As a consequence each of the mentioned types of bank capital represents its own risk class. Investors clearly have to be compensated to carry the additional risks compared with senior bank bonds. Figure 4.3 shows that on average the spread differentials between senior bonds and Lower Tier 2, Lower Tier 2 and Upper Tier 2, and Upper Tier 2 and Tier 1 tend to be roughly equal. But one should note that spread volatility also increases significantly when moving to more subordinated types of bank debt. Again, this can be explained by the Merton model. Since Tier 1 and Upper Tier 2 bonds are designed to absorb losses before holders of senior bonds and Lower Tier 2 suffer a loss, the strike price of their embedded short put option is closer at the money than that of senior and Lower Tier 2 bonds. Hence, in absolute terms the delta of the short put is higher, causing larger changes of the value of the option and consequently spreads, when fundamentals change.
While in a single name context ratings are often criticized for being lagging indicators of credit quality, classifying bonds by rating is one widely used method to reflect the behavior of different risk classes in credit markets.
Many market participants argue that spreads themselves and spread volatilities are more timely indicators of an issuer’s credit risk than ratings. They consequently prefer to split the universe in spread class buckets. The disadvantage of this method is that it leads to relatively unstable compositions of the individual buckets and is less convenient, because the major index providers do not calculate indices based on spread classes. Since the different rating buckets constitute the corporate bond market as a whole, there is clearly a correlation between overall market fluctuations and the spread changes of the different rating subportfolios.
The overall sentiment of investors towards the asset class corporate bonds is mirrored in mutual fund flows. Monthly and weekly statistics, for example, from Investment Company Institute, AIG and Trim Tabs, track the net flows into the major asset classes and their subcomponents. They also give an indication about the portion of cash held in mutual funds. The published numbers can help to explain movements in credit spreads that are not directly related to changes in the fundamental environment for credit. For example, they partly reflect risk appetite of investors. This is especially true, when looking at flows into high-yield bond funds. Major shifts in the asset allocation of institutional investors can also be observed from the data. Yet, published information on mutual fund flows tends to be behind the curve, in other words it is a lagging indicator for the activity of market participants and thus for credit spreads. But the analysis may help to spot long-term trends in the relative attractiveness of different asset classes.
Seeking help, you may approach a broker to recommend funds. Unfortunately, regret is likely to follow. A broker’s main interest is in loads and other commissions from frequent mutual fund sales. Loads of 5.75 percent are common. On a $10,000 investment, you are paying $575. You can buy an entire financial plan from a fee-only financial planner for less. If over the years you buy $100,000 of mutual funds, you will pay loads of $5,750. The sum of $5,750 buys several lifetimes of financial plans complete with tax savings ideas, estate planning tips, and zero-load mutual fund picks. However, unless you ask specifically and insist on an answer, you will not know the dollar amount you are paying for the privilege of buying a mediocre fund. Loads can be paid on purchase of a fund (a front-end load) or on the
sale of the fund (a back-end load) or both. A broker will use confusion and complexity against you.
A good ACCOUNTS PAYABLE system can be used to forecast a payment schedule based on cash availability, anticipated income, and past policy practices. Then line up vendors in payment order, according to preference. Some will grumble, but the smart ones know they have little choice. If they don’t play along, it will take that much longer to be paid.
Vendors unhappy with your company’s payment policies won’t be vendors very long. Give preferred suppliers priority status and reward them with more prompt payment. They will likely return the favor with better service and more understanding if your company really gets into a bind.
Just as there are accounts receivable (A/R), or money that is owed to you, there are accounts payable (ACCOUNTS PAYABLE), or money that you owe to others. ACCOUNTS PAYABLE isn’t nearly as much fun as the former, but it’s a part of business life. Taking care of the A/1′ is important, because your company’s credit rating and reliability as a business could be at stake. As a manager, you will need to understand how this all comes into play.
Let’s start with a definition. Similar in structure but opposite in purpose to accounts receivable, accounts payable is a list of monies owed by the company to creditors, usually from the purchase of merchandise, materials, supplies, equipment, or services.
At all times, maintain a professional, unemotional demeanor. If the collection efforts turn personal, your collector loses his or her professional leverage, destroys any spirit of cooperation, and may frighten the debtor away. Keep it professional, have a plan, and know the options.
And, if all else fails, sue the debtor for the amount owed. Good attorneys will counsel against spending more on legal fees than the company stands to collect. But even a small claims action will signal to the marketplace that the company means business.
However, winning a judgment is one thing. Collecting from a debtor who has no money… well, you’ve heard the story about getting blood from a stone? Learn from that.
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