Historical Financial Statistics - The Center for Financial Stability

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Welcome to Historical Financial Statistics, a free, noncommercial data set that went online in July 2010. We aim to be a source of comprehensive, authoritative, easy-to-use macroeconomic data stretching back several centuries. Our target range of coverage is from 1492 to the present, with special emphasis on the years before 1950, which few databases cover in detail.

The Center for Financial Stability generously hosts the data set and provides technical support. However, responsibility for the content rests exclusively with Historical Financial Statistics, so views expressed here are not necessarily those of the Center.-->

Here is a brief description of the contents of the site.

  • Data: Data are currently stored as spreadsheets. Data include some series not found anywhere else. Eventually we intend to establish a searchable, menu-driven database. The data we currently have are only a beginning, more extensive than in other free sources, but sparse in an absolute sense. We are gathering data as time and convenience allow, and welcome help.
  • Documentation: Notes to accompany the data. Eventually this section will also include chronologies and other useful tools to help understand the data.
  • Submitting data: We welcome additions to the data. Here is how to submit them.
  • Links: Other useful sources of historical statistics.
  • About us: Contact information plus a description of our mission, topics of coverage, copyright information, legal notice, etc.

All contents copyright © 2010 by Historical Financial Statistics.

 

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Unfunded Entitlements ‘r’ Us

Unfunded Entitlements ‘r’ Us

Michael Cembalest of JP Morgan’s latest contains this chart comparing funded and unfunded entitlements – stuff countries have promised citizens, but haven’t figured out how to pay for – in the U.S. and Europe.

iou-us 

And how might we pay for such absurd obligations? Here’s Cembalest:

  • By 2020, the average EU country would need to raise its tax rate to 55 percent of national income to pay promised benefits
  • The U.S. could fund its shortfall by doubling the 15.3 percent payroll tax on employers and employees (forever)
  • Alternatively, the U.S. could reduce discretionary spending by 80%, on things like education, defense and environmental protection.  Why so high?  There’s not enough discretionary spending left (the OMB estimates that mandatory spending will make up 71% of government expenditures by 2016) 
  • Of course, the other option would be the printing press (inflation), which would be worse given how much would be needed

Appalling stuff. Wait, it gets worse, as Cembalest says:

Some politicians and think tanks (e.g. the Tax Policy Center) have argued that tax revenues and government spending as a % of US GDP are not that high, so there’s room for both to rise.  The analysis above renders such claims disingenuous at best.  Measures of current spending do not capture the scope and size of government programs that already exist, and which will have to be paid for, although no one knows how.  Richard Fisher (Dallas Fed President) likens the US entitlement burden to German attacks on the UK in the 20th century, the costs of which eventually sunk the British pound; except this time, the wounds are self- inflicted.


[link to original | source: Paul Kedrosky's Infectious Greed | published: 1 day ago | shared via feedly]

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Mark Mobius o slovenskem ponosu in pričakovanju ponovnega obiska

via Razgledi - whole posts on 7/19/10

Ker sem na poti, ne utegnem preveriti (kratko googlanje mi ni povedalo ničesar), ali je Franklin Templeton Investments že doslej kupil kak košček kakšnega nacionalnega interesa, a dalo bi se sklepati, da se v enem izmed starejših in večjih ameriških naložbenih skladov za Slovenijo trenutno kar precej zanimajo. Mark Mobius

Ph.D., executive chairman of Templeton Asset Management, Ltd, joined Templeton in 1987. Currently, he directs the Templeton research team based in 15 global emerging markets offices and manages emerging markets portfolios.

je nekaj dni nazaj v svojem

Read the rest of this post »

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You Can't Appreciate How Completely Apple Has Humiliated The Cellphone Industry Until You See These Charts

Yes, we know you know that in the space of three short years Apple's iPhone has humiliated the entire cellphone industry.

But we bet you won't FULLY APPRECIATE just how completely Apple has laid waste to incumbents like RIM, Nokia, and Sony Ericsson until you look at these two charts from Goldman Sachs (via FT).

First, a chart comparing the total handset industry profits since 2005 captured by:

1) Apple (light blue), and

2) Everyone else (RIM, Nokia, HTC, Sony Ericsson, etc.)

Cellphone Profits

Image: Goldman Sachs

That's just astounding. The folks at Nokia, RIM, etc., should hang their heads in shame. 

And now consider the next shocking chart.  Apple will generate 2X as much handset profit as the rest of the industry combined this year DESPITE SELLING ONLY 3% OF THE HANDSETS BY UNIT VOLUME:

Cellphone Units

Image: Goldman Sachs

And now, when you finish chewing on that, consider that Apple's iPad might have the same impact on the PC industry.

mwahaha

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The Aussie Miracle Continues

via EconomPic by Jake on 7/7/10

As I've stated before, Australia is:

A commodity driven economy that has a close proximity to one of the world's fastest growing / largest commodity importing economy (China).
Bloomberg details the results:
Australian job growth capped the best quarter in almost four years in June, stoking the nation’s currency and stocks and heightening odds that the central bank will have to resume boosting interest rates.

The 45,900 increase last month exceeded all 22 forecasts in a Bloomberg News survey, a statistics bureau report showed in Sydney. The jobless rate held at 5.1 percent from the revised reading for May, marking the first time it’s below Japan’s level since at least 1978, according to data compiled by Bloomberg.

A strengthening job market may escalate pressure on inflation, which central bank Governor Glenn Stevens said two days ago is likely to accelerate above his target range. Today’s report is also a boost to Prime Minister Julia Gillard, who plans to call an election in coming months and has already pulled her party ahead of the opposition in opinion polls.

And something as removed as anything you'll hear in the U.S.nited States these days:

“If you are worried about inflation, these numbers are telling you there’s very limited spare capacity in the labor market, you are approaching full employment,” said Su-Lin Ong, senior economist at RBC Capital Markets Ltd. in Sydney.
Source: ABS

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Uniqlo: Uniquely positioned | The Economist

Uniqlo

Uniquely positioned

Fast Retailing, Japan’s biggest clothes retailer, hopes an innovative strategy will make it the world’s biggest too

Jun 24th 2010 | TOKYO

BASICS—everyday items such as T-shirts, socks and jeans, in the jargon of the garment industry—are not normally considered the most exciting part of the business. But they are found in almost every wardrobe. Uniqlo, a successful Japanese firm with big ambitions, has transformed them into a goldmine. Having conquered Japan, it is now taking on the world.

Uniqlo’s parent company, Fast Retailing, is Japan’s biggest clothing company, with sales of $9 billion forecast this year. Whereas many Japanese businesses are ailing because of the stagnant domestic economy, Fast Retailing is flourishing. Last year sales grew by 17%, despite the recession, or because of it: its clothes combine a touch of style with enticingly low prices.

The company is hailed as an example of a new, globally competitive Japan. Its founder and boss, Tadashi Yanai, emerged from humble origins to become Japan’s richest man, worth over $9 billion. Uniqlo ranks among Japan’s ten most valuable brands, according to Interbrand, a consultancy. Its low prices are even blamed for fuelling Japan’s deflation.

Now Uniqlo, whose name is a contraction of “unique clothing”, is on the move. In recent months it has opened huge flagship stores in Paris, Moscow and Shanghai, which have been met with throngs of customers. Mr Yanai wants $50 billion in sales and $10 billion in profit by 2020. Although only 10% of Fast Retailing’s sales come from abroad, Mr Yanai expects overseas revenue to surpass domestic sales by 2015. And although it boasts around 800 stores in Japan and 140 overseas, it plans to open a staggering 500 new stores annually over the next three to five years. Most will be in Asia, notably China, where it already has 54 shops but wants to have 1,000.

Fast Retailing prefers to grow independently, but is also open to expansion by acquisition to enhance the firm’s presence in America or Europe. A future bride, says Mr Yanai, could retain its own identity while selling some of Uniqlo’s clothes, and could cost as much as $10 billion. But finding the right firm is difficult, he says. In recent years, Fast Retailing has successfully acquired smaller foreign brands including France’s Comptoir des Cotonniers for women’s wear and Princesse Tam-Tam lingerie, as well as America’s Theory.

Fast Retailing is still smaller than its global peers. Its revenue is around two-thirds that of America’s Gap, Sweden’s Hennes & Mauritz (H&M) and Spain’s Inditex, which runs the Zara chain (see chart). But Fast Retailing is catching up fast, and has a record of startlingly rapid growth. When Mr Yanai declared in 2006 that its sales would rise from $3.5 billion to $10 billion this year, analysts derided him, but the firm is very close to the target.

Fast Retailing also has a distinctive business model. Zara and H&M bring the latest fashions to the masses quickly, ordering new lines many times a year. Fast Retailing, by contrast, sells only around 1,000 items, far fewer than its rivals, and keeps them on the shelves longer. “We don’t want to chase after ‘fast-fashion’ trends,” explains Mr Yanai. This lets Fast Retailing strike lower-priced, higher-volume deals with suppliers (most products cost $10-20) and makes managing inventory a much simpler and cheaper affair.

Uniqlo makes up for the narrowness of its offering by selling the same item in many colours: socks come in 50 hues at its flagship store in Tokyo. Such basics, the firm believes, have the added benefit of appealing to a wider audience than the preppy Americana sold by Gap or the faddish wares of Inditex and H&M.

Although it opened its first store in 1984, Uniqlo really got going in the early 1990s, just as Japan was entering a long period of economic anaemia. Mr Yanai bypassed middlemen by purchasing directly from suppliers. And he challenged the view that Japanese consumers would reject Chinese-made clothes (90% of its apparel is made in China).

But the factors behind Uniqlo’s domestic success are of little avail as it expands abroad. The belt-tightening environment in which it flourished does not pertain in many of the emerging markets it is targeting, although it certainly does in most of the rich world. Uniqlo relies mainly on small suburban shops in Japan but is opening giant stores in posh central locations overseas. (Experiments with suburban shops in Britain and America have gone badly.) Moreover, Uniqlo succeeded in basics but is now expanding into trendier lines, for example through a tie-up with Jil Sander, a German fashion designer. It will have to manage a multicultural, multilingual workforce—an area where Japanese firms often trip up. And merchandise will need to be tailored to national tastes, so scale will be harder to achieve. “One’s strength can be one’s weakness: basics can be boring,” Mr Yanai admits.

Mr Yanai himself may also create problems. A brilliant strategist with uncanny fashion instincts, he is also unable to delegate, say Fast Retailing executives. He controls all decisions, down to approving samples and colours. Mr Yanai defends his meddling. “A good business manager”, he says, must “pay attention to the details.”

This micromanaging has pushed talented executives to quit the firm, leaving no obvious successor to Mr Yanai, who plans to step down as boss (but remain chairman) in four years, at 65. Previous attempts to cede day-to-day control have been aborted.

When pressed, Mr Yanai says that he has decided not to hand the company over to his sons. They will be big shareholders with board seats, but will not take operational roles. In this, he once again defies traditional Japanese business practices. Firms that rely on primogeniture, he notes, perform poorly. So, in the long run, do those that rely on a domineering leader.

Business

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http://futureselfservicebanking.com/

ATMs were first introduced over 40 years ago and since then many features have been incrementally added to the machines, in order to fulfill the dream of a truly “automated teller”. Modern ATMs offer a wide range of banking transactions; nevertheless the actual interaction has remained largely untouched.

In early 2007 the Spanish bank BBVA asked IDEO to re-think their self-service channel from scratch. The question was not how to further automate the teller, but rather how to humanize the machine.

We started with a blank slate by really listening carefully to people talking about their banking experience; we observed subtle clues and behaviors that spoke to unmet needs when using machines.

 

The result of that work is the vision for a totally new self-service experience: an ATM built from user up, rather than components down.

Have a look at the video to learn about the unique features of the envisioned self-service experience.

Today, that vision is reality. It took 2 years of time and a team of committed companies to develop this ATM.

In 2009 the first pilot units have been installed, while BBVA prepares
to roll out the ATM across its Spanish branches.

IDEO, May 2010

video @ http://futureselfservicebanking.com

lpd

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Strategies - Robert Prechter’s Market Forecast Says ‘Take Cover’

Mr. Prechter is convinced that we have entered a market decline of staggering proportions — perhaps the biggest of the last 300 years.

In a series of phone conversations and e-mail exchanges last week, he said that no other forecaster was likely to accept his reasoning, which is based on his version of the Elliott Wave theory — a technical approach to market analysis that he embraces with evangelical fervor.

Originating in the writings of Ralph Nelson Elliott, an obscure accountant who found repetitive patterns, or “fractals,” in the stock market of the 1930s and ’40s, the theory suggests that an epic downswing is under way, Mr. Prechter said. But he argued that even skeptical investors should take his advice seriously.

“I’m saying: ‘Winter is coming. Buy a coat,’ ” he said. “Other people are advising people to stay naked. If I’m wrong, you’re not hurt. If they’re wrong, you’re dead. It’s pretty benign advice to opt for safety for a while.”

His advice: individual investors should move completely out of the market and hold cash and cash equivalents, like Treasury bills, for years to come. (For traders with a fair amount of skill and willingness to embrace risk, he suggests other alternatives, like shorting the market or making bets on volatility.) But ultimately, “the decline will lead to one of the best investment opportunities ever,” he said.

Buy-and-hold stock investors will be devastated in a crash much worse than the declines of 2008 and early 2009 or the worst years of the Great Depression or the Panic of 1873, he predicted.

For a rough parallel, he said, go all the way back to England and the collapse of the South Sea Bubble in 1720, a crash that deterred people “from buying stocks for 100 years,” he said. This time, he said, “If I’m right, it will be such a shock that people will be telling their grandkids many years from now, ‘Don’t touch stocks.’ ”

The Dow, which now stands at 9,686.48, is likely to fall well below 1,000 over perhaps five or six years as a grand market cycle comes to an end, he said. That unraveling, combined with a depression and deflation, will make anyone holding cash “extremely grateful for their prudence.”

Mr. Prechter is hardly the only market hand to advocate prudence now, but nearly everyone else foresees a much rosier future, once current difficulties are past.

For example, Ralph J. Acampora, a market analyst with more than 40 years of experience, said he moved entirely out of stocks and into cash late last month. Now a partner at Alverita, a wealth management firm in New York, he said recent setbacks suggested that the market would drop another 10 or 15 percent, probably until September or October, before resuming another “meaningful rally.”

Over the next several years Mr. Acampora expects an “old normal market,” characterized by relatively short-lived swings that will provide many opportunities for smart investors — one that resembles the markets of the 1960s and 70s. “I’ve lived through it,” he said.

Like Mr. Prechter, he is a past president of the Market Technicians Association, the leading organization of technical market analysts, and he said that his colleague has done “some very good work.” But Mr. Acampora doesn’t agree with Mr. Prechter’s long-term theories, either intellectually or emotionally.

The “mathematics don’t work,” Mr. Acampora said, because such a big decline would imply that individual stocks would need to trade at unrealistically low levels. Furthermore, he said, “I don’t want to agree with him, because if he’s right, we’ve basically got to go to the mountains with a gun and some soup cans, because it’s all over.”

Still, on a “near-term” basis, he said, “We’re probably saying the same thing.”

Similarly, Larry Berman, who co-founded ETF Capital Management in Toronto and recently ended his term as the president of the technicians association, says he sees a “classic” short-term negative market trend developing now. But he doesn’t use the Elliott Wave theory, saying Mr. Prechter is trying to “measure the market in decades, which is too long a time frame for practical trading purposes or for risk management.”

Mr. Prechter, 61, lives in Gainesville, Ga., where he runs Elliott Wave International, a forecasting and publishing firm. He graduated from Yale as a psychology major in 1971, dabbled as a singer, drummer and songwriter in a rock band and became a technical analyst for Merrill Lynch.

He became fascinated by Mr. Elliott’s writings, which suggest that the market moves in predictable if complex patterns. Along with A. J. Frost, Mr. Prechter wrote “Elliott Wave Principle,” a 1978 book that predicted the emergence of a great bull market — a forecast that was largely fulfilled. By 1987, he was widely regarded as an expert in technical analysis. Articles in The New York Times said he was known as “the market’s leading technical guru” — and more. An article in October that year said he had “emerged as both prophet and deity, an adviser whose advice reaches so many investors that he tends to pull the market the way he has predicted it will move.”

He has far less day-to-day influence now, after years spent developing a theory he calls “socionomics,” which holds “social moods” as the cause not only of market cycles but also of economic and political events. A grand cycle is ending, he says, and the time for reckoning is near.

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The World is Ending... Time to Buy?

via EconomPic by Jake on 7/1/10

Dead Cats Bouncing details what the two year Treasury bond is indicating:
There are growing concerns that the U.S. risks a Japanese post-bubble scenario of endless economic stagnation, as reflected in tumbling implied inflation expectations in the TIPS market. The yield on 2-yr Treasury Notes yesterday dropped to its lowest level ever and as short-term Treasury yields typically track the nominal GDP growth (they effectively present a risk-free alternative to having 'geared' nominal GDP exposure via equities and corporate debt) current levels suggest that the market is expecting that an extended period of recessionary conditions and very low inflation. Treasury yields seem to be pricing in the double-dip recession that many economic bears have been calling.

Call me crazy, but ALL this negativity (justified in most cases) makes me think we are due for a short term pop in risk assets. As Meb Faber detailed on his World Beta blog a month back:

On the monthly time frame, I examined asset class performance after a really bad month.

The take-aways from this study were:

  • It does not pay to buy an asset class after a really bad month for the following 1 month.
  • 12 Months later the return is not much different than average.
  • 3 and 6 month returns, however, are stronger. You pick up on average about 3-4% abnormal returns buying after a terrible month.

A simple strategy would be:

After an asset class has a terrible month, wait a month then take a 2 month position. i.e. after this (probably) terrible month, buy July 1 for a two month hold. Those with a little longer time frame could move out to a 5 month hold.

Just dipping in my toe only (not willing to risk much capital for a pure behavorial trade / bet). Wish me luck...

Source: Federal Reserve

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