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The Macau Metro Monitor, March 9, 2011


According to the US Department of State's International Narcotics Control Strategy Report 2011, illegal side-betting could total MOP 1.88 trillion, 10x the MOP 188.3 billion in Macau GGR in 2010.  Reiterating the junket concern in the August 2010 report, the 2011 report calls for "robust oversight of junket operators."  It classifies Macau as a “major money laundering” territory and a “jurisdiction of primary concern” and claims for the 1st time that local “financial institutions [are] engaged in currency transactions involving significant amounts of proceeds from international narcotics trafficking”. The reports stresses, “In addition to the existence of casinos, close proximity border with PRC [the People’s Republic of China] and Macau’s open economy, are factors that create a risk of money laundering and terrorist financing activities”.


However, the report does acknowledge that Macau continues to make considerable efforts to establish an anti-money laundering framework that meets international standards.  It states that the GIF (Financial Intelligence Office) should have access to all the currency transaction reports sent to the DICJ by gaming operators.



The consortium between Bombardier Transportation and China Road and Bridge Corporation (BT CRBC) has filed a new lawsuit in Macau’s Administrative Court to obtain the release of documents and additional information regarding the public tender for the supply of the rolling stock and the system for the first phase of the Light Rail Transit (LRT).  The BT CRBC consortium claimed it was barred from analysing several documents from the LRT tender process.  The new lawsuit, filed on March 2, suspends yesterday’s deadline for lodging an appeal against the result of the tender.


Sands Macao’s “Imperial Stadium” features live roulette and sic bo games with 100 individual electronic touch-screen stations, combining live dealers with electronic stations.

WMT: Virtual Portfolio Update


Keith shorted WMT in Hedgeye’s virtual portfolio with the view that inflation will become an increasing headwind for the company’s topline as well as for margins.   Independent of inflation, we’re already pre-disposed to be short WMT based the internal challenges the company faces to drive its domestic same store sales towards the first increase in seven quarters.  


The situation surrounding Wal-Mart’s internal execution in areas such as apparel and overall category management is nothing new.  Too much selection? Not enough selection?  Brands? Basics?  Management is hyper focused on turning things around, yet numerous strategy changes over the past year have yielded little in the way of tangible results. We do not see a meaningful and credible plan at this current time that suggest domestic sales can outperform an increasingly challenging backdrop for the company’s core consumer.  In fact, the company entered 2011 with total inventories up 11% against a 2.5% increase in sales.  Clearly not the “clean” start that instills confidence in the wake of rising costs and substantial volatility at the gas pump.


We remain concerned with the following near-term challenges:

  •  Management’s message now says the US goal of positive same store sales will “take time”.  The CEO acknowledged that issues facing sales (and their customers) were bigger than they “initially expected”.  Traffic is still a drag and likely to remain so given the law of large numbers that puts 1 in 3 Americans at a Wal-Mart each week.
  • The company cut capex by $1 billion for this year, after slightly raising it at the October analyst day.  While this is noteworthy because it shows some discipline towards capital preservation, we put the amount of the cut in perspective.  At today’s share price, WMT can buy an additional 19 million shares which represents a mere .005% of shares outstanding.  
  •  Inventories are high no matter how you slice it heading into this year.  Total inventories were up 11%, total sales up 2.4% at year end.  With a negative comp headwind, inventory pressure is likely to persist through the first half of the year leaving little chance for margin expansion.  From a timing perspective, this then rolls into the second half of the year which is the most uncertain time from an inflation and price elasticity standpoint.
  • The current four point plan aimed at fixing the US business is centered on price leadership, broad assortments, improved remodels, and focus on multi-channel.  None of this is revolutionary, but rather basic blocking and tackling.  Details surrounding these plans are also scant, at least as of 4Q reporting.  The first point of the plan is most telling however.  In order to maintain price leadership in a the wake of rising costs, we suspect WMT will be as aggressive as ever to protect its market share.  At best, this caps margin improvement in the near to intermediate term.

Eric Levine


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What’s the chance that LVS gets prosecuted?



LVS shares continue to be pressured by the potential ramifications of the SEC/DoJ investigation into the company’s compliance with the Foreign Corrupt Practices Act (FCPA).  As Adelson wonders how much more hair and money he will lose over this matter, we checked in on stats from some of the past high-profile FCPA cases. 


In 2010, there were 23 FCPA investigations that resulted in enforcement actions.  This translates into a roughly 20% hit rate. 48%, 28%, and 18% of estimated ongoing FCPA investigations resulted in prosecution in 2007, 2008, and 2009, respectively.  The number of cases have more than tripled since 2007.


As the table below shows, the settlement payments for the largest FCPA cases have risen significantly since 2008.  The penalty multiple placed on the alleged illegal money varies widely, although the guideline for 2010 was around 2x.  Moreover, many senior management members, including CEOs, are serving prison sentences.  We’re not saying Adelson is going to jail but as we wrote in LVS: IT’S NOT JUST ABOUT THE FINE (3/2/11), we believe the FCPA fine for LVS could be high, and more importantly could have deeper ramifications (e.g. forced exit from NV,PA; lost opportunities in new markets).



Dr. Copper's Writing a Divergent Thesis


Conclusion: Price momentum is slowing in copper.  The industrial metal is now bearish on TRADE duration and that has our attention.  The fundamentals – supply and demand – confirm the price breakdown; thus, we do not see the pullback in copper as a buying opportunity


Dr. Copper's Writing a Divergent Thesis - copper price


China consumes ~40% of the world’s refined copper – 4x as much as the U.S.  Historically, copper prices and Chinese growth have been positively correlated.  However, just as at a point higher oil prices are bad for economic growth, so are higher copper prices.  The chart below illustrates this point.  The Chinese stock market and the price of copper closely mirrored each other for the first half of 2010.  But when copper crossed over $4.00/lb in October 2010, the two diverged meaningfully.  At a point reflation becomes inflation, and inflation hampers growth.


Dr. Copper's Writing a Divergent Thesis - shanghai


The method through which higher prices stymie growth is lower demand.  Consumption of copper in China peaked in early 2010, and has trended down since:


Dr. Copper's Writing a Divergent Thesis - copper3


As consumption slows, inventories build.   Here is what that looks like in China:


Dr. Copper's Writing a Divergent Thesis - copper4


What about the developed world?  After China, the largest consumers of refined copper are the US, Germany, and Japan.  Here’s what consumption of copper looks like in those countries:


Dr. Copper's Writing a Divergent Thesis - copper5


Obviously, developed economies cannot be relied upon to pick up the slack for a marginal slowdown in Chinese copper consumption.   And recently copper inventories at the largest copper warehouse in the world – the London Metal Exchange – have built aggressively.  When China slows, copper inventories build:


Dr. Copper's Writing a Divergent Thesis - copper6


Lending to the inventory builds, copper production (mining) is strong, increasing 7% in 2010 year-over-year:


Dr. Copper's Writing a Divergent Thesis - mine production


Inflationary pressures (copper included) have forced the Chinese to tighten monetary policy, leading to slower growth.  Slower growth has led to a decline in copper consumption, though we have to not seen the impact of that feed through to the price of copper until very recently.  We contend that copper traded away from the supply – demand fundamentals beginning in late 2010, and simply inflated.  After all, the correlation between the USD and the price of copper is -0.80 over the last year. 


If inflationary pressures subside and copper returns to the fundamentals, lower demand and higher supply will take the metal lower.  We will be watching the TREND line of support ($4.25/lb.) closely.  If that line breaks, look out below.


Kevin Kaiser


The Daley Show: What Impact WIll the New Chief of Staff Have on Obama?

Conclusion: We’ve recently been reading Jonathan Alter’s book, “The Promise: President Obama, Year One”, which is a thoughtful overview of President Obama’s first year in office.  We’ll leave a scorecard of that year to the punditry and historians, but one interesting take away from the book was the management hierarchy within the Obama White House.


Our friend Karl Rove has loudly criticized the power structure within the White House based on the number of staff, which by his count is almost 3x the number of people that were in the Bush White House.  In his view, the Obama structure is very political and laden with academics.  While this could be true, Alter provides a slightly different perspective of the current White House staff.


According to Alter, President Obama took a memo from his staffers on a trip to visit his ailing Grandmother in Hawaii in late October of 2008.  The topic of the memo was who was to report to whom in the White House.  As Alter wrote:


“Under one flowchart, a dozen senior staff would report directly to the President.  This was the way disorganized Democrats always seemed to do it, going back to JFK and Jimmy Carter.  Clinton followed the pattern and it contributed to the “college bull session” nature of his early tenure.  Obama chose Pete’s other chart, the one labeled “collaborative hierarchy.”  This centralized all power in the Chief of Staff’s office so that there was no confusion on lines of authority. The new Chief of Staff would have much more power on paper than many of his predecessors.”


So despite the highly populated White House, President Obama actually has theoretically set up a management structure that is quite focused with the Chief of Staff as the real power broker in the White House.


The other key decision was obviously related to the type of person that should be the Chief of Staff.  President Obama veered away from having a full principal (according to Alter, this is a powerful elected representative or someone of cabinet rank) as Chief of Staff, and instead selected Rahm Emanuel who was considered half principal, half staff. 


The new Chief of Staff, Bill Daley, actually diverges quite widely from the half principal model as he is, in fact, a former cabinet member as Secretary of Commerce under President Clinton and also a senior executive at many corporations, including the former President of SBC Communications.  In effect, we now have a White House that has established the role for a powerful Chief of Staff, and a Chief of Staff who is very powerful.  Therefore, in evaluating future decisions of the White House, it will be important to understand the background and influence of Daley.


Daley is a lawyer by training and has been either on the Board of, or worked for: Boeing, Merck, Boston Properties, JPMorgan, and SBC Communications.  He was also President Clinton’s advisor on NAFTA.  In sum, he certainly appears to be pro-business and an advocate of free trade.  Interestingly, and perhaps not surprisingly, the appointment of Daley has seen mixed reviews from President Obama’s base. Per Wikipedia:


“Daley's appointment was "vociferously condemned" by "leading progressive voices" including MoveOn.org, Rachel Maddow and Keith Olbermann of MSNBC, while being enthusiastically supported by JPMorgan Chairman and CEO Jamie Dimon (who first suggested Daley), the Chamber of Commerce, the Third Way, and Karl Rove. The choice was questioned due to the fact that "Daley was an outspoken opponent — in public — of two of Obama's most prominent legislative items: health care reform and the financial regulation bill's consumer protection agency."


The key danger we potentially see is that Daley may be too much of a principal to be effective in this management role, which may require as much in the way of logistics as actual decision making.   The other potential issue of course is hubris.  As we reviewed this past Sunday’s morning political shows, this is the key risk that jumps out at us from the early versions of The Daley Show.


On Meet the Press this Sunday, David Gregory started his conversation with Bill Daley talking about the price of oil and uncertainty in the Middle East.  To say he was less than on his game, might be an understatement.  He seemed rattled by some of Gregory’s questions and his answers were often full of platitudes, which showed a limited understanding of core issues.


The one response that intrigued us was when Daley responded in the affirmative that President Obama would consider tapping the Strategic Petroleum Reserve (SPR) to offset rising oil prices.  While on the margin this might have an impact, the issue is not supply, so increasing supply actually has limited benefit.  In fact, currently crude stockpiles in the U.S. are 1.4% over year ago levels, which is also above the prior five year range. So, the U.S. is solidly supplied with oil.


Given this, if the White House does tap the SPR, oil prices might go higher.  For starters, the SPR only holds ~724MM barrels, so at full U.S. consumption there is only ~34 days of supply, or roughly 2 months supply if we just account for covering imports.  The point being that the SPR does not have a lot of supply and should likely only be used in a period of real extremes.  If not, the risk is that tapping the SPR could signal to the market that oil is more scarce than reality.  It is likely no surprise, as a result, that the oil price has effectively not budged since Daley’s statement.


As you think about the coming months and years of the Obama Presidency, stay tuned to the Daley Show.  Our Hedgeyes will be focused on it. 


Daryl Jones

Managing Director

Hedgeye Statistics

The total percentage of successful long and short trading signals since the inception of Real-Time Alerts in August of 2008.

  • LONG SIGNALS 80.46%
  • SHORT SIGNALS 78.35%