analysis.
  • Some valuation methods are sector specific. For example, the P/B ratio and EV/Sales ratios are rarely used, except to value financial institutions and retailers, respectively.

  • http://www.ftpress.com/articles/article.aspx?p=2109325&seqNum=6