IPOs for Beginners

 

You mean a site where people give their opinions about restaurants is worth billions? Sure, sounds good to me.

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“IPOs for beginners”. As a concept, that’s similar to “International Space Station repair for beginners.” No less an authority than Benjamin Graham, author of the definitive investing guide The Intelligent Investor and mentor of Warren Buffett, believed that initial public offerings were way beyond the neophyte investor’s level. He was largely right, but why?

Who wouldn’t want to be among the first to enjoy a promising new stock, one that no one else at the cocktail party had the privilege of investing in as early as you did? IPOs are tempting, if you’re the kind of person who loves shiny new toys and the general feeling of exclusivity that accompanies them. But at least you can physically show off your iPad 3 or PlayStation Vita and receive tangible oohs and aahs. That’s considerably different than telling everyone you meet that you hopped aboard the Groupon bandwagon when the rest of the world was still showing their IDs at the ticket counter. There’s little that’s conspicuous about a particular new entry in an online brokerage account.

Graham thought IPOs were only for seasoned investors for several reasons, one of them being that the previous private owners are often looking to cash out much of their holdings. The underwriters set the price of the typical IPO at a premium specifically to take advantage of a seller’s market. With limited supply, and highly publicized if not unlimited demand, what would you expect to happen to the price of a stock when it’s first offered to the public? (It’s a rhetorical question, and if you really need the answer, you shouldn’t even be considering investing in an IPO.)

Graham died a quarter-century before the original dot-com bust, and everything that’s happened since would only reinforce his position regarding who should invest in an IPO. Almost by definition, most initial public offerings are of companies that haven’t been around a long time. Lately, the companies haven’t even needed healthy records of revenue growth and profit, either. But with a proliferation of aggressive venture capital firms looking to back winners, and the financial media having ever more reach among amateurs looking for an exciting place to put their money, one thing is certain: the next Pets.com or eToys won’t be hurting for investors on its opening trading day.

Last November, Groupon “finally” went public after endless rumors. (“Finally” is in quotes because while most of Groupon’s existence as a private company was spent anticipating the IPO, that existence was only three years. The company was founded in November of 2008.) The company was on top of the collective consciousness as the hottest of all possible IPOs, at least until the day that Facebook goes public. Groupon acknowledged in SEC documents that it was on pace to lose half a billion dollars a year, and investors still kept coming. Once the institutional investors got paid, and GRPN finally became available to the ordinary public, the stock had fallen from its introductory price. A scant 4 months later, Groupon stock has lost almost a third of its value, which is fairly impressive seeing as earnings are about a negative dollar per share. Groupon’s never reached its IPO level after a couple of weeks of trading, and might never again.

Of course, all IPOs aren’t Groupon. VISA went public after decades of renown and profit, but even its IPO wasn’t available to anyone but institutional investors at the start. The same will go for Facebook. The company’s primary stockholders will profit the most – the very day it goes public, in fact. The initial lenders will get on their knees and thank the God of their parents’ choice. After a few more iterations, the most anticipated stock in recent history will trickle down to average investors at a price that could be a bargain, or could be a local maximum. There are more prudent ways to invest.

Take an example of a company whose stock is about as far removed from an IPO as possible – United Technologies. The Hartford-based aircraft engine and elevator conglomerate has been a component of the Dow since before World War II, and probably hasn’t been above the fold in any story in The Wall Street Journal since then. Most people have never heard of United Technologies, and the company brass prefers it that way, thank you very much. Nothing, not even a fire alarm, will clear out a room faster than telling people you recently went long on UTX stock. But an interesting thing about United Technologies’ performance is that you can examine its price movement over almost any arbitrary period,  and the graph will consistently move up and to the right.

Investing should have one solitary, overarching objective – to make money. Getting excited about an IPO for its own sake isn’t investing so much as it is flamboyance. The people who got in on Google’s ground floor, you can count on both hands. It’s tempting to think that you could have been one of them, or that you could be in a similar position when the next IPO comes available, but building wealth doesn’t have to be that capricious. Find an established, undervalued, temporarily wounded stock, and you’re far more likely to turn a long-term profit than someone starry-eyed over the latest company to be listed publicly.

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**Totally Money Blog Carnival #60**

5.3 billion birds in the hand

A bird in the hand

We had the hardest time keeping the little freak still for the picture

Is the ability to recognize opportunities a characteristic from birth, or a teachable skill?

Most of us miss out on most opportunities, by definition. Otherwise we all would have sold our houses in 2008, invested the proceeds in Cost Plus stock, then bought the houses back this fall for pennies on the dollar. You didn’t, which is why you’re still reading personal finance articles and trying to make sense of the world.

Are you familiar with Groupon? Not a ridiculous question – we asked a fairly with-it 24-year old woman about it the other day. She’d never heard of it. The company’s clever name gives you a hint as to how it works. You enter your location at Groupon.com. Every day, in every city Groupon serves, the company pairs with a local retailer to offer a limited-time deal. This isn’t 10¢ off a jar of lemon curd, either. Current Groupon deals include $49 for a 1-hour facial, $10 off a ticket to a Stanford University basketball game, $50 of food at the Pewter Rose Bistro in Charlotte, NC for $25, etc. The catch is that a certain number of people have to sign on or the deal won’t go into effect. (That number is posted for each deal, along with the number of remaining people needed to activate the deal.)

The mutual benefit here is obvious. Customers save money if enough of them exist to activate the coupon, but lose nothing if there aren’t (membership is free for both customers and businesses.) Meanwhile, the merchant gets guaranteed customers who went out of their way to show an interest in buying the product. If too few people sign up to activate the deal, the merchant loses nothing (and gains information – either “we need to offer a sweeter deal” or “what we’re selling is so bad that no one’s interested.”) Groupon keeps half the coupon revenue.

Like Twitter and eBay, Groupon is the kind of enterprise that makes a rational person kick himself for not thinking of the idea first. The website is sleek, informative, and easily navigable, particularly on a phone. Even the descriptions of the deals are entertaining to read – a staff of moonlighting comedy writers and stand-up comics creates them. Groupon started a little over 2 years ago in Chicago, offering discounted pizzas at one particular joint. Today, the company has 35 million members in 250 cities on 4 continents. It employs 3,000 people, most of them in sales. When the venture capitalists came calling, Groupon management stood at attention. Liberal estimates say the company will take in $350 million this year. It’s hard to imagine that Groupon’s expenses are more than a tiny fraction of that. Back in April – 1/3 of Groupon’s life ago – the company was making $1 million weekly. Groupon founder Andrew Mason has lofty ideas – he claims that he wants to do for local businesses what Amazon did for online retail.

Mason might be a visionary, but his business acumen is curious. A few weeks ago, Google offered $5.3 billion (excluding incentives) for Groupon. That’s about what Sirius XM is worth, but Groupon makes money. Whether the Google offer was in cash or Google’s resilient stock, Mason and his partners could have gotten ultra-rich faster than just about anyone in the history of commerce.

Mason turned Google down, because he’s insane.

Groupon is a great idea, and one that’s easy to copy – just ask LivingSocial, CrowdSavings, Tippr or one of Groupon’s hundreds of other new competitors. LivingSocial already has almost as many visitors as Groupon, with a website that’s hard to distinguish from Groupon’s at times. Groupon didn’t just get big quickly: it reached its perihelion shortly thereafter. Sure, there are millions of non-members to convert, but why should they patronize Groupon when its competitors are offering the same thing free? The competitors are increasing exponentially while the potential customer base grows arithmetically. It’s a Malthusian problem for a different century, only this one doesn’t involve cannibalism and starving orphans. Besides, how many discounted spa treatments can the world handle? (Groupon’s clientele is overwhelmingly 30ish and female.)

Mason’s strategy, at least as he tells it, is to do an initial public offering and turn his company over to ordinary investors by 2014. By which time we’ll have discount-searching polycarbonate chips implanted in our heads. Seriously, at the rate the number of his competitors is growing, Mason could have 2000 Groupon knockoffs to contend with by then. The greater the dilution, the less interest Google or anyone else will have in Groupon’s targeted customer information. Groupon management let a winning lottery ticket expire in the name of future aspirations. The iron is almost cool to the touch as this point, and Mason still isn’t striking it. Check back in a few months when another potential suitor makes a low-9-digit offer for Groupon. If that.

And if someone offers you what seems like a ridiculously high price for something, don’t double down on your own good fortune. Take the freaking money.

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