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The change in the underlying credit asset

Thursday, March 11th, 2010

130Since options depend on a number of input factors, they must change in value when an input factor changes in value. The strike price as well as the maturity date are deterministic; i.e. once they are set, they do not change any more. The other input factors, price of the underlying asset, volatility, interest rate and net yield, can change over time. For  example, the impact of a change in volatility on the option price, all else being equal, is the sensitivity of the option price to volatility.

Most important and obvious, the option price is sensitive to a movement in the underlying asset. The change in the option value divided by the change in the underlying asset is called the delta. The delta of a call option is between zero and one while the delta of a put option is between minus one and zero. The delta is an important parameter with regard to the replicating portfolio.

Since it measures the price change of an option due to a price change in the underlying asset, the delta actually is the exact number of underlying assets that must be held in the replicating portfolio. Somebody who intends to hedge an option should therefore hold a delta amount of underlying assets. This procedure is called delta hedging.

Assessing credit’s potential

Thursday, October 22nd, 2009

65Assessing the current and potential value of the target business means taking into account factors such as tangible and intangible assets, notably property and intellectual property, and the expertise of its personnel and the likelihood that they will remain. Investigate the target business’s management expertise and organisational culture: the way that the business is run and decisions are made, as well as its culture and values. Then assess what benefits these would bring and what difficulties they may cause in the integration process.

Assess what you might have to pay in order to win support from the target company’s (and your firm’s) shareholders and other interested parties. Work out who else’s support you need: key managers, the media, stockmarket analysts or whatever. All this affects the ease with which the company can be acquired as well as the depth of long-term support and cash that may be available for future developments, such as a process of costly restructuring.

Succeeding with credit decisions

Thursday, October 15th, 2009

Mergers and acquisitions are increasingly important for many firms; this applies especially to medium and large undertakings and those operating in more than one market. In particular, liberalisation of trade and globalisation of business and financial markets have boosted activity in them. In 2001, merger activity reached a peak and then dropped dramatically as firms reacted to economic uncertainties and wild stockmarket fluctuations. Such cautious conservatism won’t last: an is such a potentially powerful route to growth and competitive advantage that as soon as economic confidence returns, so will mania. Even before then, plucky entrepreneurs and bold shareholders may see opportunities to pick up a bargain, such as a sound business that may have encountered short-term difficulties. However, problems are common following business mergers, with 48% of merged companies underperforming in their industry after three years, according to a 1997 report by Mercer Management Consulting. An enquiry conducted and published in the Harvard Business Review (November 1997) highlighted this point:

Fewer than 50% of mergers ever reach anywhere near the economic or strategic destination that was envisioned for
them. In fact, in many cases the mergers fail because the new company’s managers underestimated, ignored, or mishandled the integration tasks.

Anecdotal evidence from business analysts and commentators suggests that although this information is now some years old, it still holds true. Mergers are no more a guarantee of growth and prosperity today than they ever were.

Learn to master credit decisions

Sunday, October 11th, 2009

Mastering international decisions can enhance every aspect of the organisation, exposing people to new ideas and approaches as well as gaining the commercial advantages of diversity. The risks are great but so too are the potential benefits. Consider the following issues before starting or reviewing international activities:

How well defined is the overall strategy for international growth?

What is the best approach (for example, joint venture, acquisition, licensing or some other commercial option), and have all possible options been considered?

What factors are driving growth internationally, internally (within the organisation) and externally?

What are the financial implications of this approach? Who is responsible for managing costs and risks, and how are these being monitored?

What is the single most important goal and how will this be achieved? Where is the single greatest risk and how is this being approached?

Every situation is different: what makes this one distinctive and why?

How will this strategy affect other aspects of the business and in particular key stakeholders (notably customers, employees, suppliers, shareholders)?

What level of performance would be satisfactory, leading to further investment? What are the success criteria, and are they really realistic?

Who is responsible for leading the international business?

What is the medium- to long-term plan that will ensure that the firm’s success can be sustained?

What activities are involved? Is there a detailed plan, and is there an understanding of the complexities of this decision?

Is there a need to restructure systems, such as communications and information management, to ensure that the organisation is fully integrated?

Has the decision been communicated? Are people informed and mobilised to succeed?