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Friday, September 24, 2010

**[investwise]** CWG2010-Misfeasance, malfeasance, non-feasance

 

TN Ninan In Business Standard
 
For all one knows, the Commonwealth Games may go off without a hitch. How much that will repair the damage already done to Brand India is a matter of guesswork. All that can be said just now is that if the Games were to be a coming-out party for the country, it has been a botched affair.
 
The more important question is whether the "misfeasance, malfeasance and non-feasance" (to borrow a phrase from the classic film, Front Page) that have been on display are special to the Games organisers, or typical of the system. When Mr Bhanot uttered his immortal line ("My hygiene and cleanliness standards may be different from theirs"), was he saying more than he knew?
 
What, after all, is the state of our public toilets (few as they are)? What toilet facilities are made available to the many thousands of pilgrims who make their way to Amarnath and Sabarimala every year? By all accounts, they are worse than "filthy" and "unliveable". Mr Bhanot, you hit the bull's eye.
 
As for missed deadlines and ramped up costs, how come our TV anchors don't go hysterical at the trebling of the bill for Delhi airport's new Terminal 3? Or cry "scandal" when the Delhi chief minister stalls the electricity regulator's report that calls for a cut in Delhi's power tariffs? Or cry "national shame" when most of the country suffers long power cuts every day?
 
If all it takes for public consciousness to be raised to fever pitch is for Mr Hooper and Mr Fennell to periodically address the press and use some choice epithets and seek meetings with the prime minister — who then bestirs himself to call daily review meetings — perhaps we should hire these gentlemen as citizens' voices.
 
In other words, what the Games preparations have shown up in terms of "misfeasance, malfeasance and non-feasance" is what is normal and everyday when it comes to the functioning of our governments — which explains why Sheila Dikshit dismisses the collapse of a foot overbridge (the lead story on the front page in newspapers in half a dozen countries) as a minor issue, and why Jaipal Reddy is able to say that as far as he is concerned the work of the group of ministers overseeing Games preparations was over a week ago.
 
This when New Delhi's showpiece city centre remains in an unbelievable shambles, the Shivaji Stadium work will remain incomplete even when the Games are over, and no one hears anything about the special metro line to the airport that was sanctioned as a Games project.
 
What has been obvious for some time is that, even as India's private sector has got better (more effective, more innovative, and more technologically accomplished), the government's ability to deliver — whether it is social infrastructure like public health and education, physical infrastructure like electricity, a public distribution system that reaches the poor and new technology for agriculture — has steadily deteriorated.
 
We could organise the Asian Games in 1982; we can't organise the Commonwealth Games in 2010.
 
But what gives one sleepless nights is the worry that the same government might be approaching India's defence preparedness with the same incompetence and corruption — even as China builds new roads and railway lines up to the border, and places more powerful missiles on the Tibetan plateau.
 
The government's own representatives have written despairingly about the state of the country's border roads, defence hardware acquisitions miss target dates repeatedly, and allocations are unspent year after year, even as the defence budget has been squeezed to the lowest level (in relation to GDP) since 1962.
 
Risking international embarrassment is bad enough; what about risking national security? And what kind of wake-up call do we need on that front?


Safe Harbor Statement:

Some forward looking statements on projections, estimates, expectations & outlook are included to enable a better comprehension of the Company prospects. Actual results may, however, differ materially from those stated on account of factors such as changes in government regulations, tax regimes, economic developments within India and the countries within which the Company conducts its business, exchange rate and interest rate movements, impact of competing products and their pricing, product demand and supply constraints.
 
Nothing in this article is, or should be construed as, investment advice.
 
 
 

 
 

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**[investwise]** David Tepper: We Lead The Herd...The Street Follows Us, We Don't!

 

Though very few hedge funds on the Street can claim to compare to the 17-year track record of David Tepper's Appaloosa Management, LP, the only thing that is consistent about the performance of the fund is that it is, well, inconsistent.

 

"We're consistently inconsistent", the legendary billionaire investor says over a lunch of spicy tuna rolls and salad at his office in Short Hills, NJ, earlier this week. "It's one of the cornerstones of our success."

 

Inconsistent maybe. Incredible, certainly. Last year, Tepper's flagship Appaloosa fund returned an eye-popping 132.7%, net of fees, after grossing $7.5 billion by betting on financials early on, more than any other hedge fund firm last year. Through July of this year, the fund is up almost 42%, according to performance documents from an investor.

 

When Lehman Brothers filed for bankruptcy in September 2008, investors panicked on Wall Street, causing dangerous aftershocks across the markets. And while most of Appaloosa's peers were desperately trying to mitigate losses and stave off redemption requests amidst the market's free fall, Tepper decided it was the perfect time to leap right into the eye of the storm.

 

So the fund started aggressively buying up depressed bank debt of holding companies like Washington Mutual and common and preferred stock of Wachovia and others.

 

One has to wonder if the guy eats nails for breakfast.

 

"We lead he herd," he chuckles. "The Street follows us, we don't follow the Street."

 

Tepper was sitting on a pile of cash, having sold out of most of his positions in the spring of 2008, and didn't have any debt. So when the U.S. Treasury put out a white paper in February 2009 announcing its Financial Stability Plan, which included the Capital Assistance Program designed to shore up the capital of banks, he took his time and read the fine print.

 

The white paper and term sheet said the preferred stock the government was buying in the banks would be convertible to common shares at prices far above current trading levels at the time — which meant it was indeed a time to buy, buy, buy.

 

So he did. The fund began amassing sizable positions in bank-related securities: common and preferred shares, and junior-subordinated debt, to be exact. His targets, Bank of America and Citigroup in particular, as rumors circulating that the banking behemoths would be nationalized in early 2009 edged the stocks to near collapse.

 

Tepper was able to buy Bank of America preferred shares at just twelve cents on the dollar and Citigroup bonds at just nineteen cents. As those stocks rallied by the end of 2009, Appaloosa raked in the billions.

 

Appaloosa also was able to buy about a billion dollar's worth of AIG's commercial mortgage-backed securities at nine cents on the dollar. Currently trading at about ninety-three cents, the "AIG ace" was a major coup and contributor to the firm's success in 2009.

 

"Most of the upside was on the preferred and debt side, " he says. "That's perhaps why so many people missed this trade. They just couldn't see it."

Safe Harbor Statement:

Some forward looking statements on projections, estimates, expectations & outlook are included to enable a better comprehension of the Company prospects. Actual results may, however, differ materially from those stated on account of factors such as changes in government regulations, tax regimes, economic developments within India and the countries within which the Company conducts its business, exchange rate and interest rate movements, impact of competing products and their pricing, product demand and supply constraints.
 
Nothing in this article is, or should be construed as, investment advice.
 
 
 

 
 

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**[investwise]** Traders, Is Recession Officially Over? (100923)

 


"Officially, the recession is behind us. That's the good news. Officially, it ended in June of '09. The bad news is – so what?...Even since the recession officially ended, more people have gone into the poorhouse than have come out of it...

http://www.stock-investing-software.com/commentary/articles.html?next=15013

Ian

This week's "Tools of the Trade": http://snipr.com/tools-of-the-trade

Explicit NON-commercial advisory: Spot-on, advantageous FREE information, products and/or services presented weekly.
----
This week's "Tools" topic: Okay, let's take Hilary up on her offer to provide us with free picks, and her explanation of why her picks are going to make money! (Keep your dough; take others up on giveaways. We point you to them.)

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**[investwise]** South Indian Bank-Should We Always Look Up The Owners? [3 Attachments]

 
[Attachment(s) from Maverick included below]

1     India Capital Fund Ltd    10,250,000     9.07
2     Morgan Stanley Mauritius Company Ltd    5,474,727     4.84
3     FID Funds (Mauritius) Ltd    4,694,866     4.15
4     JM Financial Trustee Company Pvt Ltd    4,449,686     3.94
5     Acacia Partners LP    3,741,482     3.31
6     Argonaut Ventures    3,695,484     3.27
7     Life Insurance Corporation of India    3,467,543     3.07
8     India Institutional Fund Ltd    3,250,000     2.88
9     India Capital Opportunities 1 Ltd    3,100,000     2.74
10     Unit Trust Of India Investment Advisory Services    3,062,500     2.71
11     Union Bank of India    2,020,564     1.79
12     Jasvant A Parikh    1,955,317     1.73
13     Federal Bank Ltd    1,625,000     1.44
14     Chirag Parikh    1,208,755     1.07
15     ACACIA Institutional Partners LP    1,162,790     1.03
     Total    53,158,714     47.04


Safe Harbor Statement:

Some forward looking statements on projections, estimates, expectations & outlook are included to enable a better comprehension of the Company prospects. Actual results may, however, differ materially from those stated on account of factors such as changes in government regulations, tax regimes, economic developments within India and the countries within which the Company conducts its business, exchange rate and interest rate movements, impact of competing products and their pricing, product demand and supply constraints.
 
Nothing in this article is, or should be construed as, investment advice.
 
 
 

 
 

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Attachment(s) from Maverick

3 of 3 File(s)

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**[investwise]** South Indian Bank-Extreme Undervaluation [2 Attachments]

 
[Attachment(s) from Maverick included below]

FYI

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Attachment(s) from Maverick

2 of 2 File(s)

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