Tim Richardson

Melbourne, Australia

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General Finance

Why online retail creates jobs, not destroys them

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Big retailers have started a campaign against the five-year-old $1000 personal import allowance. The model for the campaign is the mining industry's campaign against the resource tax proposal of the Rudd cabinet. The miners convinced Australians that a tax increase would harm jobs and investments. The retailers are now trying to convince us of the opposite: that the only way to save jobs is a tax increase. This is an economic fallacy simply wrong.

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Foreign currency accounting and real world currency effects

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This is a fairly technical article, but written for a non-accounting audience. I hope to give insight into foreign currency entries you see on the P&L, when to rely on them for useful insights and I also give some ideas about understanding real foreign currency risk and how to deal with it.

Are you interested in knowing when you should hedge currency risk, and when you should manage it as a profit-making business risk?

If so, please see my article here: When hedging currency risk is shooting yourself in the foot

A “real” currency effect is one which affects cash available for the business and for the shareholders. I'm going to assume that the reporting currency is AUD.

“Accounting foreign currency effects” are the effects that foreign currency has on the financial reports. These are not a reliable measure of real foreign currency effects. Instead, they are determined by accounting requirements to balance entries, and to report assets at ‘fair value’. The accounting entries have important differences to real currency results:

  • All foreign currency results are reported in the accounts as AUD (since this is the reporting currency), even though the real currency results may be driven by EURO vs USD effects, or some other combination

  • The realised gain/loss results are only designed to allow accounting entries to balance.

  • In particular, gain/loss entries only happen when there are accrual accounting entries. Businesses like online retail have cash transactions for sales but purchases on credit: they will not get representative foreign currency entries. I refer to this as an asymmetric effect.

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Telstra: how not to invoice a customer

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As Treasurer for Bellevue Kindergarten, tonight (late) I am working through invoices.We have one from Telsra.

I like to pay by EFT: quick and easy. Usually.

Teltra provides no BPAY or EFT information on the invoice. Amazing, but true. There is a link to a web page where I can advise of my payment details, but visiting the website shows me a page letting me know that the site is down until "July 21". And all links to graphics are broken (or perhaps I am being punished for using Firefox).  No year is mentioned, but today is October. Is Telstra three months late, or do I wait until July 2011? Anyway, I don't want to advise of my payment details, I want to learn how I can pay.

The same section of the invoice invites me to "Pay Online" where I can use "Online Bill to establish up to 1 of 6 Direct Debit payment options". I don't know what Online Bill means: there is no URL, except for the one above where I can advise of my payment details (the one that is down until July 21).

Incredible.

 

 

Exploding myths! Warren Buffet, straw men and index funds

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In this article, Exploding Myths, a Yahoo Finance columnist, Julia Lee, seeks to "explode" the myth of index funds. Her recommendation is to buy into value, because index funds only work in a world where the Efficient Market Hypothesis (EMH) is perfectly true. In fact, she holds the EMF to be mythical, and therefore index funds are mythical. She points out that Warren Buffet does not believe in the Efficient Market Hypothesis. He probably doesn't. No one believes the EMH is literally true (I'll get back to this)

One of the more annoying things about Ms Lee's article is that Warren Buffett has consistently recommended that ordinary investors should choose index funds, easily verified by google "Warren Buffet index funds". I did not know that he had endorsed index funds, but he is such a sensible person and index funds are such a sensible idea that his endorsement of them seemed extremely likely. My first google search proved the point very quickly. I don't much of Ms Lee's name dropping; my cross-examination of Mr Buffett would be embarassing for the prosecution, I think.

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The value of Sarbox

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I'm a commerically focused finance leader rather than a conservative "dot the Is and cross the Ts" accountant. And like many colleagues in Europe and the US, I've spent a lot of time dealing with S404 Sarbanes Oxley compliance, where senior management needs to sign off on the existence of business controls. The consequence is that you need a huge system documenting line managers proving that they have detailed controls at every level of management. Initially, it seemed completely ridiculous. However, it's not all bad.

Firstly, on a personal note: the defining moment that caused me to move into finance was not a turnaround or a big investment. It was basic business controls. I went to Indonesia in the days of the Tiger Economy boom. Business was growing fast, deals were being made, parties were being had and Jakarta was full of expats, money, long nights and gorgeous girls. I was doing post-implementation work with MFG/PRO, reporting to the Finance Director (an austere Dutchman from the northern protestant provinces). He had an internal audit report that was critical about the management of credit risk to our customers, although there were actually no indications of credit problems in an environment of 20% growth. However, we sat down and went through the customers, updating credit ratings, liens, mortgages and bank guarantees necessary. To some customers we said goodbye. Sales management was puzzled. 

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Business Lessons from Chess

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Chess is strongly associated with strategy and mental superiority. Can basic players having friendly one-move-per-day games learn deeper lessons from the game, or does it just make them look smart?

People associate chess with geniuses like Gary Kasparov. His chess is certainly not my chess. I don't memorise openings,  I struggle to see even a few moves into the future, and I am often surprised by my opponent's next move.  Oddly enough, this makes chess for me much more like real-life than it would ever be for a grandmaster.

Here are three lessons a basic player can apply to chess and business.

Lesson 1: Time, Chess and Peter Drucker

Lesson 2:  Competition's moves

Lesson 3:  Investment

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How Finance should get return on IT spending

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A WSJ article, "How to Tap IT's Hidden Potential" (March 10, 2008) was widely circulated and discussed.

I summarise the article into a few key points:

The problem

  • "IT decisions are often made by the wrong people with insufficient input, and the resulting failures drive a wedge between senior managers and their IT colleagues."
  • The reality today, though, is that CEOs can't ignore IT and expect to succeed. Technology has accelerated the pace of change in business, making it crucial for companies to detect, assess and respond to every opportunity and every threat as quickly and as effectively as possible. And that kind of agility can only be achieved by fully embracing the operational and strategic importance of IT

The solution

 Begin with IT literacy -- and commitment -- at the top. The impetus for effective IT management must come from the CEO and the board. There has to be a willingness on the part of the CEO and the other executives to know enough about IT to understand its functions and its value to the company, in the same way that they understand accounting, finance and marketing.

 Create demand pull for IT solutions. Managers at all levels across the organization need to be convinced that innovations in IT-related areas such as knowledge management, business intelligence, information security, change management and process integration are essential to the success of the enterprise.

Subject IT spending to the same decison making analysis as other investments. Understand the business case. Evaluate costs, risks and benefits of projects.
 

 

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Quiz Results

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Quiz results

You should read this page only after taking the over-confidence test. 

If you want to do this in the recommended order, start here (to read about how the quiz works)

 You can jump straight to the quiz:

  http://tim-richardson.net/misc/estimation_quiz.html

Choose "read more" when you are ready.

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