Advanced Stock-Picking: Grill Top Brass
06/17/08 - 07:56 PM EDT
TSC Staff
How to Evaluate Management
From The Art and Science of Measuring CEO Performance: Of all the potential metrics, earnings growth is among the most critical. "It captures how well a CEO is running the business," says Mary Ellen Carter, a Wharton accounting professor. Adds Brian Cadman, an accounting professor at Northwestern University's Kellogg School of Management and currently a visiting professor at Wharton: "Earnings is generally considered a good metric because it provides a summary measure of value added to the firm over a given period." But regardless of which specific performance metrics are used, "it is important to compare them to historical values or to a 'peer' group of firms," Cadman says. Wharton accounting professor Wayne R. Guay says most of the financial incentives provided to CEOs and other senior executives are based on their company's stock price. "These executives hold large portfolios of stock and stock options that tie their wealth to shareholder performance pretty closely," Guay says. "For the typical CEO, that is the lion's share of the incentive." Read the full article. From Talking to Management, Part 1: The Big Questions: Though most of us are outside passive minority investors, pretend for a moment that you are a private-equity investor. There's value to be had in understanding how an investor in the business would benefit in the absence of a secondary market for ownership interests. The value derived by a private-equity investor feeds slowly to the public equity investor in the short run but directly in the long run. What sustainable competitive advantages do you have vs. your competitors? As with most of my questions, I usually have a reasonable idea of what the answer is likely to be. Part of my question is to test the competence and veracity of management. If it trots out some answer that is nonsense, that is a big red flag to me. Given that most of the time I invest in mature industries, I want to hear answers that tell me the company has an expense advantage over competitors. That can be easily verified. Other possible answers include exclusive distribution agreements, patents, technological advantages and company culture. Once I hear the answer, I try to analyze how much it makes sense. Has the company really created a "moat" that protects its profits from competition, or is it trying to fool me? I don't always get a sharp answer, but the exercise is always valuable. Uncertainty leads to doing nothing or to a smaller position, which is always appropriate when you don't have a big edge. Read the full article.
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