Showing posts with label Porter. Show all posts
Showing posts with label Porter. Show all posts

Monday, February 9, 2015

Venture Capital Pricing: Bubble or Something Else?


Trying to make sense of current VC pricing is a daunting task. The increased pricing is reflected in VC IRRs for the past year which exceeded 25% according to Prequin-exceeding those of PE for the first time this century. Consequently, fund raising is accelerating as investors chase yield. This is producing ever higher pricing multiples. Is it a bubble, a recovery or something different?

My thoughts, which focus primarily on the ecommerce segment, are as follows:

1)     There are only three ways to profit from ecommerce. Either you sell devices like Apple, sell goods or services such as EBay or Angie’s Page, or sell advertising –Facebook.
2)     The implicit assumption for investors is competition is weak due to something like network effects-hence the need to raise lots of money, invest it quickly and get big quick. Investors flock to the industry and its participants creating a momentum pricing effect lifting pricing multiples-a virtuous circle.
3)     Wild changes in pricing occur once evidence accumulates that the competitive advantage period is unrealistic. Investors are reintroduced to Porter's  five forces which eventually impact industry profitability.
4)     Investors recognize they misread market signals and have misallocated capital, and begin to curtail investments. This triggers a reverse momentum or vicious circle.

Investor errors are understandable given the lack of operating history or clear business model for these firms. The impact of seemingly small changes in investor estimates can have a major valuation effect:

1)     Simple earnings calculation model: P=E/(r-g) were E is a horizon value earnings estimate, r is the risk factor and g is estimated growth.
2)     P/E ratio is then equal to 1/(r-g). If we assume (r-g) =2 at the beginning of the investment then the P/E ratio is 50. If (r-g) increases to 4 due to a combination of changes in r and g then the P/E ratio falls to 25 resulting in a massive value change.
3)     The change in estimated growth, g, is probably the greatest wildcard. Over estimating growth (AKA under estimating competition) results in investors over paying for growth and reduces their margin of safety when something causes a reassessment.
4)     VC markets, especially early stage, are by no means as efficient as established markets. Thus, the price is not always right. Even in efficient markets the price is not always right. Rather, it means it is difficult to exploit any perceived errors.

The above volatility is characteristic of investors “shooting in the dark” given the lack of operating histories and clear business models for many of these new firms-leap of faith investing. Warren Buffet calls this speculation and not investing-different strokes for different folks I guess.  Until new information arrives, investors are left following technical demand factors (e.g. momentum which is heavily dependent on the amount of new capital raised) and guesswork. Momentum and guessing are prone to error and wild corrections as the mean reversion impact of the Five Forces kick-in.

So, keep your safety belts fastened and do not bet the ranch. The path for now is up, but how long this lasts is unknown. When it changes things will get bumpy as is characteristic of the creative destructive process of economic progress.


J

Monday, December 1, 2014

Investing in Young and Start-up Firms: Using the Fermi Estimate


Early stage venture capital investment is more strategic and legal than financial analysis-the reverse of traditional investments. This reflects the lack of not only firm but also market history. What is needed is structure to help improve our estimates from a wild ass to reasoned guess. A modified Fermi Estimate provides such a structure. It involves starting with some defendable assumptions, updating the assumptions with observations, forming revised assumptions and repeating the process. This requires learning from facts as the investment unfolds using a Bayesian Inference approach. A key is to take small (baby) steps as the start-up evolves beyond the idea stage (no revenue) to stage one growth (revenue validation) and finally to stage two growth (profit validation). A lack of hard data does not mean anything goes. Instead, substitute reasonable assumptions which are updated as the process unfolds.

A useful framework is as follows:

1)     Industry: Porter 5 Forces
a)     Customer: who are the customers and how much bargaining power do they have?
b)     Suppliers: who are the suppliers and how much bargaining power do they have?
c)     Competitors: existing competitors and their relative positions.
d)     Substitutes: what substitutes exist?
e)     Entrants: what entry barriers exist?
2)     Strategy: what is our strategy regarding the 4 Ps
a)     Pricing
b)     Place-market segments and geography
c)     Promotion
d)     Products
3)     What is our business model for revenues and ultimately profits? Can we identify any sustainable competitive advantages? Is there enough built-in flexibility to allow for mid course corrections?
4)     Value realization plan
a)     Liquidity event: IPO;M&A
b)     Timing of liquidity event
c)     Realistic pricing expectations

Now we can turn to a DAR (Decisions at Risk) analysis:

1)     Asymmetric information
a)     Adverse selection-selecting the wrong firm, team or idea
b)     Moral hazard-failing to monitor the investment
2)     Bias: either the VC firm or the team suffers from over confidence, excessive optimism, the illusion of control, confirmation bias
3)     Control Mechanism: get a good lawyer and conduct appropriate due diligence to make sure you get the deal you thought you were getting. Consider:
a)     Monitoring: Board representation
b)     Incentives: Alignment of interests; make sure the founders are financially committed
c)     Governance: VC investor veto rights over compensation, management, vesting rights, redemptions and strategy.
d)     Investment Allocation and Timing: Stage investments based on milestones being obtained. Purse string control over the burn rate is needed to avoid incremental over committing. Balance against any first mover advantages requiring a fast rollout.
e)     Control: tight control over cash flow, assets, voting rights and dilution. Reflected in complex capital structures involving multiple instruments with different features.

The above helps avoid undue reliance on comps which can wildly overvalue start-ups when firms in the same industry are overvalued during bull markets.

J