Monthly Archives: November 2010

Lucy vs. Charlie Brown

Lucy sets the ball.

Charlie Brown goes to kick the ball.

Lucy snags the ball away.

“Oh, good grief!”

Does this remind us of Wall St. vs. Main St.?

As long as there is a “Lucy” to present an opportunity, there will always be a “Charlie Brown” to fall for it. Similarly, there will always be increasingly complex derivatives and people to invest in the derivatives. It’s only human nature.

Humans learn from time to time, however, just when we do, something new comes along to deceive us. Nowadays, investment banks are hiring lawyers for the sole purpose of drafting ever-complex financial derivatives.

What’s the problem? Well, how do you value a contract that the salesperson doesn’t even understand? And if the goal is profit, where’s the incentive to be truthful? This poses a tremendous problem when recording long-term assets. Sure more regulation would be nice, but how likely is this going to happen?

At least conservative buy-side analysts are on our side, right? Good grief.

Posted in The Accounting Standard Setting Process | 1 Comment

This little piggy marked-to-market

First, a joke (disclaimer: I didn’t write this, but found it here):

There are two sides to a bank’s balance sheet – the left side and the right side.
The problem is that, on the left side, there is nothing right,
and on the right side, there is nothing left!

This joke may be hilarious now, but a few years ago, not many bankers were laughing.  In 2007 and 2008, banks were watching as their marketable securities (more specifically, mortgage-backed securities) were adjusted to market value (mark-to-market pricing). These adjustments were resulting in serious, unexpected losses for banks.  The bank’s “valuable” securities were not so valuable anymore.  To balance the balance sheet (as assets decrease, so must liabilities), banks started loaning less (aka “credit crunch”).  Furthermore, lenders who were given MBS as collateral wanted their money back from banks (these MBS investments were not looking so prosperous anymore).  We all know the end to this story (think Lehman Brothers and a global financial crisis).

In a boom, mark-to-market pricing is great as it increases the “real” value of a bank’s (or, say homeowner’s) investments.  But in a bust, the value of these assets falls very quickly.  Why didn’t accountants catch this? Why weren’t financial analysts with their fancy models shouting warnings?

Because these people are human, and sometimes humans see one thing, but choose to believe another.   The title of Steve Lohr’s New York Times article enforces this idea: “In Modeling Risk, the Human Factor was Left Out.”

As long as there are people who want to make money, but not lose it, there will be bubbles and financial crises — even if we have the models to “predict” them.  Emanuel Derman states in the article, “The models were more a tool of enthusiasm than a cause of the crisis.”  The very models that should have implied, “things are going to get bad!” people interpreted as, “quick, make as much money as you can while things are good!” As the article states, in the good times, Wall Street will chase profits.

Andrew Lo, director of M.I.T. Laboratory for Financial Engineering, suggests more restraint, and better regulation, could have helped smooth the impact of the bursting housing bubble.

Perhaps a history lesson would have, too.  Before Wall Street ever had sophisticated models – in fact, before there was “Wall Street” – humans were creating bubbles.  For example, the Tulip bubble in Holland in the 1630s and the South Sea bubble in England in the 1790s.  During the Tulip Mania, tulip bulbs were so valuable the Dutch would trade 12 sheep (a valuable asset) for just one bulb.  (Substitute “tulip bulbs” with “real estate,” and “12 sheep” with “more borrowed money than you can afford to pay back,” and you have the same scenario today.)

So who is to blame?  Accountants, hedge fund managers, bankers, analysts, homeowners?  Try blaming mankind itself; as long as there are humans, there are going to be accountants who mark-to-market, hedge fund managers who short sell and homeowners who borrow more than they should. And there will always be another bubble (bonds anyone?).

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Wall Street’s extreme sport: Financial engineering

Steve Lohr, in “Wall Street’s Extreme Sport…” an article published in the New York Times on November 5th, 2008, highlights both the shortcomings of risk analysis modeling of mortgage-backed securities as well as the misuse of these models by management.  From our review of the financials of CHFC in 1996, we saw that the company held close to 3 million dollars of mortgage-backed securities as a small part of their larger $440 million portfolio composed mainly of T-bills.    While these securities were not necessarily as risky or exotic as the “credit-default swaps” which ultimately brought down the financial industry, they can provide an illustration of management incentives for selling available for sale securities.

We learned that, by classifying securities as available for sale, management can carefully control the impact of investment gains or losses on reported earnings by choosing when to sell.  For example, CHFC may have boosted revenues by selling securities that gained, while holding back a decrease in revenue by not selling securities, such as the held-to-maturity mortgage backed securities, that suffered a loss.

The discretion inherent in the held-to-security vs. available-for-sale securities vs. trading securities decision is one way that management can manipulate earnings, but, at least the value of the securities is publically available to users and has a clearly-defined highly liquid market price.  In the case of credit-default swaps, there is no way to determine price outside of models which “failed to keep pace with the… intricate web of risk”.  Furthermore, the incentives of management are frequently to maintain growth parity with the competition regardless of the long-term impact.  Issues related to corporate investment holding and trading that are raised in Mr. Lohr’s article merit further attention of both the SEC and FASB to ensure that management has an incentive to be both conservative and forthright about the risks inherent in their investment strategies.

Addendum:

Interestingly, while Lohr’s article was published after the collapse of Lehmen caused the Dow to fall below 10,000 (as shown below in the chart from yahoo.com), it was during a brief period of relative stability which returned to a steady drop to March 9, 2009 when the Dow Jones bottomed at 6500.

For those interested in further research on the topic, I discovered that Baruch has a financial engineering program which includes faculty member Leon Tatevossian who has expertise in risky asset management and mortgage-backed securities.

Posted in The Accounting Standard Setting Process, The Credit Crisis | 1 Comment