View
0
Download
0
Category
Preview:
Citation preview
VALUATION 101: KEEP IT SIMPLE
Investment Regrets and Disagreement
Valuation 101
The Lead in
3
Theme 1: Characterizing Valuation as a discipline
¨ In a science, if you get the inputs right, you should get the output right. The laws of physics and mathematics are universal and there are no exceptions. Valuation is not a science.
¨ In an art, there are elements that can be taught but there is also a magic that you either have or you do not. The essence of an art is that you are either a great artist or you are not. Valuation is not an art.
¨ A craft is a skill that you learn by doing. The more you do it, the better you get at it. Valuation is a craft.
4
Theme 2: Valuing an asset is not the same as pricing that asset
PRICEValue
Price
THE GAPIs there one?
If so, will it close?If it will close, what will
cause it to close?
Drivers of intrinsic value- Cashflows from existing assets- Growth in cash flows- Quality of Growth
Drivers of price- Market moods & momentum- Surface stories about fundamentals
INTRINSIC VALUE
Accounting Estimates
Valuation Estimates
5
Theme 3: Good valuation = Story + Numbers
The Numbers People
Favored Tools- Accounting statements
- Excel spreadsheets- Statistical Measures
- Pricing Data
Illusions/Delusions1. Precision: Data is precise
2. Objectivity: Data has no bias3. Control: Data can control reality
The Narrative People
Favored Tools- Anecdotes
- Experience (own or others)- Behavioral evidence
Illusions/Delusions1. Creativity cannot be quantified
2. If the story is good, the investment will be.
3. Experience is the best teacher
A Good Valuation
6
Theme 4: If you value something, you should be willing to act on it..
¨ There is very little theory in valuation and I am not sure what an academic valuation would like like and am not sure that I want to find out.
¨ Pragmatism, not purity: The end game is to estimate a value for an asset. I plan to get there, even if it means taking short cuts and making assumptions that would make purists blanch.
¨ To act on your valuations, you have to have faith in¤ In your own valuation judgments.¤ In markets: that prices will move towards your value estimates.That faith will have to be earned.
7
The Basics of Value
8
The Bermuda Triangle of Valuation
Valuation First Principles &Good SenseBi
as &
Pre
conc
eptio
ns
Uncertainty & the Unknown
Complexity & Detail
9
The steps in valuation
12
The drivers of value
¨ The Growth Lever: The revenue growth rate controls how much and how quickly the firm will be able to grow its revenues from autos, software, solar panels and anything else that you believe the company. In my Tesla story (valuation), I have estimated revenues of $125 billion in 2030, a five-fold increase over the 2019 revenues.
¨ The Profitability Lever: The target (pre-tax) operating margin determines how profitable you think the company will be, once its growth days start to scale down. In keeping with my view that R&D is really a capital expense, I capitalize R&D, which improves Tesla’s profitability and target an operating margin of 12% by 2025.
¨ The Investment Efficiency Lever: To grow, companies have to invest in capacity and the sales to invested capital drives how efficiently investment is done, with higher sales to capital ratios reflecting more efficiency. With Tesla, I assume that every dollar of investment (in new factories, technology and new R&D) in the first 5 years generates $3 in revenue.
¨ The Risk lever: The first is the cost of capital that I start the valuation with, a reflection of risk as seen through the eyes of a diversified investor in the company. The second is the likelihood of failure (or distress). With Tesla, I set this cost of capital at 7% and assume that given its marginal profitability and significant debt load, the chance of failure is 10%.
13
The Growth Lever
14
The Biggest Auto Companies
15
A tech company twist?
16
Your growth choice
17
The Profitability Lever
18
A tech twist?
¨ The median operating margin for tech companies (including both software & hardware is 10.25%).
¨ The picture is brighter for the FAANG stocks, where the aggregate operating margin across all five stocks is 19.87%, well above auto industry averages. That margin, though, is delivered on smaller revenues and with business models where production costs are a small fraction of selling prices.
¨ The operating margin for just software companies is even higher at 21.24%, because the marginal unit of software is close to costless to produce.
19
Your choice on profitability
20
3. The Investment Efficiency Lever
21
More on investment efficiency
¨ Looking across global auto companies, the median company generates $1.37 in sales for every dollar of capital invested, and at the 75th percentile, the more capital-efficient auto companies generate $2.42 in revenues for every dollar of capital invested.
¨ My estimate of $3 in revenues for every dollar of capital invested reflects an optimistic view of Tesla’s capacity to bring technological innovation to its production processes, and reduce the capital needed to fund those processes.
¨ Since Tesla, in 2019, generates $1.32 in revenue for every dollar of capital invested, my estimate is more aspirational than based on observable efficiencies, right now.
22
Your choice on investment efficiency
23
4. Risk: The Cost of Capital - Global
24
Your choice on cost of capital & the failure rate
25
Valuation Stories
26
The Stories
¨ The Big Auto Story: If your story is that Tesla will emerge from its growth period as one of the largest auto companies in the world (revenues of $100- $300 billion in year 10), with top-tier auto company margins (7.42%), investment efficiency (2.42) and cost of capital (6.94%), the value per share ranges from $106/share (with BMW like revenues) to $227/share (with Daimler-like revenues) to $333/share (with VW/Toyota like revenues).
¨ The Techy Auto Company Story: Tesla is an auto/software/services company with tech company characteristics, giving it higher margins (10.25%) and a higher cost of capital (8.86%). With this story, the value per share ranges from $111/share (with BMW like revenues) to $212/share (with Daimler-like revenues) to $298/share (with VW/Toyota like revenues). Put simply, the higher risk nullifies the benefits of higher profitability.
¨ The FAANGy Auto Company: Tesla not only develops a tech twist, but becomes as successful as the most successful tech companies (I use the FAANG stocks + Microsoft). In this story, the margins approach 18.97% and with a tech cost of capital, the value per share ranges from $459/share (with BMW like revenues) to $855/share (with Daimler-like revenues) to $2,106/share (with VW/Toyota like revenues).
¨ The Make-your-best Company: I give Tesla the best possible outcomes on each variable, revenues like VW/Toyota, margins like pure software companies (21.24%), a sales to capital ratio that is higher than any of the sector averages (4.00) and a cost of capital of an auto company (6.94%), and arrive at a value per share of $2106.
Crisis times?
A COVID Break
29
The lead up to the crisis… On February 14..
0
500
1000
1500
2000
2500
3000
3500
9/1/08
1/1/09
5/1/09
9/1/09
1/1/10
5/1/10
9/1/10
1/1/11
5/1/11
9/1/11
1/1/12
5/1/12
9/1/12
1/1/13
5/1/13
9/1/13
1/1/14
5/1/14
9/1/14
1/1/15
5/1/15
9/1/15
1/1/16
5/1/16
9/1/16
1/1/17
5/1/17
9/1/17
1/1/18
5/1/18
9/1/18
1/1/19
5/1/19
9/1/19
1/1/20
S&P 500: 9/1/08 - 2/1/20
30
The COVID Crisis: US Equities, from February 14 to August 14, 2020
0
500
1000
1500
2000
2500
3000
3500
4000
0
2000
4000
6000
8000
10000
12000
1/2/
20
1/9/
20
1/16
/20
1/23
/20
1/30
/20
2/6/
20
2/13
/20
2/20
/20
2/27
/20
3/5/
20
3/12
/20
3/19
/20
3/26
/20
4/2/
20
4/9/
20
4/16
/20
4/23
/20
4/30
/20
5/7/
20
5/14
/20
5/21
/20
5/28
/20
6/4/
20
6/11
/20
6/18
/20
6/25
/20
7/2/
20
7/9/
20
7/16
/20
7/23
/20
7/30
/20
8/6/
20
8/13
/20
S&P 500 and NASDAQ in 2020
NASDAQ S&P 500
The Lead In The Meltdown The Melt Up The New Normal?
31
The Darkest Days: Damage assessment on March 20, 2020
32
Macro Review: Equity Indices
33
Macro Review: US Treasuries
34
Macro Review: Oil & Copper
35
Macro Review: Gold & Bitcoin
36
Global Equities: By Region
37
Global Equities: By Sector
The Unifying Theory: The Resilience of Risk Capital
39
Value Transfers
40
The Strong get stronger… The FANGAM stocks…
41
The Resilience of Risk Capital
¨ Risk capital is capital invested in the riskiest investments. When investors get scared, a common by-product of crises, risk capital usually dries up, making it difficult for young cash-burning companies and aging, debt-laden companies to survive.
¨ With equity, risk capital shows up in private companies as venture capital investing and in public companies, as IPOs.
¨ With debt, risk capital is invested in the riskiest debt, in both public markets (as high yield, low rated bonds) and in private markets.
42
Venture Capital: Historical Perspective
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
0
10
20
30
40
50
60
70
80
90
100
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
% o
f Cap
ital R
aise
d in
US
Capi
tal R
aise
d (in
$ b
illio
ns)
Capital Raised by Venture Capital: US and Global: 2007-2019
Global US % from US
VC capital raised dropped off by more than 50% after the 2008 crisis, with
43
Venture Capital: The COVID effect
Q2 2019 Q3 2019 Q4 2019 Q1 2020 Q2 2020Technology Growth $2.80 $3.20 $4.00 $2.20 $11.90Late Stage $39.10 $37.90 $42.90 $35.50 $35.70Early Stage $24.90 $23.10 $24.80 $19.10 $19.60Angel Seed $3.70 $3.80 $4.00 $2.80 $2.30
$-
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
$70.00
$80.00
VC Investing: By Type
Angel Seed Early Stage Late Stage Technology Growth
44
IPOs: A Historical Perspective
45
IPOs: The COVID effect
$-
$5.00
$10.00
$15.00
$20.00
$25.00
$30.00
0
10
20
30
40
50
60
70
Q2 2017 Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 Q1 2019 Q2 2019 Q3 2019 Q4 2019 Q1 2020 Q2 2020
IPOs by Quarter: Including COVID quarters
Number of IPOs Proceeds Raised (in $ billion)
Blue: ERP on 7/1/20Red: ERP on 4/1/20Green: ERP on 1/1/20
ERP
: Jul
y 1,
202
0
Aswath Damodaran
47
Corporate Bond Issuance: The 2008 Crisis
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
$-
$200.00
$400.00
$600.00
$800.00
$1,000.00
$1,200.00
2004 2005 2006 2007 2008 2009 2010 2011 2012
Corporate Bond Issuances: The 2008 Crisis
Investment Grade High Yield % from HY Bonds
48
Corporate Bond Issuance: The COVID effect
High yield bond issuances hit an all-time high in June 2020
49
What’s different?
¨ Crisis Origins: This crisis started at a time, when capital markets were buoyant and investors were eagerly taking on risk, with risk premiums in both equity and bond markets at close to decade-level lows, with a global economic shut down, with a cessation of most business activity. ¤ With a Timer: That shut down came with a time frame, though there was
uncertainty not only about when economic activity would start up again, but how vigorously it would return.
¨ The Fed Effect: The decisive turnaround in markets happened on March 23, which coincidentally or otherwise was the date that the Fed announced it would be a backstop in private lending markets.
¨ Investor Composition: Investors have become more global and more willing to use passive investment vehicles, allowing for momentum to feed on itself more easily.
Keep it simple!
Valuation after COVID: The Market
51
Valuing the market: Fundamentals
52
Do fundamentals matter?
¨ Disconnect from economic news: For some, the skepticism comes from the disconnect with macroeconomic numbers that are abysmal, as unemployment claims climb into the tens of millions and consumer confidence hovers around historic lows. I will spend the first part of this section arguing that this reflects a fundamental misunderstanding of what markets try to do, and a misreading of history.
¨ In denial? For others, the question is whether markets are adequately reflecting the potential for long term damage to earnings and cash flows, as well as the cost of defaults, from this crisis. Since that answer to that question lies in the eyes of the beholder, I will provide a framework for converting your fears and hopes into numbers and a value for the market.
53
Explaining the disconnect…
54
Value Drivers for the Index
55
1. Earnings
56
2. Cash Flows
57
3. Equity Risk Pricing
58
My Story for the Market
59
My Valuation of the Index: June 1, 2020
60
Facing up to uncertainty
Keep it simple!
Valuation after COVID: Individual Companies
62
Risk Adjusted Value: Three Basic Propositions
¨ The value of a risky asset can be estimated by discounting the expected cash flows on the asset over its life at a risk-adjusted discount rate:
1. The IT Proposition: If “it” does not affect the cash flows or alter risk (thus changing discount rates), “it” cannot affect value.
2. The DUH Proposition: For an asset to have value, the expected cash flows have to be positive some time over the life of the asset.
3. The DON’T FREAK OUT Proposition: Assets that generate cash flows early in their life will be worth more than assets that generate cash flows later; the latter may however have greater growth and higher cash flows to compensate.
Aswath Damodaran
63
During a crisis, the dark side beckons…
¨ If your concept of valuation is downloading last year's financials for a company into a spread sheet and then using historical growth rates, with some mean reversion thrown in, to forecast future numbers, you are probably feeling lost right now, and with good reason.
¨ It is also not a time to wring our hands, complain that there is too much uncertainty and argue that the fundamentals don't matter. ¤ If you do so, you will be drawn to the dark side of investing, where
fundamentals don't matter (paradigm shifts, anyone?), new pricing metrics get invented and you are at the mercy of mood and momentum.
¨ Ironically, it is precisely at times like these that you need to go back to basics.
64
Discount Rates
Risk Adjusted Cost of equity
Risk free rate in the currency of analysis
Relative risk of company/equity in
questiion
Equity Risk Premium required for average risk
equity+ X=
Aswath Damodaran64
65
Risk free rates will vary across currencies!
Aswath Damodaran
-5.00%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
Croa
tian
Kuna
Bulg
aria
n Le
vVi
etna
mes
e Do
ngJa
pane
se Y
enTh
ai B
aht
Euro
Swiss
Fra
ncBr
itish
Pou
ndDa
nish
Kro
neTa
iwan
ese
$Isr
aeli
Shek
elHu
ngar
ian
Forin
tHK
$Sw
edish
Kro
naCz
ech
Koru
naPo
lish
Zloty
Phill
ipin
e Pe
soCa
nadi
an $
US $
Norw
egia
n Kr
one
Kore
an W
onAu
stra
lian
$Si
ngap
ore
$NZ
$Pa
kista
ni R
upee
Icel
and
Kron
aQ
atar
i Din
arM
alya
sian
Ring
git
Rom
ania
n Le
vCh
ilean
Pes
oCh
ines
e Yu
anNi
geria
n N
aira
Russ
ian
Rubl
eBr
azili
an R
eai
Colo
mbi
an P
eso
Indi
an R
upee
Peru
vian
Sol
Mex
ican
Pes
oIn
done
sian
Rupi
ahKe
nyan
Shi
lling
Sout
h Af
rican
Ran
dTu
rkish
Lira
Zam
bian
kw
acha
Risk free Rates by Currency in July 2020: Government Bond Based Estimate
Risk free Rate Default Spread based on rating
66
And across time… especially in a crisis
Aswath Damodaran
67
Equity Risk Premiums cannot be backward looking..
Aswath Damodaran
¨ If you are going to use a historical risk premium, make it¤ Long term (because of the standard error)¤ Consistent with your risk free rate¤ A “compounded” average
¨ No matter which estimate you use, recognize that it is backward looking, is noisy and may reflect selection bias
Arithmetic Average Geometric AverageStocks - T. Bills Stocks - T. Bonds Stocks - T. Bills Stocks - T. Bonds
1928-2019 8.18% 6.43% 6.35% 4.83%Std Error 2.08% 2.20%1970-2019 7.26% 4.50% 5.93% 3.52%Std Error 2.38% 2.73%2010-2019 13.51% 9.67% 12.93% 9.31%Std Error 3.85% 4.87%
68
But forward looking...
Aswath Damodaran68
69
Implied ERP for the S&P 500: History
Aswath Damodaran69
70
The Price of Risk: The 2008 Crisis
71
The Price of Risk: The COVID crisis
Blue: ERP on 7/1/20Red: ERP on 4/1/20Green: ERP on 1/1/20
ERP
: Jul
y 1,
202
0
Aswath Damodaran
73
And Default Spreads will be on the move
74
Cash Flows and Growth Rates
¨ The standard practice in much of valuation is to take base year numbers for your inputs (revenues, margins, reinvestment) from the most recent year and project each one based upon historical data.
¨ While this is always bad practice and works only for a small subset of mature companies, it will completely break down during a crisis, for two reasons:¤ The crisis will wreak havoc on near-term earnings and cashflows.¤ The crisis can change the business environment and the
pathway (story) for the future.
75
Valuation: A Post-Corona Version
Recommended