KKR celebra su 40 aniversario

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KKR Celebrates 40 Years
CC-BY-SA-2.0, Flickr. KKR celebra su 40 aniversario

La firma de capital privado KKR celebra su aniversario número cuarenta con el lanzamiento de un nuevo programa de llamado «KKR 40 de 40.»

Henry Kravis y George Roberts, los copresidentes y directores generales de KKR, dijeron: «Cuando empezamos esta firma hace 40 años con tres personas y 120.000 dólares, nuestra visión era la de crear una empresa con una cultura que premia la colaboración y el trabajo en equipo . Hoy que esos 120.000 son más de 120.000 millones, somos más de 1.200 personas y, con el apoyo de nuestros empleados, hemos tenido éxito en la creación de esa cultura, estamos orgullosos de nuestra evolución a partir de una firma de capital privado centrada en Estados Unidos a una firma de inversión mundial. Hoy tenemos varios tipos de capital, lo que nos permite invertir detrás de cualquier tipo de idea, en cualquier parte del mundo. Tenemos inversores que confían en nosotros para encontrar esas ideas, y estamos invirtiendo en temas que están resolviendo algunos de los retos más importantes del mundo».

KKR 40 para 40, o #KKR40for40, es un nuevo beneficio de KKR donde los empleados de la firma pueden utilizar 40 horas de tiempo pagado para ser voluntarios en sus comunidades. El tiempo es flexible y está diseñado para permitir a los empleados a participar de manera significativa con las organizaciones no lucrativas que prefieran.

«Debido a que hemos recibido tanto a lo largo de los años, hemos decidido que la mejor manera de conmemorar nuestra entrada en nuestra quinta década es dar de regreso. A través de los años, los empleados de KKR han dedicado miles de horas de tiempo privado a causas benéficas y causas de la comunidad, trabajo que es tan importante como los otros tipos de trabajo que hacemos. Durante este año, esperamos que nuestros empleados se tomen el tiempo para dar a otros en el mismo espíritu de colaboración, trabajo en equipo y excelencia que ha construido esta firma», dijeron Kravis y Roberts.

En honor al aniversario de la firma, KKR también puso en marcha una carta, un vídeo, y otros materiales relacionados. En la carta, la firma señala que al 31 de diciembre de 2015, «nosotros y nuestros empleados y demás personal tenemos aproximadamente 12.300 millones de dólares invertidos en o comprometidos con nuestros propios fondos y sociedades de inversión, y cada uno de los empleados también es propietario de acciones nuestras. En corto, invertimos como propietarios … porque somos propietarios «. Tanto Kravis y Roberts se mantienen optimistas sobre el futuro.

Puede leer la carta y ver el video en el siguiente link.

Politics May ‘Trump’ Fundamentals This Year

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As we approach the end of the first-quarter earnings season, the state of health of the corporate sector is that much clearer: An earnings recession is in full swing. Earnings for the S&P 500 have seen their third consecutive quarter of declines, and will likely be down by approximately 6% year-over-year. While things look better if you adjust for the severe decline in the energy sector, it’s still nothing to write home about.

In previous CIO Perspectives, we have talked about how this lackluster earnings season could give way to better results in the second half of the year, now that oil and dollar headwinds have eased off. At the same time, I have urged caution against chasing the recent market rally because we still feel a more significant earnings breakout is necessary for the market to move above its current trading range.

There is now clarity on another front, too: We finally know who will contest this year’s U.S. presidential race.

Unfortunately, that may be the only thing that is clear in a campaign which has set new standards for unpredictability. Donald Trump’s candidacy was met with derision a year ago. Until his rivals threw in the towel last week, many were sure that we were headed for a contested Republican convention. Why should the unpredictability stop now? Trump could lose by a landslide or win by a landslide—your guess is as good as mine.

This Campaign Could Distract From Fundamentals
The distraction of a Clinton-Trump matchup could subdue sentiment over the next few months, but it may also direct market attention away from the more important questions about what sort of fiscal policies we should expect from this political transition.

At the moment, our concern is that we will not get what would be helpful in supporting a fundamental earnings recovery—regardless of who wins the election.

An Unpopular President Will Lack a Real Mandate
Hillary Clinton’s average “strongly unfavorable” rating in recent polls has been around 37%, while Trump’s has been a staggering 53%. No one else in recent history has managed to alienate more than 32% of the electorate at this stage of a presidential campaign.

This matters because we believe that when the president lacks a real mandate it reduces the likelihood of meaningful policy progress on a number of vital issues for the corporate sector: corporate tax reform, infrastructure spending, and more rational regulatory and trade policy.

On corporate taxation alone, the U.S. remains weighed down by a needlessly complex code, higher rates of taxation than those of similar economies, and a problem with tax repatriation that constrains potential investment in our economy. On trade, even the starting position isn’t pretty. Trump is the first anti-trade Republican nominee in decades, and Clinton has tacked a long way to the left to hold off Bernie Sanders for the Democratic candidacy.

Fiscal gridlock and trade uncertainty could leave the Federal Reserve still doing all the heavy lifting to keep our economic recovery on track.

Populist Policies Threaten Long-Term Damage
Moreover, these are not just U.S. issues. The economic nationalism and populism evident in presidential campaign rhetoric are increasingly heard around the referendum on the U.K.’s membership in the European Union, for example, and in trade, currency, industrial and immigration policy debates worldwide.

Even as fundamentals improve, it could be these concerns that determine market sentiment for the rest of 2016.

Neuberger Berman’s CIO insight column by Joseph V. Amato

Barbara Freedman Wand Selected as Recipient of the Boston Estate Planning Council Excellence Award

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Barbara Freedman Wand, partner at Day Pitney has been selected as the recipient of the 2016 Boston Estate Planning Council Excellence Award. The Boston Estate Planning Council (BEPC) is a multi-disciplinary community of over 700 estate and wealth planning professionals. The award recognizes Freedman Wand’s significant contributions to the estate planning profession, and is the highest honor that BEPC can bestow upon a member of the estate planning community. The award will be presented at the BEPC Annual Gala on May 26, 2016 at the Fairmont Copley Plaza in Boston.

“I am honored to receive this award from my peers and proud to have been recognized for my professional accomplishments and service to the community,” said Freedman Wand.

Freedman Wand advises clients on sophisticated estate planning and the development and implementation of philanthropic goals. She also counsels private foundations and public charities on governance, compliance and planned giving programs. She is certified as an Accredited Estate Planner (AEP) by the National Association of Estate Planners & Councils, and she is a Fellow of the American College of Trust and Estate Counsel. Freedman Wand is a sought-after speaker, mentor, well-regarded author and she has served in numerous professional leadership positions. Freedman Wand also has substantial involvement in community betterment and philanthropic organizations. She is Chair of the Professional Advisors Committee at The Boston Foundation, which counsels the Foundation as it establishes, develops and maintains strong working relationships with the members of Greater Boston’s advisor community. Recently, she was elected to the seven-member Executive Board of Day Pitney.

Freedman Wand has been very active in the larger legal community, with a particular interest in fostering attorney development. She served as a member of the Massachusetts Women’s Bar Association’s Employment Issues Committee, which issued a significant report, «More Than Part-Time: The Effects of Reduced Hours Arrangements on the Retention, Recruitment and Success of Women Attorneys in Law Firms.» This report garnered national and international attention and has been used as a guide for improving attorney advancement.

Freedman Wand has also been selected as a Top Woman of Law by the Massachusetts Lawyers Weekly for her accomplishments in the legal field as a pioneer, trailblazer and role model.

 

MUFG Investor Services Completes Acquisition of Capital Analytics

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MUFG Investor Services, the global asset servicing group of Mitsubishi UFJ Financial Group, has gained all regulatory approvals for its acquisition of Capital Analytics, the private equity administration business of Neuberger Berman Group, and the acquisition has closed.

The deal is part of MUFG Investor Services’ strategy to become a global industry-leading fund administrator and brings its private equity and real estate assets under administration (AUA) to $145 billion, and total AUA to $384 billion.

Junichi Okamoto, Group Head of Integrated Trust Assets Business Group, Deputy President, Mitsubishi UFJ Trust and Banking Corporation said: “The acquisition of Capital Analytics is another indication of our ambition and commitment to the fund administration industry and enhances our comprehensive offering in the alternative investment space. We look forward to leveraging the capabilities of Capital Analytics and providing a full market offering for both new and existing clients.”

John Sergides, Managing Director, Global Head, Business Development and Marketing, MUFG Investor Services, added: «The asset servicing and specifically fund administration landscape is changing significantly under the pressure of increased demands from regulators, investment managers and investors. This acquisition enhances our comprehensive private equity and real estate offering, for both general and limited partners, ensuring MUFG Investor Services is the ideal partner to support clients throughout the investment lifecycle. We will be making further announcements regarding our enhanced client proposition over the coming months.”

Anthony Tutrone, Global Head of Alternatives at Neuberger Berman, commented: “Our partnership with MUFG will continue to allow our clients to benefit from Capital Analytics’ best-in-class services that they and Neuberger Berman have come to rely upon.”

MUFG Investor Services has acquired all of Capital Analytics’ business and will provide a seamless transition for its employees and clients. Neuberger Berman funds will continue to receive administrative services from Capital Analytics; however, no funds or investment professionals will transfer as part ofthe acquisition.
 

Schroders lanza el Total Return Commodity Fund

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Schroders Launches Total Return Commodity Fund
CC-BY-SA-2.0, FlickrFoto cedida - Schroders. Schroders lanza el Total Return Commodity Fund

Schroders ha anunciado el lanzamiento de Schroder Alternative Solutions Commodity Total Return. El nuevo fondo ofrecerá exposición a materias primas con enfoque flexible, permitiendo al equipo aprovechar una amplia gama de oportunidades, así como limitar el riesgo a la baja. El fondo invertirá en energía, agricultura y metales globalmente y adoptará una estrategia muy flexible que incluye la capacidad de tomar posiciones cortas y apalancamiento.

El fondo estará gestionado por el equipo de commodities de Schroders, dirigido por Geoff Blanning. Schroders ha reforzado sus recursos de inversión en commodities en los últimos dos años con la contratación de un gestor de fondos de metales, un analista cuantitativo de materias primas y la inclusión de dos experimentados gestores de fondos globales de energía del grupo de inversión.

«Schroder Alternative Solutions Commodity Total Return proporcionará una opción flexible y de poco riesgo para aquellos inversores que deseen restablecer su exposición al mercado de materias primas tras casi 5 años consecutivos de caídas de precios, así como a aquellos que deseen participar en estos mercados por vez primera. El fondo también será de interés para aquellos que busquen inversiones alternativas líquidas gestionadas por un equipo de inversión especializado y con experiencia», explicó Geoff Blanning, director de commodities.

Por su parte, John Troiano, director global del canal institucional, añadió: «Las materias primas como clase de activos ha tenido algunos años difíciles; Sin embargo, existen señales que animan a pensar que los fundamentales empieza a ser positivos. El nuevo fondo está diseñado para inversores que deseen participar en los mercados de commodities para protegerse contra el riesgo de inflación e invertir en una estrategia de potencial alto rendimiento, pero que también desean evitar el alto riesgo a la baja inherente a una inversión completa”.

El fondo aún no se ha registrado para su distribución en ninguna jurisdicción. Sujeto a aprobación regulatoria, Schroders planea ponerla a disposición de los inversores profesionales en Austria, Dinamarca, Finlandia, Alemania, Grecia, Noruega, España, Suecia y el Reino Unido; para su distribución pública en Luxemburgo, los Países Bajos, Portugal, Hong Kong, Macao y Singapur; y para inversores cualificados en Suiza.

Dynasty Financial Partners contrata a un ex directivo de Google como director de Marketing

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Dynasty Financial Partners Taps Senior Marketing Leader, Gordon Abel
Foto: Martin de Lusenet . Dynasty Financial Partners contrata a un ex directivo de Google como director de Marketing

Dynasty Financial Partners ha anunciado la contratación de un reconocido experto de marketing del sector, Gordon Abel, como SVP director de marketing.

Desde su nuevo puesto en Nueva York y reportando al CEO de la compañía –Shirl Penney-, Abel será responsable de ampliar el éxito de la firma como una de las plataformas líderes de wealth management para asesores independientes. Además, trabajará con las empresas de la red en el desarrollo de sus marcas y estrategias de marketing.

Gordon Abel cuenta con una extensa carrera en marketing financiero. Antes de su incorporación, fue director para la industria financiera en Google, puesto desde el que supervisaba las relaciones empresariales con MasterCard y JPMorgan Chase. Con anterioridad fue director ejecutivo en JPMorgan Chase y ocupó diversas funciones ejecutivas en BlackRock / iShares, Carat, Euro RSCG y SF interactive.

El CEO de la compañía declara que «Dynasty ha cumplido ya cinco años y está lista para la siguiente etapa. Según las empresas de la red crecen, quieren ampliar la visibilidad de sus marcas en sus respectivos mercados. Gordy tiene la visión, experiencia en marketing y habilidades de liderazgo para llevar la marca a un nivel completamente nuevo. Estamos muy ilusionados de que se haya unido a nuestra familia. Seguiremos añadiendo capital intelectual de calidad para ayudar a nuestros clientes a mejorar la experiencia con sus clientes finales y hacer crecer sus negocios».

Los inversores en fondos pagaron menos comisiones que nunca en 2015

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Investors Paid Lower Fund Expenses in 2015 Than Ever Before
Foto: Manuel . Los inversores en fondos pagaron menos comisiones que nunca en 2015

Un estudio sobre fondos de inversión y ETFs en Estados Unidos, recientemente publicado por Morningstar, revela que, de media, los inversores soportaron comisiones más bajas en 2015 que nunca antes. La comisión media de los activos ponderados en todos los fondos (excluidos los fondos monetarios y fondos de fondos) fue de 0,61% en 2015, por debajo del 0,64% en 2014 y 0,73% de hace cinco años.

Esta disminución se debe a la demanda, por parte de los inversores, de fondos pasivos más baratos (fondos que replican índices y ETFs) y los fuertes flujos hacia las clases institucionales de los fondos, que llevan comisiones más bajas. Vanguard también contribuyó a la disminución de la media de las comisiones, ya que sus fondos pasivos de bajo coste siguen registrando importantes entradas.

Sin embargo, las menores comisiones medias no necesariamente significan que los inversores estén pagando menos por sus inversiones en general, como también muestra el estudio realizado por Patricia Oey y Christina West. En 2015 se registraron las mayores entradas en las clases institucionales a través de plataformas de pensiones y ETFs a través de asesores “fee-only”. Normalmente, estos canales conllevan comisiones adicionales a las de por sí acarreadas por la simple tenencia de un fondo, por lo que los inversores deben tener en cuenta el coste total de la inversión. Los gastos del advisor y de la plataforma de pensiones superan el rango de este estudio, por lo que no se entra en más detalle, “pero son cada vez un componente más importante en el coste, a medida que los inversores migran hacia los servicios y productos libres de comisiones de estructura”, dicen los autores.

La nueva norma fiduciaria, aprobada recientemente por el Departamento de Trabajo (DOL), establece que cualquier profesional de la industria que proporcione asesoramiento sobre inversiones para las cuentas personales de pensiones (IRAs) y planes de pensiones (como el 401k) deben primar el interés del inversor por delante del suyo propio, primordialmente fijándose en los costes. “Esta regla puede traer un mayor control y transparencia en las comisiones totales de las inversiones, que esperamos nos lleve a menores comisiones para el americano medio que está ahorrando para su jubilación”.

El ratio medio de comisiones de los activos ponderados es una medida del coste medio que soportan los particulares más ajustado que una simple media, que puede resultar sesgada por algunos valores atípicos, como los fondos de altos costes con bajo nivel de activos, explican los autores. En 2015, la media simple de gastos -del total de fondos- fue de 1,17%, pero los fondos con una media de gastos superior suponían sólo el 8% de los activos de los fondos a finales de 2015. (Por lo que decir “con costes inferiores a la media” no es muy revelador). En conjunto, los cambios en las comisiones establecidas por las gestoras no están contribuyendo a la caída del ratio de comisiones medio de activos ponderados.

De hecho, los fondos activos han visto mayores caídas medias por activos ponderados de comisiones que los fondos pasivos. Esto podría llevar a la conclusión de que la caída de comisiones en los fondos activos está llevando a la bajada generalizada de éstas, pero esto no ha sido el caso. Más bien han sido los flujos de salida de los fondos más caros (generalmente, activos) y de entrada hacia los más baratos (primordialmente, pasivos) los que se han traducido en menores comisiones medias sobre activos ponderados.

Thoughts from a “Gringo” on his Brazil Trip

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As a Uruguayan and American that has been working in Brazil or with Brazilians since 1995, I have never seen the country in this way.  In 2012, while I was visiting Brazil, I went for a jog early one beautiful morning in Vitória, the capital city of Espirito Santo.  Espírito Santo state is Brazil’s largest producer of petroleum and Vitória is an important port for exporting iron and steel from companies like Vale or CST.

As I stopped to hydrate, I realized that the coconut water I bought from a street vendor in this secondary city, was more expensive than a Vita Coco coconut water in New York City or arguably Tokyo!  There were clear fundamental reasons BigSur became bearish on the economic growth of the country, on the Brazilian Real and on all Brazilian asset markets.  A decade of prosperity fueled by the commodity boom, allowed Brazil to hide problems in its legal and political framework rather than build stronger institutions during its good years.

For the Brazilian families that were clients of ours at that time, we strongly recommended that they diversify outside of Brazil.  Fast forward four years later to current day, and the country is arguably in its deepest crisis ever!  I have just returned from a trip with a colleague from Intermediate Capital Group, a USD 23 billion in AUM specialized credit manager, with over 26 years of history investing in private debt across the globe.  I wanted to share some thoughts about what’s going on in Brazil – while we believe this is a very idiosyncratic Brazilian crisis, we think we can shed some light from our admittedly “gringo” perspective.

A Long Road Ahead to Improve the Economy

Brazil’s economy is facing its worst recession since the 1930s.  Its economy is expected to contract by 4-5% this year, after shrinking 3.8% in 2015 (which was its fastest deterioration in 35 years).  This could translate into a loss of about 8-9% of GDP in two years, which some economists constitute as a depression. 

Many factors led to Brazil’s current situation.  There were a series of ill-founded policies, including an excessive increase in consumption through lines of credit, cheap interest rates below the break-even point and an artificially valued exchange rate to control inflation.  Brazil also has a lack of trade agreements with the main global economic blocks, and many public entities use “creative” accounting methods.  These types of policies enabled the country to achieve a few years of growth above its potential, buoyed by the boom in commodities, and also helped by artificially low inflation, unemployment and fuel prices.  In addition to economic decline, many expect an unemployment rate around 12%, a sharp fall in family income and decreases in investment and consumption. Government debt is now rising quickly to a level where reversal becomes extremely difficult and painful to administer. Brazil was downgraded by all rating agencies to junk status, both in terms of local debt and foreign debt.

We believe it’s going to be a long road for the economy to come out of its paralyzed state, and the process will not be quick or easy.  Why?  This is a highly rigid economy, with a heavy use of indexing.   With strong unions, regressive labor laws and a cumbersome judicial system together with poor infrastructure there are many “bottle-necks” in the economy – inadequate roads, a dearth of rail lines, and strapped ports, all hampering the flow of products to market.  The cost of moving soy, the number 1 export product in the country, from the grain belt in Brazil’s the interior state of Mato Grosso to the port of Santos in São Paulo state, is close to four times what it costs a farmer in Illinois to get his soy crop to New Orleans

All of this also leads to an incredibly high cost of doing business.  The famous “custo Brazil” has many components, including high taxes (36% of GDP, way out of line with the 21% average for upper-middle-income countries), rocking import duties and rigid labor laws that make it hard to use workers efficiently. High interest rates mean firms must spend a packet on financing; high crime adds heavy security costs to their overheads. A terrible education system makes Brazil the world’s second-hardest place for firms to find the skills they need, according to Manpower Group

In the 2016 World Bank’s Cost of Doing Business, Brazil comes 116th in the world (down from 111th in 2015). Some of the high “cost of doing business” factors where Brazil compares unfavorably with OECD countries and even other Latin-American countries include:

  • Number of procedures and Number of days to start a business;
  • Number of hours per year of time to pay taxes – Brazil is the ranked the number 1 most time consuming tax system in the world!;
  • Cost to export; Cost to import; Time to resolve insolvency; and Time to resolve litigation

By analyzing Brazil’s economic prospects for the next few years, we have come to the conclusion that the country will need low real interest rates to recover its ability to grow, and that inflation should remain controlled.  We do not see either of those conditions present anytime soon.

A Paralyzed Political Situation with No Clear Solution

While the country is completely paralyzed, it is clear that a political catalyst is needed.  However, with or without impeachment we see no deep political change foreseen any time before, and probably during, the 2018 elections.  Most likely, we will see one set of crooks is being replaced by another.  With or without impeachment of President Dilma Rousseff, Brazil is confronting a host of challenges that would complicate a new government’s ability to revive a sinking economy and ease unrest inflamed by months of bitter political jousting.  Any alternative government will be led by politicians that are corrupt and involved in the scandals, especially the centrist PMDB, considered a “party for hire”.  Thus, with or without the Senate’s impeachment, we view the political situation as fragile and unstable.

Vice President Michel Temer from the PMDB party, (which shared power with the president’s Workers’ Party before splitting off in March) stepped down as leader of the PMDB this month.  This happened after a Supreme Court justice made a preliminary ruling that any impeachment of Ms. Rousseff may extend to Temer, as he’s also being investigated for funding Ms. Rousseff’s 2014 campaign with bribes.  The scandal doesn’t end there: on the other side of the coin, the legislator overseeing impeachment, Mr. Eduardo Cunha, is also facing charges and indictment alleging that in 2006, he helped orchestrate a USD 40 million bribe in exchange for two contracts to build floating oil platforms for Petrobras.  This illustrates just how difficult it will be for the country to turnaround, as the roots of corruption are deep. Mr. Cunha’s first political patron, ex-President Collor, returned to government 15 years after his impeachment. He was elected to the Senate, put in charge of an ethics committee and will be among those voting on Ms. Rousseff’s impeachment.  Does it get more ironic than this?

According to non-profit Transparência Brasil, 60% of Brazil’s federal legislators have been convicted or are under investigation, for crimes ranging from corruption to electoral fraud to assault. The PMDB party could form a new government, but it’s riddled by internal rivalries.  The most pressing challenge for Mr. Temer and any new government would be to mollify Ms. Rousseff’s enraged hard-core base. The country will be overrun by social mobilizations, strikes, and workers’ occupations by the homeless and landless.  After months of uncertainty and hardship, this frazzled country is inevitably headed for more of the same.

The problem in Brazil is that legislators have immunity.  The lead prosecutor in the Petrobras case calls for an overhaul of these rules; saying corruption runs so deep that even the dozens of convictions in the Petrobras investigation won’t be enough to root it out.  For a country to get rid of corruption and impunity and change its culture, they will have to alter the institutions.  And this is not even on any table at the moment.  The other complicating factors that add to instability are that no other political party or leadership has capitalized yet from the population’s distrust and the complicated political system with 35 parties. While it’s not our base scenario, the danger of Brazil following Venezuela’s path is latent.

Cultural Change and Structural Reforms are still Far Away

The crony capitalistic economic model introduced by the Workers Party (PT) generated an explosive growth in debt and huge distortions in the assignment of resources and credit in the economy.  Some analysts estimate that around 50% of all corporate loans were subsidized.  To reverse the explosive growth of debt, several structural economic reforms will need to be implemented. On the government budget, the main focus must be on reducing compulsory expenditures guaranteed by the constitution, so as to give the government higher flexibility when tax revenues drop. This must include a social security reform, a change in the calculation of the adjustment of the minimum wage and pensions, greater decoupling of budgetary revenue, and greater flexibility in labor laws, to name just a few. But it’s yet very soon to guess what the new economic model will look like.

We do not believe there are any real political alternatives and there is no focus on structural nor institutional change.  The economic model and the culture will change once new processes are in place, not just because Judge Moro is going after corrupt politicians and entrepreneurs.  We consider this a good first step and a necessary one.  However, we do not view it as a sufficient reason for a change in the way Brazil operates.  In a Harvard Business Review paper called “Culture Is Not the Culprit” by Jay W. Lorsch and Emily McTague, the authors conclude that culture isn’t something you “fix.”  Rather, in their experience, cultural change is what you get after you’ve put new processes or structures in place to tackle tough business and economic challenges (like reworking an outdated strategy or business model). The culture evolves as you do that important work.  We are far away from this in the Brazilian model.  In the meantime, the corruption scandal is keeping the “Animal Spirits” depressed, as net investment is negative and there is no investment in infrastructure or intensive capital goods industries.  There’s yet no catalyst for a change, as there’s no deadline for the persecution of entrepreneurs.  However, similar to the dynamic we are seeing in US and Europe, the Brazil M&A space has benefitted from interest of multi-national companies making strategic acquisitions.  These are companies looking to buy developed and performing assets with a strong foothold in the country – they can avoid the risks of building businesses or infrastructure assets from scratch this way.  

M&A (Mergers & Acquisitions) activity is strong

One theme we’re paying attention to is the serious uptick in M&A activity in Brazil.  The fourth quarter of 2015 was the third best quarter for M&A since 1995, with deal volume reaching USD 22.6 billion.   This has continued into the first quarter of this year, and bankers are optimistic that the trend will remain for the short term.  The near 45% depreciation in the Brazilian real against the dollar since mid-2014 has made Brazilian assets more affordable for foreign investors, attracting buyers from Europe, the US and increasingly Asia.  The Brazilian market, with an overall population of 200 million and a large youth demographic (25% of population) is important for many long-term strategic investors, who this point in the cycle, believe they are getting access to a market they need to be in for a cheap price.  We’re seeing this especially in infrastructure, consumer goods and consumer discretionary companies.

Farming is Brazil’s one Bright Industry

Brazil’s farmers look set to produce record crops of soy, coffee and sugar cane this year, while cattle ranchers and chicken and hog farmers foresee reaching new heights for exports. Agriculture was the only sector of Brazil’s economy to expand last year, by 1.8%, while overall GDP shrank 3.8%.

The whole world has to eat, and Brazil makes its living from agriculture. Brazilian farming continues to undercut its counterparts in the U.S. and Europe as it is the most efficient producer in the world.  This is for two reasons: 1) Brazil became a lot more competitive last year because of the weaker real; and 2) agriculture offers a rare example of a Brazilian sector that is globally competitive. The

country’s largely inefficient manufacturers are still heavily protected by tariffs and import taxes, but the government took the opposite approach with agriculture. Starting in the 1990s, it reduced subsidies and eliminated export taxes while increasing investment in agricultural research. Farmers responded with a rapid expansion of the area under cultivation and a burst of investment that made them among the most productive and efficient producers in the world.  Soy products and coffee are the locomotive of Brazil’s agricultural sector. Only the value of soybean and soybean-product exports went from USD 23.9 billion in 2011 to USD 31.3 billion in 2014.  Even as sales retreated to USD 27.9 billion last year, soybeans still dethroned iron ore as the country’s most valuable export.

Conclusion

While good economic times do not necessarily make for smooth politics, bad politics generally go hand in hand with an underperforming economy.  Certainly, Brazil needs to resolve its political crises before it can tackle its economic woes.  The problem is that a successful impeachment vote may simply lead to another equally unstable government — with an administration led by vice-president Michel Temer, also dogged by corruption accusations and questions of legitimacy, it would be near impossible to pass necessary (but unpopular) fiscal reforms.

A question we have is whether Brazil could turn into the next Venezuela, or can it follow Argentina’s path?  If Brazil does not “do their homework” and institute structural reform and cultural change, the country can go into a collapse similar to Venezuela.  We view this as a low probability scenario, but it cannot be discarded.  If Brazil can “clean house” and rid itself of the same old types of politicians, and bring in a leader without ties to corrupt institutions, like Argentina has done with Macri, there may be a chance at a turnaround.  It’s still unclear which path Brazil will follow.

It’s also important to note that transitions, even peaceful ones, are messy and take time:  Argentina’s economy is likely to shrink this year before the new government produces a turnaround. In Brazil (as ironically in Venezuela), even if there is political change tomorrow, it will take a long time for their economies to regain balance.  Markets have been trading Brazil in a binary fashion lately — any development suggesting a rising chance of impeachment leads equities and the currency to rally and vice versa.  Caution and patience are warranted.  Nibbling for (distressed) opportunities seems the right approach.

Opinion by Ignacio Pakciarz, CEO and co-founder at BigSur Partners.

 

¿Y si el escenario económico fuera la estanflación?

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If The Economic Scenario Were To Be Stagflation?
Foto: Delphine Devos . ¿Y si el escenario económico fuera la estanflación?

Si se produjera una deflación en Europa, no hay evidencias que sugieran que ésta perduraría en el tiempo, ya que la mayoría de los países están inundando sus economías con dinero adicional respaldado por la deuda pública. Además, la inflación está aumentando, aunque en algunos países lo está haciendo lentamente. Me gustaría compartir una idea que se me ocurrió por primera vez en 2010. ¿Qué pasaría si la economía europea se enfrentara a un escenario de estanflación, es decir, una combinación de estancamiento económico compuesto por un desempleo constante y una inflación moderada? Éste es un asunto que me gustaría discutir.

¿Cuáles son las características de la existencia de estanflación? Además de los aspectos de la solvencia estatal, son los mismos síntomas presenciados durante los años setenta: un bajo índice de crecimiento económico combinado con una disminución marginal en la productividad, el desempleo estructural elevado (las características dislocaciones estructurales de la economía), la infrautilización de las capacidades de producción, las bajas expectativas de ingresos (por lo menos a medio plazo), las inversiones de capital de bajas a moderadas, la escasez de crédito bancario para inversiones privadas, el déficit de la balanza comercial privada y la desindustrialización generalizada.

Los efectos de estancamiento se pueden detectar fundamentalmente por el desempleo estructural, que ya está bien consolidado en algunas áreas. Más allá de los efectos visibles que tiene la jubilación de una parte importante de la generación del “baby boom” (que no hace otra cosa que trasladar el problema de los ingresos sustitutivos a los futuros gobiernos), el desempleo está relacionado con diferentes fenómenos: la industrialización, una educación inadecuada, el agotamiento del modelo de crecimiento debido a la deuda, la falta de flexibilidad en el mercado laboral, el espíritu emprendedor y una mentalidad especialmente débil, que aún no se han integrado en las áreas de crecimiento. También hay cuestiones relacionadas con la inmigración; por ejemplo, ¿se tendrá que rediseñar para asegurar un nuevo crecimiento continuo en el empleo?

La inflación, por su parte, no es una solución deseable, ya que plantea un riesgo de auto-poder y solo provoca el aumento nominal de los gastos del estado. Podría parecer que, como consecuencia, esto conduce inevitablemente al redescuento monetario de la deuda pública. Por supuesto, la inflación disminuye los ingresos sobre todo porque el ahorro se invierte en valores de renta fija. Pero como avanzó Keynes (1883-1946), «en un mundo empobrecido es peor provocar el desempleo que decepcionar al pensionista».

Algunos economistas sostienen incluso una teoría iconoclasta, según la cual la crisis bancaria, estatal y económica es el resultado de un período caracterizado por una excesiva desinflación. Este período, llamado “la gran moderación” y que surgió entre 1985 y 2005, se benefició de la expansión de áreas comerciales (a través de la globalización) y de un acceso de bajo costo a las bolsas de empleo para enmascarar la realidad del reembolso de la deuda tanto privada como pública. La expansión de la demanda no condujo a una crisis de inflación porque los gobiernos occidentales lo absorbieron mediante sus déficits comerciales.

¿Por qué la intuición de una inflación aumenta el espectro de la deflación secular entre muchos economistas (lo que constituye una fuerte preferencia colectiva por la liquidez y con frecuencia se confunde con la desinflación)? Porque la moneda creada ex nihilo, con billetes que se convierten en créditos sobre otros billetes recordando así la expresión del economista Jean-Baptiste Say (1767-1832) «la moneda no es más que un velo», tal y como se aplica por los bancos centrales, es un tratado sobre el futuro, lo que significa que el reembolso se convertirá en incierto. Es indiscutible que los Estados y también los bancos centrales están llevando a cabo una monetización de la deuda pública, cuyo resultado es la creación de liquidez y la posible inflación diferida. Por lo tanto, las recientes medidas crean dinero sin crear capital.

Y, por último, hay que preguntarse cómo las autoridades monetarias europeas fueron capaces de imponer un objetivo de inflación extremadamente bajo del 2% y al mismo tiempo autorizar a los Estados miembros el incremento de su deuda pública en tal proporción que la forma más intuitiva para reducir su peso o reducir su valor relativo es precisamente a través de la inflación, tal y como el BCE pretende estimular ahora.

Opinión de Bruno Colmant, Bank Degroof Petercam.

 

 

Michael Gordon, nuevo director general para EE.UU. de Lombard International

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Michael Gordon, New CEO for United States at Lombard International
Foto: Michael Gordon / Foto cedida. Michael Gordon, nuevo director general para EE.UU. de Lombard International

Lombard International, firma mundial de soluciones de ingeniería patrimonial ha nombrado a Michael Gordon como director general de las operaciones de Estados Unidos a partir del 2 de mayo de 2016. Reportará a John Hillman, presidente ejecutivo de Lombard International.

Gordon se une a Lombard luego de su papel como director global de Soluciones de Seguros de BNY Mellon. Además, se desempeñó como director general de Tíber Capital Management, una subsidiaria de BNY Mellon donde se centró en la gestión de activos de las compañías de seguros y reaseguros. Antes de BNY Mellon, Gordon era un ejecutivo de New York Life Insurance Company, encarado de liderar las funciones de gestión de la inversión y el producto de seguro, de ventas y de marketing.

El anuncio es parte de una serie de desarrollos estratégicos para Lombard Internacional incluyendo el lanzamiento formal, en septiembre de 2015, de su negocio de administración de riqueza basado en un seguro de vida global. Este anuncio se produjo tras la integración con éxito de su sede en Luxemburgo Lombard Assurance International con la sede en Filadelfia de Financial.

John Hillman dijo: «Estamos encantados de tener a alguien con la experiencia y antecedentes para guiar a Lombard Internacional en el cumplimiento de nuestros objetivos agresivos para el crecimiento de EE.UU. y la consecución de nuestro objetivo de construir una plataforma de inversión de clase mundial como Michael».

Lombard International se especializa en el suministro de soluciones de planificación de la riqueza en varias jurisdicciones a través de sus redes de socios en Estados Unidos, Europa y América Latina. Los activos bajo administración de la firma superan los 75.000 millones de dólares, con un número de personal global de más de 500, incluyendo más de 60 expertos técnicos especializados en más de 20 jurisdicciones.