August 23, 2011Issue 54

Journey with DWM to
What's Next

 

 Some economists say "up" and some say "down". The truth is, no one knows the future. But affluent, enlightened investors recognize that DWM strategies perform in up markets and protect in down markets. Regardless of what the future holds, with DWM, savvy investors are ready for what's next.

Welcome Charles D. Capasso, CFP®, DWM's Newest Member

 charlie

Earlier this month, Charles D. Capasso, CFP® joined Detterbeck Wealth Management in Charleston. Charlie comes to us with extensive investment and planning experience from another fee-only advisory firm where he was a Senior Financial Planner. His passion is guiding clients through critical financial and life decisions.

 

Charlie found his way into the field of financial planning for extremely personal reasons. In 1998, Charlie's father retired early at the age of 47, with a few million dollars from the company for which he had worked most of his life. The next year, Charlie entered college at the University of Vermont to study mechanical engineering. In 2000, during Charlie's sophomore year of college, his father called to tell Charlie that he had lost everything in the stock market.

 

Charlie's dad had answered a call from a chop-shop stockbroker who put his life savings into an undiversified portfolio of tech stocks and leveraged the account to the maximum on margin. Charlie's father had also built a lavish home outside Philadelphia, which he had then leveraged in order to invest more in stocks.

 

When the tech bubble burst, so did Charlie's dad's portfolio. He got margin calls on everything, and had to liquidate his house and most of his belongings in a fire sale in order to make ends meet. Upon receiving this news, Charlie decided to switch majors and enter the University of Vermont's School of Business Administration, with a concentration in finance. His new life goal was to prevent such catastrophes from affecting anyone he knew ever again.

 

Financial planning is Charlie's life mission and his passion. He is forming relationships in which he can not only add value, but also develop enjoyable and enduring friendships. Charlie views client relationships this way: "Financial planning isn't about giving you the answers; it's about helping guide you through them. It's about moving you beyond just having the knowledge, to applying it in a manner that actually improves your life over tangible and relevant time periods."

 

Current DWM clients will certainly recognize that Charlie's passion and approach are very similar to that of Detterbeck Wealth Management. That's why we are so pleased that Charlie is part of our team. Welcome aboard, Charlie. Great to have you with us!

In This Issue
Welcome Charles D. Capasso, CFP, DWM's Newest Team Manager
Technology: Tablets Replacing PCs
Europe: How Much Longer Will Germany Continue to Dance with the Rest of Europe?
Business: Pret A Manger- Ready to Eat
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Technology: Tablets Replacing PCs

garbage canThe world of computing is at a crossroads. Last Thursday, Hewlett-Packard, the undisputed worldwide market leader, said it was considering offloading its PC business. If they go through with the idea, it would follow IBM, an early PC maker, who sold its business to Lenovo, a Chinese company, in 2005. This would leave only two American PC makers- Dell and Apple.

 

PCs are on the wane and tablets, particularly Apple's iPad, are in. The computing world has shifted from a PC-centric era to one dominated by smartphones and tablets.

 

Computer makers are expected to ship only about 4 percent more PCs this year than last year. Tablets, in contrast, are flying off store shelves. Global sales are expected to more than double this year to 24 million units; two-thirds of them iPads. Through the first half of 2011, Apple had sold $9 billion in iPads, or 30% more than all of Dell's consumer PC business.

 

PC World points out that the primary computer for most users today is not a PC; it's a smartphone. While the PC sits on a desk at the office or on a coffee table at home, smartphones go everywhere with us and integrate into every part of our lives. But despite getting smarter and smarter, phones are too small to replace PCs completely. We needed a device to bridge the gap between PCs and smartphones. That's exactly what the tablet does for us.

 

The early tablets were simply laptops with a screen that swiveled around and folded back. It was a bulky machine that was uncomfortable to carry and awkward to use as a laptop. Today's tablet is exactly what its name implies: a thin slab, dominated by its screen. They're light, about 1.5 pounds max. And they typically don't run on a full-fledged version of Windows, but a relatively lightweight, touchscreen-focused mobile operating system such as Apple IOS or Google Android. Today, there are over 300,000 apps available on iPad, which provide quick access, power and versatility to users.

 

Forrester, Alpha-Wise Research recently reported that consumer PC usage is down 20% since 2008. Two years ago, users spent 33 hours per week on their home PC and they now only spend 26 hours per week on average. It's not that people are connected less. They're simply doing more of it on smartphones and tablets. Activities on the computer tracked in the study included work, internet, communication, productivity, education, games, video, photos and music. Think about it. Most of us would generally prefer to "connect" using a tablet rather than a laptop, unless perhaps there is significant typing involved.

 

Apple is doing very well, both in PCs and tablets. Consumers are still spending money on desktops and laptops. Apple's sales grew 16% last quarter, while Dell's consumer products increased one percent. The iPad has bested many potential rivals. HP last week announced that it was discontinuing sales of its TouchPad, after just a few weeks on store shelves. Motorola Mobility got nowhere with Xoom. Research in Motion, the Blackberry people, introduced its tablet, the Playbook, earlier this year. It shipped 500,000 Playbook units last quarter. However, it is estimated only 40-50% of those have found buyers.

 

Tablets are here to stay. Over the next few months, Apple will face yet another wave of competition. Sony says it will introduce tablets. Amazon is expected to sell a tablet this fall that builds on the success of its Kindle e-book reader. Google continues to improve its Android operating system for tablets. Microsoft is expected to introduce its tablet in 2012 using Windows 8. And, Samsung, which remains a distant second to Apple's iPad, with a 12.5% market share for its Galaxy Tab, is pushing forward rapidly. Gavin Kim, Samsung Mobile's Vice President, describes the future of tablets this way: "Nothing from our perspective says we need to be letting off the gas."

 

tablets 

 For more information:  http://www.pcworld.com/printable/article/id,211193/printable/html

Europe: How Much Longer Will Germany Continue to Dance with the Rest of Europe?

merkel/scarkozyBy now, you know that we like Michael Lewis. He is the author of the Big Short and other timely, interesting, insightful and entertaining books and articles. He has been following the worldwide financial crisis for Vanity Fair magazine. He has previously reported on Greece and Ireland, which we recapped in earlier DWM newsletters. Now, in the September issue, Mr. Lewis focuses on the one nation who can save Europe from financial Armageddon: "a highly reluctant Germany."

 

There are lots of financial problems in Europe. Greece and Ireland are in economic shreds, while Portugal, Spain and perhaps Italy are headed south. Of the 126 countries with rated debt, Greece is now ranked 126th. As the Germans are not only the biggest creditor of various deadbeat European countries but also their only serious hope for future funding, Germany has become the moral arbiter, to decide which financial behaviors will be tolerated and which will not.

 

German deputy finance minister Jorg Asmussen expressed his view on the progress made by the Greek government in reforming to Mr. Lewis: "They (the Greeks) have not sufficiently implemented the measures they have promised to implement. They have a massive problem still with revenue collection and structural reform." In short, if Germany is going to bail them out, Greeks need to change who they are.

 

So, that's the issue: Either the Germans must agree to new system in which they would be fully integrated financially with other European countries (like the 50 united states are) or the Greeks must introduce structural reform, aka changing themselves to be as efficient and productive as the Germans. Neither event is likely.

 

Until now, the funding for Europe has come primarily from the European Central Bank ("ECB") in Frankfurt. The ECB, modeled with the same discipline as the German Bundesbank, has bought $80 billion of Greek, Irish and Portuguese government bonds and lent another $450 billion to European governments and banks, much of these loans collateralized by Greek bonds. If Greece defaults, the ECB is required to call the loans and European banks would have to repay nearly $450 billion to the ECB. This could force other European banks and governments into default as well.

 

Obviously, at the bottom of this mess is national behavior and culture. For better or worse, Germans now "own" Europe. If the rest of Europe is going to continue to enjoy the benefits of what is essentially a German currency, they will need to become more German.

 

During the last decade, according to Mr. Lewis, much of Europe used Germany's credit rating (in the form of the euro) to indulge their material desires. They borrowed as cheaply as Germans could to buy things they couldn't afford. German people did not. There was no credit boom in Germany and real estate stayed completely flat. As Mr. Lewis points out: "Germans save whenever possible; it's in their genes."

 

However, Germans were hit by the financial crisis on the investment side. They lost $21 billion in the Icelandic banks, $100 billion in Irish banks, $60 billion in various U.S. subprime-backed bonds, and a very large number left to be determined in Greek bonds.

 

Germans love rules. They expect to honor them and expect others to as well. Many of the German investments that failed were in AAA rated securities. AAA is supposed to mean risk-free. Therefore, when the Germans did their "due diligence" and they "checked all the right boxes" and there was no apparent risk, they made the investment.   They focused on form over substance.

 

Similarly, when they joined the European Union, the Germans were, according to Mr. Lewis, drawn to the idea of joining the EU by the rules of Maastricht that would force each country to operate with fiscal responsibility. Like their investments in the mid 2000s, the Germans "ticked all the little boxes but ignored the overall stench." The Germans trust and believe. "They like to trust and they like to believe." Unfortunately, much of the world does not behave like the Germans do. As Mr. Lewis concludes: "In this financial world of deceit, Germans are natives on a protected island who have not been inoculated against the virus carried by visitors."

 

It will be interesting to watch as the drama plays out. How much financial pain will Germany endure and how much behavior change can we expect from Greece and others? Time will tell.

 

For more information:http://www.vanityfair.com/business/features/2011/09/europe-201109

Business: Pret A Manger-Ready to Eat

pret a manger

America s experiencing another British invasion. No, not the 60s rockers, but fast food, done differently.

 

Pret A Manager has come to New York, DC and Chicago. It's slowly expanding into America cities with its great combination of ready to eat, "handmade natural food" and quick, friendly customer service. At Pret, the goal is to serve customers in 60 seconds.

 

For you Francophiles, it brings to mind the "prêt a porter", ready-to-wear fashions developed in 1959 in Paris. At a time when the fashion houses were producing women's haute couture line one by one, the prêt a porter line was developed for factory-made clothing, sold in finished condition, in standardized sizes. Chanel, Dior, and others continue to make a greater profit on their ready-to-wear divisions due to the larger volume and greater availability of clothing.

 

Pret A Manger is not just about the product. They also feature unique customer service and teamwork. Their goal is to provide food that avoids chemicals, additives and preservatives often common in "prepared" and fast food. They build a kitchen in every shop and Pret Chefs make the food throughout the day. At the end of each day, the food that is left is donated to charity, such as The Greater Food Depository in Chicago.   Their menu consists of sandwiches, soups, filled baguettes, salads, soups, sushi, fruit, deserts, juices and teas. According to the August 6th issue of the New York Times, annual sales volume is $534 million, a fraction of McDonald's worldwide annual sales of $24 billion.

 

Yet, Pret A Manger may just teach the big boys a few things about customer service and employee motivation. Pret has managed to build a "productive, friendly" workforce with an annual turnover rate of about 60 percent. (A 300 to 400 percent annual turnover in employees is typical for fast food outlets. Hiring, pay and promotion is based on qualities like cheerfulness. Bonuses are awarded based on an entire team, not individuals. When employees are promoted or pass training milestones, they receive payment vouchers, which, they, in turn, must give to colleagues who have helped them along the way. Every new employee gets a thick binder of instructions, including encouragement to "bustle around and be active" and "not to stand around looking bored." They're encouraged to hand out free coffee and cakes to regulars.

 

Pret A Manager often has four, five, six or nine people at the cash register. Clive Schlee, the chief executive, says, "Pret A Manger means ready to eat- kapow!-not ready to wait." Pret A Manager sandwiches don't have a sell-by date. They're not mass produced in advance.

 

Mystery shoppers anonymously visit the stores. Stores and employees are graded on performance, particularly those that smiled and those that didn't. The top ten percent of stores, as ranked by mystery shopper scores, are awarded team bonuses. Pret A Manager attempts to motivate its team by having them make continual progress and giving them regular feedback with rewards, pay increases and bonuses.

 

Their system seems to be working. Sales in the 34 American shops have increased 40% from the same period last year. Profits are running at about 14% worldwide. In the coming year, Pret intends to expand in the United States and even open two shops in Paris. The Americans have certainly welcomed Pret A Manger.   Will the French? Bonne Question.

 

For more information: http://www.nytimes.com/2011/08/07/business/pret-a-manger-with-new-fast-food-ideas-gains-a-foothold-in-the-United-States.html

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