Archive for November 25th, 2008

Big Idea: Rallying private capital to stabilize housing prices.

November 25, 2008

Summary: Ken’s plan for handling part of the  foreclosure problem and geting housing back on track.  Guaranteed.

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A stark reality of the current mortgage crisis is that there have been — and will continue to be – an unprecedented and destabilizing number of foreclosures that need to be absorbed into the housing market.  Until they are, home prices will continue to slide and the crisis will persist..

To date, most of the government’s programmatic emphasis has focused on mitigating the financial pressures on lending institutions and investors who funded bad loans, by injecting supplementary capital (loans or preferred stock purchases), or by buying toxic securities..  Some political rhetoric has centered on preventing distressed citizens from “losing their homes”, but few substantive steps have been taken.  Why?

First, once a mortgage has been “securitized” – as most have been — there are contractual limitations on possible loan modifications.   In these instances, mortgage “servicers” have their hands tied.  They are only empowered to collect payments and foreclose on non-payers, with very little latitude between the extremes.

Second, there is the proverbial elephant in the middle of the room.  Many so-called home owners are – truth be told — really “occupants” not “owners”.  Some have no equity in the homes.  Some never did – even before housing prices crashed, submerging loan balances under water.   Many wouldn’t qualify today for restructured loans under the most liberal of terms – e.g. lowered interest rates, extended payment periods, reduced principle balances (to the current fair market value of the homes).  Whether the people legitimately qualified for their initial loans is irrelevant.  Whether their initial loan terms were predatory is also largely irrelevant. Objectively, the low bar is whether they can foot the bill for a restructured mortgage.  The emerging evidence seems to suggest that many – maybe most – can’t.

That leads to an inescapable conclusion: regardless of what remedial government bailouts are enacted – the housing market will continue to be flooded with foreclosures. 

So, a pivotal economic policy question is how to get the foreclosed properties off the market and into the hands of private owners (i.e. not onto the government’s asset rolls), and how to keep them there until they can be remarketed at an orderly pace and higher prices.

Three straightforward changes to the income tax code – throwbacks to yesteryear — could provide the necessary financial incentives to rally private capital back into the housing market to buy, hold, and rent foreclosed homes: (1) eliminate ALL of the capital gains taxes on residential property that is bought from now until, say, December 31, 2010 and held for at least 18 months, (2) allow these “qualified residential properties”, if they are rented, to be depreciated for tax purposes at an aggressively accelerated rate (say, over 5 or 10 years) to generate high non-cash tax losses, and (3) allow ALL tax losses generated by these “qualified residential rental properties” to offset owners’ taxable ordinary income with no “passive loss’ limitations, thereby reducing their federal income tax liability.

For example, assume that an investor buys a foreclosed home for $200,000 and rents it out at a price that simply breaks even on a cash flow basis.  That is, the rental price just covers interest, taxes, insurance, maintenance, etc.  Assuming a 5-year accelerated depreciation schedule, the rental would generate an annual non-cash tax loss of $40,000 that could be used to offset the investor’s ordinary income.  If the investor were in the Obama-boosted 39.6% marginal tax bracket, that ordinary income offset could save the investor almost $16,000 in federal income taxes each year that the property is held and rented.  If the home were then resold – say, in 3 years for $250,000 —  the investor would book $170,000 in capital gains (the $50,000 home price increase, plus the $120,000 in depreciation claimed against ordinary income when the property was being rented), but the investor would owe no capital gains taxes. 

Such a program potentially offers several benefits: (1) it would entice private capital to buy (and hold) foreclosures and other distressed residential property, (2) it would likely provide affordable rental housing to people (maybe the current occupants of the homes) who realistically can’t and shouldn’t shoulder the costs of home ownership , and (3) it might take some of the sting out of President-elect Obama’s proposed tax hikes.

It’s a win-win solution to part of a thorny problem.

© K.E. Homa 2008  

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Re: Energy … consumers in denial, blame government (and everybody else)

November 25, 2008

Excerpted from PR NewsWire, “Obama White House to Face Long-Held Consumer Denial and Awareness Hurdles in Realizing New Energy Solutions”, November 19,2008

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Consumers Blame Government, Assume Little Self-Responsibility

There is  long-held U.S. consumer denial about personal responsibility in driving energy demand and resulting prices; consumers have a’ “tailpipe-driven” understanding of energy use and environmental impact.

Despite government reports documenting that consumers now use more electricity than five years ago, 61 percent of consumers deny using more.

But, 62 percent of Americans indicating they have experienced home utility cost increases of 10-30 percent or more. So, “For the first time in four years, we increasingly see economic concerns driving consumer interest in conserving energy.”

“However, most Americans don’t view their own consumption behaviors or energy-use demand as having much to do with energy costs,” less than one-fourth of consumers mention U.S. consumer demand as most to blame for rising energy prices.

While more consumers are becoming knowledgeable about renewable energy, one-third erroneously think cars and trucks are the No. 1 cause of global warming, while only four percent cite the actual primary culprit of greenhouse emissions: coal-fired electric plants, today’s most prominent source to heat, cool and power buildings – largely homes.

Also of note: most consumers either blamed kids in the home for increased electricity usage.

Oil companies were thought to be the primary culprits for rising gasoline costs (27 percent) — the U.S. government was the second most common answer, at 24 percent.

“What should the government be doing?” The top answers were “should invest more in research to find alternatives” (29 percent), “should be more proactive and develop a plan” (16 percent), and “should allow drilling in the Arctic National Wildlife Refuge and / or off the U.S. coast” (13 percent).

The primary reason to participate in energy conservation activities or purchases:

1.) To save money (ranked No. 3 in 2007)

2.) To protect our environment and save natural resources (remained No. 2 from 2007)

3.) To preserve the quality of life for future generations (ranked No. 1 in 2007)

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Full article
http://www.tickertech.com/cgi/?a=news&ticker=a&w=&story=200811200811190800PR_NEWS_USPR_____CLW024 

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Chain Stores Going Green

November 25, 2008

Excerpted from New York Times, “Green Plans in Blueprints of Retailers”, by Andrew Martin, November 8, 2008

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Across the country, a race is under way among stores and fast-food restaurants to build environmentally friendly outlets, as a way to curry favor with consumers and to lower operating costs. Most chains are focusing on prototypes at the moment, but the trend could eventually change the look and function of thousands of stores.

The green building boom is partly being driven by retailers’ desire to capture the attention of consumers who have become fascinated by hybrid cars, energy-saving light bulbs and wind turbines.

But more important for the companies, it is a way to shave long-term operating costs at stores and restaurants, which consume copious amounts of energy and water for ovens and fryers, heaters and air conditioners, sinks and toilets.

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While the “green” moniker is ill-defined and vulnerable to exaggeration, many of the chains, including McDonald’s, are seeking LEED certification from the United States Green Building Council, a nonprofit agency in Washington whose rating system is a widely accepted standard.

Marion Nestle, a professor of nutrition at New York University and a frequent critic of fast-food chains, said the green buildings were laudable but were ultimately intended to make people feel better about eating unhealthful food.

“Takes your mind off the calories, doesn’t it?” she wrote in an e-mail message. Ms. Nestle added in an interview, “I think it’s fabulous that they are doing it, and McDonald’s always has a tremendous impact. But it’s still making junk food.”

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Retailers say building LEED-certified buildings make economic sense, particularly with energy prices becoming so unpredictable.

At Wal-Mart, for instance, all new stores have highly efficient lights, skylights and improved heating, cooling and refrigeration systems. The floors of the stores are not covered but instead are exposed concrete slabs made with recycled steel and fly ash, a waste product. The high-efficiency prototype stores are equipped with even more efficient heating and cooling systems; a store in Las Vegas, for instance, is expected to save 45 percent in energy costs over traditional stores. 

Peter DiPasqua, a Subway franchisee with 89 stores in central Florida, said he originally thought his green store in Kissimmee was largely a “feel-good thing.” But he said as construction progressed, he became more impressed with the benefits of LEED-certified construction.

The store cost about 20 percent more to build, Mr. DiPasqua said. But he said he was saving 20 percent a month on electricity even though the store, in a prime location, is selling 43 percent more than a store down the street.

Edit by DAF

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Full article:
http://www.nytimes.com/2008/11/08/business/08build.html?ref=business&pagewanted=print

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Boost your ROI by building your brand ..

November 25, 2008

Excerpted from Brand Channel “Trust as a Tangible Brand Attribute” by Mary Weisnewski, November 3, 2008

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How do you transform your company’s core values into a business asset you can see and feel?

Investing in branding is a good start.  Unfortunately, too many companies slow their efforts to a grinding halt after the rollout party to unveil the new website design and hand out pens embossed with the new logo..

.“Investing in brand development is increasingly important to build credibility and differentiate…People are making purchasing decisions based on how closely aligned their values are with an organization and how much they trust what that organization is providing. This is as true whether people are making donations to nonprofits, buying consumer products, or hiring consultants.”

Revealing your organization’s core values by developing an authentic brand platform, then consistently walking the talk of those core values, is the foundation of employee and customer trust and loyalty—both of which directly affect your bottom line.

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Trust is the engine that powers your brand. When a brand delivers consistently on what it says it will do there are tangible results. When the visual brand is aligned consistently with the experience it communicates an honest, reliable organization and there are tangible results. It’s all about building loyalty and long-lasting relationships…

Trust results from a reliable cache of perceptions and experiences, built over time. We think of organizations just like we do people we know. If I have heard of you I am more likely to trust you. If you do what you say you are going to do, my level of trust will increase…

You have to survey, or audit, everyone involved with your organization to find out what they really think and feel about what you’re offering, and listen to their concerns and desires…

What every company really wants, regardless of its size or market niche, is brand equity: tangible results that show a return on investment. When United Way underwent a rigorous brand evaluation in 2003, they discovered that the strong brand was 67 percent of the reason why people chose to invest in the organization.

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Making your brand tangible leads to: ongoing affirmation of purpose, organizational alignment, differentiation, stronger relationships and connections, increased recognition; stronger recruitment, and increased ROI.

The bottom line is that a tangible brand is a win-win for your company and your customers…When a brand delivers consistently on its promise there are tangible results. This is true whether your company is just starting out or has a well-known national or international presence….People will pay more for, and choose faster, the experience and peace of mind a healthy brand promises.  

Edit by SAC 

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Full article:
http://brandchannel.com/brand_speak.asp?bs_id=205

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Want more from the Homa Files?
Click link =>
The Homa Files Blog

Boost your ROI by building your brand ..

November 25, 2008

Excerpted from Brand Channel “Trust as a Tangible Brand Attribute” by Mary Weisnewski, November 3, 2008

* * * * *

How do you transform your company’s core values into a business asset you can see and feel?

Investing in branding is a good start.  Unfortunately, too many companies slow their efforts to a grinding halt after the rollout party to unveil the new website design and hand out pens embossed with the new logo..

.“Investing in brand development is increasingly important to build credibility and differentiate…People are making purchasing decisions based on how closely aligned their values are with an organization and how much they trust what that organization is providing. This is as true whether people are making donations to nonprofits, buying consumer products, or hiring consultants.”

Revealing your organization’s core values by developing an authentic brand platform, then consistently walking the talk of those core values, is the foundation of employee and customer trust and loyalty—both of which directly affect your bottom line.

 * * * * *

Trust is the engine that powers your brand. When a brand delivers consistently on what it says it will do there are tangible results. When the visual brand is aligned consistently with the experience it communicates an honest, reliable organization and there are tangible results. It’s all about building loyalty and long-lasting relationships…

Trust results from a reliable cache of perceptions and experiences, built over time. We think of organizations just like we do people we know. If I have heard of you I am more likely to trust you. If you do what you say you are going to do, my level of trust will increase…

You have to survey, or audit, everyone involved with your organization to find out what they really think and feel about what you’re offering, and listen to their concerns and desires…

What every company really wants, regardless of its size or market niche, is brand equity: tangible results that show a return on investment. When United Way underwent a rigorous brand evaluation in 2003, they discovered that the strong brand was 67 percent of the reason why people chose to invest in the organization.

* * * * *

Making your brand tangible leads to: ongoing affirmation of purpose, organizational alignment, differentiation, stronger relationships and connections, increased recognition; stronger recruitment, and increased ROI.

The bottom line is that a tangible brand is a win-win for your company and your customers…When a brand delivers consistently on its promise there are tangible results. This is true whether your company is just starting out or has a well-known national or international presence….People will pay more for, and choose faster, the experience and peace of mind a healthy brand promises.  

Edit by SAC 

* * * * *
Full article:
http://brandchannel.com/brand_speak.asp?bs_id=205

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Want more from the Homa Files?
Click link =>
The Homa Files Blog