Archive for March 3rd, 2009

To support home prices, cut the mortgage interest deduction … huh ?

March 3, 2009

This stuff just keeps getting wackier and wackier …

“The budget came with a painful and unexpected surprise:

After 2010, American households making over $250,000 would see the rate at which they can deduct mortgage-interest payments and other items from their taxes reduced to 28% from the current 35%, costing them $318 billion over 10 years.”

Question: Will that help or hurt home real estate prices?

Also taking this hit: tax deductions charitable contributions.  Guess NFPs will just have to grovel (more) to the government bureaucrats.

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Source: WSJ, “Taxes Test Obama’s Support Among Higher-Income Voters”, Feb 27, 2009
http://online.wsj.com/article/SB123570454670090115.html

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Salvaging Team O’s Mortgage Foreclosure Plan

March 3, 2009

Most taxpayers support giving aid to workers who lost their jobs to the sputtering economy, but they are livid about Team Obama’s plan to stem foreclosures by rewarding irresponsible borrowers with extraordinary government subsidies. 

Obama’s brain trust appears  blinded by their politicized sense of social justice and so enamored with the elegance of their mortgage math that they miss the fundamental holes in their plan. While their intentions may be good, they lose sight of the forest in the trees.

The good news is that Team Obama’s problematic program can probably be salvaged —  by simply tightening the program’s qualifying criteria and changing the basis for determining the taxpayer subsidy going to distressed borrowers.

First, consider program qualification criteria.  Even Team Obama agrees that only mortgages on owner occupied primary residences should qualify.  That eliminates speculators, flippers, and vacation homes.  It also eliminates rental housing provided by  investor-landlords, but so be it.

Going a step further, why not explicitly limit the program to people who have a history of filing U.S. tax returns?  That would limit the program to  legal U.S. residents with proven (and determinable) earnings potential.

FDIC Chairman Sheila Bair … told public radio that it would be “simply impractical” to review old mortgage applications and try to distinguish between honest and dishonest borrowers.

Not so, Ms. Bair.  Simply set fair but tight qualifying criteria  based on the borrower’s past mortgage repayment history.

Rather than trying to qualitatively evaluate a borrower’s level of financial responsibility and good faith, they should look quantitatively at the borrower’s actual behavior.   For example:

Did the borrower make a down payment from his own resources? If not — if he made no down payment or funded one with a second home loan — then he doesn’t really have much of an ownership stake.

If the borrower had an ARM, did he make all payments before his ARM was adjusted upward? If not, it’s hard to blame his financial  fix on deceptive loan practices.

Did the borrower make at least a year or two of loan payments before defaulting? If not,  he doesn’t have much equity in the house — financial or psychological.

The point is that there are non-disputable behavioral metrics that can be used to sort “owners” from “occupants” and responsible borrowers who may have been duped from outright deadbeats.

Similarly, for those who qualify, Team Obama should determine the  level of any government subsidies based on the borrower’s past mortgage repayment history, not income.

Team Obama’s plan pressures lenders to bring a borrower’s payment to income ratio down to 38% by cutting interest rates or principal. Then, taxpayers share the cost (dollar-for-dollar with the lender) of bringing that ratio down to 31%. 

In other words, the borrower gets a taxpayer subsidy equal to 3.5% of his income.   So, a guy in an American average $200,000 home who earns $35,000 gets a $1,250 annual taxpayer subsidy.  Plus, he gets a $1,000 annual incentive rebate (for 5 years) if he does the right thing and makes his payments. That boosts his taxpayer subsidy up to the equivalent of a 6.5% refundable income tax credit — “earned” by defaulting on a mortgage.

Team Obama sees great beauty in that arrangement.  Many taxpayers do not. 

As an alternative, why not scale any taxpayer subsidy based on past mortgage payments made rather than proportionate income?  That is, give borrowers credit for having demonstrated good faith in the past by having made payments before their ARMs exploded or the economy imploded?

Illustratively, consider this rule: add the borrower’s down payment to the sum of P&I payments he made against the mortgage, then divide that total by 12 (or some other equalizing factor) and use the result as the basis for his subsidy.

For example, assume that a good faith guy earning $35,000 buys a $210,000 home with $10,000 down and makes $5,000 in P&I payments before his  teaser rate ARM gets upped to an unexpectedly high (and unreachable)  payment level.  Give the guy $15,000 in good faith ownership credit, and allow him a maximum taxpayer subsidy of $1,250 per year — the same as Team Obama’s income based subsidy.

Now, assume that a bad faith guy, also earning $35,000, buys a comparable $210,000 home with no money  down and makes a couple of payments totaling $2,400 before starting to skip payments.  Give this guy $2,400 in good faith ownership credit, and allow him a maximum  taxpayer subsidy of $200 per year — a much smaller subsidy reflecting his proven irresponsibility.  If that’s enough to get him to the 31% payment to income ratio, that would be fine.  ut, it’s not, so too bad.

The numbers are arbitrary, but the guiding principle is not: don’t help deadbeats. do help people who have demonstrated good faith and responsibility, but have run into hard times. 

Keying the maximum  taxpayer subsidy to a borrower’s past payment history has an added benefit: it provides help to the guy who has made years of on-time payments before getting laid off.  Since his near-term income is zero, Team Obama’s income based subsidy would provide him with no help.  That’s not fair.

The bottom line is that the plan proposed by President Obama is seriously flawed and, understandably, has aroused taxpayer ire.  But, if Team Obama shows some flexibility (and some rational creativity), the plan can be salvaged to rally taxpayer support for helping responsible but distressed  home owners.

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Is Obama intentionally driving the market down ?

March 3, 2009

Excerpted from CNBC, “Stop Trading!: Obama: Enemy of Stocks?”,  March 2,2009

Mad Money host Jim Cramer is worried that the same shareholder-unfriendly approach the White House took toward Medicare … could hurt the Pentagon (defense related) as well.

“We’ve got to get over the idea that you can make money on the long side with Obama,” Cramer said.  “That has proven to be very difficult.”

Cramer recommended instead that investors preserve cash and assume a protective stance against any future White House moves.

Full article:
http://www.cnbc.com/id/29468637

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Still sympathetic re: foreclosures? … then read this

March 3, 2009

Excerpted from WSJ, “Call Them Irresponsible”, March 2, 2009

Rewarding those who put the ‘liar’ in liar loans …

At the height of the housing boom, Americans were pulling $300 billion each year out of their home equity

Since 2005, cash-out refinancings have represented a third of all mortgage originations in the United States.

Close to half of subprime mortgages were cash-out refis … meaning that borrowers were converting to more risky mortgages, typically with higher monthly payments.

According to Freddie Mac, most of its refinancings have resulted in larger loan amounts in every quarter since the middle of 2004.

Full article:
http://online.wsj.com/article/SB123595305743805193.html

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Go Beyond Demographics to Really Understand Your Customer

March 3, 2009

Excerpted from Harvard Business Publishing, “It’s Not Who Your Customers Are, It’s How They Behave”, by Peter Merholz, February 11, 2009

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Businesses cannot exist without customers, so it’s sadly ironic that many, if not most, businesses, actually understand so little about them.

As a company grows, a smaller and smaller percentage of the staff interacts with the customers. In fact, those folks on the “front line” (think call centers, service counters, retail stores) are typically among the lowest-paid and have the least authority.

Meanwhile, back at headquarters fundamental decisions are made with extremely limited information about customers. There, understanding the customer is often considered someone else’s responsibility, because, “we have a department for that.”

No department has a complete view of the customer, however, and so in place of true understanding are models and frameworks that attempt to describe the customer. Many companies don’t go beyond demographics and market segmentation. While it’s helpful to know how they break down by age, sex, income, region, and other easily measurable characteristics, there’s actually very little you can actually do with that information.

In order to become customer experience-driven, you need to go beyond who your customers are, and understand what they do.

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Case Example: A large national bank with a sophisticated demographic model, but didn’t understand what cinched the deal.

Initial efforts focused on the “goal” of buying a product and outlining the steps that people took to achieve that goal.

And in doing so, there was evidence of an underlying motivational layer of emotion that actually guided their decisions. Buying financial products is challenging, because unlike physical goods, it’s hard to define what you want ahead of time. At Best Buy, you can point to a 52″ television and say, “something like that.” You can’t do that with a loan or a line of credit.

So what happened was that while people appeared to engage in the appropriate steps to make a purchase decision, because they couldn’t articulate an end state, they were simply going through the motions and would never commit.

We realized that customers must satisfy three sets of requirements — functional (does the product meet my basic needs); intellectual (through comparison, am I confident I’m getting the best deal); and, crucially, emotional (could I have a relationship with this bank?).

The bank wanted to drive all applications for new products online, but the customer research analysis made clear the importance of maintaining a quality cross-channel experience.

Edit by DAF

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Full article:
http://blogs.harvardbusiness.org/merholz/2009/02/its-not-who-your-customers-are.html?cm_mmc=npv-_-WEEKLY_HOTLIST-_-FEB_2009-_-HOTLIST0218

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Let Mr. Clean wash your car …

March 3, 2009

“Excerpted from WSJ, “Mr. Clean Takes Car Wash Gig” By Ellen Byron, February 5, 2009

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Now Procter & Gamble Co. wants to wash your car. The giant manufacturer of household staples including Pampers diapers, Crest toothpaste and Gillette razors is forging a new business model: franchising car washes.

To jump-start plans for a nationwide chain of Mr. Clean Car Wash franchises, P&G in December acquired the franchise assets of Atlanta-based Carnett’s Car Wash, which has 14 locations.

“We need to look for new opportunities to allow us to grow,” says Bruce Brown P&G’s chief technology officer. “That isn’t limited to things within our current business model.”

P&G is under mounting pressure to find new sources of revenue growth, particularly as more cash-strapped shoppers think twice about buying its premium-priced products. Wall Street is increasingly skeptical that the mammoth company can garner meaningful gains in its slow-growing product categories and a tough economy.

Procter & Gamble has been quietly experimenting with service businesses in recent years. Since 2007, it has operated two Mr. Clean Car Washes  … Professional car washing, which rings up about $35 billion in sales a year in the U.S. won out as the company’s first major franchise push. “We want to blow this out to a national network of car washes,” Mr. Brown says.

The car-washing business has a handful of competitive advantages … It lacks a dominant national chain, aging baby boomers are reluctant to wash cars themselves and more water-strapped communities are pushing professional car cleaning as a conservation measure …

Procter’s previous attempts at entering the service industry have failed. In 2000, P&G operated a laundry service called Juvian Fabric Care, which it sold in 2003. Other efforts at company-owned stores, including one called Culinary Sol, also fell short …

P&G marketers are also eager to see if Mr. Clean Car Washes dotting roadways will help boost the image and exposure of the overall brand … Unlike most franchise start-ups, which require enormous marketing investment, Mr. Clean Car Washes come with a 51-year-old brand name, which P&G hopes will lure potential franchisees …

P&G, which scrutinizes shoppers down to the seconds it takes to notice a bottle on a store shelf, says it will offer franchisees detailed information about car-wash locations, consumer targeting and advertising response rates …

Edit by SAC

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Full Article:
http://online.wsj.com/article/SB123379252641549893.html

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