Wednesday, January 4, 2017

What the Heck Happened To TheStreet.com?

Following on the story told a couple posts back, which was sourced to TheStreet via the CFA Institute, "Lessons From A Master Short Seller".

A twofer from/via TalkingBizNews:

The decline of TheStreet.com 
Dec. 29, 2016
Samanatha Masunaga of The Los Angeles Times writes about TheStreet.com, which could be delisted and closed at 84 cents a share on Wednesday.

Masunaga writes, “By December 2007, TheStreet’s shares were still trading at $15.92. At the time, plenty of businesses were willing to pay to get financial information.

“‘All the financial services did well,’ said Scott Gurvey, former New York bureau chief of PBS’s Nightly Business Report television program. ‘People wanted to know what to do.’

“But soon Internet giants Facebook and Google began sucking up digital advertising dollars, and more competitors entered the business-to-business financial news market.

“Today TheStreet competes with financial news services such as Bloomberg and CNN Money, as well as investor newsletters including the Motley Fool....MORE
If TheStreet gained nothing else from the following story, it should have been given a 10-year reprieve from the economics of the information/media business. Note the date.
Oh wait.

Press declares that housing slump is over 
December 30, 2006
Marek Fuchs of TheStreet.com points out that the business media have begun writing about the housing market as if it’s about to turn around when that may not be the case.

Fuchs wrote, “The Business Press Maven is always highly critical of the business media for allowing a pattern of three to qualify as a trend. But apparently now two can do the deed. The National Association of Realtors reported that sales of existing homes blipped up 0.6% in November, following a 0.5% increase in October.

“How did those modest little facts play?

“In its lead, the Associated Press declared that ‘the worst of the downturn for the battered housing market may be over.’ Lower down, it hedges, mentioning those ever-present and always plural ‘analysts’ who say that ‘this year’s slide in housing is starting to bottom out.’ The Business Press Maven seconds that with his first-ever ironclad guarantee. After all, with today being the last business day of the year, the housing market doesn’t have too much longer to slide in 2006.

Reuters also ushers in a new era of stability, at least on paper (or, more accurately, in pixels), with what passes as reason: Wall Street was wrong, so it is right. ‘The National Association of Realtors said the pace of existing home sales rose 0.6 percent in November to a 6.28 million-unit annual rate, defying Wall Street forecasts for sales to ease slightly and providing the latest suggestion that housing activity was stabilizing after a steep drop.’...
...MORE

Great call. What have you done for me lately?

Or as was supposedly whispered by a public slave to conquering generals in Roman Triumphal Processions (Mary Beard says "didn't happen"):
Republic
Sic transit gloria mundi 
"Thus passes the glory of the world."

Imperial
"Respice post te. Hominem te memento"
"Look after you [to the time after your death] and remember you're [only] a man."
More colloquially, "Life's a bitch and then you die."  

Rare Interview With Renaissance Technologies' Jim Simons

One quick heads-up. Simons considers RenTech's secrets to be secret.
And he's good at keeping secrets.

From the geeks at Numberphile:

Numberphile homepage (pick a pic and dive in)

HT on this one to Insider Monkey
 
The only other interview I'm aware of was at TED 2015 in Vancouver which wasn't as interesting but has the TED advantage of a transcript:
Finally, a few years ago Paul Kedrosky recommended this speech by Simons at MIT.
The old link, now deceased was http://paul.kedrosky.com/archives/2011/01/james_simons_sp.html. I didn't watch it at the time, planned to use it as a stand-alone weekend post but thinking about it, it's handy having all three together.

From MIT:

Mathematics, Common Sense, and Good Luck: My Life and Careers
12/09/2010 4:15 PM
James Harris Simons, Founder and CEO of Renaissance Technologies

James Harris Simons is an American hedge fund manager, mathematician, and philanthropist. In 1982, Simons founded Renaissance Technologies, a private investment firm based in New York with over $15 billion under management. Simons retired at the end of 2009, as CEO, of what is one of the world's most successful hedge funds. Simons' net worth is estimated to be $10.6 billion.

Don't expect to glean any market tips or trading secrets from James Simons, who steadfastly refuses to disclose the method behind his remarkable record in investing. Instead, listen to this mathematician, hedge fund manager and philanthropist sum up a remarkably varied and rich career, and offer some "guiding principles" distilled along the way.
 The MIT site will also be dying soon:
 The MIT Video website will be discontinued as of Feb. 28, 2017...

Lessons From A Master Short Seller

From the CFA Institute's Enterprising Investor blog, Dec. 22:

Lessons from a Legendary Short Seller 
One of the best investing interviews ever is an obscure exchange between the late Robert W. Wilson and Brett D. Fromson of TheStreet.

For the unfamiliar, Wilson managed a hedge fund — Wilson & Associates — that he launched in the late 1960s. During his career, his fund generated annualized returns of about 30%. His net worth peaked at $800 million, most of which he donated to charity.

Wilson was a renowned philanthropist, but it is his adventures as a short seller that are really worth studying. Before famous bears like Jim Chanos took center stage, Wilson was regarded as one of Wall Street’s master short sellers.

Below are a few relevant quotes from TheStreet interview, with some other interesting takeaways from Wilson’s storied career.

“I was always net long.”
An unexpected statement from a short seller.

Wilson routinely maintained net exposure between 25% and 125% depending on how bullish or bearish he felt. Even when extremely negative, Wilson was 25% net long. When asked why he never went short, he answered:

Because I never wanted to get up in the morning hoping that things would be getting worse. All intellectuals I think — and I don’t use that as a particularly flattering term — but all intellectuals tend to have a pessimistic streak.

“There’s something intellectually much more intriguing about failure, which is knowable, rather than success, which is sort of unknowable.

“The way people fail is understandable and predictable and almost inevitable, whereas the way people succeed may never have happened, and so an intellectual is drawn towards failure, I think.”

Pessimism has long been a lure for journalists: “If it bleeds, it leads,” after all. But there’s a difference between generating clicks and generating alpha: We all know there are no short sellers in the Fortune 500. To quote Warren Buffett’s 2015 letter:

“For 240 years it’s been a terrible mistake to bet against America, and now is no time to start. America’s golden goose of commerce and innovation will continue to lay more and larger eggs.”

Optimism is what pays in markets and Wilson knew this.

“The Most Catastrophic Short Play in Modern Times”
In 1978, Wilson had a disastrous experience shorting the Resorts International casino company. Forbes dubbed it “the most catastrophic short play in modern times.”

Wilson reasoned that gambling wouldn’t catch on in Atlantic City in the 1970s. Jet travel was picking up and people could easily fly to Las Vegas instead. Ironically, he has since been proven correct, but this is a testament to the old investing adage that “Being too early is indistinguishable from being wrong.”

Wilson’s interest in Resorts International was piqued when the company’s earnings went from “something like a $600,000 in one year to an understated $50 million,” he recalled. The market believed the firm had a powerful first-mover advantage and a sustainable monopoly. Wilson felt otherwise and believed competition would rapidly pressure the high margins.

He shorted 200,000 shares in 1978 at $15 and watched them hit $190 three months later...
...MUCH MORE

HT: Abnormal Returns 

Tuesday, January 3, 2017

So, You Want To Be A Natural Gas Trader

Okay hotshot, what's next?

https://finviz.com/fut_chart.ashx?t=NG&cot=023651&p=d1&rev=636190574811537962

Just look at that mess. There are at least three points in the last three months where you could have gotten wiped out and actually gone into debt if your margin clerks weren't on their toes.

I hope gentle reader understands why we haven't been posting much on the hydrocarbons  recently.

$3.3170 last, down 0.4070  (10.93%)

Related:

"Oil, Natural Gas Give Up Early Gains To Start 2017 In The Red"

From Barron's Focus on Funds:
Energy didn’t have a good start to the new year, with both oil and natural gas falling Tuesday, erasing earlier gains.

Crude for February delivery lost $1.39 per barrel, or 2.59%, to $52.33, its third session of losses. The decline came after futures hit an 18-month high in morning trading, as investors took the opportunity for profits.

Oil ended the year in the black for the first time in three years in 2016, rising 45%.

Elsewhere, natural gas sank to the lowest level in nearly two years on forecasts of a milder winter. Natural gas for February delivery lost 39.70 cents per million btu’s, or 10.66%, to $3.3270 per million btu’s. That’s it’s largest one-day dollar and percentage decline since February 24, 2014....MORE
I did the strikethrough because it is apparent the writer was having two thoughts at the same time.
I hope she would do the same for me.

Here's the last 14-day's action in natural gas, earlier today I was close to having Admiral David Beatty make an appearance*:


*Although I had posted the story a few times previously, the most memorable usage was on September 15, 2008:

Things that make you go "Hmmm" (AIG; LEH)
Watching Lehman crossing on the tape at two bits. The world's largest property casualty insurer in the $5's. Hmmm.
There's something wrong with our bloody ships today, Chatfield.*
*Comment of Admiral Beatty after seeing 2200 of his sailors disintegrate. Idiot.
He was, of course, promoted, appointed First Sea Lord and granted an Earldom.
We had a couple posts where the Admiral made an appearance:
The Stock Market and the Battle of Jutland
2015's "Today in the Financial Crisis, Monday September 15, 2008: A Run on the Entire Financial System" has a pretty good overview of what was going on that day in 'aught-eight.

News You Can Use: "At $207,000, the Aston Martin Rapide S Is Not a Good Deal"

That's Bloomberg giving us the heads up:
The first words Aston claims about its $207,000 Rapide S declare it “the world’s most beautiful four-door sports car.”

This is true....
...MORE

Also at Bloomberg:

Questions Drivers And Riders Want Answered: "Will Uber Cut Rates In January 2017?"

This is a couple weeks old but more timely for the wait.
From The Rideshare Guy:
Uber has consistently cut rates in January for three years in a row now.  In fact, it’s actually happened on the same day the last couple years and, as you can imagine, it’s not a happy day for drivers. Nobody likes having their pay cut overnight, but Uber has this bad habit of cutting prices AND telling drivers it’s going to be good for them too! They argue that lower prices increase demand and allow drivers to increase their utilization rate, thus making more money.

Yet, after three years of these rate cuts, I have yet to find a single driver tell me they make more money after fare cuts than they did before.  Oh, and there’s the fact that rate cuts mean drivers have to drive more miles to make the same amount of money, thus increasing their expenses, which Uber never takes into account. I think rate cuts are bad enough, but Uber’s messaging around rate cuts has always caused a lot of resentment among drivers.

In the past, when Uber has cut rates, there is usually a lot of talk about driver strikes and organizing, but it typically hasn’t amounted to much.  Every single driver is directly affected by rate cuts, but since a majority of drivers are part-timers doing only 10 hours a week or less, you have a lot of people who aren’t as invested in this job as someone who depends on it for their full-time source of income. There may be a lot of justifiable anger over rate cuts, but a lot of drivers just end up quitting, or scaling back their hours, and the ones who do stay are forced to work more and make less.

Timeline of Rate Cuts
Jan. 9, 2014 – Uber cuts rates in 16 of its 24 US cities.
Jan. 8, 2015 – Uber cuts rates in 48 cities.
Jan. 8, 2016 – Uber cuts rates in more than 100 cities.
Jan. 8, 2017 – TBD

Why Does Uber Cut Prices Every Year?
According to Uber, seasonality plays a big part in demand for rides, and January to April has always been a slow time for rideshare companies.  I guess people are looking to save money after the New Year and stay indoors, so in order to drum up demand, Uber cuts rates.
From a business perspective, this makes some sense.  Remember, Uber is a private company and their priority right now is growth.  And since they’re still losing so much money every year, an IPO isn’t really on the table.  So when they go to raise their next round, investors care a lot more about an upward trending growth curve than how they got that curve.  If Uber’s growth curve tends to lag at the beginning of the year, cutting prices is a sure fire way to maintain their growth rate and look good on paper for investors.

De-bunking the Uber Myth that Lower Fares = Higher Earnings...
...MORE

Bridgewater's Ray Dalio Really Didn't Like The Wall Street Journal Story on His Brain (he's also against fake news)

We linked to the WSJ story back on December 23 but substituted our headline:
Bridgewater, World’s Largest Hedge Fund, Is Building An Algorithmic Model Of Ray Dalio's Brain
Or something.
I may have gotten confused on the details....
That was "fāke " or, in the words of Sheldon Cooper "A big fat whopper".
The actual headline at the Journal was "The World’s Largest Hedge Fund Is Building an Algorithmic Model From its Employees’ Brains":
...Mr. Dalio has the highest stratum score at Bridgewater, and the firm has told employees he has one of the highest in the world.
Likewise, Bridgewater’s software judges Mr. Dalio the firm’s most “believable” employee in matters such as investing and leadership, which means his opinions carry more weight...
See the difference?

Mr. Dalio's response is at Linked in but we'll get there through ZeroHedge:

World's Largest Hedge Fund Manager Slams Mainstream Media's Fake & Distorted News Epidemic
Ray Dalio, founder of Bridgewater - the world's largest hedge fund, has "been reflecting for quite a while on the destructive effects that fake and distorted media are having on our society’s well-being," but it appears a recent Wall Street Journal article about his fund - full of intentional distortions, appears to have pushed the billionaire over the edge at just "how destructive and widespread these 'fake' and 'distorted' agendas are."

Ironically, by slamming the WSJ, a shining beacon of the supposedly "non-fake news", as a representative of just that (for his personal reasons), Dalio has effectively discovered what many who have dealt with "professional journalists" have learned over time: agenda-driven, "real news" is just as bad, if not worse, than "fake news."

Dalio's full takedown of the WSJ:

The Fake and Distorted News Epidemic and Bridgewater's Recent Experience With The Wall Street Journal
Via LinkedIn.com
To me, fake and distorted media are essentially the same problem in different degrees. My own experience, which I will share later in this piece, is just one small case within an epidemic. While Bridgewater will survive this case—and even if we didn't, the world would be just fine—it is questionable whether the world will be just fine if this fake and distorted media epidemic is not arrested. As Martin Baron, the Washington Post's Executive Editor, said in reflecting on the problem,

 "If you have a society where people can't agree on the basic facts, how do you have a functioning democracy?" 

Distorted pictures lead us to make bad decisions. In my opinion, if people don't correct such inaccuracies and don't fight against this problem, continued distortions in the media will prevent the public's accurate understanding of what is happening, which will threaten our society's well-being. We in the financial community now openly talk about fake or distorted media being used to manipulate market prices to the harm of many, and similar conversations are taking place in most areas.

This is not just a fringe media problem; it is a mainstream media problem. And while it is widely recognized, there is no discussion underway about how to rectify it. The Associated Press said that only 6 percent of Americans surveyed have “a lot of trust” in the media. A recent Gallup study showed that Americans' trust in the media has dropped to an all-time low, with only 32 percent of those surveyed saying that they have either a “fair” or “great deal” of trust in the media. That compares with 55 percent having such confidence in 1999 and 72 percent in 1976. The dramatically decreased trustworthiness has even plagued icons of journalistic trust such as The Wall Street Journal and The New York Times, as sensationalism and commercialism have superseded accuracy and journalistic integrity as primary objectives.‎ Many, if not most, "journalists" are trying to write the story that they want to write and fit the facts to it rather than accumulating facts to accurately report pictures of what is true. To be clear, I am not saying that this is the case for all people in the news media as there are a number of true journalists who do seek to convey accurate information; I’m just saying that they are a rapidly shrinking percentage of the total and the poll numbers reflect that.
The failure to rectify this problem is due to there not being any systemic checks on the news media’s quality. The news media is unique in being the only industry that operates without quality controls or checks on its power. It has so much unchecked power that even the most powerful people and companies are afraid to speak out against it for fear of recrimination. In fact, I presume that I will be widely attacked in the media for what I am saying here. Nonetheless I am compelled to say what many people express privately, which is that 1) the quality of news media is declining in general, 2) those in the news media have an enormous amount of power, 3) the news industry is unique in not having its standards of behavior specified and overseen, and 4) this confluence of realities is dangerous.   

While we all treasure our free press which is the reason that those in this industry are not overseen, the accelerating loss of faith in the media appears to be coming to a head and will probably lead to a backlash. I worry that if the industry doesn't fix its problems, other forces will cause the pendulum to swing in the opposite direction, which will lead to some of the cherished press freedoms being lost. That too could undermine the public's ability to know what is true. There is no getting around the fact that we need a responsible news media, and the powers that be need to start talking about how to bring that about. Personally, I hope that prominent media organizations will explore ways of self-regulating the quality of what they are producing, or at least create ratings in the way the Motion Picture Association of America provides its movie ratings. If the industry created a self-regulatory organization that set standards and conveyed assessments of quality as is done in a number of other industries, it would be much better than most of the other alternatives. In any case, it’s not my place to determine how this problem is resolved as much as to speak up about the problem and encourage discussion of it.
*  *  *

A Case in Point

I have mixed feelings about describing our most recent experience with The Wall Street Journal because many people might misconstrue my doing this as me simply complaining about an article that I didn’t like. While I certainly don’t want to let the inaccuracies about Bridgewater stand, my more pressing motivation is to give you a window into how media is often made because I believe that those of you who haven’t seen it from the inside will find it eye-opening. It probably will be a little bit like watching sausage being made for the first time.

About six weeks before the Wall Street Journal story by Rob Copeland and Bradley Hope came out, we were contacted by Copeland, who was “fact-checking” and seeking information about Bridgewater. Many of the things he was asking about were downright wrong, so we were presented with the choice of either cooperating with him or allowing the incorrect information to go out. Because we’ve had a history of Copeland and Hope writing misleading stories about Bridgewater even when we cooperated with them, we were inclined to not engage with them because we expected that they might again distort whatever we said. Copeland however insisted that they wanted to “reset the relationship” to present an accurate picture of the firm. He offered to enter into an agreement in which we would provide him with information that he didn’t already have in order to give him a fuller picture but only on the condition that he would not use that information unless we mutually agreed that his presentation of it in the article was accurate. We understand that the culture behind our exceptional success over the last 40 years is both unusual and commonly misunderstood, so we decided to enter into that agreement with him. As explained below, he broke the agreement by presenting distorted pictures of what we told him even after he asked us to "fact check" his assertions and we replied in writing that they were inaccurate.

Copeland and Hope allege that Bridgewater is an oppressive environment based on very few conversations—as they put it, on interviews with "more than a dozen past and present Bridgewater employees and others close to the firm.” We have about 1,500 people who work at Bridgewater, most of whom love it rather than feel oppressed, so the picture they gleaned from these dozen people was clearly not representative. Bridgewater obviously could not have been as successful for as long as it has been without a culture that values its employees and fosters excellence; Copeland wasn’t seeking to understand that. We explained to him in writing that "You are painting a one-sided negative picture of the work environment. The problem is that people who are happy with their experience and respecting our rules are not allowed to speak with the media so you end up hearing disproportionately from disgruntled people. It becomes a gross exaggeration and none of the joy of the Bridgewater experience gets represented.” We offered to provide Copeland an extensive list of employees and former employees who could freely speak with him. He did not take us up on that offer.

We also offered to put Copeland in contact with three prominent organizational psychologists...
...MORE  

"2017 Is the Make-or-Break Year for Tesla’s Gigafactory", Musk To Speak at the Plant Tomorrow (TSLA)

The stock closed the year at $213.69. That's down from $240.01 the last trading day of 2015 and the first calendar year decline since the company came public in 2010 ($17.00, June 29).
Up $5.83 (2.73%) today, $219.52 last.

From IEEE Spectrum:

Finally the company’s lithium-ion batteries will start coming off the line. But will they juice Tesla’s fortunes?
Three years ago, Tesla Motors announced its plans to build the Gigafactory, a sprawling lithium-ion battery plant in the parched hills outside Sparks, Nev. Nothing remotely like it had ever been proposed. The Gigafactory, Tesla CEO Elon Musk proclaimed, would be the world’s biggest building by footprint, spanning 107 American football fields, and it would produce at least 35 gigawatt-hours of batteries per year—more than the entire global output of lithium batteries in 2013.

“It has to be big because the world is big,” Musk said last July. The Gigafactory would make batteries cheaper than ever before, which would in turn ramp up electric vehicle sales and meaningfully cut petroleum consumption everywhere.

The Gigafactory’s promise to push lithium batteries to unprecedented scale quickly became a symbol that clean energy could be big and powerful, and the very idea of it shifted the trajectories for both the automotive and energy-storage industries. Competing automakers doubled down on electric-vehicle development, while energy storage vendors scaled up battery production and slashed prices. According to the energy market research firm Navigant Research, Tesla’s push is a leading factor behind a projected 60 percent growth in sales of battery EVs in 2017.

The Gigafactory did all that without producing a single EV battery—a situation that’s about to change. Within the next several months, the first battery packs produced entirely in house are set to begin rolling off the assembly lines. By midyear, the plant will need to crank out 75 Li-ion cells per second for the Model 3, Tesla’s much-anticipated electric car for the masses. It will also need to ramp up production of Powerwalls and Powerpacks, the company’s energy-storage systems for homes and commercial and utility use. And to continue meeting orders, the battery plant must reach its 35-GWh annual capacity sometime next year. In short, 2017 is when the Gigafactory must swing from icon to efficient mass producer.

At press time, the Gigafactory was still a work in progress. Already, stationary storage units were being assembled there, but using imported battery cells. According to Tesla, the facility was on track to begin mass production by the end of 2016. However, a source at Panasonic, Tesla’s partner in the Gigafactory, told IEEE Spectrum that “by April” was the best they could guarantee.

Tesla has “a lot to prove,” says Mark Muro, who studies manufacturing as a senior fellow at the Brookings Institution, a Washington, D.C–based think tank. “They are attempting novel processes in short time frames and asserting that they can reinvent manufacturing along with everything else. They have a lot riding on this. These are huge gambles.”

Investing in battery manufacturing was an act of necessity for Tesla. While other automakers rely on pouch-shaped Li-ion cells specially designed for EVs, Tesla powered its first all-electric cars using the same cylindrical “18650” Li-ion cells employed in laptop batteries; it purchased those cells from Panasonic. That approach was fine so long as Tesla made only high-end EVs like the Model X and Model S. To be profitable, though, the company needs the mass-market US $35,000 Model 3, and it needs to produce at least a half-million cars per year. Battery vendors were unlikely to guarantee to supply batteries on that scale unless Tesla put some skin in the game, says Sam Abuelsamid, Navigant’s Detroit-based senior research analyst.

The Gigafactory did that, partnering Tesla with Panasonic. The lithium battery giant brings its expertise, supply chain, and capital, supplying up to $1.6 billion of the $5 billion in total investment. The state of Nevada kicked in incentives worth a reported $1.3 billion. The rest is coming from Tesla.
http://spectrum.ieee.org/image/Mjg0NTUwNg.jpeg
By mid-2017, the Tesla Motors Gigafactory will begin cranking out 75 lithium-ion cells per second for the Model 3, 
Tesla’s much-anticipated electric car for the masses.
The Gigafactory is a vision of vertical integration, with raw materials to arrive at one end and finished products to exit at the other. It all begins at the automated cell lines, which are owned and operated by Panasonic. There, active powders are mixed with a liquid to form a slurry and then coated onto metal foils to form a cathode and an anode; the foils, along with porous separators, are rolled into a cylinder and filled with a Li-ion-conducting electrolyte, and caps are added to form a cell that looks like an oversized AA.

In the Tesla section of the Gigafactory, hundreds of cells get packaged with electronics and cooling systems to form a complete battery module. Packs for the Model 3 will be trucked to its car plant in Fremont, Calif.; Powerpacks and Powerwalls head straight to market.

During the three years it took to get the Gigafactory running, Tesla’s competitors didn’t stand still. The Gigafactory made Tesla’s affordable Model 3 look real, compelling the big automakers to match its target 346-kilometer (215-mile) range for their own mass-market EVs, says Abuelsamid. Some of those competing EVs are already in showrooms or soon will be, leading off with GM’s 383-km-range Chevrolet Bolt, which has a starting price of $37,495. Long-range mass-market EVs are also expected from Hyundai and Ford in 2017 and from Nissan and Volkswagen in 2018....
...MUCH MORE 

And from the Silicon Valley Business Journal:

What's in store for Elon Musk's Q&A at the Gigafactory?
Tesla CEO Elon Musk will be on hand to speak with investors at an invite-only event on Jan. 4 at the company’s Nevada Gigafactory.

The Palo Alto company sent out official invites to investors earlier this week, per Electrek. Musk will be accompanied by Chief Technology Officer JB Straubel and Chief Financial Officer Jason Wheeler.
According to the agenda sent to investors, opening remarks will commence at 9 a.m., followed by guided tours around the space. Musk, Straubel and Wheeler will also be available for a Q&A. No photos will be permitted inside the factory....MORE

"There's a Massive Restaurant Industry Bubble, and It's About to Burst"

There's an old saying that goes something like: "The restaurant business is where people with money go to lose it"
Years ago I was counseled to stay away from anything retail and develop interests elsewhere. Damn good advice.
Use the restaurants as an economic indicator and a place to grab a meal and you avoid a lot of problems.

From Thrillist:

https://assets3.thrillist.com/v1/image/1872261/size/tl-full_width_tall.jpg

Editor's Note: This is the third and final story in Kevin Alexander's extensive and obsessive year-long investigation into the state of the American restaurant industry. You can read parts one and two here. 


As soon as he walked through the door, Matt Semmelhack knew it was over. He'd been away from his San Francisco restaurant AQ for less than a week, but when he got back, it just felt different. It went beyond the usual concerns of the modern restaurateur. "I wasn't worried the lights were properly dim, or the regulars were in the right booths," he says. Instead, Semmelhack was just looking at his staff -- people he hangs out with on weekends, people whose livelihoods he supplies, some of his closest friends -- and all he could see was the money each one of them was costing him, flashing in front of him like a video-game score. "I knew right then," he says, "we had to shut it all down." 

Semmelhack is not the only restaurateur looking to duck and cover. The American restaurant business is a bubble, and that bubble is bursting. I've arrived at this conclusion after spending a year traveling around the country and talking to chefs, restaurant owners, and other industry folk for this series. In part one, I talked about how the Good Food Revival Movement™ created colonies of similar, hip restaurants in cities all over the country. In the series' second story, I discussed how a shortage of cooks -- driven by a combination of the restaurant bubble, shifts in immigration, and a surge of millennials -- is permanently altering the way a restaurant's back of the house has to operate in order to survive. 

This, the final story, is simple: I want you to understand why America's Golden Age of Restaurants is coming to an end. 

To do that I'm going to tell the story of the rise and fall of Matt Semmelhack and Mark Liberman's AQ restaurant in San Francisco. But this story isn't confined to SF. In Atlanta, D.B.A. Barbecue chef Matt Coggin told Thrillist about out-of-control personnel costs: "Too many restaurants have opened in the last two years," he said. "There are not enough skilled hospitality workers to fill all of these restaurants. This has increased the cost for quality labor." In New Orleans, I spoke with chef James Cullen (previously of Treo and Press Street Station) who talked at length about the glut of copycats: "If one guy opens a cool barbecue place and that's successful, the next year we see five or six new cool barbecue places... We see it all the time here." 

Even Portland, the patient zero of the Good Food Revival Movement, isn't safe. This year, chef Johanna Ware shut down universally lauded Smallwares, saying, "the restaurant world is so saturated nowadays and it requires so much extra work to keep yourself relevant." And Pok Pok kingmaker Andy Ricker closed his noodle joint Sen Yai, citing "soaring rents, the rising minimum wage, and stereotypical ideas about 'ethnic food' as 'cheap food'" in an interview with Portland Monthly. 

Rising labor costs, rent increases, a pandemic of similar restaurants, demanding customers unwilling to come to terms with higher prices -- it's the Perfect Restaurant Industry Storm. And even someone as optimistic as Ricker offers no comforting words about where we're headed. 

"These are tough issues that many restaurateurs may face in the very near future," he says. "Closing now is preemptive."
I want you to understand why America's Golden Age of Restaurants is coming to an end.
AQ opened for dinner at the corner of Mission and 7th St on a rainy Thursday, November 3rd, 2011. Though this was Matt Semmelhack's first restaurant, the Princeton graduate and former real estate analyst spent several years working in restaurants in all capacities with an eye towards this opening, and he partnered with an experienced fine-dining chef in Mark Liberman, who'd worked at Michelin-starred restaurants in the past. "I wasn't flying totally blind," laughs Semmelhack. "Just, you know, partially." 

He and Liberman wanted to create a hyper-seasonal restaurant with a menu and decor that changed with the seasons. So winter meant stark white walls and Brussels sprouts and winter squash, and fall meant harvest colors and apples and mushrooms, and summer meant tomatoes and bell peppers and, um, bikinis or something. Menus changed whenever new ingredients came in. "I think we had like five or six fall menus at one point," says Semmelhack. "If there was something new at the market, even just for a couple of weeks, chef was going to use it in a dish." 

The buildout of the restaurant, from lease signing to serving the first customer, took 13 months, a relatively short period of time in the restaurant world. Total costs to open were just under a million dollars. No paltry sum, but a relatively standard amount for a restaurant in gilded San Francisco, helped along by the somewhat questionable location in Mid-Market, an area that was mostly known for its homeless population's casual attitude towards public nudity. "We had no idea what to expect," Semmelhack says. "It could've broke bad."

It did not. Accolades started pouring in, beginning with all-powerful San Francisco Chronicle restaurant critic Michael Bauer, who gave it three and a half stars. Esquire’s John Mariani named it one of America's Best New Restaurants for 2012. Bon Appetit put it in the extended Best New Restaurants list. A Japanese magazine said nice things. By the end of year one, it'd made a $250K net profit on $2.9 million in revenue, a rare feat for a sit-down restaurant run by a first-timer. 

But the finest moment of a banner year came away from the restaurant in New York. AQ was a 2012 James Beard finalist for Best New Restaurant in America, and Semmelhack, his now-wife Robin, and Liberman flew in for the ceremony. And though they didn't win, Semmelhack recalls it all perfectly. 

"I remember seeing my wife in a gorgeous dress outside of Lincoln Square. I remember sitting amongst all these legends, people I'd looked up to, restaurants that I'd studied, and just feeling really proud. And then we went to Gramercy Tavern after (whose own Michael Anthony had just won for Best Chef New York City), and I got to meet Danny Meyer and totally fanboy-embarrass myself." He stops talking and leans back in his chair. "We felt pretty invincible."


In the restaurant world, rent always sucks. Unless you manage to play it perfectly, as a restaurant owner you're either moving into a sketchy or "emerging" neighborhood where the rent is cheap but few want to go there, or you're overpaying for an established 'hood and need to be a runaway success from day one. And even if you do manage to make it in the former type of neighborhood, your success often ends up pricing you out of the 'hood you helped revitalize. 

In Miami, Michelle Bernstein's Cena by Michy helped rebirth the MiMo historic district but was forced to close this year, after the landlord attempted to triple the rent. And even Danny Meyer had to close and move Union Square Cafe in New York, which, since 1985, had served as one of America's culinary landmarks, when he couldn't rationalize paying the huge rent hike the landlord proposed.

Nonetheless, rent hikes are the devil the restaurant owner knows. The tricky part is figuring out how to survive when every other cost rises too.  
 
Thanks to its dubious location, AQ didn't really have a rent issue (in fact, once it became a national success, the landlord was so incensed at not charging more that he actually sued the real estate broker). And in 2013, it actually increased its revenue, pulling in $3.1 million. But despite making $200K more than it had the previous year, its net profit was $50K lower, as costs continued to creep up and up. What started as $250K profit and an 8.5% margin in 2012 was down to $40K and 1.5% by 2015. Because it had to pay off $42K in Small Business Association loans each year, this meant negative net cash flow for 2015. 

Then came 2016. In 2016, AQ's projected revenue was $1.6 million, down a million dollars from the year before. They went from doing 240 covers (dinners served) per night at their peak to around 100 this past year. Naturally, there were a lot of factors at play. Maybe Semmelhack and Liberman took their eyes off the ball while expanding their restaurant empire. Maybe Michelin's refusal to award AQ a star cut the restaurant off from deep-pocketed travelers, crucial to such an ambitious spot after the new-restaurant shine wears off. Maybe it's because there were 3,600 restaurants in SF when it opened, and now the SF Environmental Health Department puts that number at 7,600. Maybe the physical and mental toll of running an aspirational sit-down restaurant for five years was just too much....MORE

Eurasia Group's Top Risks 2017: The Geopolitical Recession

From Eurasia Group:
Welcome to the Geopolitical Recession
This is Eurasia Group's annual forecast of the political risks that are most likely to play out over the course of the year. This year's report was published on 3 January, 2017.

Overview
IT'S BEEN SIX YEARS since we first wrote about the coming G-Zero world—a world with no global leader. The underlying shifts in the geopolitical environment have been clear: a US with less interest in assuming leadership responsibilities; US allies, particularly in Europe, that are weaker and looking to hedge bets on US intentions; and two frenemies, Russia and China, seeking to assert themselves as (limited) alternatives to the US—Russia primarily on the security front in its extended backyard, and China primarily on the economic front regionally, and, increasingly, globally.

These trends have accelerated with the populist revolt against “globalism”—first in the Middle East, then in Europe, and now in the US. Through 2016, you could see the G-Zero picking up speed on multiple fronts: the further deterioration of the transatlantic alliance with Brexit and the “no” vote on the Italy referendum; the end of America's Asia pivot with the collapse of the Trans-Pacific Partnership and the Philippine president announcing a break with the US; the Russian victory in Syria after backing President Bashar al Assad through nearly six years of war.

But with the shock election of Donald Trump as president of the US, the G-Zero world is now fully upon us. The triumph of “America first” as the primary driver of foreign policy in the world's only superpower marks a break with decades of US exceptionalism and belief in the indispensability of US leadership, however flawed and uneven. With it ends a 70-year geopolitical era of Pax Americana, one in which globalization and Americanization were tightly linked, and American hegemony in security, trade, and promotion of values provided guardrails for the global economy.

In 2017 we enter a period of geopolitical recession.

This year marks the most volatile political risk environment in the postwar period, at least as important to global markets as the economic recession of 2008. It needn't develop into a geopolitical depression that triggers major interstate military conflict and/or the breakdown of major central government institutions. But such an outcome is now thinkable, a tail risk from the weakening of international security and economic architecture and deepening mistrust among the world's most powerful governments.

And the recession starts with…

1. Independent America
Trump's “America first” philosophy and his pledge to “make America great again” build on the most core of American values: independence.
2. China overreacts China's scheduled leadership transition this fall will shape its political and economic trajectory for a decade or more.
3. A weaker Merkel This year will bring another wave of political risks in Europe, and some of them will surely materialize amid a weakening of the leadership of German Chancellor Angela Merkel has faced a series of challenges that continue to undermine her leadership.
read the risk
...MUCH MORE

Monday, January 2, 2017

Melbourne Landlord Installs Coin Operated Toilet

Taking the rentier concept to the next level.
We'll be back to our regularly scheduled programming tomorrow, promise.
From News.com.au:

A MELBOURNE landlord has been blasted online after a tenant revealed he had installed a coin-operated toilet in the house, requiring the tenants to pay per flush. 
That’s right, the stingy landlord and owner of an apartment property in Thornbury has reportedly equipped the toilet with a mechanism that means residents have to pay $1 to flush the dunny.
Unsure about the legality of such a contraption, the tenant posted the story on forum-based social media website reddit to ask the community if the landlord was allowed to do this.

“I understand in our laundry having to pay for the communal washing machine. But I pay the water bill that goes into my apartment,” the tenant wrote.

“[The landlord] said it was a government incentive to save water. But then why does he get to collect the money?”

As you might expect, the tenant said it makes it very awkward to entertain guests.
“The worst thing is not having any dollar coins on hand. Especially when I have guests over. It’s really embarrassing and gross for them.”

Such is the ridiculousness of coin-operated toilet that the post was initially removed because reddit moderators on the Melbourne subreddit didn’t believe the story was true.

But the tenant has since posted proof of the situation by sharing a picture of the toilet and the post has been republished....MORE
http://cdn.newsapi.com.au/image/v1/4ebc5114fe3fab244675ae5be378a07b

HT: MetaFilter

To Create A "1%" In A Social Hierarchy You Don't Need An Economic Surplus, Just A Storable Form Of Wealth

So there I was, reading the abstract of "Hazelnut economy of early Holocene hunter–gatherers: a case study from Mesolithic Duvensee, northern Germany", thinking about Nutella and Frangelico when this grabbed my eye:
...High-resolution analyses of the excellently preserved and well-dated special task camps documented in detail at Duvensee, Northern Germany, offer an outstanding opportunity for case studies on Mesolithic subsistence and land use strategies. Quantification of the nut utilisation demonstrates the great importance of hazelnuts. These studies revealed very high return rates and allow for absolute assessments of the development of early Holocene economy. Stockpiling of the energy rich resource and an increased logistical capacity are innovations characterising an intensified early Mesolithic land use...
Stockpiling, storage, commodities, well that's right in our wheelhouse,* and if I can combine it with the last remnants of interest in Piketty's approach to inequality.....maybe I can synthesize something halfway original...

Yeah, it's already been done.
Here's VoxEU, September 2015:

Cereals, appropriability, and hierarchy
The Neolithic Roots of Economic Institutions
Conventional theory suggests that hierarchy and state institutions emerged due to increased productivity following the Neolithic transition to farming. This column argues that these social developments were a result of an increase in the ability of both robbers and the emergent elite to appropriate crops. Hierarchy and state institutions developed, therefore, only in regions where appropriable cereal crops had sufficient productivity advantage over non-appropriable roots and tubers. 
What explains underdevelopment?
One of the most pressing problems of our age is the underdevelopment of countries in which government malfunction seems endemic. Many of these countries are located close to the Equator.1 Acemoglu et al. (2001) point to extractive institutions as the root cause for underdevelopment. Besley and Persson (2014) emphasise the persistent effects of low fiscal capacity in underdeveloped countries. On the other hand, Diamond (1997) argues that it is geographical factors that explain why some regions of the world remain underdeveloped. In particular, he argues that the east-west orientation of Eurasia resulted in greater variety and productivity of cultivable crops, and in larger economic surplus, which facilitated the development of state institutions in this major landmass. Less fortunate regions, including New Guinea and sub-Saharan Africa, were left underdeveloped due to low land productivity.

In a recent paper (Mayshar et al. 2015), we contend that fiscal capacity and viable state institutions are conditioned to a major extent by geography. Thus, like Diamond, we argue that geography matters a great deal. But in contrast to Diamond, and against conventional opinion, we contend that it is not high farming productivity and the availability of food surplus that accounts for the economic success of Eurasia.
  • We propose an alternative mechanism by which environmental factors imply the appropriability of crops and thereby the emergence of complex social institutions.
To understand why surplus is neither necessary nor sufficient for the emergence of hierarchy, consider a hypothetical community of farmers who cultivate cassava (a major source of calories in sub-Saharan Africa, and the main crop cultivated in Nigeria), and assume that the annual output is well above subsistence. Cassava is a perennial root that is highly perishable upon harvest. Since this crop rots shortly after harvest, it isn't stored and it is thus difficult to steal or confiscate. As a result, the assumed available surplus would not facilitate the emergence of a non-food producing elite, and may be expected to lead to a population increase.

Consider now another hypothetical farming community that grows a cereal grain – such as wheat, rice or maize – yet with an annual produce that just meets each family's subsistence needs, without any surplus. Since the grain has to be harvested within a short period and then stored until the next harvest, a visiting robber or tax collector could readily confiscate part of the stored produce. Such ongoing confiscation may be expected to lead to a downward adjustment in population density, but it will nevertheless facilitate the emergence of non-producing elite, even though there was no surplus.

Emergence of fiscal capacity and hierarchy and the cultivation of cereals
This simple scenario shows that surplus isn't a precondition for taxation. It also illustrates our alternative theory that the transition to agriculture enabled hierarchy to emerge only where the cultivated crops were vulnerable to appropriation.
  • In particular, we contend that the Neolithic emergence of fiscal capacity and hierarchy was conditioned on the cultivation of appropriable cereals as the staple crops, in contrast to less appropriable staples such as roots and tubers.
According to this theory, complex hierarchy did not emerge among hunter-gatherers because hunter-gatherers essentially live from hand-to-mouth, with little that can be expropriated from them to feed a would-be elite.2
  • Thus, rather than surplus facilitating the emergence of the elite, we argue that the elite only emerged when and where it was possible to expropriate crops....
...MORE

*See, for example:
The Golden Age of Commodities Market Manipulation: Corners, Storage and Squeezes

These days however, to purloin that wealth, you don't even need to be dealing with storables:
How to Manipulate Non-storable Commodities Markets
From September's "The Paradox of Profit Margins and Another Look at the Theory of Everything":
...If you're interested in the effect of hoarding on commodities prices Janet Netz, PhD did a paper I liked, "The Effect of Futures Markets and Corners on Storage and Spot Price Variability". I'll see if we have an ungated copy.

Remember, the spectrum runs from storage to hoarding to market corners.
And corners in commodities refers to physical, you can't corner a commod by simply buying futures or forwards, you also have to take up the physical supply.
Conversely, squeezes are accomplished in the futures..

A couple decent papers on this aspect of the abundance theory are:
"Large Investors, Price Manipulation, and Limits to Arbitrage: An Anatomy of Market Corners" and
"Market Manipulation, Bubbles, Corners and Short Squeezes"
The only way to combat abundance is with artificial scarcity, i.e. manipulation....
Well we don't have an ungated copy of the Netz but we do have a snappy little 32 page paper by Craig Pirrong who you may know by his nom de blog The Streetwise Professor. His is one of the few blogs that posts on Gazprom more than we do though we probably have more on Enron.

Via the University of Houston's Bauer College of Business:

Manipulation of Power Markets
On the other hand, storing electricity is pretty much the ultimate dream of venture capitalists:
Storage: How to Hoard Electricity (GE; SI)
Bill Gates: "It Is Surprisingly Hard to Store Energy"
Batteries: The Venture Capitalist's Holy Grail
And quite a few more, use the search blog box if interested.  

Somehow related:
Oil Tankers and Interest Rates and Scallywags and Time
 

"Tracking HelloFresh’s Growth"

From Mattermark, Dec. 21:
Editor’s Morning Note: HelloFresh raised €85 million more. Let’s take a look at its financial performance.
According to reports in both Tech.eu and VentureBeat, HelloFresh has raised another €85 million. The new capital brings the meal delivery’s tally to more than $350 million.
News reports, partially in German, appear nascent. While the core facts of the funding event are sorted, we can do our own work. HelloFresh is part of the larger Rocket Internet family, meaning that we can dig into its numbers.
Before we do, VentureBeat says that the company’s valuation is flat around the €2.6 billion mark; Tech.eu has a lower figure. Bloomberg agrees with Tech.eu that the company’s valuation has gone down:
Berlin-based recipe-kit company HelloFresh raised 85 million euros ($88.5 million) in new funding, valuing the company at 2 billion euros — about 20 percent less than 15 months ago.
That means HelloFresh’s figures that we are going to look at show a repricing of the value of its revenue, which went up during the intervening period between capital occurrences. How can we know? More top line and flat or down value implies less value per revenue-dollar. The shift matches other repricing activity we have seen in SaaS.
Let’s get busy.
Growth
As we’re in the midst of the fourth quarter, we’ll peek at HelloFresh’s first, second, and third quarter performance. Those figures will give us a good look at the company’s recent performance heading into its most recent fundraising.
Revenue
  • Q1: €141.4 million
  • Q2: €150.1 million
  • Q3: €146.8 million
Result: 2016 numbers are up sharply from 2015’s results, yes, but it doesn’t show much sequential-quarter growth.
EBITDA
  • Q1: -€27.3 million
  • Q2: -€18.4 million
  • Q3: -€20.5 million
Result: Third quarter adjusted losses were down around 30 percent, but losses were greater in the first three quarters of 2016 when compared to the year-ago period....MORE
Mattermark asks:
Homework: You have $50 million to invest in a single shot. Do you deploy it to HelloFresh at its current valuation, or hold the cash?
No, no I would not deploy.  

Liquid Assets: Fine Wine Index Posts Biggest Gains In Six Years

Too much with the "liquid assets" bit?
I think so too,
In 2017, I resolve...ummm...I'm sorry, I can't do this. I know it will happen again.

From The Telegraph:
It has been a vintage year for investors in fine wines as the index price surged by a quarter to five year highs in its strongest rally since 2010 as the slide in sterling tempted US and Asian buyers back to the UK-based market.
http://www.telegraph.co.uk/content/dam/business/2016/12/30/finewine-xlarge_trans_NvBQzQNjv4BqIyylyHPsyHInjulRlAypDRYVYuvyXpD9WJyJCnSYsF0.jpg


Global fine wine marketplace Liv-Ex raised a glass to a 28pc increase in its index of top 50 most heavily traded wines which reached its highest level since 2011. Meanwhile the market’s broadest index, the Liv-Ex 1000, successively breached its all-time record highs in the last four consecutive months after surging 21pc in a year.

Bordeaux continues to hold the lion’s share of the fine wine market at 74.4pc as the Bordeaux 500 index climbed 21.8pc from last year.

Tom Gearing, founder of investment management company Cult Wines, said the market has seen a steady return of US investors due to the strength of the dollar compared to the weaker pound....MORE
...Data compiled by Cult Wines shows that a £5,000 investment in the FTSE 100 in 1984 would now be worth £34,473 whereas the same investment in 18 cases of Lafite Rothschild 1982 would be worth £698,832....
Now kids, that's a mountain chart!
As noted in the introduction to a 2011 post:
After the market puked into the last hour on Friday (although somehow closing higher than the low for the day) I thought of the run up to the crash in 1987.
The market hit its then all-time high on August 25, 1987, memorable, if for nothing else, for the mountain chart that Fidelity ran as a full page ad in that day's Wall Street Journal. That sucker looked like the Eiger, lots of vertical.* Of course they were focusing on the almost-five-years-to-the-day upward climb.

They didn't know that their ad would run on the day the market would turn south

The decline from that point was slow and easy until October. Steady, 2722 to 2600 meandering like a river coming out of the mountains, out of the meadow.

http://www.stockpickssystem.com/wp-content/uploads/2011/03/1987-Stock-Market-Crash-Chart.gifNot scary, dropping a little, up a little until...
The DJIA closed at 2640 on both Oct. 2 and Oct. 5. Hmmm...

Then a 10.8% drop in 9 days, Holy crap, these are class V rapids!
On Friday the 16th we hit class VI: "Danger to life and limb".

London trading was closed because of the "Great Storm" so everything pent up and the "portfolio insurance" stuff had to be done in New York. In whitewater terms the water ran into constriction.
That Friday the DJIA was down a then record 108 points.

And then, just like real life, it got worse.

Toward the end of the day, over the roar of the rapids was the sound of.....
...a waterfall.

Black Monday's 508 point, 22.6% collapse was the first and worst waterfall decline I had ever experienced.
I thought about it and the riverine imagery leading up to it after the close this Friday....

*North face of the Eiger:

source http://www.hkvysehrad.cz/obrazky/eiger_nordwand.jpg

Sunday, January 1, 2017

Stratfor's Annual Forecast 2017 e.g. “European Union will eventually dissolve” (rincez et répétez)

Some years the forecasts seem almost as vague as a newspaper horoscope but this year's are a bit meatier, in particular the individual regional forecasts--follow the link..

From Stratfor, December 27, 2016:
2017 Annual Forecast
The convulsions to come in 2017 are the political manifestations of much deeper forces in play. In much of the developed world, the trend of aging demographics and declining productivity is layered with technological innovation and the labor displacement that comes with it. China's economic slowdown and its ongoing evolution compound this dynamic. At the same time the world is trying to cope with reduced Chinese demand after decades of record growth, China is also slowly but surely moving its own economy up the value chain to produce and assemble many of the inputs it once imported, with the intent of increasingly selling to itself. All these forces combined will have a dramatic and enduring impact on the global economy and ultimately on the shape of the international system for decades to come.

These long-arching trends tend to quietly build over decades and then noisily surface as the politics catch up. The longer economic pain persists, the stronger the political response. That loud banging at the door is the force of nationalism greeting the world's powers, particularly Europe and the United States, still the only superpower.

Only, the global superpower is not feeling all that super. In fact, it's tired. It was roused in 2001 by a devastating attack on its soil, it overextended itself in wars in the Islamic world, and it now wants to get back to repairing things at home. Indeed, the main theme of U.S. President-elect Donald Trump's campaign was retrenchment, the idea that the United States will pull back from overseas obligations, get others to carry more of the weight of their own defense, and let the United States focus on boosting economic competitiveness.

Barack Obama already set this trend in motion, of course. Under his presidency, the United States exercised extreme restraint in the Middle East while trying to focus on longer-term challenges — a strategy that, at times, worked to Obama's detriment, as evidenced by the rise of the Islamic State. The main difference between the Obama doctrine and the beginnings of the Trump doctrine is that Obama still believed in collective security and trade as mechanisms to maintain global order; Trump believes the institutions that govern international relations are at best flawed and at worst constrictive of U.S. interests.

No matter the approach, retrenchment is easier said than done for a global superpower. As Woodrow Wilson said, "Americans are participants, like it or not, in the life of the world." The words of America's icon of idealism ring true even as realism is tightening its embrace on the world.
Revising trade relationships the way Washington intends to, for example, may have been feasible a couple decades ago. But that is no longer tenable in the current and evolving global order where technological advancements in manufacturing are proceeding apace and where economies, large and small, have been tightly interlocked in global supply chains. This means that the United States is not going to be able to make sweeping and sudden changes to the North American Free Trade Agreement. In fact, even if the trade deal is renegotiated, North America will still have tighter trade relations in the long term.

The United States will, however, have more space to selectively impose trade barriers with China, particularly in the metals sector. And the risk of a rising trade spat with Beijing will reverberate far and wide. Washington's willingness to question the "One China" policy – something it did to extract trade concessions from China – will come at a cost: Beijing will pull its own trade and security levers that will inevitably draw the United States into the Pacific theater.

But the timing isn't right for a trade dispute. Trump would rather focus on matters at home, and Chinese President Xi Jinping would rather focus on consolidating political power ahead of the 19th Party Congress. And so economic stability will take priority over reform and restructuring. This means Beijing will expand credit and state-led investment, even if those tools are growing duller and raising China's corporate debt levels to dangerous heights.

This will be a critical year for Europe. Elections in the pillars of the European Union — France and Germany — as well as potential elections in the third largest eurozone economy — Italy — will affect one another and threaten the very existence of the eurozone. As we have been writing for years, the European Union will eventually dissolve. The question for 2017 is to what degree these elections expedite its dissolution. Whether moderates or extremists claim victory in 2017, Europe will still be hurtling toward a breakup into regional blocs.

European divisions will present a golden opportunity for the Russians. Russia will be able to crack European unity on sanctions in 2017 and will have more room to consolidate influence in its borderlands. The Trump administration may also be more amenable to easing sanctions and to some cooperation in Syria as it tries to de-escalate the conflict with Moscow. But there will be limits to the reconciliation. Russia will continue to bolster its defenses and create leverage in multiple theaters, from cyberspace to the Middle East. The United States, for its part, will continue to try to contain Russian expansion.

As part of that strategy, Russia will continue to play spoiler and peacemaker in the Middle East to bargain with the West. While a Syrian peace settlement will remain elusive, Russia will keep close to Tehran as U.S.-Iran relations deteriorate. The Iran nuclear deal will be challenged on a number of fronts as Iran enters an election year and as the incoming U.S. government takes a much more hard-line approach on Iran. Still, mutual interests will keep the framework of the deal in place and will discourage either side from clashing in places such as the Strait of Hormuz.

The competition between Iran and Turkey will meanwhile escalate in northern Syria and in northern Iraq. Turkey will focus on establishing its sphere of influence and containing Kurdish separatism while Iran tries to defend its own sphere of influence. As military operations degrade the Islamic State in 2017, the ensuing scramble for territory, resources and influence will intensify among the local and regional stakeholders. But as the Islamic State weakens militarily, it will employ insurgent and terrorist tactics and encourage resourceful grassroots attacks abroad....MUCH MORE
Last year's wasn't bad either, for comparison, here's our 2016 linkpost:

Stratfor's Annual Forecast 2016 
From Stratfor, Dec. 28, 2015:

2016: GLOBAL TRENDS

With old geopolitical realities resurfacing across Eurasia and commodity prices stuck in a slump, 2016 is shaping up to be an unsettling year for much of the world.
A logical place to begin is the country that bridges Europe and Asia: Turkey. This is the year when Turkey, nervous but more politically coherent than it was last year, will likely make a military move into northern Syria while trying to enlarge its footprint in northern Iraq. Turkey will not only confront the Islamic State but will also keep Kurdish expansion in check as it raises the stakes in its confrontations with its old rivals, Russia and Iran.

The last thing Russia wants is a confrontation with Turkey, the gatekeeper to the Black and Mediterranean seas, but confrontation is something it cannot avoid. Russia risks mission creep this year as it increases its involvement on the Syrian battlefield. But the Islamic State will be only part of Moscow's focus in Syria; Russia will try to draw the United States toward a compromise that would slow a Western push into Russia's former Soviet space. The United States will be willing to negotiate on tactical issues, but it will deny Moscow the leverage it seeks by linking counterterrorism cooperation to a broader strategic discussion. The U.S. administration will work instead to shore up European allies on the front lines with Russia.

Regardless of the participants' secondary motives, an intensified military campaign against the Islamic State will surely damage the militant group's core. However, the fledgling caliphate will not be eradicated this year...MORE
Forecasts by Region
Europe With nationalist policies gaining traction throughout the continent, Europe will only fragment further in 2016.
Former Soviet Union The standoff between Russia and the West in Ukraine will persist in 2016, a year in which the Kremlin would probably rather focus on the economy.
Middle East and North Africa The Syrian battlefield will be the center of gravity for the Middle East in 2016 as several countries intensify their military campaign against the Islamic State.
East Asia In East Asia, a new year will bring economic and trade agreements to the fore, the urgency behind which will be driven by events in China.
Latin America The leaders of Latin America will not be able to maintain their populist policies during another year of low commodities prices.
South Asia Afghanistan will struggle to contain various insurgencies, but the main story will be India, which still boasts one of the world's fastest-growing economies.

Sub-Saharan Africa 
2016 could be a year change, at least nominal change, in Africa as the tenures of several leaders and ruling parties potentially end. Energy development will meanwhile progress slowly