Collateral pricing

We examine how collateral affects the cost of debt capital. Using a novel data set of secured debt issued by U.S. airlines, we construct industry-specific measures of collateral redeployability. We show that debt tranches that are secured by more redeployable collateral exhibit lower credit spreads, higher credit ratings, and higher loan-to-value ratios—an effect which our estimates show to be economically sizeable. Our results suggest that the ability to pledge collateral, and in particular redeployable collateral, lowers the cost of external financing and increases debt capacity.     

Six Sigma pricing

Many companies are now good at managing costs and wringing out manufacturing efficiencies. The TQM movement and the disciplines of Six Sigma have seen to that. But the discipline so often brought to the cost side of the business equation is found far less commonly on the revenue side. The authors describe how a global manufacturer of industrial equipment, which they call Acme Incorporated, recently applied Six Sigma to one major revenue related activity--the price-setting process. It seemed to Acme's executives that pricing closely resembled many manufacturing processes. So, with the help of a Six Sigma black belt from manufacturing, a manager from Acme's pricing division recruited a team to carry out the five Six Sigma steps: Define what constitutes a defect. At Acme, a defect was an item sold at an unauthorized price. Gather data and prepare it for analysis. That involved mapping out the existing pricing-agreement process. Analyze the data. The team identified the ways in which people failed to carry out or assert effective control at each stage. Recommend modifications to the existing process. The team sought to decrease the number of unapproved prices without creating an onerous approval apparatus. Create controls. This step enabled Acme to sustain and extend the improvements in its pricing procedures. As a result of the changes, Acme earned dollar 6 million in additional revenue on one product line alone in the six months following implementation--money that went straight to the bottom line. At the same time, the company removed much of the organizational friction that had long bedeviled its pricing process. Other companies can benefit from Acme's experience as they look for ways to exercise price control without alienating customers.     

Cost-based transfer pricing

This paper compares the performance of alternative cost-based transfer pricing methods. We adopt an incomplete contracting framework with asymmetric information at the trading stage. Transfer pricing guides intra-company trade and provides incentives for value-enhancing specific investments. We compare actual-cost transfer prices that include a markup over marginal costs with standard-cost transfer prices that are determined either by the central office ex ante (centralized standard-cost transfer pricing) or by the supplying division at the trading stage (reported standard-cost transfer pricing). For the actual-cost methods, we show that markups based on the joint contribution margin (contribution-margin transfer pricing) dominate purely additive markups (cost-plus transfer pricing). We obtain the following results. (1) Centralized standard-cost transfer pricing dominates the other methods if the central office and the divisions ex ante face low cost uncertainty. (2) The actual-cost methods dominate the other methods if the central office and the divisions ex ante face high cost uncertainty and later, at the trading stage, the buying division receives sufficient cost information. (3) Reported standard-cost transfer pricing dominates the other methods if the central office and the divisions ex ante face high cost uncertainty, and the buyer has insufficient cost information at the trading stage.     

Information-constrained state-dependent pricing

A model is presented in which decisions about when to review a firm's existing price must be made on the basis of imprecise awareness of current market conditions. Imperfect information is endogenized using a variant of the theory of “rational inattention” proposed by Sims [1998. Stickiness. Carnegie-Rochester Conference Series on Public Policy 49, 317–356; 2003. Implications of rational inattention. Journal of Monetary Economics 50, 665–690; 2006. Rational inattention: a research agenda. Unpublished, Princeton University]. The resulting class of models includes the standard (full-information) “Ss” model as a limiting case, but statistics on individual price changes from micro data sets are better fit by a parameterization with substantial information costs. This can reconcile substantial real effects of nominal disturbances with evidence on the frequency of price changes.     

Conditional Davis pricing

Finance and Stochastics - We study the set of Davis (marginal utility-based) prices of a financial derivative in the case where the investor has a non-replicable random endowment. We give a new...     

CAPM option pricing

This paper extends the option pricing equations of [Black and Scholes, 1973] , [Jarrow and Madan, 1997] and [Husmann and Stephan, 2007] . In particular, we show that the length of the individual planning horizon is a determinant of an option’s value. The derived pricing equations can be presented in terms of the Black and Scholes [1973. Journal of Political Economy 81, 637–654] option values which ensures an easy application in practice.     

Carbon pricing under uncertainty

International Tax and Public Finance - Economists have adopted the Pigouvian approach to climate policy, which sets the carbon price to the social cost of carbon. We adjust this carbon price for...     

产品定价的艺术

产品定价水平的优劣,直接体现着企业管理水平的高低,在一定程度上决定着企业的竞争力与持续发展的潜能。     

Intertemporal arbitrage pricing theory

It is shown that the arbitrage pricing theory holds in eachinfinitesimal period of a continuous trading model under theassumption that dividend payoffs are functionals of factor andidiosyncratic uncertainty. This generalizes the one- periodmodel's result that the arbitrage pricing theory holds underthe assumption that price changes in a given period satisfya factor structure. Since instantaneous returns in a multiperiodmodel are endogenously determined, the theory is derived underassumptions that may be viewed as restricting more primitivecharacteristics of the economy than the assumptions made forthe one-period model.     

Manage your energy, not your time

As the demands of the workplace keep rising, many people respond by putting in ever longer hours, which inevitably leads to burnout that costs both the organization and the employee. Meanwhile, people take for granted what fuels their capacity to work--their energy. Increasing that capacity is the best way to get more done faster and better. Time is a finite resource, but energy is different. It has four wellsprings--the body, emotions, mind, and spirit--and in each, it can be systematically expanded and renewed. In this article, Schwartz, founder of the Energy Project, describes how to establish rituals that will build energy in the four key dimensions. For instance, harnessing the body's ultradian rhythms by taking intermittent breaks restores physical energy. Rejecting the role of a victim and instead viewing events through three hopeful lenses defuses energy-draining negative emotions. Avoiding the constant distractions that technology has introduced increases mental energy. And participating in activities that give you a sense of meaning and purpose boosts the energy of the spirit. The new workday rituals succeed only if leaders support their adoption, but when that happens, the results can be powerful. A group of Wachovia Bank employees who went through an energy management program outperformed a control group on important financial metrics like loans generated, and they reported substantially improved customer relationships, productivity, and personal satisfaction. These findings corroborated anecdotal evidence gathered about the effectiveness of this approach at other companies, including Ernst & Young, Sony, and Deutsche Bank. When organizations invest in all dimensions of their employees' lives, individuals respond by bringing all their energy wholeheartedly to work -and both companies and their people grow in value.     

Valuing and pricing IPOs

This paper investigates how underwriters set the IPO firm’s fair value, an ex-ante estimate of the market value, using a unique dataset of 228 reports from French underwriters. These reports are issued before the IPO shares start trading on the stock market and detail how underwriters determined fair value. We document that underwriters often employ multiples valuation, dividend discount models and discounted cash flow (DCF) analysis to determine fair value but that all of these valuation methods suffer from a positive bias with respect to equilibrium market value. We also analyze how this fair value estimate is subsequently used as a basis for IPO pricing. We report that underwriters deliberately discount the fair value estimate when setting the preliminary offer price. Part of the intentional price discount can be recovered by higher price updates. We find that, controlling for other factors such as investor demand, part of underpricing stems from this intentional price discount.     

The pricing of supershares

The new ‘supershare’ securities proposed by Hakansson (1977, 1976) are subject to the same sort of rickless-hedge combinations as are other forms of secondary securities such as stock options. In consequence, the prices of supershares must, even in the absence of distributional assumptions, obey certain pricing relationships with each other and with the underlying primary security. When the primary security is assumed in addition to follow a geometric Brownian motion process, exact supershare valuation formulae of the Black-Scholes (1973) type are obtained. The ‘hedge portfolio algebra’ of Garman (1976) is employed to make the analysis concise.     

When your contract manufacturer becomes your competitor

PC maker Lenovo started out as a distributor of equipment made by IBM and other companies; now it has formed a joint venture with IBM and will eventually affix its own logo to its computers. Shanghai Automotive Industry Corporation (SAIC) started out manufacturing vehicles for Volkswagen and GM; now it's preparing to sell its own cars in China, Europe, and North America. Lenovo and SAIC represent a host of formerly anonymous makers of brand-name products that are breaking out of their defined roles and pushing the brands themselves aside. In this article, the authors explore the double-edged relationships original equipment manufacturers (OEMs) forge with their contract manufacturers (CMs). On the one hand, an OEM can reduce its labor costs, free up capital, and improve worker productivity by outsourcing all the manufacturing of a product. The company can then concentrate on value-adding activities--research and development, product design, and marketing, for instance. On the other hand, an OEM that retains a contract manufacturer may find itself immersed in a melodrama replete with promiscuity (the ambitious CM pursues liaisons with other OEMs), infidelity (the OEM's retailers and distributors shift their business to the upstart CM), and betrayal (the brazen CM transmits the OEM's intellectual property to the OEM's rivals or keeps it for itself when the contract is up). OEMs cannot simply terminate their outsourcing arrangements--they need contract manufacturers in order to keep specializing, adding value, and staying competitive. But OEMs can manage these relationships so that they don't become weak or the CMs too strong. Doing so requires modesty about revealing trade secrets; caution about whom one consorts with; and a judicious degree of intimacy, loyalty, and generosity toward partners and customers.     

Asset pricing with partial-moments

I bridge the current pricing kernel framework with the early partial-moment pricing models of the beta framework, thereby reconciling and clarifying these bodies of literature. I argue for the inclusion of powers of min and max functions within a generalized kernel, and form a generalized beta model. Polynomial kernels and the kernel underpinning the partial-moment analogue of the Sharpe-Lintner CAPM are nested. I derive the partial-moment analogue to the Black CAPM, thus completing a theoretical parallelism, and compare the kernel-implied and canonical risk-neutral probabilities. A new model involving both lower and upper partial-moments, accommodating various kernel shapes present in the literature, is developed in the context of preference regularity conditions.     

Arbitrage pricing with information

The Arbitrage Pricing Theory is extended to a setting where investors possess information about future asset returns. A no-arbitrage pricing restriction is obtained with arbitrage conditioned on an investor's information. The pricing restriction contains unconditional factor loadings and either conditional or unconditional expected returns. Thus, tests of the theory can be based solely on time-series estimates of unconditional moments. Additional tests based on conditional expected returns are also appropriate.     

Fast accurate binomial pricing

We discuss here an alternative interpretation of the familiar binomial lattice approach to option pricing, illustrating it with reference to pricing of barrier options, one- and two-sided, with fixed, moving or partial barriers, and also the pricing of American put options. It has often been observed that if one tries to price a barrier option using a binomial lattice, then one can find slow convergence to the true price unless care is taken over the placing of the grid points in the lattice; see, for example, the work of Boyle & Lau [2]. The placing of grid points is critical whether one uses a dynamic programming approach, or a Monte Carlo approach, and this can make it difficult to compute hedge ratios, for example. The problems arise from translating a crossing of the barrier for the continuous diffusion process into an event for the binomial approximation. In this article, we show that it is not necessary to make clever choices of the grid positioning, and by interpreting the nature of the binomial approximation appropriately, we are able to derive very quick and accurate pricings of barrier options. The interpretation we give here is applicable much more widely, and helps to smooth out the ‘odd-even’ ripples in the option price as a function of time-to-go which are a common feature of binomial lattice pricing.     

Double-sided Parisian option pricing

In this paper we derive Fourier transforms for double-sided Parisian option contracts. The double-sided Parisian option contract is triggered by the stock price process spending some time above an upper level or below some lower level. The double-sided Parisian knock-in call contract is the general type of Parisian contract from which also the single-sided contract types follow. The paper gives an overview of the different types of contracts that can be derived from the double-sided Parisian knock-in calls, and, after discussing the Fourier inversion, it concludes with various numerical examples, explaining the, sometimes peculiar, behavior of the Parisian option. The paper also yields a nice result on standard Brownian motion. The Fourier transform for the double-sided Parisian option is derived from the Laplace transform of the double-sided Parisian stopping time. The probability that a standard Brownian motion makes an excursion of a given length above zero before it makes an excursion of another length below zero follows from this Laplace transform and is not very well known in the literature. In order to arrive at the Laplace transform, a very careful application of the strong Markov property is needed, together with a non-intuitive lemma that gives a bound on the value of Brownian motion in the excursion.      

See your brands through your customers' eyes.

Subaru markets an L.L. Bean Outback station wagon. Dell stamps Microsoft and Intel logos on its computers. Such inter-weaving of different companies' brands is now commonplace. But one of the central tools of brand management-portfolio mapping--has not kept pace with changes in the marketplace. Most conventional brand maps include only those brands owned by a company, arranged along organizational lines with little regard for how the brands influence customer perceptions. In this article, the authors present a new mapping tool--the brand portfolio molecule--that reveals the way brands appear to customers. The brand portfolio molecule includes all the brands that factor into a consumer's decision to buy, whether or not the company owns them. The first step in creating a brand portfolio molecule is to determine which brands should or should not be included. The second step is to classify each brand by asking five key questions: 1) How important is this brand to customers' purchase decisions about the brand you're mapping? 2) Is its influence positive or negative? 3) What market position does this brand occupy relative to the other brands in the portfolio? 4) How does this brand connect to the other brands in the portfolio? 5) How much control do you have over this brand? The last step is to map the molecule using a 3-D modeling program or by hand with pen and paper. Individual brands take the form of atoms, and they're clustered in ways that reflect how customers see them. The usefulness of the tool lies in its ability to show the many forces that influence a customer's buying decision--and to provide a powerful new way to think about brand strategy.     

小心黄灯

亲爱的CFO朋友:你们好!感恩节刚过,麦道夫的儿子马克用栓狗绳自尽的消息便充斥于全球各大媒体,又激起人们对已有些淡忘的两年前那场金融危机和财富浩劫的回忆和讨论.时逢<新理财>杂志的约稿,这也使我有了写下以下文字的想法.