Archive for March 2nd, 2009

Uh-oh … Barack-O's presidential approval index drops to single digits

March 2, 2009

According to Rasmussen’s most recent poll (Sunday March 1):

38% strongly approve of the job Obama is doing as President

29% strongly disapprove of the job Obama is doing as President

The difference (8 points) is what Rasmussen calls the Presidential Approval Index. (PAI)

For the first time, Obama’s overall PAI is down to single digits.

For reference, his PAI was +30 just after the inauguration.

57% of Republicans strongly disapprove of the job Obama is doing as President — that’s up 14 points since his budget was announced last Thursday.

Over 90% of African-Americans strongly approve of the job Obama is doing as President

Among non-African-Americans, 31% strongly approve, 33% strongly disapprove … giving Obama a PAI of minus 2 among non-African-Americans.

http://www.rasmussenreports.com/public_content/politics/obama_administration/daily_presidential_tracking_poll

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Ken’s Observation:

(1) Obama and his spokespeople say that neither the Dow nor opinionpolls   influence their decisions and actions.  The former has been evident for awhile.  We’ll see on the latter.

(2) I wish Rasmussen broke the data between taxpayers and non-taxpayers

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Obama’s Mortgage Plan … Just how much do deadbeats get rewarded ? Answer: LOTS !

March 2, 2009

For the record, I’m all for giving aid to folks laid off because of the sputtering economy.  But, like many others, I’m livid about Obama’s plan to reward irresponsible borrowers with extraordinary government subsidies. 

Frankly, I think Obama’s brain trust is so blinded by their politicized sense of social justice and so enamored with the elegance of their mortgage math that they miss the more fundamental implications of their own plan.

Below is an example of how the plan works.  The highlights …

Lenders will be encouraged to reduce P&I payments to 38% of the borrowers earnings by adjusting the loans payback period, the interest rate,  or the loan balance (i.e. the principal) — or all three.

Think about that for a second.  The government is encouraging (forcing ?) lenders to give different borrowers different prices for their product (i.e. mortgages) based on the borrowers ability to pay (ignoring other accumulated debts and using their current level of earnings as a proxy for ability to pay).  That’s called “price discrimination” and in most businesses, it is illegal to offer different prices to customers in the “same class of trade”.

Legalities aside, adjusting the payback period, say from 30 to 40 years has minimal impact on P&I payments.  At the extreme, the payback period could be stretched forever.  That’s called an interest-only loan, and under its terms, a borrower never pays back the loan.  Most people think that’s a bad idea.

What about cutting the rate to something in the range of 5%? 

If the loan is currently hanging with a predatory rate (say, 10% or more), cutting the interest rate to a fairer market rate probably makes sense. 

But, what if a rate cut to prevailing fair market rates isn’t enough?  Well, the lender could reduce the interest rate further, say to 3% or 4%. 

In other words, the lender could offer an “upside down risk-adjusted rate”.  Usually, a more credit worthy borrower is rewarded with a lower interest rate (think “prime”) that reflects the high likelihood that the loan will be repaid.  Giving favorable rates to the least credit worthy borrowers (i.e. ones who have already defaulted) defies any reasonable economic or financial logic.

Or, the lender can simply write-off some of the money owed.  Most people think that’s a very bad idea.  After all, the borrower made a legal and moral commitment to pay the loan back.  Why should they be let of the hook ?

Still, let’s pretend that the lender can find a way to get the borrowers payments and earnings in alignment at the magic 38% ratio.

In comes Team Obama. To provide the borrower with a softer financial cushion, the government drives the payment to income ratio down to 31% — splitting the incremental subsidy with the lender.  

In other words, the lender reduces the borrower’s annual P&I payments by 3.5% of the borrower’s income and taxpayers kick in 3.5% of the borrower’s income.

Think about that for a second.  The lender is pressured to give an even more favorable price to one  its least credit worthy customers and we, the taxpayers, reward the borrower with the equivalent of a 3.5% refundable tax credit — earned by simply having bought a house beyond his means and defaulting on his loan obligation.  Team Obama sees beauty in that arrangement. Many taxpayers don’t.

But wait, it gets worse.  The borrower qualifies for a “good boy” incentive — $1,000 per year for up to 5 years — if he makes timely payments.  So, for a defaulting borrower earning $50,000 per year, there’s an extra 2% kicker from the taxpayers — boosting the taxpayers’ subsidy to the equivalent of a 5.5% refundable tax credit.

That, my friends, is a big reward for acting irresponsibly.

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Obama’s Mortgage  Foreclosure Plan – An Example

Consider the following case: Skipper earns $35,000 annually and buys a $205,000 home with no money down, signing up for an ARM that starts at a teaser priced 5% with a 30 year payback term.  His initial P&I payments are about $1,100 per month.  That’s right at the government’s magic ratio of 38% payment to earnings ratio, so Skipper is classified as a responsible buyer.

A year or two later,  the ARM gets bumped up to 8% (per the written mortgage contract).  Let’s assume that Skipper’s loan balance went down to $200,000 over the period (a liberal assumption that works to his advantage).  Skipper’s P&I payments get upped to about $1,500 per month — that’s $17,765 annually, or over 50% of his annual earnings.

Skipper’s in a bind and defaults on his mortgage. 

Enter Team Obama.

First, they pressure the lender to reduce Skipper’s rate to get him back into the 38% payment to earnings ratio.  Even though Skipper has proven beyond a shadow of a doubt that he’s a credit risk, the lender sucks it up and cuts his rate to a credit worthy borrower’s 5%.  That gets his annual P&I payments back down to about $13,000.

Then, to provide Skipper with an economic cushion, Team O moves to cut Skipper’s payment to a more secure 31% of his income — that is, to reduce his P&I payments to about $10,500 per year.  (note: itdoesn’t matter whether the reduction comes thru principal reduction or interest rate cut — the economics are the same). And, team O offers to split the $2,500 difference — lender paying half and taxpayers paying half.

Finally, Team O offers Skipper a $1,000 annual bonus (for 5 years)  if he doesn’t default again.

Let’s recap the bidding:

First, the lender gives unreliable Skipper a loan at “prime” rates.

Second, the lender subsidizes Skipper with a $1,250 reduction in annual P&I payments

Finally, we taxpayers give Skipper a $2,250 annual subsidy ,,, the equivalent of a 6.4% refundable tax credit … which Skipper earned by buying too expensive of a house and defaulting on his mortgage.

Does that sound like a good idea?

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Closing those offshore tax loopholes … and the unintended consequences

March 2, 2009

Pres O says that he’ll go after US companies that take advantage of tax loopholes to ship American jobs offshore.

I assume that he’s talking about the “loophole” that says companies pay taxes on profits where they are realized.  For example, if a company has a subsidiary in Aruba, its subsidiary pay’s income taxes in Aruba … not in the US.  Conversely, if an Arubian company has a subsidiary operating in the US, its US subsidiary would pay US income taxes (but not Arubian taxes).  That’s standard operations around the world. No double taxation of income.

Pres O can’t possibly be thinking of double taxing US corporations.  If he is, companies can simply reincorporate offshore … and only pay US taxes on money made by its US subsidiary operations … just like foreign companies (think Nestle, Unilever) do now.  Certainly, the US government won’t try to tax Nestle on its Swiss earnings, right?  what would be the difference?

Pushing companies out of the US just doesn’t seem like a bright idea to me …

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Companies cut fat … but, like all of us, the pounds reappear

March 2, 2009

Excerpted from BusinessWeek, “The Secret to Making Cost Savings Stick”, by the staff of the Corporate Executive Board, February 13, 2009

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Of the 90% of organizations that are cutting costs this year only a small fraction will likely retain those savings for three years or longer

As a result, getting managers to focus on the right types of cost savings is more critical than ever. Organizations must ensure that they are driving surgical, sustainable cost reductions rather than indiscriminate cuts that will creep back into the organization (or, even worse, cripple future growth). 

Companies under pressure to cut costs tend to focus on the large variable costs that have an immediate, significant impact (e.g., travel and entertainment, administrative staff). Unfortunately, as soon as external pressure dissipates, these costs often creep back into the cost base.

CEB’s Finance Practice examined 230 major corporate cost-cutting initiatives at S&P 500 companies from 1999–2004. In the first year, only 100 companies, or 43%, achieved cost reductions. After three years, that number fell to 24 companies, or just 11%.

Quite simply, these “Elite Cost Cutters” were successful because they were proficient in controlling the cost of goods sold, rather than just quickly (and sometimes indiscriminately) cutting SG&A or ‘overhead’ costs, such as IT spending and travel. In fact, these firms actually spend proportionally more on overhead than their peers as a way to effectively drive long-term operational efficiency across the business.

Edit by DAF

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Full article:
http://www.businessweek.com/managing/content/feb2009/ca20090213_224955.htm?chan=top+news_top+news+index+-+temp_managing 

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Retailers Fashion Ways to Cut Costs

March 2, 2009

Excerpted from WSJ “Fashioning Ways to Hold Down Prices,” February 3, 2009, By Nicholas Casey

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After steep discounting on its tops, khakis and jeans ate into its margins last year, American Eagle Outfitters  is trying to reengineer the way it produces clothes.

It hopes to recalibrate its costs with moves that involve everything from changing where a garment is made (fewer Chinese factories and more Indian villages) to how it’s shipped (less use of air freight) to how it looks (no patterned pockets in many jeans).

Many retailers fear they will be forced into still more rounds of price cuts as the economy continues to sputter. “Eighty percent off is the new normal” …

Other teen chain stores are also growing wary of slipping prices. Abercrombie & Fitch which has tried markdowns since the holidays, says its brand would be harmed if it tarnished its high-end image with more price cutting. And Aéropostale says it’s looking to timed promotions to drive traffic rather than lowering price tags for good …

American Eagle hopes to cut its manufacturing costs significantly. Recently, the company began moving some production out of China, where wages are on the rise, and into cheaper labor markets in Cambodia and Vietnam … But shifting to less costly production carries its own risks … China is still tops in manufacturing talent and “there are definitely quality issues that are coming up” in places like Vietnam and Cambodia …

Even the way stores get their merchandise is evolving. In past years, distribution centers replenished each store’s clothes garment by garment. This year, the company is bundling many of its lines in prepackaged kits that include a small, two mediums, two larges and an extra large — a set that can go directly from the delivery truck to a display table.

American Eagle plans to entice its customers with brighter colors, hipper silhouettes and ruffles on women’s tops for spring. But it’s cutting out a few things it hopes its teen customers won’t miss: the ribbon that lines the waistband of its khakis, for example, and the color pattern on the material used for its jean pockets.

Changing pockets and eliminating ribbon saves only eight to 10 cents a garment, the company says. But eliminating relatively invisible features allows designers to add hip, visible details — like embroidery on the back pockets of denim jeans — that are more likely to lead to sales.

While it seeks savings, American Eagle has to be careful not to cut too much. Swamped by low-end competitors like Old Navy, the specialty retailer realizes “we can’t be the cheapest in the mall … If they wash it twice and it falls apart, they’ll say it’s not a good shirt,” he says. “There’s a fine line between price and value” … 

Edit by SAC

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Full Article:
http://online.wsj.com/article/SB123362245399041753.html?mg=com-wsj

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