Competitive advantage period (CAP) --- Part 3

The CAP for the U.S. stock market, as a whole, is estimated to be between 10 and15 years. However, within that aggregate, individual company CAPs can vary from 0-2 years to over 20 years. As a general rule, companies with low multiples tend to have shorter CAPs. Alternatively, companies with high multiples typically have long CAPs.

For example, companies like Microsoft and Coca-Cola have CAPs well in excess of 20 years, demonstrating their perceived market dominance, the sustainability of high returns, and the market’s willingness to take the long view. If a substantial percentage of the value of acompany can be attributed to cash flows beyond a few years, it is difficult to argue persuasively that the market is short-term-oriented. In turn, it follows that the forecast periods used in most valuation models are not long enough.

It may be more important for the investor to try to quantify CAP than to pass judgment on its correctness. As noted earlier, the components of value are all expectational, and therefore must be considered relative to one another and against the expectations for the business overall. There are a number of ways of estimating CAP, but one of the most useful methods was developed by Al Rappaport. The technique is known as market-implied CAP (MICAP). Determination of the MICAP has a few steps.

First,the analyst needs a proxy for unbiased market expectations as the key input into a discounted cash flow model. Since, by definition, there is no value creation assumed after CAP, the model uses a perpetuity assumption (NOPATCAP/WACC) for the terminal value. Next, the length of the forecast horizon is stretched as many years as necessary to achieve the current stock price. This period is the company’s MICAP. Scrutiny of the MICAP determination process would correctly identify it as a circular exercise. That is, if a stock price increases without changes in cash flow expectations and/or risk, the MICAP will necessarily expand. This in no way weakens CAP’s value as an analytical tool. In fact, this tight link with valuation highlights the power of including CAP as a key tool in the analytic toolbag. For instance, a calculated MICAP can be compared to previous MICAPs for the same company, an average MICAP for the industry (if possible and appropriate), and the company’s historical cash-on-cash return on invested capital.

BP world energy review

This posting is contributed with compliments from Julian.... :-)

From the 57th annual BP statistical review of World Energy, here are some summaries:

1. High oil prices are not because of speculation. Speculation might make the price swings more volatile but the push in price is due to economic fundamentals. Global energy growth has been above average for 5 consecutive years but at the same time energy supplies have not been able to catch up. Britain's North Sea oil field recorded world's largest decline in production, ever! Declining by 10% in 2007. Production in Russia is declining. Nationalism is on the rise and this will negatively impact production as some countries like Venezuela are not exactly that good in increasing production output.
2. The world is not running out of hydrocarbon. We currently have 40 yrs of proven oil reserve, 60 yrs of natural gas and 130 yrs of coal. So we still have enough reserve, the problem is more political.
3. Alternative energy comprises of around 2% of total energy consumption. So switching to alternative energy is not as easy as it seems.
4. Conclusion: let the market adjust itself. At these prices, oil consumption would definitely decline as individuals/nations are taking steps in reducing oil consumption. At the same time, at these high prices, nations will try as much as they can to sell more oil to reap the immediate reward. This will help put pressure on demand.

For more, go to BP.com

Competitive advantage period (CAP) --- Part 2

Competitive advantage period (CAP) is the time during which a company is expected to generate returns on incremental investment that exceed its cost of capital. Economic theory suggests that competitive forces will drive returns down to the cost of capital over time. If a company earns above market required returns, it will attract competitors that will accept lower returns, eventually driving industry returns lower. The notion of CAP has been around for some time; nonetheless, not much attention has been paid to it in the valuation literature. The equation can be summarized as follows:

Value = (NOPAT/WACC) + [I(R-WACC)CAP]/(WACC)(1+WACC)

where NOPAT = net operating profit after tax
WACC = weighted average cost of capital
I = annualized new investment in working and fixed capital
R = rate of return on invested capital
CAP = competitive advantage period

Rearranged, the formula reads:
CAP = {(Value*WACC-NOPAT)(1+WACC)}/I(R-WACC)

These formulas have some shortcomings that make them limiting in practice, but they demonstrate, with clarity, how CAP can be conceptualized in the valuation process. A company’s CAP is determined by a multitude of factors, both internal and external. On a company-specific basis, considerations such as industry structure, the company’s competitive position within that industry, and management strategies define the length of CAP. The structured competitive analysis framework set out by Michael Porter can be particularly useful in this assessment. Important external factors include government regulations and antitrust policies. CAP can also reflect investor psychology through implied optimism/pessimism regarding a firm’s prospects.

It is believed that the key determinants of CAP can be largely captured by a handful of drivers. The first is a company’s current return on invested capital. Generally speaking, higher ROIC businesses within an industry are the best positioned competitively (reflecting scale economies, entry barriers and management execution). As a result, it is often costlier and more time consuming for competitors to wrest competitive advantage away from high-return companies. Second is the rate of industry change. High returns in a rapidly changing sector (technology) are unlikely to be valued as generously as high returns in a more prosaic industry (beverages). The final driver is barriers to entry. High barriers to entry— or in some businesses, “lock-in” and increasing returns— are central to appreciating the sustainability of high returns on invested capital.