Aswath Damodaran
VALUATION: FOUR LESSONS TO
TAKE AWAY!
July 2015
Aswath Damodaran
1
1. Don’t mistake accounting for finance
Valued based upon motive for
investment – some marked to
market, some recorded at cost
and some at quasi-cost
Assets are recorded at original cost,
adjusted for depreciation.
The Balance Sheet
Assets
Liabilities
Fixed Assets
Current
Liabilties
Current Assets
Debt
Debt obligations of firm
Investments in securities &
assets of other firms
Financial Investments
Other
Liabilities
Other long-term obligations
Assets which are not physical,
like patents & trademarks
Intangible Assets
Equity
Equity investment in firm
Long Lived Real Assets
Short-lived Assets
True intangible assets like brand name, patents and customer did
not show up. The only intangible asset of any magnitude
(goodwill) is a plug variable that is of consequence only if you do
an acquisition.
Short-term liabilities of the firm
Equity reflects
original capital
invested and
historical retained
earnings.
2
The financial balance sheet
Recorded at intrinsic
value (based upon cash
flows and risk), not at
original cost
Assets
Existing Investments
Generate cashflows today
Includes long lived (fixed) and
short-lived(working
capital) assets
Expected Value that will be
created by future investments
Liabilities
Assets in Place
Debt
Growth Assets
Equity
Value will depend upon magnitude of growth
investments and excess returns on these
investments
Fixed Claim on cash flows
Little or No role in management
Fixed Maturity
Tax Deductible
Residual Claim on cash flows
Significant Role in management
Perpetual Lives
Intrinsic value of equity,
reflecting intrinsic value
of assets, net of true
value of debt
outstanding.
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2. Don’t mistake modeling for valuation
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Aswath Damodaran
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Intrinsic value is simple: We choose to make it
complex
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For cash flow generating assets, the intrinsic value will be a
function of the magnitude of the expected cash flows on the
asset over its lifetime and the uncertainty about receiving
those cash flows.
1.The IT Proposition: If “it” does not affect the cash flows or alter
risk (thus changing discount rates), “it” cannot affect value.
2.The DUH Proposition: For an asset to have value, the expected
cash flows have to be positive some time over the life of the
asset.
3.The DON’T FREAK OUT Proposition: Assets that generate cash
flows early in their life will be worth more than assets that
generate cash flows later; the latter may however have greater
growth and higher cash flows to compensate.
Aswath Damodaran
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DCF as a tool for intrinsic valuation
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1. Cash Flows
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To get to cash flow
Here is why
Operating Earnings
This is the earnings before interest & taxes you
generate from your existing assets.
Operating Earnings = Revenues * Operating Margin
Measures the operating efficiency of your assets & can
be grown either by growing revenues and/or
improving margins.
(minus) Taxes
These are the taxes you would pay on your operating
income and are a function of the tax code under which
you operate & your fidelity to that code.
(minus) Reinvestment
Reinvestment is designed to generate future growth
and can be in long term and short term assets. Higher
growth usually requires more reinvestment, and the
efficiency of growth is a function of how much growth
you can get for your reinvestment.
Free Cash Flow to the
Firm
Aswath Damodaran
This is a pre-debt cash flow that will be shared by
lenders (as interest & principal payments) and by
equity investors (as dividends & buybacks).
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2. Discount rates
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Aswath Damodaran
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-2.00%
Japanese Yen
Czech Koruna
Swiss Franc
Euro
Danish Krone
Swedish Krona
Taiwanese $
Hungarian Forint
Bulgarian Lev
Kuna
Thai Baht
British Pound
Romanian Leu
Norwegian Krone
HK $
Israeli Shekel
Polish Zloty
Canadian $
Korean Won
US $
Singapore $
Phillipine Peso
Pakistani Rupee
Venezuelan Bolivar
Vietnamese Dong
Australian $
Malyasian Ringgit
Chinese Yuan
NZ $
Chilean Peso
Iceland Krona
Peruvian Sol
Mexican Peso
Colombian Peso
Indonesian Rupiah
Indian Rupee
Turkish Lira
South African Rand
Kenyan Shilling
Reai
Naira
Russian Ruble
Risk free Rates in different currencies
9
Riskfree Rates: January 2015
14.00%
12.00%
10.00%
8.00%
6.00%
4.00%
2.00%
0.00%
Risk free Rate
Aswath Damodaran
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ERP : Jan 2015
Canada
US
Andorra
Austria
Belgium
Cyprus
Denmark
Finland
France
Germany
Greece
Guernsey
Iceland
Ireland
Isle of Man
5.75%
5.75%
North America 5.75%
Argentina
Belize
Bolivia
Brazil
Chile
Colombia
Costa Rica
Ecuador
El Salvador
Guatemala
Honduras
Mexico
Nicaragua
Panama
Paraguay
Peru
Suriname
Uruguay
Venezuela
Latin America
8.15% 2.40% Italy
5.75% 0.00% Jersey
6.65% 0.90% Liechtenstein
15.50% 9.75% Luxembourg
5.75% 0.00% Malta
5.75% 0.00% Netherlands
6.35% 0.60% Norway
5.75% 0.00% Portugal
17.00% 11.25% Spain
6.35% 0.60% Sweden
9.05% 3.30% Switzerland
8.15% 2.40% Turkey
6.35% 0.60% UK
W. Europe
8.60%
6.35%
5.75%
5.75%
7.55%
5.75%
5.75%
9.50%
8.60%
5.75%
5.75%
9.05%
6.35%
6.88%
2.85%
0.60%
0.00%
0.00%
1.80%
0.00%
0.00%
3.75%
2.85%
0.00%
0.00%
3.30%
0.60%
1.13%
Albania
12.50%
6.75% Montenegro
11.15%
5.40%
Armenia
10.25%
4.50% Poland
7.03%
1.28%
Azerbaijan
9.05%
3.30% Romania
9.05%
3.30%
Belarus
15.50%
9.75% Russia
8.60%
2.85%
Bosnia
15.50%
.75%
12.50%
6.75%
Bulgaria
8.60%
2.85% Slovakia
7.03%
1.28%
Croatia
9.50%
3.75% Slovenia
9.50%
3.75%
Czech Repub
6.80%
1.05% Ukraine
20.75%
15.00%
Estonia
6.80%
1.05% E. Europe
9.08%
3.33%
Georgia
11.15%
5.40%
Bangladesh
11.15%
5.40%
Hungary
9.50%
3.75%
Cambodia
14.00%
8.25%
Kazakhstan
8.60%
2.85%
China
6.65%
0.90%
Latvia
8.15%
2.40%
Fiji
12.50%
6.75%
0.00%
Lithuania
8.15%
2.40%
Hong Kong
6.35%
0.60%
0.00%
Macedonia
11.15%
5.40%
India
9.05%
3.30%
Moldova
15.50%
9.75%
Indonesia
9.05%
3.30%
Japan
6.80%
1.05%
Korea
6.65%
0.90%
0.00%
17.00% 11.25%
19.25% 13.50%
11.15% 5.40%
8.60% 2.85%
6.65% 0.90%
8.60% 2.85%
9.50% 3.75%
15.50% 9.75%
11.15% 5.40%
9.50% 3.75%
15.50% 9.75%
7.55% 1.80%
15.50% 9.75%
8.60% 2.85%
10.25% 4.50%
7.55% 1.80%
11.15% 5.40%
8.60% 2.85%
17.00% 11.25%
9.95% 4.20%
Angola
Botswana
Burkina Faso
Cameroon
Cape Verde
Congo (DR)
Congo (Republic)
Côte d'Ivoire
Egypt
Ethiopia
Gabon
Ghana
Kenya
Morocco
Mozambique
Namibia
Nigeria
Rwanda
Senegal
South Africa
Tunisia
Uganda
Zambia
Africa
10.25%
7.03%
15.50%
14.00%
14.00%
15.50%
11.15%
12.50%
17.00%
12.50%
11.15%
14.00%
12.50%
9.50%
12.50%
9.05%
11.15%
14.00%
12.50%
8.60%
11.15%
12.50%
12.50%
11.73%
4.50%
1.28%
9.75%
8.25%
8.25%
9.75%
5.40%
6.75%
11.25%
6.75%
5.40%
8.25%
6.75%
3.75%
6.75%
3.30%
5.40%
8.25%
6.75%
2.85%
5.40%
6.75%
6.75%
5.98%
Serbia
Abu Dhabi
6.50%
0.75%
Macao
6.50%
0.75%
Bahrain
8.60%
2.85%
Malaysia
7.55%
1.80%
8.15%
2.40%
Israel
6.80%
1.05%
Mauritius
Jordan
12.50%
6.75%
Mongolia
14.00%
8.25%
Kuwait
6.50%
0.75%
Pakistan
17.00%
11.25%
Lebanon
14.00%
8.25%
Papua New Guinea
12.50%
6.75%
8.60%
2.85%
Oman
6.80%
1.05%
Philippines
Qatar
6.50%
0.75%
Singapore
5.75%
0.00%
Ras Al Khaimah
7.03%
1.28%
Sri Lanka
12.50%
6.75%
Saudi Arabia
6.65%
0.90%
Taiwan
6.65%
0.90%
8.15%
2.40%
Sharjah
7.55%
1.80%
Thailand
UAE
6.50%
0.75%
Vietnam
12.50%
6.75%
Middle East
6.85%
1.10%
Asia
7.26%
1.51%
Black #: Total ERP
Red #: Country risk premium
AVG: GDP weighted average
Australia
5.75%
0.00%
Cook Islands
12.50%
6.75%
New Zealand
5.75%
0.00%
Australia & NZ
5.75%
0.00%
Determinants of Betas
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Bottom-up Betas
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Aswath Damodaran
3. Expected Growth



Quality growth is rare and requires that a firm be able to reinvest a
lot and reinvest well (earnings more than your cost of capital) at the
same time.
The larger you get, the more difficult it becomes to maintain quality
growth.
You can grow while destroying value at the same time.
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And its value…
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Excess Return (ROC minus Cost of Capital) for firms with market capitalization> $50
million: Global in 2014
45.00%
40.00%
35.00%
30.00%
<-5%
25.00%
-5% - 0%
0 -5%
20.00%
5 -10%
15.00%
>10%
10.00%
5.00%
0.00%
Australia, NZ and
Canada
Aswath Damodaran
Developed Europe Emerging Markets
Japan
United States
Global
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4. The Terminal Value
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If your job is assessing value, here are your
challenges…
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Aswath Damodaran
So, what’s different about a young start
up?
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The Dark Side will beckon.. Don’t be
tempted..
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

With young start up companies, you will be told that it is
“too difficult” or even “impossible” to value these
companies, because there is so little history and so much
uncertainty in the future.
Instead, you will be asked to come over to the “dark
side”, where




You will see value metrics that you have never seen before
You will hear “macro” stories, justifying value
You will be asked to play the momentum game
While all of this behavior is understandable, none of it
makes the uncertainty go away. You have a choice. You
can either hide from uncertainty or face up to it.
Aswath Damodaran
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Twitter: Setting the table in October 2013
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Twitter: Priming the Pump for Valuation
1. Make small revenues into big revenues
2. Make losses into profits
My estimate for Twitter: Operating
margin of 25% in year 10
3. Reinvest for growth
My estimate for 2023: Overall online advertising
market will be close to $200 billion and Twitter will
have about 5.7% ($11.5 billion)
Aswath Damodaran
My estimate for Twitter: Sales/Capital
will be 1.50 for next 10 years
Sweating the small stuff: Risk and Required
Return
Risk in the discount rate
My estimate for Twitter
Cost of Capital: US - Nov ‘13
2,500.
2,000.
1,500.
1,000.
500.
0.
Survival Risk
My assumption for
Twitter
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A sobering reminder: You will be “wrong”
and it is okay
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


No matter how careful you are in getting your inputs and
how well structured your model is, your estimate of
value will change both as new information comes out
about the company, the business and the economy.
As information comes out, you will have to adjust and
adapt your model to reflect the information. Rather than
be defensive about the resulting changes in value,
recognize that this is the essence of risk.
Remember that it is not just your value that is changing,
but so is the price, and the price will change a great deal
more than the value.
Aswath Damodaran
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Left brain, meet right brain!
Favored Tools
- Accounting statements
- Excel spreadsheets
- Statistical Measures
- Pricing Data
Favored Tools
- Anecdotes
- Experience (own or others)
- Behavioral evidence
A Good Valuation
The Numbers People
Illusions/Delusions
1. Precision: Data is precise
2. Objectivity: Data has no bias
3. Control: Data can control reality
The Narrative People
Illusions/Delusions
1. Creativity cannot be quantifie d
2. If the story is good, the
investment will be.
3. Experience is the best teacher
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Step 1: Create a narrative
Every valuation starts with a narrative, a story that you
see unfolding for your company in the future.
 In developing this narrative, you will be making
assessments of your company (its products, its
management), the market or markets that you see it
growing in, the competition it faces and will face and the
macro environment in which it operates.
My narrative for Uber: Uber will expand the car service
market moderately, primarily in urban environments, and
use its competitive advantages to get a significant but not
dominant market share and maintain its profit margins.

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Step 2: Check the narrative against history,
economic first principles & common sense
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Step 3: Connect your narrative to key
drivers of value
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Step 4: Value the company
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Step 5: Keep the feedback loop
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Step 6: Be ready to modify narrative as
events unfold
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Narrative Break/End
Narrative Shift
Narrative Change
(Expansion or Contraction)
Events, external (legal,
political or economic) or
internal (management,
competitive, default), that
can cause the narrative to
break or end.
Improvement or
deterioration in initial
business model, changing
market size, market share
and/or profitability.
Unexpected entry/success
in a new market or
unexpected exit/failure in
an existing market.
Your valuation estimates
(cash flows, risk, growth &
value) are no longer
operative
Your valuation estimates
will have to be modified to
reflect the new data about
the company.
Valuation estimates have
to be redone with new
overall market potential
and characteristics.
Estimate a probability that
it will occur &
consequences
Monte Carlo simulations or Real Options
scenario analysis
Aswath Damodaran
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3. Don’t mistake price for value!
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Drivers of intrinsic value
- Cashflows from existing assets
- Growth in cash flows
- Quality of Growth
Accounting
Estimates
INTRINSIC
VALUE
Valuation
Estimates
Aswath Damodaran
Value
Drivers of price
- Market moods & momentum
- Surface stories about fundamentals
THE GAP
Is there one?
If so, will it close?
If it will close, what will
cause it to close?
Price
PRICE
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Test 1: Are you pricing or valuing?
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Test 2: Are you pricing or valuing?
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Test 3: Are you pricing or valuing?
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EBITDA
- Depreciation
EBIT
- Taxes
EBIT (1-t)
+ Depreciation
- Cap Ex
- Chg in WC
FCFF
Terminal Value
Cost of capital
Present Value
Value of operating assets today
+ Cash
- Debt
Value of equity
Aswath Damodaran
1
$100.00
$20.00
$80.00
$24.00
$56.00
$20.00
$50.00
$10.00
$16.00
2
$120.00
$24.00
$96.00
$28.80
$67.20
$24.00
$60.00
$12.00
$19.20
3
$144.00
$28.80
$115.20
$34.56
$80.64
$28.80
$72.00
$14.40
$23.04
4
$172.80
$34.56
$138.24
$41.47
$96.77
$34.56
$86.40
$17.28
$27.65
8.25%
8.25%
8.25%
8.25%
5
$207.36
$41.47
$165.89
$49.77
$116.12
$41.47
$103.68
$20.74
$33.18
$1,658.88
8.25%
$14.78
$16.38
$18.16
$20.14
$1,138.35
$1,207.81
$125.00
$200.00
$1,132.81
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The determinants of price
37
Aswath Damodaran
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4. Multiples and Comparable Transactions
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To be a better pricer, here are four suggestions

Check your multiple or consistency/uniformity


Look at all the data, not just the key statistics


Too many people who use a multiple have no idea what its cross sectional
distribution is. If you do not know what the cross sectional distribution of a
multiple is, it is difficult to look at a number and pass judgment on
whether it is too high or low.
Don’t forget the fundamentals ultimately matter


In use, the same multiple can be defined in different ways by different
users. When comparing and using multiples, estimated by someone else, it
is critical that we understand how the multiples have been estimated
It is critical that we understand the fundamentals that drive each multiple,
and the nature of the relationship between the multiple and each variable.
Don’t define comparables based only on sector

Defining the comparable universe and controlling for differences is far
more difficult in practice than it is in theory.
Aswath Damodaran
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1. Check the Multiple

Is the multiple consistently defined?



The consistency principle: Both the value (the numerator) and the
standardizing variable ( the denominator) should be to the same
claimholders in the firm. In other words, the value of equity should be
divided by equity earnings or equity book value, and firm value should
be divided by firm earnings or book value.
The cost of mismatching: Assets that are not cheap(expensive) will
look cheap (expensive), because your mismatch will skew the
numbers.
Is the multiple uniformly estimated?


The uniformity rule: The variables used in defining the multiple should
be estimated uniformly across assets in the “comparable firm” list.
The cost of ignoring this rule: You will be comparing non-comparable
numbers and drawing all the wrong conclusions.
Aswath Damodaran
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Let’s try these definitional rules: PE ratio
PE = Market Price per Share / Earnings per Share
 There are a number of variants on the basic PE ratio in use. They are
based upon how the price and the earnings are defined.
Price: is usually the current price
is sometimes the average price for the year
EPS:
EPS in most recent financial year
EPS in trailing 12 months (Trailing PE)
Forecasted EPS in next year (Forward PE)
Forecasted EPS in future year
 Even though PE ratios are consistent at their most general level, there are
sub-level consistency tests that you have to meet including:


Should you use primary, diluted or partially diluted earnings per share?
What do you do about cash balances at companies and the effects they have on
market capitalization and earnings?
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2. Play Moneyball: Let the numbers talk (not the
analysts)


What is the average and standard deviation for this multiple,
across the universe (market)?
What is the median for this multiple?


How large are the outliers to the distribution, and how do we
deal with the outliers?



The median for this multiple is often a more reliable comparison point.
Throwing out the outliers may seem like an obvious solution, but if the
outliers all lie on one side of the distribution (they usually are large
positive numbers), this can lead to a biased estimate.
Are there cases where the multiple cannot be estimated? Will
ignoring these cases lead to a biased estimate of the
multiple?
How has this multiple changed over time?
Aswath Damodaran
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Multiples have skewed distributions…
PE Ratios for US stocks: January 2015
700.
600.
500.
400.
Current
Trailing
300.
Forward
200.
100.
0.
0.01 To 4 To 8 8 To 12
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12 To
16
16 To
20
20 To
24
24 To
28
28 To
32
32 To
36
36 To
40
40 To
50
50 To
75
75 To
100
More
43
Making statistics “dicey”
44
Current PE
Trailing PE
Forward PE
Number of firms
7887
7887
7887
Number with PE
3403
3398
2820
Average
72.13
60.49
35.25
Median
20.88
19.74
18.32
Minimum
0.25
0.4
1.15
Maximum
23,100.
23,100.
5,230.91
Standard deviation
509.6
510.41
139.75
Standard error
8.74
8.76
2.63
Skewness
31.
32.77
25.04
25th percentile
13.578
13.2
14.32
75th percentile
33.86
31.16
25.66
Aswath Damodaran
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3. Understand your “implicit” assumptions

What are the fundamentals that determine and drive these
multiples?



Proposition 1: Embedded in every multiple are all of the variables that
drive every discounted cash flow valuation - growth, risk and cash flow
patterns.
In fact, using a simple discounted cash flow model and basic algebra
should yield the fundamentals that drive a multiple
How do changes in these fundamentals change the multiple?


The relationship between a fundamental (like growth) and a multiple
(such as PE) is seldom linear. For example, if firm A has twice the
growth rate of firm B, it will generally not trade at twice its PE ratio
Proposition 2: It is impossible to properly compare firms on a multiple,
if we do not know the nature of the relationship between
fundamentals and the multiple.
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PE Ratio: Understanding the Fundamentals
Equity Multiple or Firm Multiple
Equity Multiple
Firm Multiple
1. Start with an equity DCF model (a dividend or FCFE
model)
1. Start with a firm DCF model (a FCFF model)
2. Isolate the denominator of the multiple in the model
3. Do the algebra to arrive at the equation for the multiple
2. Isolate the denominator of the multiple in the model
3. Do the algebra to arrive at the equation for the multiple
Aswath Damodaran
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The Determinants of Multiples…
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4. Define “comparable” broadly & control for
differences

Given the firm that we are valuing, what is a
“comparable” firm?



While traditional analysis is built on the premise that firms in the
same sector are comparable firms, valuation theory would
suggest that a comparable firm is one which is similar to the one
being analyzed in terms of fundamentals.
Proposition 4: There is no reason why a firm cannot be
compared with another firm in a very different business, if the
two firms have the same risk, growth and cash flow
characteristics.
Given the comparable firms, how do we adjust for
differences across firms on the fundamentals?

Proposition 5: It is impossible to find an exactly identical firm to
the one you are valuing.
Aswath Damodaran
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Pricing Twitter: Start with the “comparables”
49
Number of
Enterprise
users
Company Market Cap value
Revenues EBITDA
Net Income (millions)
EV/User
EV/Revenue EV/EBITDA
Facebook
$173,540.00 $160,090.00 $7,870.00 $3,930.00 $1,490.00
1230.00
$130.15
20.34
40.74
Linkedin
$23,530.00 $19,980.00 $1,530.00
$182.00
$27.00
277.00
$72.13
13.06 109.78
Pandora
$7,320.00 $7,150.00
$655.00
-$18.00
-$29.00
73.40
$97.41
10.92
NA
Groupon
$6,690.00 $5,880.00 $2,440.00
$125.00
-$95.00
43.00
$136.74
2.41
47.04
Netflix
$25,900.00 $25,380.00 $4,370.00
$277.00
$112.00
44.00
$576.82
5.81
91.62
Yelp
$6,200.00 $5,790.00
$233.00
$2.40
-$10.00
120.00
$48.25
24.85 2412.50
Open Table
$1,720.00 $1,500.00
$190.00
$63.00
$33.00
14.00
$107.14
7.89
23.81
Zynga
$4,200.00 $2,930.00
$873.00
$74.00
-$37.00
27.00
$108.52
3.36
39.59
Zillow
$3,070.00 $2,860.00
$197.00
-$13.00
-$12.45
34.50
$82.90
14.52
NA
Trulia
$1,140.00 $1,120.00
$144.00
-$6.00
-$18.00
54.40
$20.59
7.78
NA
Tripadvisor $13,510.00 $12,860.00
$945.00
$311.00
$205.00
260.00
$49.46
13.61
41.35
Average
$130.01
11.32
350.80
Median
$97.41
10.92
44.20
Aswath Damodaran
PE
116.47
871.48
NA
NA
231.25
NA
52.12
NA
NA
NA
65.90
267.44
116.47
49
Read the tea leaves: See what the market cares
about
50
Market
Cap
Market Cap
Enterprise
value
Revenues
EBITDA
Net
Income
Number of
users (millions)
1.
Enterprise value
0.9998
1.
Revenues
0.8933
0.8966
1.
EBITDA
0.9709
0.9701
0.8869
1.
Net Income
0.8978
0.8971
0.8466
0.9716
1.
Number of users
(millions)
0.9812
0.9789
0.8053
0.9354
0.8453
1.
Twitter had 240 million users at the time of its IPO. What price
would you attach to the company?
Aswath Damodaran
50
Use the “market metric” and “market price”
51




The most important variable, in late 2013, in
determining market value and price in this sector (social
media, ill defined as that is) is the number of users that a
company has.
Looking at comparable firms, it looks like the market is
paying about $100/user in valuing social media
companies, with a premium for “predictable” revenues
(subscriptions) and user intensity.
Twitter has about 240 million users and can be valued
based on the $100/user:
Enterprise value = 240 * 100 = $24 billion
Aswath Damodaran
51
4. Don’t mistake luck for skill!
52
Aswath Damodaran
52
But here is the big picture
53
Aswath Damodaran
53
The Impossible Quest: Searching for
“smart” money
54

We are constantly told that there is “smart” money out there, i.e.,
investors who have figured out ways to beat the market
consistently.



Can you name one category of investors that you would list as “smart”
money?
Can you name individual investors that you would call “smart” money”
It is every active investor’s dream to be one of the “smart money”
group. What do you need to bring to the game to have a good
chance of succeeding?
a.
b.
c.
d.
e.
f.
Lots of money to invest
Smarts (High IQ, College Pedigree)
Information access (Better data, More data, Proprietary data)
Information processing (Better models, Bigger computers)
Trading platform (High speed trading)
Something else (What?)
Aswath Damodaran
54
And the final lesson..
Aswath Damodaran
55