Investment strategies in market uncertainty

The nature of the global economy is one of dynamic change. Shipping is a service industry with its demand related to changes in international trade levels and patterns. As a consequence shipping is subject to sometimes unpredictable swings in demand so that the operator is required to make strategic planning decisions while navigating through boom or bust environments. While boom economies generate rising freight rates which are welcomed and encourage investment, ship operators may also have to face falling freight demand and declining freight rates that may have significant impact on profitability, often falling to uneconomic levels for extended periods. In such a period of uncertainty and declining profitability management will make operational decisions to reduce costs. However, shipping lines operate in a market environment so any decisions made to rationalize the trade may have significant long-term competitive implications. For example, traditional micro economic theory might suggest that the prudent strategy to adopt would be to close down the operation and reopen when the market conditions improve. In a world of certainty or when costs of taking this action are zero, this would be a valid strategy. However, because of fear of competitors taking up a line's market share if the shipping company exits, even temporarily, this strategy cannot be valued simply in terms of shut-down and start-up costs. A further consideration is the fact that standard capital budgeting techniques, such as Net Present Value (NPV), cannot incorporate the flexibility to respond to new information and strategic responses explicitly into their investment analysis. This paper will demonstrate the use of Real Option Analysis (ROA) to provide guidelines for decisions about closing operations in adverse market conditions.     

Is telecommuting cheaper than travel? An examination of interaction costs in a business setting

This paper presents an analysis of telecommunications and travel costs for typical business meetings. It is contribution to the debate on the substitutability of telecommunications for travel. An underlying assumption which supports the substitution hypothesis is that the cost of traversing distance through the use of telecommunication is lower than the cost of travelling.This paper addresses the relative cost of telecommunications and travel in conducting interactions. Three factors are assumed to determine these costs: distance, duration of interaction and number of participants. The analysis assumes that cost alone affects choice, and ignores other communication qualities.The relationship between telecommunication and travel costs was tested quantitatively through a case study of typical business meetings in the U.S., based on data from 1988. The results show that travel costs are lower than telecommunication costs for shorter distances, and that the relationship between telecommunications and travel costs differs substantially as a function of number of participants and meeting duration. Because of ongoing rapid changes in the costs of both of these interaction modes, the complex competition between them will continue. The implications of the findings for location decisions and policy-making are discussed.     

Regulatory policy and economies of scale in the U.S. intercity bus industry

After nearly a half century of federal and state regulation, the U.S. intercity bus industry is the subject of proposals which would drastically reduce the extent of governmental control over fare setting, service abandonment, and market entry. An essential requirement for understanding how these regulatory changes might affect the industry is knowing the extent to which economies of scale are present in the provision of intercity bus services. This paper reports on the analysis of economies of scale for both Class I firms and for Class II and III firms. The results show nearly constant returns to scale beyond very low output levels but very strong dependence on the mix of charter and regular-route service provided.     

Maritime investment strategies with a portfolio of real options

The maritime industry operates in a dynamic global environment subject to a great number of variables. In this context, the investment challenge facing shipowners is correctly to value alternate mutually exclusive investment strategies before proceeding with confidence to commit to a project which will add the greatest value to the firm. To survive in the competitive market environment shipping companies must be flexible. Companies that rely solely on traditional discounted cash flow analysis may be underestimating the true value of their investment by not valuing any embedded real options specifically. To avoid misallocation of resources, the true value of these embedded options (strategies) should be recognised and quantified where possible for inclusion in the capital budgeting process. Using real options analysis, (ROA), as a development of the financial pricing advances of the 1970s, flexibility is valued like a financial option using non-arbitrage and added to the present value of the original strategy to derive the present value of the flexible strategy. The more uncertainty (risk) present, the greater will be the value of the real options. Similarly, the larger the shipowner's portfolio of options (strategies) from which to choose, the greater will be the valuation of the project. Real options give the shipowner the flexibility to exchange one risky income stream associated with one strategy for that of another. The analysis shows that if managers have the flexibility of more than one embedded option (in this paper, a European put associated with a replacement investment and an option on the maximum of two operating strategies, trading or chartering out) then the project will have greater value than if the there was no choice or if it was limited to one or the other strategy. Sensitivity analysis extends the analysis to demonstrate that if the volatilities of the risky income streams are highly correlated then the additional value of this flexibility will diminish.