Personal Finance

How to Value, Price, and Buy a Small Business [Book Summary]

June 26, 2018 by Nagesh Belludi Leave a Comment

Beyond the capital markets and startups, I’ve been exploring buying a suitable small business to invest in and operate. To inform myself with the process of searching and valuing privately-held establishments, I recently perused Richard Ruback and Royce Yudkoff‘s resourceful HBR Guide to Buying a Small Business: Think Big, Buy Small, Own Your Own Company (2017.)

The authors of this HBR Guide teach a popular Harvard Business School class on “acquisition entrepreneurship.” Their curriculum trains self-employment-inclined MBA students to search, negotiate, and buy an established business and become an entrepreneur-CEO within a year or two.

According to the authors, MBA students are drawn to their class by the prospect of a meaningful leadership responsibility earlier in their careers, as opposed to slowly climbing the corporate ladder or taking on the great risk of starting a company from scratch and establishing a viable business model.

The first section of the HBR Guide to Buying a Small Business can help you decide if entrepreneurship is a good match to your temperament, lifestyle, work-experience, and career ambitions. The largest part of the book provides a comprehensive roadmap for all aspects of acquiring a business—bankrolling the search process, deal-sourcing, managing risk, organizing equity- and debt-financing, running due diligence processes, structuring the purchase, and closing the deal. The final section of the book discusses changing the leadership over and transitioning into operating management.

Reflection: Is Acquisition Entrepreneurship Right for You?

Self-employment is not for everyone. Entrepreneurs need to be smart, driven, business-savvy, self-motivated, strategic, resilient, persuasive, and be able to deal with uncertainty.
On top of the challenges of self-employment, acquiring and operating a small-business will require reaching out, projecting self-confidence, and persuading people you don’t know—business brokers, financiers, investors, regulators, sellers, employees, and customers.
During your exploration of what business to buy, you’ll have to quickly learn about unfamiliar industries, markets, and companies. As a leader, you must be able to develop cross-functional expertise quickly.

Searching: A Full-time Job in Itself

Plan to commit full-time for six months to two years to raise funds from financiers, identify and vet potential acquisition targets, and negotiate with sellers on a realistic purchase price. Afterward, plan for no less than three more months to perform due diligence and complete the transaction.
“When you are seeking out a business to buy, you might face months when you work 12 hours a day and simply not find a desirable prospect. It’s a frustrating experience with lots of effort and no reward.”
Arrange for debt and equity financing from potential backers and risk-sharing partners. Contact affluent folks in your network and investors who specialize in small-businesses. The networks of people you bring together to help your mission can also lend a hand during the deal making and the due diligence processes.
To find potential businesses to buy, try reaching out directly to businesses whose owners may be inclined to sell. Engage small business brokers (there’re some 3,000 small business brokers and intermediaries in North America,) or comb through databases of small businesses for sale.
For potential sellers, look for business owners who, after building their firms over the decades, are approaching retirement and don’t have an inheritor interested in running the business. Many aging business owners are determined to ensure that their businesses live on.

Seek Enduringly Profitable Businesses: Recurring Customers and Predictable Revenue

Look for “enduringly profitable businesses”—stable, slow-growth companies in dull-and-boring industries (such as sandblasting, equipment maintenance, industrial repair and overhaul, window-cleaning, service-providers) in small, defensible niche markets.
Seek businesses whose business-to-business customers are unlikely to switch vendors because the product or service their customers buy isn’t a big part of the costs of their business. Consequently, they’re not motivated to shop around for lower-cost vendors and squeeze margins.
Focus on businesses with yearly revenues of $5 million to $15 million and cash flows of $750,000 to $3 million.
Avoid promising start-ups and risky turnaround opportunities; “it is tempting to imagine buying a troubled business or one with uneven performance, because the purchase price would be very low. But we strongly advise against it, because you’ll have to reinvent the business model and doing so is a very difficult and risky endeavor. Instead, buy a profitable business with an established model for success—one that is profitable year after year.”
Avoid high-growth businesses because “high growth means that your new customers will quickly outnumber your existing ones. Because new customers bring new demands, there are many ways to get in trouble. New customers are, well, new; they have no loyalty to the company and no history. High growth requires great management effort. It also absorbs money rapidly, and raising that money puts a strain on the business and its owner. A rapidly growing firm also attracts competitors, which see the expanding market and the opportunity to attract new customers. So, in a high-growth business, you could work hard and still fail if you cannot keep pace with your competitors. And even if your business survives, you might find that competition has forced you to sell at low prices, so you enjoy little financial reward after all. Making this all the harder, the seller will demand a much higher price for a business that has the potential to grow quickly.”
Avoid technology-driven companies (they face shifting customer needs and therefore demand constant reinvention,) cyclical business, and businesses with well-established competitors.
Small business-owners usually don’t hire large consulting firms or investment banks to sell their businesses. Their businesses are too small to appeal to private equity firms. “We think it makes sense to buy a business with between $750,000 and $2.0 million in annual pretax profits. … At the upper end of our size range—$2 million or more in profitability—we find that institutional investors, like smaller private-equity firms, start to become interested and that competition raises the purchase price, reducing the financial benefits of owning the business.”
“EBITDA margin (EBITDA/revenue) ≥ 20% for services and manufacturing or 15% for distribution and wholesale”

A Checklist for Enduringly Profitable Businesses

Initial Filters:

Is the prospect consistently profitable?

Is it an established business instead of a startup or turnaround?

Is it in the right size range?

Is it located in a place you are willing to live?

Do you have the skills to manage it?

Does it fit your lifestyle?

Deeper Filters:

Is the prospect enduringly profitable?

Is the owner serious about selling the business?

Seek Enduringly Profitable Businesses: Recurring Customers and Predictable Revenue

Valuing the Company and Negotiating a Deal

Use the company’s past financial information to project future earnings and your return on investment. Then decide on how much you should pay for a small business: “You’ll need to base the offer price on the general range of 3x–5x EBITDA.” Adjust the multiple for profit margins and growth prospects.
Run a primary due diligence—“a focused period of rapid learning in preparation for making an offer. This is when you’ll test the seller’s initial claims and verify the information that has made the business appealing to you. … You’re looking for any reason that you might not want to acquire this business.”
Finance using equity and debt. “Visit banks and approach your investor network to raise money for the acquisition. You should be prepared to provide information about the business and its industry, details on the due diligence that you’ve done, your financial projections, and the deal terms that you are proposing.”
Once your offer has been accepted after negotiations, run a confirmatory due diligence “in which the company’s records will be fully open to you. You will typically have around 90 days to work with your accountant and attorney to check for any inconsistencies and red flags. … This can be an extremely nerve-racking time for both the buyer and the seller, so it’s important to be patient and calm.”

Transitioning into Leadership and Emphasizing Business-as-Usual

As part of the negotiated deal, try to get the seller to stick around for 3 to 6 months to help you in the transition.
“After closing the sale, you should focus on four tasks: introducing yourself to all your managers and employees, meeting with external stakeholders, communicating the transition plan to everyone, and taking control of your cash flow.”
“The most common trouble for small firms under new owners is running out of cash. … So set up a process whereby you approve all payments before they go out, and review your accounts-receivable balances at least weekly. You should also implement a 90-day rolling cash-flow forecast.”
Meet with all the constituencies and reassure them that they won’t see any immediate changes. Lay emphasis on “your overarching goals for the company—for example, excellent customer service, commitment to quality, a satisfying work environment—and encourage people to stay focused on their work.”
Visit every major customer as soon as you can. Keep your ears open for ideas to improve your product- and service-offerings.
Don’t make any big changes early on, get to know the business, and be very respectful of all the constituents—they know more about the business than you do.

Recommendation: Read ‘HBR Guide to Buying a Small Business’ for a Very Good Introduction on How to Buy and Organize Finance for a Business

Richard Ruback and Royce Yudkoff’s HBR Guide to Buying a Small Business is excellent manual for prospective entrepreneurs, employees of small businesses, financiers, and value-seeking investors. You will also become acquainted about interactions with bankers, brokers, sellers, accountants, and attorneys you meet while searching for a business to buy.

Wealth and Status Are False Gods

April 25, 2017 by Nagesh Belludi Leave a Comment

Wealth and Status Are False Gods While it’s certainly one thing to know that money is a way to fulfill your requirements in life, it’s quite another when money becomes your primary motivation and measure of success, or when you come to equate happiness or worthiness with your wealth.

While there nothing characteristically wrong with material wealth or its pursuit, it’s easy to expect too much from money.

The New Testament (1 Timothy 6:10) reminds you to be aware of the difference between need and greed, “love of money is the root of all kinds of evil.” Money can push you to take on or keep you in unhealthy relationships and unsatisfying careers. It can lead you to neglect your social life and undervalue the importance of relationships. Besides, money can adulterate your soul, germinate dishonorable conduct, and make you unworthy regardless of the wealth you accumulate.

Status Is the Enemy of Passion

Prestige, cachet, status, wealth, and approval as dominant extrinsic motivators are appropriate and can be life-affirming in the short term, but they eventually confuse and undermine you from the things that do offer deeper rewards for a life well led. The British-American venture capitalist and essayist Paul Graham wrote in his stimulating 2006 article “How to Do What You Love” discussed the hollowness of pursuing “prestige”:

What you should not do, I think, is worry about the opinion of anyone beyond your friends. You shouldn’t worry about prestige. Prestige is the opinion of the rest of the world.

….

Prestige is like a powerful magnet that warps even your beliefs about what you enjoy. It causes you to work not on what you like, but what you’d like to like.

….

Prestige is just fossilized inspiration. If you do anything well enough, you’ll make it prestigious. Plenty of things we now consider prestigious were anything but at first. Jazz comes to mind—though almost any established art form would do. So just do what you like, and let prestige take care of itself.

Prestige is especially dangerous to the ambitious. If you want to make ambitious people waste their time on errands, the way to do it is to bait the hook with prestige. That’s the recipe for getting people to give talks, write forewords, serve on committees, be department heads, and so on. It might be a good rule simply to avoid any prestigious task. If it didn’t suck, they wouldn’t have had to make it prestigious.

Materialism is Shallow

Modern society is remarkably driven by status As a modern society, we are remarkably driven by status—because we regard ourselves more worthy of others’ respect if we possess a home in a status neighborhood, a vacation property, brand-name or even designer-label clothes, luxury watches, expensive jewelry, and so on. But the pursuit of a materialistic lifestyle comes at a high cost.

Writing about the shallowness of materialism, the Christian apologist Ravi Zacharias wrote in Recapture the Wonder (2003),

In a culture where the possibility of wealth and the acquisition of things is so defining of success, we end up pursuing things that, even if we are successful, can never deliver what we envisioned they would. The reason riches become such a snare is because we end up evaluating life in mercenary terms and being seen by others in such terms, and life is just not so.

Money can buy lots of things that make us feel good and important. However, people preoccupied with money and status are never satisfied. Often, their desires and debts grow faster than their means. The more they have, the more they think they need. Discouraging gluttony and lavish spending habits, the great Roman Stoic philosopher Seneca wrote (per Dialogues and Essays,)

Shun luxury, shun good fortune that makes men weak and causes their minds to grow sodden, and, unless something happens to remind them of their human lot, they waste away, lulled to sleep, as it were, in a drunkenness that has no end…. Although all things in excess bring harm, the greatest danger comes from excessive good fortune: it stirs the brain, invites the mind to entertain idle fancies, and shrouds in thick fog the distinction between falsehood and truth.

Idea for Impact: You are rich if you think you have enough

Put the value of money and the pursuit of wealth in perspective. Feel rich and have a soft spot for certain indulgences. But, don’t get trapped in the spectacle of riches.

Being rich and seeking status can cost a fortune—the things that you may have to do to flaunt your wealth can cost almost as much as your wealth itself. As the French philosopher Jean-Jacques Rousseau once said, “The money you have can give you freedom, but the money you pursue enslaves you.”

You are Rich If You Think You Have Enough

March 7, 2017 by Nagesh Belludi Leave a Comment

You are Rich If You Think You Have Enough Money isn’t the most important thing in life, except when you truly don’t have enough of it. Nevertheless, virtually everyone at every income level seems to place too much importance on it.

The relationship between money and happiness is well established: money can buy happiness, but it can only buy less than most people think. Beyond a humble middle-class living, study after study shows that people with more money are no happier.

What Money Gets You

Wealth can actually give you three essential things.

Firstly, money can help establish a financial foundation. Money can reduce or eliminate the despair caused by poverty and debt. Once you amass a sufficient amount of wealth, financial troubles will not weigh on you so heavily. Money allows you to not only live a longer and healthier life, but also defend yourself against worry and harm. Further, a sizable wealth can give you independence from the entrapment of having to make money just to make money. Berkshire Hathaway vice-chairman and Warren Buffet’s business partner Charlie Munger once said, “Like Warren, I had a considerable passion to get rich, not because I wanted Ferraris—I wanted the independence. I desperately wanted it.”

Secondly, wealth can allow you to have vacations, gatherings, and spend meaningful time with family and friends. Many studies have shown that the tenor of your social life is one of the most significant influences on your emotional wellbeing. Folks with many deep social connections are less likely to experience loneliness, sadness, low self-esteem, and problems with eating, sleeping, and relaxing.

Thirdly, wealth can allow you to invest your time absorbed in activities that you’re passionate about. Happiness research is clear: people are often happier when they spend their money on life experiences rather than on purchasing material goods. We humans seek meaning. Therefore, life experiences—especially those involving other people—make us happy primarily because events often generate vivid memories that we can later recall with pleasure. In contrast, we quickly adapt to material goods we purchase. Harvard Psychologist Daniel Gilbert, author of the bestselling Stumbling on Happiness (2006,) explained the pleasure from buying experiences as opposed to material goods in a 2011 paper in the Journal of Consumer Psychology:

After devoting days to selecting the perfect hardwood floor to install in a new condo, homebuyers find their once beloved Brazilian cherry floors quickly become nothing more than the unnoticed ground beneath their feet. In contrast, their memory of seeing a baby cheetah at dawn on an African safari continues to provide delight. Over time, {people exhibit} slower adaptation to experiential purchases than to material purchases. One reason why this happens is that people adapt most quickly to that which doesn’t change. Whereas cherry floorboards generally have the same size, shape, and color on the last day of the year as they did on the first, each session of a year-long cooking class is different from the one before.

Another reason why people seem to get more happiness from experiences than things is that they anticipate and remember the former more often than the latter. … Things bring us happiness when we use them, but not so much when we merely think about them. Experiences bring happiness in both cases …. We are more likely to mentally revisit our experiences than our things in part because our experiences are more centrally connected to our identities. …

A final reason why experiences make us happier than things is that experiences are more likely to be shared with other people, and other people … are our greatest source of happiness.

Experiential Purchases Make People Happier Than Material Purchases.

Idea for Impact: You are Rich If You Think You Have Enough

Put the value of money and the pursuit of wealth in perspective.

Money is an opportunity for happiness. Money allows you to do what you please. But don’t fall into the trap of thinking that more money and more material goods will unavoidably make you more happy. A certain amount of money will surely make life easier and satisfied, but more money and more material goods bring more problems.

Feel rich, have a soft spot for certain indulgences, and invest in memorable experiences rather than in material objects.

Don’t get trapped in the spectacle of riches.

Don’t let money own you.

The Surprising Secrets of America’s Wealthy / Book Summary of “The Millionaire Next Door”

February 12, 2016 by Nagesh Belludi Leave a Comment

The Millionaire Next Door summarizes anthropological research from the ’90s on the attributes of unassuming wealthy Americans. The authors, marketing professors Thomas Stanley and William Danko, offer unique insights into millionaires’ lifestyles and their buying habits. They explain that, in contrast to today’s earn-and-consume culture, the many ordinary folks who accumulate wealth live modestly and prize frugality.

When first published in 1996, The Millionaire Next Door generated widespread enthusiasm for its core message: that anybody could become rich by living below their means, efficiently allocating funds in ways that build wealth, and ignoring conspicuous consumption. Consequently, the book sold millions of copies and stayed on the New York Times bestseller list for three years.

A bulk of The Millionaire Next Door focuses on rejecting the stereotypical view of the wealthy; the authors write, “Most people have it all wrong about wealth in America. Wealth is not the same as income. If you make a good income each year and spend it all, you are not getting wealthier. You are just living high. Wealth is what you accumulate, not what you spend.”

The authors discuss the fancy trappings of wealth and the high cost of maintaining social status. They explain that wealthy individuals prioritize financial independence over a high social status. Further, they did not receive sizable financial support from parents, and raise their own children to be economically self-sufficient adults.

The Millionaire Next Door is a definitive example of books that present simple concepts by reiterating them ad nauseam with an overabundance of statistics, tables, charts, and anecdotes to attain a respectable book length. For instance, a tedious 31-page chapter discusses how the wealthy purchase cars and includes statistics for average price-per-pound of popular cars.

Recommendation: Skim. The Millionaire Next Door defends the timeless values of thrift, disciplined spending, and prudent accumulation of wealth. However, the book overemphasizes penny-pinching and the merits of hoarding money. The book feels dated (it was first published in 1996) and engages the reader in crude generalizations and oversimplifications.

When Getting a Great Deal Might Not Be Worth Your Time

November 20, 2015 by Nagesh Belludi Leave a Comment

Life Spent Searching for Deals

Most consumers love a deal. However, some of us spend untold time searching for the best possible bargains.

If you’re one of these obsessive bargain-hunters, unless you derive some hedonistic pleasure in snatching deals, you may not have considered the possibility that you’re putting too low a value on your time.

Perhaps you could benefit from some perspective: the time you spend hunting for deals and trying to save that last penny may not be worth it. While you can quantify how much money you save by shopping around, you may not realize the opportunity costs of deal-hunting: it often comes at the cost of your time.

You may have a vague sense of the fact that “time is money,” but this might not be telling enough. You can find the approximate value of an hour of your time by dividing your annual income by 2,000 (or, more easily, by disregarding the last three digits of your annual income and dividing the result by 2.)

Obsessive Bargain-Hunters, Coupon Craziness Based on your “hour’s worth of money” or some fraction thereof, set a cost threshold, say $15, for the cost per hour you could spend bargain-hunting. Unless you’re saving as much as this cost threshold, deal-hunting is quite simply a waste of your time and money. So, don’t poke around the internet for a better deal or follow an auction on eBay if you’re saving less than $15 per hour spent deal-hunting. Similarly, don’t run to the Costco at the other end of town just to save a dime a gallon on 20 gallons of gas.

I’ve written previously that life is all about values and the priorities you assign to those values. Therefore, decide which choices in your life really matter and focus your time and energy there. Let numerous other opportunities pass you by.

Another part of leading a wise and meaningful life is not always seeking the best but instead making good-enough choices about the things that matter and not concerning yourself too much about the things that don’t.

Idea for Impact: Don’t spend more time on a task unless it really warrants this in terms of “time-is-money.” As the American Philosopher Henry David Thoreau said, “The price of anything is the amount of life you exchange for it.”

Clever Marketing Exploits the Anchoring Bias

November 17, 2015 by Nagesh Belludi Leave a Comment

Clever Marketing Exploits the Anchoring Bias

In the ’70s, psychologists Amos Tversky and Daniel Kahneman were the first to study a cognitive phenomenon called “anchoring” and its influence on decision-making. Over the decades, extensive research on anchoring has explained that the way and context in which we receive information profoundly influence how we synthesize it.

The effects of anchoring are very visible in marketing, sales, merchandising, and product pricing as it profoundly influences consumer behavior. By offering clever price contrasts, marketers can shape customers’ purchasing decisions. For example,

By offering lower prices and promotional sales, department stores induce customers to compare the sale price against the original price—the “anchor”—and think they’re getting a bargain.
By displaying shiny, expensive new cars in the showroom, car dealerships encourage customers to accept the prices displayed on their used cars or less flashy models.
Patrons at restaurants tend to order the second least-expensive bottle of wine in an attempt to avoid looking cheap. Therefore, restaurants tend to put the highest markup on that very bottle.

The Case of the $429 Breadmaker

Anchoring Bias: Williams-Sonoma $429 Breadmaker Customers are usually more likely to purchase a product when competing alternatives are included, as opposed to having only one product option.

Consider a classic example of this “single-option aversion” phenomenon. A few years ago, Williams-Sonoma couldn’t get customers to buy their $279 breadmaker. They cleverly added a spiffier-and-slicker deluxe breadmaker model to their product line for $429. While Williams-Sonoma didn’t sell many of the new and expensive breadmaker, they doubled sales of the original and less-expensive model.

When the $279 breadmaker was the only model available for sale, customers couldn’t tell whether the price was competitive because there was nothing to compare it to. By introducing a better product for a higher price, Williams-Sonoma provided an anchor upon which its customers could compare the two models; they naturally sided with the $279 model as an attractive alternative.

The Case of the $69 Hot Dog and the $1000 Chocolate Sundae

Anchoring Bias: Serendipity 3's $69 Hot Dog Usually, absurdly expensive premium goods are less of publicity stunts and more of strategic marketing tactics.

Consider the case of Serendipity 3’s menu anchors. In 2010, the popular New York eatery introduced a $69 hot dog called “Foot-Long Haute Dog” with dressings as exotic as medallions of duck liver, ketchup made from heirloom tomatoes, Dijon mustard with truffle shavings, and caramelized Vidalia onions to justify the high price. Of course, Serendipity 3 gained plenty of publicity when The Guinness Book of World Records certified this hot dog as the most expensive wiener of all time.

The true purpose of these ridiculously priced premium items is to make the next most expensive item seem cheaper. Customers who were drawn by the Haute Dog’s publicity gladly ordered the menu’s $17.95 cheeseburger. Even if $17.95 was too pricey elsewhere, Serendipity 3 customers deemed it reasonable in comparison to the $69 hot dog.

A few years previous, Serendipity 3 similarly offered a $1000 “Golden Opulence Sundae” that was only available with a 48 hour-notice. They sold only one Sundae per month. Nevertheless, this was just a shrewd marketing ploy to convince customers to spend more on high-profit margin desserts such as the $15.50 “fruit and fudge” confection or the $22.50 “Cheese Cake Vesuvius.”

Unsuspecting customers ended up paying too much for other meals at Serendipity 3 while believing they were getting a great deal.

Idea for Impact: Be Sensitive of Anchoring Bias

In both the above case studies, even if the companies sold almost none of their highest-priced models despite the publicity they generated, the companies reaped enormous benefits by exploiting the anchoring bias to induce customers to buy cheaper-than-most-expensive high-profit products.

In summary, anchoring exploits our tendency to seek out comparison and our reliance on context. The anchoring bias describes our subconscious tendency to make decisions by relying heavily on a single piece of information.

Call to Action: Sensitize yourself to how anchoring and anchoring bias may subconsciously affect your decision-making. If you’re in marketing or sales, investigate how you could use anchoring bias to influence your customers.

For more on cognitive biases and behavioral economics, read 2002 Nobel Laureate Daniel Kahneman’s bestselling Thinking, Fast and Slow. Also read Nir Eyal’s Hooked: How to Build Habit-Forming Products on how to influence customer behaviors and build products and offer services that people love.

Don’t Listen to Jim Cramer on Mad Money

September 21, 2015 by Nagesh Belludi 2 Comments

Don't Listen to Jim Cramer on CNBC's 'Mad Money' TV Show

If you ever tune in to CNBC’s popular Mad Money show, you’ll notice that host Jim Cramer speaks about the financial markets with unabashed certainty. Behind the goofy sound effects and the onscreen antics lies his particular brand of stock market punditry.

Cramer’s energy and confidence are most evident in the lightning round where his devotees hail “Booyah” and ask for his take on a barrage of stocks. In response, Cramer presents quick statistics and declares, “Same-store sales in China rose 12% last quarter. It’s a screaming buy; they’re doing great. BUY! BUY! BUY!” Or, he blurts out, “This company is involved with deep water rigs, the deep water market has not come back at all. If it does go up at all, SELL, SELL, SELL!”

What’s most notable about Mad Money is that Cramer is seemingly equipped to answer questions about any listed company with all the gusto he can muster. How could he possibly know the ins and outs of every company: their products, finances, cash flow, competitive positions, market prospects, and current valuation? He may know of many companies cursorily, but how could he have intimate knowledge of every ticker symbol that his fans throw at him? You’ll never hear him say, “Sorry, never heard of them,” or “Gee … truth be told, I’m not familiar with their new products or how they compare to the competitor’s products. I really couldn’t tell you.” He’s loud. He’s boisterous. And, he’s got to have an opinion on every stock—if he doesn’t, there is no show.

Jim Cramer, the best entertainer in the financial media

Jim Cramer’s credentials are impressive: Harvard, Goldman Sachs, hedge fund management, and TheStreet.com. He is the author of many investment-advice books with titles as appealing as “Get Rich Carefully”, “Sane Investing in an Insane World”, “Confessions of a Street Addict”, “Watch TV Get Rich”. He is experienced. He has extensive knowledge of the markets. He is passionate. He is smart.

Nonetheless, do not let Cramer’s credentials fool you about Mad Money‘s intent. His antics are entertaining. He wears silly costumes, yells at the camera, throws chairs around when angry, hits things with mallets, and chews heads off foam bears—all while producing goofy sound effects that include squealing pigs and a flushing toilet.

Jim Cramer’s opinions on Mad Money are often one-dimensional, half-baked, oversimplified, or wide of the mark. In the very first Mad Money episode I watched in 2005, a caller on the lightening round asked him about a company called PetroKazakhstan. Cramer’s response was that he did not trust the Russians. PetroKazakhstan was a Calgary-based Canadian oil company that was led by Canadian executives, did all its business in Kazakhstan, and had little to do with Russia. (The state-owned PetroChina acquired PetroKazakhstan in 2006.)

Don’t identify Cramer’s show with sound investment advice

Jim Cramer's Sound Effects and Onscreen Antics on 'Mad Money' As with other programs in the financial media that are teeming with talking heads, watching Mad Money can give you pointers as to what’s happening in the markets and in business trends. You can get ideas for what stocks to research or even speculate on. However, none of it constitutes sound investment advice.

Cramer’s job is not to make you money. He gets paid by CNBC to generate viewership and to entertain viewers with the pretext of dishing out dependable investment advice. He is not a trickster; he just is an entertainer on Mad Money, a fact that he acknowledged in a 2007 essay in the New York Magazine: “On the show, I say stupid things, yell ‘Booyah’ with alarming frequency, and occasionally wear a diaper or jump into a pile of lettuce to illustrate the finer points of investing. … God knows why, but there seems to be a market for this kind of idiocy.”

Watch Mad Money for the frenzy and personality-driven entertainment. Don’t take his speculative tips or investment advice seriously. Instead, do on your own research.

Rule #21 in Cramer’s 25 Rules of Investing states, “Be a TV critic: accept that what you hear on television is probably right, but no more than that.” Now, that’s good advice.

Is Day Trading and Speculation for You?

September 18, 2015 by Nagesh Belludi 1 Comment

A few weeks ago, even as stock markets around the world suffered a turmoil triggered by downbeat economic news from China, a prolific 36-year-old Japanese day trader claimed to have made $34 million by betting big against the market trends and timing the bottom precisely.

Notwithstanding frequent mention of such success stories and blaring ads in the media tempting you to stake money on your wits and your instinct to profit from market swings, it can be very hard to make money consistently in day trading and short-term speculation.

As a fundamentals-based long-term investor, I don’t think there is anything wrong with day trading or short-term speculation. With skill, strategy, and the right temperament, it’s possible to be just as profitable in speculating as in investing with any other time horizon.

Over the years, many sophisticated stock-analysis services have emerged to facilitate trading and speculation by amateurs such as these pictured day-traders from Bangalore. Vast online social networks such as StockTwits engage in the exchange of information, opinion, gossip, rumors, and stories of successes and losses.

Day Trading and Speculating by Amateurs in Bangalore, India

For a few successful trades, luck may be the main factor. However, in the fullness of time, the most important factors for consistent stock market gains are discipline, temperament, and risk management.

Most day traders fail because it’s too darn hard to time the market. They lack a coherent technique that works consistently. Instead of following a definite strategy rooted in fundamentals or a structured thought-process, they follow the news-tickers, minute-by-minute stock prices, volume- and price-trends, and poorly understood media-fed euphoria. Moreover, most day traders engage in short selling, a complex skill that goes against the grain of the conventional buy-and-hold mindset. Worst of all, most speculators don’t understand how their emotions come into play—both when they lose and when they win.

Like anything that requires focus, drive, discipline, persistence and a stroke of luck, day trading and speculation are hard to do successfully. It may take years of painful education and experimentation before creditable success. The U.S. market regulator Securities and Exchange Commission (SEC) offers the following cautions on day trading:

Be prepared to suffer severe financial losses

Day traders do not “invest”

Day trading is an extremely stressful and expensive full-time job

Day traders depend heavily on borrowing money or buying stocks on margin

Don’t believe claims of easy profits

Watch out for “hot tips” and “expert advice” from newsletters and websites catering to day traders

Remember that “educational” seminars, classes, and books about day trading may not be objective

Idea for Impact: Most studies on day trading and speculation reckon that over three-fourths of amateur traders lose money, some of which may have been borrowed. The high risk that comes with high-yield investments and the self-inflicted stress of loss and debt may not be for you.

A Low-risk Alternative: There is no fail-safe way to invest without any risk. If you don’t have the time, energy, determination, or a strong understanding of investing, consider low-cost index funds. Do your own research. Read my previous article about John Bogle, founder of Vanguard and his tireless advocacy of low-cost index funds.

Recommended Reading: Edwin Lefevre’s 1923 classic, “Reminiscences of a Stock Operator”, is a fictionalized biography of Jesse Livermore (1877–1940), one of the greatest stock market speculators of all time. This “font of investing wisdom” (per Alan Greenspan) is filled with insightful trading advice and shrewd market/price movement analyses.

This Man Retired at 30 and is Ridiculously Happy

December 12, 2014 by Nagesh Belludi 1 Comment

Financial Independence “What’s money? A man is a success if he gets up in the morning and gets to bed at night and in between does what he wants to do.”
— Bob Dylan, American Musician

Early in my professional life, I pursued an ambition to attain wealth—not because I sought after luxury, but because I wanted to realize a financial foothold that could help me become financially independent and invest in a meaningful life. I’ve been “retired” for two years now, work very hard on my true pursuits, and live life on my own terms. I might fancy a change in the future; for now, I am living the dreams and I couldn’t be happier.

Money is a False God

Most people spend the better part of their adult lives chasing the almighty dollar in an ostensible pursuit of success and happiness. Wealth, characteristically manifested in the acquisition of things, becomes so defining of their success that it becomes their primary measure of accomplishment. Later in life, they wake up to the distressing fact that everything they’ve earned isn’t bringing them the wonderful life it was supposed to.

Pursuit of riches becomes such a trap because many people easily appraise life in terms that are defined by others.

Enjoy a Life of True Wealth

I admire anyone who is self-disciplined and is willing to live their life on their own terms. Last year, The Washington Post carried an interesting interview with a man who had retired at the age of 30, not caused by extreme wealth but by living with less. Mister Money Mustache realized early that the pursuit of material things could lead to a persistent sense of emptiness. Rather than being unfulfilled, his family’s live-with-less way of life has made them “ridiculously happy.” Here is an excerpt of the interview.

Q: You describe the typical middle-class life as an “exploding volcano of wastefulness.” Seems like lots of personal finance folks obsess about lattes. Are you just talking about the lattes here?

A: The latte is just the foamy figurehead of an entire spectrum of sloppy “I deserve it” luxury spending that consumes most of our gross domestic product these days. Among my favorite targets: commuting to an office job in an F-150 pickup truck, anything involving a drive-through, paying $100 per month for the privilege of wasting four hours a night watching cable TV and the whole yoga industry. There are better, and free, ways to meet these needs, but everyone always chooses the expensive ones and then complains that life is hard these days.

With Needs, Without Wants

December 2, 2014 by Nagesh Belludi Leave a Comment

Contentment is worth more than riches. Having few desires and feeling satisfied with what you have is vital for happiness.

Be Happy with What You Have

In a This I Believe essay, Marianne Bachleder of San Francisco reminisces about consumerism and about being conscious of how much she already has:

We forget to be happy with what we have and in our forgetfulness we spread the infection of discontent. It’s a mistake easily made in a world where everyone is expected to pursue every want—the newest gadget, the latest update.

…

I may want shiny things, but I don’t need them. What I do desperately need is the peace of mind found in moments of contentment and gratitude. I need to identify each of my wildcat urges to purchase or possess as either “want” or “need.” My needs are basic, predictable, manageable. My wants are chaotic changelings, disturbers of the peace that can never be satisfied.

I will tend my needs, I will whittle my wants, and I will say often, “I’m happy with what I have.”

Thrift to Wealth

Jonathan Clements, personal finance columnist at Wall Street Journal and author of ‘The Little Book of Main Street Money’ and the forthcoming ‘Money Guide 2015’, spoke of thrift and the wealthy in an interview with Vanguard:

Over the years, I have met thousands of everyday Americans who have amassed seven-figure portfolios—and the one attribute shared by almost all of them is that they’re extremely frugal. When I was at Citi, I used to joke to the bankers that they would know a couple was wealthy if they pulled up to the branch in a second-hand Civic, wore clothes from J.C. Penney, and asked to have their parking ticket validated.

Shop at Amazon & Support a Noble Cause

Dear readers, during this holiday season, if you succumb to the urge for the latest and the greatest or if you are shopping for gifts for friends and family, please consider shopping at Amazon.com using this link or clicking on a recommended book on the right sidebar of this website.

With no additional cost to you, 100% of the referral fees earned by this blog from the international Amazon Associates program support the education of underprivileged kids in South India. Our philanthropy partner is Aapatsahaaya Foundation, Bangalore. In 2013, your purchases funded part of a science/field trip for tribal kids.

Personal Finance

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Searching: A Full-time Job in Itself

Seek Enduringly Profitable Businesses: Recurring Customers and Predictable Revenue

A Checklist for Enduringly Profitable Businesses

Valuing the Company and Negotiating a Deal

Transitioning into Leadership and Emphasizing Business-as-Usual

Recommendation: Read ‘HBR Guide to Buying a Small Business’ for a Very Good Introduction on How to Buy and Organize Finance for a Business

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