Develop proprietary opinions based on primary research. Avoid at all costs simply repeating guidance or management opinions. #ach analyst should be in front of the institutional sales force no fewer than two to three times per week.
Develop proprietary opinions based on primary research. Avoid at all costs simply repeating guidance or management opinions. #ach analyst should be in front of the institutional sales force no fewer than two to three times per week.
Develop proprietary opinions based on primary research. Avoid at all costs simply repeating guidance or management opinions. #ach analyst should be in front of the institutional sales force no fewer than two to three times per week.
Clients will pay us if we make them money or if we
make them smart. 2 The Ten Commandments Develop proprietary opinions based on primary research. Regularly check with competitors, customers, and suppliers of each of your companies. Develop unique approaches to financial analysis. Perform proprietary surveys. Avoid at all costs simply repeating guidance or management opinions unless you disagree with them. Be proactive. trive to be the first to market with any new idea or piece of information!!if we aren"t, our competitors will. All information becomes a commodity very quickly. #ach analyst should be in front of the institutional sales force no fewer than two to three times per week. Be provocative. Playing it safe turns into a loser"s game over time. $t dulls our senses and results in lackluster analysis with no impact on our clients. %ollow and publish regularly on at least &'!&( institutional!quality stocks with market caps generally in the )*++ million ! )* billion range and with an average daily volume greater than '++,+++ shares. ,rite all research with an eye to the institutional market!!it can always be encapsulated for the retail client. -aunch coverage on at least one new stock per quarter, pruning unproductive names from the list as required. .aintain an above!average stock picking performance. According to a /elson"s survey, the average ,all treet analyst is right about ((0 of the time1 our goal should be to be right 2(0!3+0 of the time. Develop a following with our top accounts. #ach focus account should be contacted at least once per month. 4his list will be developed with the sales force and will be monitored regularly. 5ooperate with corporate finance. #very idea generated by corporate finance deserves our attention, but be sure to operate within the regulations that require a gatekeeper to be present for most conversations. #6pand our relationship with retail. 7nly a small amount of retail8s equity business is in our names, and it can be much higher with a modest amount of additional effort. 4reat the brokers that have substantial positions in your stocks as you would an institutional client9add them to your contact list. 4alk to April -angel regularly about your stocks, maintain 3 an active %ocus -ist, and speak to the entire retail department periodically about your group and your best ideas. Return all calls from brokers within ': hours. 4here should be regular visits to the branches, with a goal of ( ! &+ visits per year. 4ake company management to the ma;or branches and arrange field trips to local companies. <eep trading informed about anything that you think will impact a stock8s price and any clients who have indicated an interest in your stocks. <eep tabs on our positions in your stocks. $f you believe that there are events that will substantially impact the price of a stock in the very near term, be sure that the desk is either flat or on the right side of the trade, being very careful not to front run the public disclosure of material, insider information. Greenwich Survey Findings =reenwich Associates regularly surveys clients about what they want from the sell!side and how they pay us. 4he following results should be used to guide us in developing our institutional business. ,ho controls commissions has changed radically over the last fifteen years. ,here it used to be analyst votes that directed about (+0 of commissions in the mid &>?+s, that has fallen to less than '(0. Portfolio managers don"t fair much better, accounting for only about *+0 of commission flow. 4he big change over the last fifteen!plus years has been the emergence of the buy side trading desks as the leading source of commissions, now directing almost (+0 of all commissions. 4his suggests that not only should we focus on our buy side analyst and portfolio manager counterparts, but we also need to focus on how we can help our sales traders increase account penetration. $n today"s voice mail world, our sales traders are the only ones who can get a live person on the other end of the phone with virtually every call. 4he top requirements for analysts to have credibility with clients haven"t changed much over the years!!they don"t want the si@@le, and they still want the steak. 4he top four requirements ranked areA Detailed industry reports Detailed financial analysis9not ;ust models Ability to e6plain recommendations Detailed company studies 5redibility alone, however, does not get us paid!!it only gets us in the door. $deas and access are what ring the cash register, with the following being the most importantA 4 Bottoms!up research with strong financial analysis $deas Regular follow up #lectronic access to research!!?(0 name %irst 5all as primary electronic source 4elephone access to analysts is better than visits Commission roductivity 7ur productivity measured as nickel business per analyst is below our regional peers as shown in the following table $nstitutional 5ommissions Per Analyst B) millionsC %irst Albany &.( Danney &.: Advest +.2 tifel +.2 BBE4 +.( %erris Baker ,atts +.( Ryan Beck +.: 4his is not difficult to fi6!!more stocks, larger cap Bnot large!capC, more ideas, and more impact!oriented calls, and the regular commissions will take care of themselves. !arket Cap Targets ,e could be ultra competitive at the lower end of the market cap range, but there are simply not enough funds under management nor enough trading volume in this area to make it a profitable business longer term. Data as of %ebruary '++: shows that only about &0 of institutionally invested funds measured by market cap and :0 by trading volume were in nano! and micro!cap stocks. ercent "f Total Stocks !kt Cap #olume $nst !kt Cap $nst #olume .ega B&+ Bil PlusC 2.+0 3'.30 *(.>0 2?.>0 :+.&0 Big B* !&+ BilC ?.&0 &:.:0 '+.30 &3.'0 '(.(0 .id B& ! * BilC &*.(0 3.20 &(.>0 >.&0 &>.&0 mall B*++ .il ! & BilC '+.:0 *.>0 &&.20 :.+0 &&.+0 .icro B&++ ! *++ .ilC &3.20 &.&0 2.:0 +.>0 *.'0 /ano B-ess 4han &++ .ilC *:.:0 +.*0 >.(0 +.&0 &.&0 4otal &++.+0 &++.+0 &++.+0 &++.+0 &++.+0 5 At the other end of the spectrum, we could become competitive on a research basis in the mega! and large!cap arenas, but we do not have the capital to make ma;or markets or to do block trades in this high!end segment. /et net, we are only able to leverage our research efforts in institutional commissions and other areas of the business in the small!and mid!cap segments of the market. ,e do need, however, to follow a handful of mega! and large!cap bellwethers to establish our industry e6pertise and to facilitate our vote penetration at large voting accounts. 7ur current mi6 is very reasonable, but somewhat meaningless since we have so few stocks under coverage. At a &(+!stock coverage level, the targeted mi6 would give us about &++ mid!, large!, and mega!cap stocks that we need to effectively collect votes on a broad base, while still being heavily concentrated in the small and mid!cap areas that will allow us to differentiate our coverage. Ryan Beck Research 5overage 5urrent .i6 ' !year 4arget .i6 .ega '0 (0 -arge *' &( .id '( :+ mall *& '( .icro > &+ /ano & ( !orning !eeting This is our most crucial interaction with the sales force and trading--without a high- impact morning meeting, we cannot leverage our research, and ultimately will fail as an organization. #very analyst should strive to be in front of the sales force at least two to three times per week. At first blush, this may seem like a difficult goal, but let"s look at a typical e6ampleA 4he basicsA 4here are '' trading days in the average month and let"s assume that a given analyst is following &* stocks Bthe average for all of ,all treetC. RatingsA -et"s assume that of the &* stocks, one is on the %ocus -ist, seven are Buys, four are Folds, and one is rated ell. %requencyA At a minimum, all %ocus -ist, Buys, and ells should have a call two times per month. Folds can be only once a month. 5ontentA /ot every call has to be action oriented, although the more action the better. 4he sales force Band the clientsC need to be constantly updated as 6 events unfold to reinforce our point of view, and to give early warning of a change in our point of view. o, where does this leave us as to the number of callsG %ocus -ist & 6 ' H ' Buys 3 6 ' H &: Folds : 6 & H : ells & 6 ' H ' 4otal calls '', or 1 per day for every day of the month. Why two calls per month on uy!"ell rated stocks# %irst of all, we aren"t doing our ;ob if we don"t speak with every company we follow at least once a month, preferably mid! month so that the company has had time to look at its results for the previous month and may be ready to change its guidance. Assuming you make this minimum level contact, then you will have something to say to the sales force if it is nothing more than I$ spoke with management today, and everything seems to be on track.J $t"s really that simple, and there"s no e6cuse for not taking the high road on this issue. Kou also get at least two freebie calls on each company near earnings release time!! first an earnings preview, then a first!impressions call if the company releases results first, followed by a conference call later in the day, and then the analysis of the quarter. As to the requirement for two or more calls on BuyLell rated stocks, let"s presume that you want the sales force to know these stories better than your Fold rated stocks and that you want them to make regular contact with the clients. 4he only way to accomplish this is to give them fresh meat. .ake your mid!month checks with the company and write it up for %irst 5all. #valuate every news item on the industry andLor the company to see how it fits with your investment thesis. $f it confirms your thoughts, write it up. $f it doesn"t, don"t ignore it since your competitors won"t. $f it appears to be an anomaly, address it as such and take the sales force through your thought process. $f it might be the beginning of the unraveling of your position, give the sales force an early!warning call and prepare them with the signs you will be looking for, either to stay the course or to make a change. 4ake the time to analy@e ideas that you get from talking with clients. 4hey may raise a concern that you had overlooked, think a competitor has a fresher view of the company, or suggest another way to look at a company. Don"t ;ust do the work for one client!!flesh it out and use it to increase your impact with the sales force and all our clients. 7 Additionally, let"s not forget that our ;ob isn"t done ;ust because we launched coverage on a new stock. 4he first few months after launch are the easiest time to get the sales force"s attention since the idea still has the taste of newness, and they will generally be more receptive to new data and better ways to deliver the story. How %ou Say $t $s "ftentimes !ore $mportant Than &hat %ou Say 4he structure of the call is crucial to get the sales force"s attention and to make it more likely that they will deliver your message to the clients. %irst of all, base your presentation on your %irst 5all note. $f you have structured it properly, you have already laid out the call for the sales force. Kour comments should simply add color and make sure that the sales force understands the importance of the information. $nder no circumstances should you simply read the note to the sales force. 4he salesmen and traders have to take what might be a two to three minute presentation from research and condense it into a *+!2+ second portfolio manager or trader call. $n order to help in this process, $ would recommend that your presentation Band to some e6tent, your write upC stay close to the following general formatA Always start your call as followsA &C 4he company $8m going to discuss isA $ts symbol isA $t closed yesterday atA 'C ,e are changing our rating from MMMMMM to MMMMMM and our '+MM and '+MM estimates from MMMMMM to MMMMMMM, respectively. 7R ,e are changing our rating from MMMMMM to MMMMMM and reiterating our '+MM and '+MM estimates of MMMMMMM, respectively. 7R ,e are changing our '+MM and '+MMestimates from MMMMMM to MMMMMM, respectively, and reiterating our rating of MMMMMM. 7R 4his is an information call that lends further support to our investment thesis which is MMMMMMMMMMMMMM. *C 7ur price target for the stock is MMMMMM. 8 :C 4he principal reasons for these changes areA &C 'C *C :C (C NEVER, NEVER, NEVER have more than five points in any call, and try to keep it to three. (C 4his isLis not proprietary information. $t was obtained from a general meeting, private conversation, proprietary analysis, etc. 2C As a result of these changes, $ now appear to be in line with consensus... 7R As a result of these changes $ now appear to be at odds with the consensus of MMMMMM because...... 3C 4he stock8s recent trading has been characteri@ed by Bif there is any significant change in its trading patternCA By providing a handout and a discussion format that is user!friendly, you will be positioning yourself for more broad!based and effective sales and trading follow through on your morning meeting comments, as well as greater visibility with your clients. First Call %irst 5all is by far the best way to leverage our research efforts and takes priority over all other production and distribution efforts. %irst 5all has the widest distribution, appearing on well over *+,+++ individual desktops worldwide. $ts data base contains almost &+ million documents, so we have to be quick, punchy, and insightful in order to battle for mind share. 5lients view %irst 5all as their primary and most important source of information. A recent survey by =reenwich Associates found that electronic distribution was the most important means of obtaining 9 information, with about ?(0 naming %irst 5all as their preferred source for obtaining research. According to a recent %irst 5all survey, the five most important items in their data base are displayed in the following list. ince we control the content and timeliness of four of the five items, there is no acceptable e6cuse for not being at the top of our game in giving customers what they want. #arnings estimates Analyst recommendations Revenue estimates 5ompany pre!announcements =rowth rates Kou can get your message out even if an individual salesperson decides to not make your call. /ot all of the sales force will embrace all your ideas due to different client requirements for market cap, sector focus, investment goals, and so forth. %irst 5all is the great equali@er. ,ith such a large dependency on %irst 5all by virtually every ma;or and regional brokerage firm, it is crucial to format research notes for ma6imum impact. %irst 5all surveys tell us that the average client spends only &+! &( seconds scanning the note, so the following approach is critical. 4he title should always begin with the stock symbol, followed by a catchy headline. 4here should be a minimum amount of numbers. 4here should be three to five one!line bullets that tell the entire story and that can be read in ten seconds. 4he bullets are not enough, however, and they must be followed by some real, insightful research!!not ;ust reporting!!written in a clear, concise form. %irst 5all notes must be posted by ?A++ a.m. to have any impact. 4his is particularly important for mid! and large!cap stocks since the surveys suggest that clients only read the first four to five notes that come across their systems on a stock on any one day. 7bviously, breaking news during the day that requires a note can"t meet this requirement, and these notes should be posted as soon as possible. 10 7ur goal is to be in the top ten brokers every quarter as to timeliness and quantity of %5 notes per stock. 4his generally means 3(0 of all %5 notes published before >A*+ and :!( %5 notes per stock per quarter. 'asic (eports)!a*or +pdates There have been several surveys over the last few years that clearly suggest that we, as research analysts, must do everything in our power to make our written product as easy to use as possible, or it will be relegated to the scrap heap. The key points from these various are% A portfolio manager will spend only '+!*+ seconds on the first page of a research report to decide whether or not to read it. $f a P. decides to read a report, he will on average read only the first three pages. Research reports should generally fall into three categoriesA &!* pages!!distribute only on %irst 5all :!2 pages!!always include quarterly earnings models &+N pages!!targeted at analysts and crucial for large voting accounts Based on this input, we will put in place the following array of productsA The "treet produces about &'( pages of company research per analyst per year. This does not include industry updates, weekly!monthly overviews, and so forth. )ur focus on deliverables should be to improve our timeliness and quantity of reports while improving the content. ,ithin the conte6t of writing research reports that address both portfolio managers and analysts, the following guidelines should be observedA /ew coverage should be launched with a report that is detailed enough to tell the story including growth prospects, market segmentation, competitive position, risk factors, valuation analysis, and a financial forecast. $t should contain at a minimum a detailed quarterly forecast for the ne6t two years. /ew coverage can be launched with either a short report that covers only the highlights of the story or a long report that addresses all the issues e6pected in a complete company report. 4he approach chosen by the analyst should take into account several factors, including the comple6ity of the story, the ability to turn around a complete report quickly, the action in the stock, pending news, and so forth. $n general, coverage should not be launched until a first draft of the complete report is in the editorial process. 11 -aunching coverage on a new industry or a new sector within a current industry should be done with a Ofranchise buildingO report that provides in! depth industry analysis as well as our normal detailed company analysis, hopefully on two or more companies. 4his both establishes our credibility with investors, and provides the building blocks for the franchise. Regular updates should be published as events unfold, but no less frequently than once per quarter when financial results are released. tocks that are being actively recommended or that are seeing high trading activity need more frequent written updates so that the sales force has fresh material with which to work. All updates should include at a minimum a detailed quarterly financial forecast. $n general, comments from the morning meeting must be documented, unless they are simply responding to news in the paper, comments from other firms, response to questions, daily trading recommendations, or a reaction to changes in stock price. All earnings andLor ratings changes must be detailed in a report that includes the reasons for the changes and a detailed quarterly forecast. ,e will need to produce a monthly report that highlights our coverage. 4his is used primarily as a marketing tool by the institutional sales force and has minimal investment impact. Research Report Structure *f one were to ask five different analysts and five different salespersons about the right way to write a research report, there would surely be ten different answers. The only way to get our arms around this question is to ask our clients--not a dozen at random, but hundreds of clients. +rudential "ecurities did e,actly that a few years ago, so we don-t have to reinvent the wheel. They hired an outside consultant who interviewed over .'( clients /weighted about &!. portfolio managers, 1!. buy-side analysts0. The outcome of the survey is summarized below. &ho,s The Audience- 4here are many right ways to write a research report, although two questions should be answered by the analyst before it is publishedA ,ill $ get a portfolio manager8s attention with the first pageG Fave $ supplied adequate added value for an analystG 12 $f the answer is yes to both questions, the internal structure should be fle6ible and adapted to the specific situation!!a stable growth company will certainly have a different focus than a company recovering from a weak period. /ot all reports will cover the same sub;ects!!in some cases, competition may be an important factor, in others it may be new products or an analysis of recent acquisitions. $n all cases, however, your investment thesis must be laid out up front and address your recommendation, price target, conclusions, and the foundation for your conclusions. Any risks should also be spelled out. Reports do have two very different audiences!!portfolio managers and analysts. A report focused on only one audience may never be read by the other. 4he following discussion is a summary of ideas about how to write for both audiences!!in most cases, the ideas are only suggestions, but the portfolio manager structure is e6tremely important if we ever e6pect him to read our reports at all.
ortfolio !anager 4he key problem with the P. is to grab his attention and to get him to at least read our investment thesis. 4his requires the followingA 4he industry sector should be prominently displayed on the cover. $f the stock is small! or mid!cap or international, there should be a very brief description of the company on the cover. 4he rating on the stock must be prominently displayed on the cover of the report. 4he investment!related story must be prominently summari@ed in two to five bullets on the cover. $f he gets past this level, he might read the first two or three pages of the report. A summary earnings forecast should be on the cover. $t should include a two!year forecast, the PL#, dividend, shares outstanding, market cap, and so forth. 4he investment thesis and analytical foundation for our investment conclusions should be spelled out starting on the cover. A catchy headline can be useful in gaining attention and should be directly tied to the investment conclusion. 4he investment opinion section should address the followingA $t should state your recommendation and outline the most important reasons for it, such as a forecast that deviates from the consensus, a 13 point of view that differs from most observers, a mis!valuation of the stock, etc. $t should have a Owhat if things go wrongO section. $t should summari@e your valuation assumptions and present a target price. $t should address the ma;or assumptions in your revenue and earnings forecast. 4he analyst8s name, email address, and telephone number should be prominently displayed on the cover so that the P. can reach the analyst without fumbling through the report to try to find the author. $f you have grabbed the portfolio manager8s attention by this point, he may skim the report. Fe won8t read very much, however, so there should be a liberal use of headings andLor comments in the margins that tell the story even if he doesn8t read a single word of the te6t. 4his is also true of headings on tables and graphs!!they should tell the story in the table such as O#arnings hould 4urn Pp in the %ourth Quarter,J and not ;ust state something like OQuarterly #arnings %orecast.O Analyst 4he buy!side analyst has a very different set of requirements than the portfolio manager. ,hile the same structure mentioned above is helpful in getting his attention, he generally wants data more than he wants an opinion. 4he general topics that should be covered include B&C a company profile that e6plains why the company is successful Bor unsuccessfulC, B'C divisional or product line breakouts, B*C a discussion of management, B:C a detailed financial forecast, B(C a valuation analysis, and B2C for some industries, a discussion of regulations. $n general, there is no such thing as too much data or too much analysis. =raphs and charts can be helpful in telling a story, but the raw data is usually even more important since most analysts have to write their own reports and normally don8t have the time to chase down the data with which we routinely work. Company Profile ,hatever else this section does, it must address one key issueA 1ow does this company make money# Does it sell performance, hopes and dreams, or the better mousetrapG ,hat have been the keys to its success!!do one or two products andLor services account for the ma;ority of its businessG ,hat products are the key to its futureG Among the other basic questions are the followingA 14 Fow well does it do in its basic businessG $s it growing slower or faster than its industryG $s its success tied to the market in which it operates or can it stimulate new demand in other markets andLor geographiesG $s it early to market with new products or is it a Ome tooO companyG ,hat is its competitive positionG $s it gaining or losing shareG $s its market in its infancy or is it matureG ,hat are the key determinants of financial performanceG ,hat are the key levers for the future!!revenue growth, market share, e6pense control, e6pandingLcontracting margins, financial leverageG ,hat are the company8s near!term and long!term goals!!product, markets, growth, financialG $s the company planning to diversify its businessG Fas it done it before and was it successfulG $s it planning acquisitionsG Fas it successfully acquired businesses beforeG $s it e6panding geographicallyG Are its international operations growing faster than the P..G Are they as profitableG $n a regulated industry, what is happening in ,ashington and at the stateLlocal levelG Divisional/Product Breakout 4his section should focus on the ma;or divisions andLor the ma;or product lines in each division. At a minimum, it should address the sales and earnings growth of the company8s divisions and geographies as well as the revenue of its ma;or product lines. %or each ma;or divisionLproduct line, it should also considerA ,hat is the range of forecasts by product line for sales, margins, profitabilityG Fow is profitability tied to changing volumesG ,hat impact does product mi6 have on overall profitabilityG ,here are the company"s products manufacturedG $s there any currency impactG ,hat changes have there been in material costs, labor, fuel, overhead, etc.G Are RED e6penses increasing or falling rapidlyG $s there a substantial change in RED planned for new productsG Are abnormal e6penses being incurred due to opening new plants, changes in product line, etcG 15 ,hat can be learned from the company8s customers, suppliers, or competitorsG Are its products being challenged by new competitors, new technologies, or new business ideasG ana!ement ,hile this is sometimes not particularly important for very large!cap stocks, it is crucial for small! and mid!cap companies. 4his section should address those issues that are central to your investment thesis!!simply naming the management and their e6perience generally does not add much value. Fow is the company structuredG Do the structure and compensation programs provide adequate incentiveG Are there controls to reduce unpleasant surprisesG ,ho are the key managementG ,hat is their e6perienceG Fave they done this beforeG ,hat are their ages and compensationG Do they own much stockG Fow deep is its understanding of the markets in which it operatesG $s it on top of competitive trendsG Fow does it deal with changing economic trendsG $s the past performance of the company the result of current managementG ,hat is the management8s ability to forecast its business and to control its manageable costsG ,hat are its assumptions about future trendsG Are they reasonableG Are current problemsLerrors being glossed overG $s management concerned about good relations with investorsG $s management8s image being accurately communicated to investorsG Earnin!s "orecast A short!term quarterly forecast Bthe previous, current, and ne6t fiscal yearC including year!to!date results should be made. Pro;ections should show complete quarterly income statements with a discussion of each ma;or component of the pro;ection. A long!term annual forecast should be made. $n addition to the normal income statement, it should consider the followingA 16 $t should analy@e the trend in sales, margins, earnings, etc., with accompanying rationale. ,here possible, it should be made by line of business. $f growth is accelerating or decelerating from the historical trend line!!whyG 4he discussion should consider changes in the company8s ma;or markets, its competition, new products, changes in e6pense structure, etc. Patterns in sales and earnings should be discussed. #conomic impact, product cycles, unusual developments, etc., should be analy@ed. 5onfidence levels of your forecast should be discussed, both relative to the trend as well as to year!to!year forecasts. Quality of earnings should be discussed. 5onsider the followingA Are reported earnings changes coming primarily from operations, or are changes in other income, ta6 rates, shares outstanding, etc., unduly affecting reported resultsG $s the reported growth being generated internally, or is it coming from acquisitionsG ,hat is the internal growth rateG $s financial reporting accurately reflecting the sustainable earnings powerG Fow are inventories, receivables, pension accounting, ta6es, etc., affecting reported resultsG ,hat is currency translation doing to its competitivenessG 4o its reported resultsG ,hat is the potential of dilutive equity offeringsG $s the company repurchasing its sharesG "inancial Position and Capital Re#uirements 4he balance sheet and cash flow analyses should focus on those items that are key to your investment thesis and should include quarterly forecasts if they are required to support your investment thesis. 4his analysis may include the followingA Fow realistic is the balance sheetG Are assets or liabilities overstated or understatedG Fow have acquisitions influenced the balance sheetG Does a ratio analysis!!inventory turns, D7, current ratio, capital turns, etc.!!provide any additional insights into the companyG 17 ,hat is the debt levelG $s it affected by short!term swings in interest ratesG ,hat are its repayment obligationsG Does it have adequate cash flow to cover themG ,hen will it run out of cashG $s it more likely that it will raise debt or equityG ,henG At what rateG Does it pay a dividendG $s it likely to be raisedG 5an it afford itG A return on investment analysis is often very revealing. $t should include an analysis of capital turnover, return on total capital Bpreta6C, return on equity, and a measure of financial leverage. Valuation Raluation analysis can differ widely by industry sector, market capitali@ation, and growth rate. $t should be considered carefully, for there is rarely only one answer toA What should the stock sell for# ,hat is the basis for your valuationG hould it be ;udged by relative PL#, absolute PL#, PL# to growth, priceLsales, priceLbook, etcG Fow does it sell relative to similar companiesG Relative to its historical patternG Fow have changes in the market, interest rates, competitive situation, economic developments affected its valuation relative to its historical levelsG Fow would you rate its stability, quality of earnings, growth rate, profitability, etc., relative to its peers and their relative valuationsG ,hat are the dominant trends in investor psychology and the structure of the market that could influence your conclusions from aboveG ,hat is the resultant price targetG roduction Targets ,hile each analyst will develop his or her own approach to generating business, publishing our research is the cornerstone of our business. $t not only increases the trust of the sales force and clients as well as opening doors to other potential business, it makes you a better analyst. 18 $n many respects, publishing is for the analyst, not for the reader. $t makes you think and should result in new ways to look at a company or your industry sector. $t tests your models and forecasts. $t tells you whether your valuation techniques and resulting price targets make sense. /et net, it tells you how well you are doing your ;ob. ,hile the following are only guidelines, $"m always hard pressed to understand how some analysts think we can generate substantial commissions with anything lessA 2irst of all, if it is worth talking about, it is worth writing down. $f it is worth writing down, it is worth posting on %irst 5all. $f it is worth posting on %irst 5all, it is worth getting it there before ?A++ a.m. so it has some impact. And if it is worth all this effort, it is worth e6panding into a published report!! something meaningful!!not ;ust the two to three bullets and a handful of paragraphs from the %irst 5all note. There should be a goal to launch a new company every quarter, trimming unproductive stocks to make room. 4hese reports should be complete and insightful as described earlier. There should be ma3or updates at least once per year on your best ideas!!it"s hard to convince the sales force and clients that you are up to date on all the issues if you never publish any fresh, ma;or research. There should be a report published every time you change ratings, change earnings outlooks, or there is a ma3or event with one of your companies. A one to two page report is usually not enough. 4arnings previews are required on all your companies. 4hese can be short unless you are making changes to estimates or ratings. 5ombining these into a single report that is published two to three weeks before the first company reports is an efficient approach, and you may want to consider following up with a brief %irst!5all!only note the day before results are due. *t is absolutely mandatory that we respond quickly to all earnings reports-- there is no e6cuse for not having a %irst 5all note within hours after earnings are released, and the published report should be out the ne6t day. *ndustry reports are crucial in convincing clients that we really do know what we are talking. 4his is always the best approach to use when launching coverage on a new sector, and is particularly effective when launching coverage on two or more stocks simultaneously. $f your industry does not lend itself to at least a quarterly report, consider a periodic overview, focusing on one or two ma;or issues. 5indless monthlies /quarterlies0 are 3ust that--mindless. Repackaging your %irst 5all notes or short reports with a few statistics offers no added value to 19 anyone, nor does simply regurgitating a handful of government statistics. .ake these reports into full!blown industry reports or don"t make them at all. #aluation)rice Targets $n general the treet has gotten la@y in doing its valuation work and setting price targets. .ost research today simply asserts a valuation such as Ithis stock should sell at a &+0 premium to its peers,J or Ithis stock should sell at a '+6 PL#.J ,hile these statements may in fact be true based on your analysis, it is inadequate to simply make an assertion without the analytical backup. 4here are several good approaches to valuation analysis such asA Build a table of comparable stocks, highlighting the valuation techniqueBsC you think are most appropriate such as PL#, PL#!to!growth, cash flowLshare, enterprise value, etc. Present a graphical history of how the stock has traded using such approaches as PL# bands, relative PL# bands, etc. Pse a generally accepted mathematical approach such as the formula for target PL# based on a company"s growth rate versus that for the EP. 4his is one of my favorites since it is rarely used and is always provocative. Devise your own proprietary approach. $ once worked with an analyst that had a very convincing analysis that the price of Deere, 5ase, and other farm equipment producers closely followed the price of corn. $n any event, do something thoughtful that will help the sales force believe in your story and help clients look at the world through your eyes. .ost important, do it for yourself!! sometimes you will be surprised how far from reality your targets are when put under a microscope. etting target prices, however, also needs a time hori@on to make them effective. 4his will derive from a combination of your own style!!are you a deep value or earnings momentum analyst by nature!!and the predictability of the stock and its earnings. 4ime hori@ons for technology stocks should probably never be more than si6 months unless you are a masochist, while looking out &'!&? months is common for packaged goods. 5onsider the followingA 20 5arefully look at the predictability of your industry sector and the inherent volatility of the stocks. <eep your time hori@ons in line with both. 6ever pro3ect price targets beyond your ability to forecast. #valuate the impact of outside events on your sector and your ability to predict them. %or e6ample, interest rates and consumer debt play a ma;or role in the earnings performance of consumer finance companies. ,hile you can track this data using government reports, how comfortable are you that you can predict interest rates at various parts of the business cycleG ,ould it make more sense to have a &'!&? month hori@on early in the business cycle, cutting to only si6 months when the cycle is getting long in the tooth and worries about interest rate hikes are mountingG $s your sector inherently cyclical or stable growthG Fow good are you at calling turning points in the automobile cycle and are your models adequate to measure the huge impact of modest changes in revenue on operating income when an auto producer is hovering around break evenG ,e all have our favorite valuation techniques, but it is crucial to give clients something they can use and to evolve our techniques as client requirements change. 4he following data is from a survey of '* of the *+ largest commission producing accounts in the P.. and should be used as the starting point for your decision as to what valuation techniques you want to use. Demographics 230 Portfolio .anagers &'0 Directors of Research '&0 Analysts Raluation 4echniques Psed B&*( ResponsesC >+0 Absolute1 &+0 Relative :?0 PL# Related **0 5ash %lowL#nterprise Ralue Related &'0 PLBook Related &+0 7ther Ranking of All Responses P/E-To-Growth 20% P/E 19 EV/EBITDA 12 P/B 11 EV 11 21 P/S 6 R! P/E 6 EV/E-To-R"E 3 R! EV/EBITDA 3 #r $%&h #!ow 3 P/$E 2 R! P/B 1 EV/EBITDA-To- Growth 1 '(!) 1 D$# 1 Tot%! 100% 4he above table clearly demonstrates that a one!si@e!fits!all approach to valuations and targets is not appropriate. $t also clearly points out that relative valuation techniques are no longer the norm, and if we want to improve our impact on most accounts, we should focus on absolute techniques. 4his is not to say that we should abandon relative PL# and other similar techniques, but that we should know the client and tailor our discussion to meet its needs. The A'Cs of Supervisory Analyst Approval ,riting research to meet P.. regulatory requirements is very simple!!there are only a handful of rules that we have to adhere to, and by so doing, your research will be produced with virtually no time lag. 4he rules are as followsA ./ %ou must be careful to not make promises or guarantees. BadA I...the stock will trade up to &'+...J I...sales will increase by &(0 this year...J I...margins will improve when the new plant opens...J =oodA I...in our opinion, the stock could trade up to &'+...J I...we estimate that sales will increase by &(0 this year...J I...margins should improve when the new plant opens...J $t"s ;ust that easy. Adding Iin our opinionJ or Iwe estimate thatJ will take care of most offending promises. $n many cases, simply using the word IshouldJ instead of the word IwillJ will also fi6 the problem. 0/ Forecasts and estimates must be clearly indicated as such. 4his is really simple. All you have to do in tables and charts is append the letter I#J to all forecasts and estimates. $n most cases, this will simply be the heading of a table or the labeling of a chart such as 01123. 22 4/ There should be no claims as to your stock picking performance. $t is virtually impossible to meet all the /ew Kork tock #6change requirements to make performance claims, so avoid them at all costs. $t is 7<, however, to specify a stock"s performance from an arbitrary outside event or date. BadA I...the stock is up '+0 since we recommended it...J I...the stocks on our recommended list outperformed the market...J =oodA I...the stock is up '+0 since the first of the year...J I...the stock is up &(0 since the sector bottomed late last year...J I...the stocks in our universe have outperformed the market...J 2/ The price of any stock must be included in a report where there is an investment opinion. ince many statements could be deemed to influence an investor"s opinion even if we do not have a rating on the stock, the easy way out is to provide the price the first time any stock is mentioned in a report. =oodA America 7nline B)(' &L:C BetterA America 7nline BA7-!!)(' &L:C BestA America 7nline BA7-!!Buy!!)(' &L:C An alternative is to list all the stocks and their prices at the end of the report, although this is not as helpful for clients who seem to prefer seeing the price while they are reading about the stock. 5/ %ou must not use inflammatory language or make e6aggerated claims. Kou cannot say things like I...this is the best story $ have ever seen...J or I...this stock will set new standards for performance...J Kou must be particularly careful not to use language that encourages speculation by saying things like I...this stock is unattractive on fundamentals but is interesting as a speculation based on takeover potential...J 7/ %ou must not create or pass on rumors. Kou may comment on rumors that have already been publicly discussed in the media or on the tape with a view to providing additional information, confirming it or refuting it based on company information or your independent analysis, but you must not fan the flames. 8/ All data in tables and charts must state its source. Another really simple requirement..all you need to say is the followingA ourceA 78o estimates and company reports 23 ourceA 9epartment of 8ommerce or whatever is appropriate as the source of the data. Client Calls and Client #otes $t is e6tremely difficult for the firm to get a substantial number of client votes until we have appro6imately &(+ mid!, large!, and mega!cap stocks under coverage. 4his is not to say that we shouldn"t focus on accounts where we can make a difference, but a broad!based client calling program would not generally be a good use of our time at the moment. ,e will develop with sales a very focused target list of accounts, however, where we can make a difference and your counterparts in these accounts should be contacted at least once per month. ,hile our e6pectations for votes will remain modest until our coverage list is rebalanced, the information that you get from the clients can be invaluableA Kou will develop a handful of relationships that you can use to bounce ideas off of and to fine!tune your analysis before you take it public through the sales force. By talking with clients regularly, you will always find new ways to think about issues, find holes in your research, and tap many une6plored areas where you can make an impact by beating your competitors to the punch. By speaking with your best clients!!friendliest!!first, you can fine tune your pitch and have more and more impact as your client list grows. Kou will be able to learn what your competitors are thinking and oftentimes can get early warning on changes in thinking about a stock or sector before there is general awareness, thereby, giving you some lead time to ree6amine your analysis and have additional conversations with the company. 9ealing &ith The ress The press is your friend if you use it correctly. %ind out who your counterpart is at the ,D, Dow Dones, Reuters, Bloomberg, and 5/B5 at a minimum. =et their telephone number, %AS number, and e.ail address, and use them. 5allL%ASLe.ail them every time you have an important message on a visible stock. 4he priority is %irst 5all, salesLtrading, Dow Dones, Reuters, Bloomberg, 5/B5, client calls, ,D, or other print media. ,hile this may seem somewhat backwards at first, individual client calls are the least leveraged while %irst 5all and salesLtrading are the 24 most leveraged and most focused. Dow Dones, Reuters, Bloomberg, and 5/B5 have terrific impact, but we lose the proprietary impact on targeted clients if we go there before %irst call and salesLtrading.. Felp the press do their ;ob and you will be ama@ed how much they will help you do yours. 4hey are a tremendous source!!particularly the print media!!for what is going on in companies and will regularly ask for your views on what it means if a company is thinking about doing an acquisition, adding a product line, and so forth, oftentimes well before anything is announced publicly. $n dealing with the press, you must think in sound bites!!you only get one chance to be included in an article or interviewed on 5/B5. Kour %irst 5all bullets are the best place to start, but ;a@@ it up if necessary. ,ith a proper sound bite, your quotes will both be in the first and last paragraphs of a written piece by the ,D or Business ,eek or will be the lead in a news story over Dow Dones or Reuters. $f you are asked a controversial question, and you feel flustered, tell them you are busy, ask for their deadline, and tell them you will be back to them in plenty of time to make it, take a breather to collect your thoughts and A-,AK call back. %ind your counterparts in the trade press and A-,AK be helpful!!this is critical to building brand name recognition for yourself as well as the firm and is a crucial part of building the franchise. Put the press on your mailing list!!both financial and trade press. Kou will be surprised how often a piece of your research will turn into the basis of a feature story, particularly in the trade press. Analyst)Sales #ote #very si6 months we will ask sales to formally evaluate our performance in several key areas Bsee attached sample formsC. ,hile the results will not be used directly to determine bonuses, they will be used to help focus our attention on areas where we need improvement as an organi@ation, and more importantly, as individual analysts. ,e will also ask the analysts to formally evaluate the sales force on the same schedule so that they can also become more effective in working with research. 4he details of the votes will be kept strictly confidential, and only summary information on their own performance will be available to individual analysts and salespersons. 25 Sample (esearch #ote :'y Sales/ DateMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMM Analyst"s /ameMMMMMMMMMMMMMMMMMMMMMMMMMMMMMM $ndustry <nowledge MMMMMMM 5ompany <nowledge MMMMMMM $dea =eneration MMMMMMM 4imely Documentation MMMMMMM ense of Prgency MMMMMMM A.LP. 5omments!!Quantity MMMMMMM A.LP. 5omments!!Quality MMMMMMM Portfolio .gr. $mpact MMMMMMM coringA & H Poor, * H Average, ( H #6cellent alesperson"s /ameMMMMMMMMMMMMMMMMMMMMMMMMMMMMMM 26 Sample Sales #ote :'y (esearch/ DateMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMM alespersonMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMM Pnderstands .y $ndustry MMMMMM
Pnderstands .y 5ompanies MMMMMM ,illingness to ,ork with /ew $deasL5oncepts MMMMMM .akes 4imely 5alls with $mportant $nformation MMMMMM ets Pp Appropriate 5lient 5ontactsA -ist of 5ontactsLPhone /umbers MMMMMM 5lient Risits MMMMMM 5ompany .anagement Risits MMMMMM Provides Pseful %eedback from 5lients MMMMMM & H Poor, * H Average, ( H #6cellent AnalystMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMM 27 'usiness lan #very analyst Band ;unior analysts getting ready to launch coverageC will be asked to provide an updated business plan every si6 months. ,hile the plan will not be used directly in figuring compensation, it should become a critical part of each analyst"s thought process about how he wants to run his business and how he wants to be measured. 4he plan will focus on coverage, votes, production, client contacts, working with corporate finance, retail commissions, and press contacts. A spreadsheet will be provided to assist in generating the plan and results will be formally reviewed during performance reviews to measure each analyst"s progress against the goals that he sets. 28