Author Archives: amateurinvestor

Mercado Libre Adapted to Market Challenges, with Fintech Revenue gradually outpacing Ecommerce. Concluding Evaluation.

May 16, 2024.

Mercado Libre generates two revenue streams: Commerce Revenue and Fintech Revenue.

Commerce Revenue

A. Revenue related to Services, including fees for merchandise sold, shipping, ads, classifieds, and other services.

B. Revenue from Product sales fees, from first party Mercado Libre product sales and related shipping.

Fintech Revenue

a. commissions for transactions off Mercado Libre ecommerce platform, including digital payments, installment payments, asset trading, credit and debit cards, insurance,

b. interest on loans to consumers and sellers, and on Mercado Pago credit cards

c. Fintech Product Sales revenue from sales of MPOS devices.

Prior to 2020, Revenue was reported differently. Off-Marketplace Revenue corresponded essentially to Mercado Pago Fintech revenue plus shipping, and Ad sales.  On-Marketplace Revenue corresponded essentially to Commerce Revenue. If we can for argument’s sake accept equivalence of the historical Off-Marketplace Rev and modern Fintech Rev, and historical On-Marketplace Rev and modern Commerce Rev, then….

Business revenue has grown remarkably over time.  In 2013, Marketplace Revenue was $331.3 million. By 2023 Commerce Revenue had increased by 24.7 times  to $8.201 billion, a CAGR of 37.84%.   In 2013, Off-Marketplace Rev was $141.3 million.  By 2023, Fintech Revenue had grown by 44.4 times to $6.272 billion, a CAGR of 46.13%.

Fintech Revenue has grown at a faster rate than Commerce Revenue.  In 2013,  Off-Marketplace Revenue was 42.6% of the Marketplace Revenue. By 2023, Fintech Revenue was 76.5% of $8201 Commerce Revenue.  

Fintech Revenue growth outpaces Mercado Libre marketplace commerce revenue, likely because it is derived from a wider population of users, drawing from the wider market of financial services users, not just Mercado Libre marketplace ecommerce customers.  And yet, as previously described, robust ecommerce marketplace growth powered the expansion of Mercado Pago digital payments and fintech products. 

Concluding Evaluation

While revenue has grown consistently at a high rate, diluted EPS has grown with a bumpier course.  With a decrease in 2017, and annual earnings did not exceed the previous level of 2016, until 2022.  Over the decade, annual diluted EPS grew from 1.63 in 2014, increasing 12 times to 19.46 in 2023.

Between 2014 and 2023, top line revenue has grown at an average annual rate of increase of 42.4%. GROSS margin was 71.4% in 2014, fluctuated slightly while trending down over time, ending at 49.8% in 2023.  Outstanding for an ecommerce business. 

The more uneven progression in earnings can be traced to recurrent increases in expenses which are required to build out the business. Periodically, increases in operating expenses are generated by increases in shipping costs, marketing expenses, increased cost of goods sold related to increased sales of MPOS devices, and increasing salaries. Note that total employees grew 22.4 times, from 2,599 in 2014 to 58,313 in 2023.

As earnings grow unevenly, the ROIC is correspondingly of uneven growth.  (Remember that Return on Invested Capital has earnings in the numerator, in the form of Net Operating Profit after tax).  ROIC recovers as earnings do, in years following periods of increased operating expenses. One of the issues with Mercado Libre,  small cap company, growing rapidly in an “emerging market”, is the issue of requiring large increases in operating expenses in order to build out the business, and the lumpiness of earnings this causes. 

We can consider the uneven earnings history in the context of the demonstrated history of the company’s ability to build out the business, in spite of challenges, and successfully persist in growing revenues with a fairly consistent gross margin.  It is this history that allows us to have faith in an investment in this company. Increased operating costs were necessitated by the need to address challenges in the market: the need to create fintech services including MPOS capability and credit cards, the need to establish efficient logistics and shipping network, the need to market the company in the immature ecommerce market.  And these various novel branches of Mercado Libre reinforce the competitive advantages.  There, the historically recurrent increases in operating costs are demonstrably part of the company leadership efforts to adapt to the demands of the market in such a way that enhances the competitive ability of the various capabilities of the company. Sounds like our type of investment.

The gross margin is quite satisfactory.  This is important because this means the market opportunity is supports the business. Demand for this differentiated product and services enables pricing which supports the operating expenses needed to build out the business.

Balance sheet is adequate, showing that MELI has cash flow adequate to fund the capital expenditure required to build the company.  Debt/equity a bit higher than normal for my portfolio at 1.56 but interest coverage is satisfactory at more than 6. 

Free cash flow is very consistent, and Free Cash Flow Margin currently over 30%, confirming the ability to meet demands of Capex for the growing company.

Regarding valuation, the Free Cash Flow to Enterprise Value ratio is 15.8, which incredibly enough, is lower than it has been for the past 10 years.

Enough said for this brave little company.

Mercado Libre: Mutually Reinforcing Ecosystem Capabilities

May 16, 2024.

MercadoLibre aims to widen the number of users of its off-line, digital payments as well as ecommerce services, by providing digital technology payment and wider fintech solutions. 

We will review the various segments within Mercado Libre marketplace and Mercado Pago, and describe in more detail how their functions mutually reinforce each other to  strengthen the competitive advantages of the company.  There are 6 main ecommerce and digital finance services:

1. The Mercado Libre (ML) Marketplace.

Wide, non-specialized assortment of goods, includes first party sales as well as small business vendors and large brands.

2. Mercado Libre Classifieds

Users list and purchase motor vehicles, real estate and services, for a Listings placement fee.  Classifieds are a major source of traffic to the platform, benefitting both the commerce and fintech businesses.

3. Mercado Shops online storefronts solution

Users manage and promote their own digital stores, hosted for free by ML .

4. Mercado Ads

Businesses promote their products on the ML and MP platforms.  First party data is available to create and target particularized audiences.

5. Mercado Pago (MP) Fintech Platform

Currently, MP processes and settles 100% of transactions on ML marketplace in its largest markets:  Argentina, Brazil, Mexico, Colombia, Chile, Uruguay, Peru and Ecuador, and virtually all transactions in the remainder.

MercadoLibre ecommerce development was challenged by a significant population of persons and small businesses that were underserved by the payment and financial industry and therefore could not liberally participate in ecommerce.  MP was born in 2003 as a fintech solution enabling users to send and receive payments on ML. It evolved to extend its services as an online digital payment app to third party online ecommerce sites. MP digital payments infrastructure enables other ecommerce sites, via MP branded or white label SDKs.  Thus, MP has played an important role in enabling the development of LATAM ecommerce.  It has also provided a second line of revenue, after the ML marketplace, for Mercado Libre.

MercadoLibre has developed “online-to-offline” (“O2O”) products which enable use of financial services in other than online commerce. 

The engine to extending the competitive advantage of MercadoLibre from its ecommerce platform to the brick and mortar financial services market, lies in incentivizing the use of Mercado Pago payment tools for transactions off the Mercado Libre marketplace. Key to this incentive, is the rapid expansion of ML platform users, who adopted MP in order to pay online at ML.

“Online-to-Offline” payments products include:

1. In store payments via MPOS (mobile point of sale) devices and QR  codes.

Generate revenue by sale of devices. MP acts as the merchant acquirer for debit/credit card shopping transactions, generating fees.  Off-line merchants are incentivized to use the MP MPOS device because in this way they capture the expanding number of customers for whom the Mercado Pago digital account or credit card is top of wallet, or in fact their only non-cash payment device. These customers might previously have been unbanked, and therefore limited to less convenient and less frequent cash purchase.

2. An app based digital account for personal digital payments

3. Debit cards to spend from the MP digital account

4. Credit Card, in Mexico and Brazil.

In 2023 Visa branded Mercado Pago Credit Cards launched with rapid adoption in a collaboration which added VISA tokenization among services which enhance transaction security.

5. Insurance such as warranties

6. Savings and investment products

Interest earning savings products bring unbanked persons into the financial system, and attract them to participate in the MercadoLibre network.

7. Cryptocurrency trading , in Brazil, Mexico and Chile.

Mercado Pago, includes Mercado Credito.

Created in 2016, Mercado Credito offers credit to the Mercado Libre ecosystem consumers and merchants, on the MP app and on the ML marketplace. 

Mercado Credito has competitive advantages in underwriting its credit, one which relies on consistent investments in technology to pervasively digitize and harness the data that arises from users of the Mercado Libre ecosystem.  Mercado Libre collects primary data from thousands of user touchpoints within the ecosystem. Machine learning and artificial intelligence generate a credit score based on user/seller behavior in the ecosystem.  Note that for a number of customers, these interactions may be their only salient activity in the financial system.

By leveraging digital user and seller data from the Mercado Libre ecosystem to determine credit scores in internally developed models, MP can provide credit to users and merchants in an economic landscape in which conventional financial businesses have difficulty identifying good credit risks, given the relatively underbanked status of the persons and businesses.  

Mercado Pago has a competitive advantage in distribution, in that it offers credit seamlessly at the point of online sale, priced according to the proprietary scoring system.

Mercado Credito offers credit to users, sellers, and as credit/debit cards.

Sellers Mercado credit extends credit based on sellers historic amount of sales.  Bear in mind that availability of credit to small businesses in Latin American economies is lower than in more developed economies.  Sellers are thus tied to the platform with switching cost.  Interest and principle can be pulled from seller revenue.

For purchasers, Mercado Credito offers a buy now pay later (BNPL) product which can be used on or off the ML marketplace, or at any payment transaction that involves MP.  At checkout, if the user has a credit line, it will allow them to buy on installment by paying interest. Personal loans can be accessed directly through the MP app with the funds deposited into the user’s account. Credit increases user engagement.

Credit card: Mercado Credito enables digital payments for users on and off ML platform, without a conventional bank account.  Proprietary models running in the Mercado Pago cloud control credit issuance.

6. Mercado Envios logistics services

Currently available in Argentina, Brazil, Mexico, Colombia, Chile, Uruguay, Peru and Ecuador. Enables sellers to utilize third party logistics services while providing fulfillment and warehousing services. These services reduce friction between buyers and sellers, integrate the full user experience. Moreover, sellers access shipping subsidies to offer free/discounted shipping. In 2020 Meli Air fleet of delivery aircraft began in Brazil and Mexico and are expanding. The Meli Places network of neighborhood locations to receive and store packages in transit. Buyers and sellers can pick up, send or return packages locally.

Mercado Envios logistics provides better service than national carriers, keeping customers and sellers with the platform. Warehousing enables more efficient inventory turnover, which accelerates sales for sellers. Execution of the strategy has been excellent, approximately 50% of Mercado Envios goods are shipped within 24h, and 75% within 48h. Virtually all Mercado Libre marketplace sellers ship via Mercado Envios.

The Meli+ Loyalty Program is a subscription that enables points, digital entertainment services, offers expanded free shipping.  In addition, it optimizes costs in shipping by allowing buyers to schedule a slower shipping date.  The company groups packages and otherwise uses scale to lower costs. In Q1 2024, approximately 5% of shipping was placed on these slower shipment, user scheduled dates, indicating program adoption, and likely reduced shipping costs (Q1 2024 Earnings Presentation Q/A).    The program was relaunched In Brazil and Mexico in 2023, replacing the previous loyalty program which had proved inadequate. The goal of Meli + is to increase user engagement and this in turn increases seller engagement.

In summary, the Mercado Libre ecosystem includes mutually reinforcing capabilities.  The expanding number of Mercado Libre marketplace users incentivizes brick and mortar merchants to accept Mercado Pago digital payments via credit, debit and wallet. Expanded digital finance services bring previously unbanked customers, to the Mercado Libre ecosystem.  Digital technological cloud assets enable Mercado Libre to leverage customer usage data from its ecommerce platform to sell credit to its relatively novice buyers and merchants, which also ties them to the ecosystem with switching costs.  Efficient logistics services enhance seller sales growth, and this attracts buyers. Growth in ecommerce attracts Ads sales.

Mercado Libre, a Multinationally Diversified Emerging Market Success Story

May 10, 2024. Mercado Libre is incorporated in Delaware, USA, and therefore reports its financial statement in accordance with GAAP standards. But substantially all of its revenue, cost of revenue and operating expenses, are generated in the company’s foreign operations.  From its inception, Mercado Libre created subsidiaries diverse Latin American countries with quite diverse economies and governments.  Revenues were reported by business segments of the major national markets.  This underlines the relevance of particular characteristics of national markets to current business results. To my mind, it is striking that Mercado Libre has successfully put together a collection of operations in diverse national regulatory regimes.  From the outset, it did the work of becoming a multinational corporation.  This gives it a barrier to entry for a potential competitor who would have to negotiate the political and economic issues of diverse LATAM jurisdictions. 

One of the risks of investing in “emerging markets” is that the fortunes of a company can be held hostage to political and economic crises which can be more volatile than in more developed nations, which are governed by more established and therefore predictable institutions.  Mercado Libre has mitigated this risk by national diversification, as it were.

when one country is beset by a financial or political challenge of the type that seems to recur in LATAM, the effect may be mitigated by the geographic diversification of Mercado Libre operations.

This was in fact a worry that for some time restrained me from investing in this heroic little company.  Recent events in Argentina served to give a fuller perspective on this concern. In November 2023, inflation reached approximately 160% in the land of Malbec and Tango, and subsequently reach 277% in Feb 2024. In spite of this Mercado Libre beat earnings estimates in the first 3 quarters of FY 2023.  The only reason it missed earnings estimates in Q4 2023 was not related to bad economic news from Argentina. It was because of a tax liability originating from disputed Brazilian taxation authority, which the company took a charge on, reducing earnings for one time. The company showed it can sustain consistent strong growth and profitability overall, company in spite of economic instability in part of its geographic distribution. 

In previous years, Venezuela, one of the initial country bases of Mercado Pago, was overtaken by a Socialist regime which in effect criminalized capitalism and subjected participants to confiscatory financial penalties, including suspension of foreign exchange markets. Sadly, Mercado Libre no longer had effective control of the Venezuela business and financial activities.  The Venezuela Subsidiary was “deconsolidated” at end of 2017, a loss of $85.8 million being reported under operating expenses, as all Mercado Libre assets in the country were written off.   However, the company continued to thrive in saner jurisdictions.

This multinational, multicultural corporation engages the potential of its human capital. Mercado Libre develops and operates most software and technology in-house. Several development centers are maintained, in various countries. Development teams native to the several countries draw form their own diverse national linguistic and cultural insights when developing products for their national market.

Mercado Libre, a multinational emerging market ecommerce and fintech company incorporated in the USA, has successfully navigated the diverse economic and political landscapes of Latin America, mitigating risks through geographic diversification. Despite challenges like Argentina’s soaring inflation and Venezuela’s fall to socialism, the company has shown resilience, maintaining strong growth and profitability. Mercado Libre’s in-house development across multiple countries leverages local insights, creating a barrier to entry for competitors and demonstrating the strength of its multinational, multicultural approach.

Mercado Libre (MELI) transformed scarcity into competitive advantage

May 9, 2024.

Mercado Libre is an ecommerce and fintech company operating in Latin America (LATAM).  Mercado Libre was established in late 1999 by cofounder and current CEO Marcos Galperin; headquartered in Uruguay, and incorporated in Delaware, USA.  It started operating initially in Argentina in August 1999, by the end of the year had added Brazil and Mexico, the largest regional country markets. By the end of 2000 it added Venezuela, Uruguay, Colombia, Chile and Ecuador, and continued to expand. It IPO’d in 2007.  It currently functions in 18 countries, including those previously mentioned, and Bolivia, Paraguay, Costa Rica, Dominican Republic, Guatemala, Honduras, Costa Rica, Nicaragua, Panama, and El Salvador. That is, all the Spanish speaking countries in the region plus Brazil.

MercadoLibre has become the largest ecommerce company in LATAM by revenue and unique visitors, as well as one of the leading fintechs by revenue.  It is the surviving victor of a competition, over the course of its lifetime, with a number of regional and international ecommerce companies.  This accomplishment speaks to the quality of the management and strategic success.  I avoid novel companies. The historical record of MercadoLibre demonstrates that its management and workers are able to make the correct decisions and execute to continue profitable growth. 

Given the strength of Mercado Libre’s human capital, this combines with Mercado Libre’s origin in LATAM in explaining some key traits of its history, as well as its particular strengths. In particular, Mercado Libre originated in an environment of scarcity of some needed resources.

Internet penetration is relatively less developed in LATAM, in the region of 70%. Accordingly, Ecommerce is also less mature. Online retail sales are about 5.6% of total retail sales, whereas in US they are 14%.  However, both internet usage and ecommerce penetration are growing quickly. Approximately 192 million people in LATAM have shopped online, in 2024 this is expected to grow to 350 million. Of note, ecommerce growth requires popular participation with specifically digital finance tools, such as mobile or online payment apps, or virtual credit cards, not necessarily with traditional banking.

Public Transportation networks

The relative unreliability of state provided postage and delivery services, has provided an opening for Mercado Libre to build its own Logistics network. Mercado Envio has successfully enabled more efficient delivery than government networks. Moreover, a potential competing ecommerce business would either take the easier route of using Mercado Envio, or it would have to undertake the task of repeating the investment of fixed capital to replicate the Mercado Envio network. 

Significant Unbanked Population

A significant portion of LATAM population is underbanked, not participating in the modern digital (non-cash) financial system, and not able to participate in ecommerce.  For instance, less than 50% of the population in Latin America have a consumer financial institution account, whereas about 90% has the same in the US. This made it necessary for Mercado Libre to build a digital payment system and attract users, in order to enable consumers to use its ecommerce. This was Mercado Pago.  In 2013, Mercado Pago had 28.6% penetration in payments on Mercado Libre platform. By 2017 this share had reached 81.9% and was no longer tracked in the 10Ks.

Whether the numbers given are precisely accurate is less important that what these patterns signify.  They mean that MercadoLibre, in the course of growing into the largest ecommerce and digital payments platform in Latin America, has sat its disposal a runway of growth that is expanding in a way is qualitatively different from that for digital payments or retail companies in more developed countries.

Conversely, the conditions of scarcity of needed resources under which the company developed in the regional markets posed sharp challenges to company growth.  MercadoLibre management took these on. And paradoxically, these challenges gave it opportunities to build a competitive advantages that are more comprehensive than those available to ecommerce players in more developed countries.

As CEO Marcos Halperin described:

In 1999, our company was a marketplace, an online auction site. We had not created Mercado Pago, Mercado Envíos or the other solutions and tools that enriched our value proposition to form the ecosystem that today makes life easier for millions of people in the region, reducing gaps and promoting development. When we started, those business units were not even ideas. But problems appeared, we turned them into challenges and generated solutions. We took risks with each of them, we had successes and errors, we learned, innovated and achieved the impact that inaugurated new paths” .

This is one of a series of articles on Mercado Libre.

United Health Group Competitive Advantages: Scale, Cost, Network  – and Efficiency.

April 25, 2024. How does United Health Group (UHG) drive its competitive strength in the US healthcare market?

United Health Group comprises two distinct, complementary business platforms, United Healthcare and Optum.  UnitedHealthcare offers health insurance benefits under 3 divisions. UnitedHealthcare Employer & Individual serves employers of every size and private or public sector.  United Healthcare Medicare & Retirement serves Medicare beneficiaries, including Medicare Advantage, and retirees. United Healthcare Community & State manages benefits for state Medicaid and community programs. 

Market Share drives scale and derivative network advantages.  Through organic growth as well as serial acquisitions, United Healthcare has become the largest insurer in the US, by premiums written and number of lives covered.  Of note, it has the greatest number of Medicare Advantage clients.  Its market share in a number of local markets is large enough to drive competitive advantages of scale; with a majority local market share of customers insured, it can demand lower prices from medical providers.  Accordingly, it can offer lower insurance premium prices to payer clients such as employers.  The low prices resulting from scale advantages, support the competitive advantage of network effect.  The employers attracted by low premium prices, attract providers who need access to the population of insured patents.

Business diversification confers economic resiliency

Optum contains 3 segments: Optum Health, Optum Rx, and Optum Insight.  These are diverse businesses that reinforce the business agility and competitive strength of each other and the United Healthcare insurance platform. 

Optum Rx is a Pharmacy Benefit Manager (PBM) which creates switching costs competitive advantage related to contracts with employers.  PBM scale attracts drug makers and pharmacies who need access to the insured patient population. Low Cost competitive advantage results because the PBM can demand lower prices from these pharma companies and pharmacies.  These lower prices attract employers, which attracts drug makers in a virtuous cycle.  UNH actually ranks third in market share, among large US PBMs

Optum Health operates medical care providers; chiefly primary care, urgent care and outpatient surgeries, as well as a wide range of ancillary care  services.  Optum Health operational efficiency is guided by data, technology and analytics of Optum Insight, described below. These tools improve care practice and reduce cost. When patients covered by United Healthcare insurance use care from Optum Health, the relatively favorable value/cost ratio obviously reduces costs for the insurance group.  But these attractive margins also attract business from  other insurers. 

The business diversification brought by Optum Health benefits UHG by increasing revenue when medical care utilization increases, such as during seasonal epidemics.  This gives UHG an advantage which pure play insurers do not have because their medical loss ratio (MLR), the proportion of revenue paid in claims, must increase during such episodes.

Optum Health includes Optum Financial, including Optum Bank. With over 24 million consumer accounts, nearly $22 billion in assets under management, Optum Financial facilitates payment flows for consumers, via tools which include Health savings accounts, Flexible Spending Accounts, Health Reimbursement Arrangements and other financial benefits. Optum Financial charges fees and earns investment income on managed funds

Optum Insight is an analytics and consulting service business made possible by the digitalization and exploitation of data resulting from the considerable experience of UHG.  It has likely the largest medical records data collection in the health insurance market, including over 285 million lives of clinical data and claims (URL 2023 10K) In this division, data is harnessed to various important applications for insurers, providers and patients.  Meanwhile, the evolution and growth of the Optum Health care provider business gives United Health Group an experiential advantage that pure play insurers do not have. It serves as a living laboratory of the Optum Insight management intelligence.

In essence, the Optum Insight business consists in harnessing data to increase economic efficiency and consumer, payer and provider engagement in healthcare. Increasingly, this consists of the application of digital tools, with Artificial Intelligence (AI) in an important role. Software tools obtain a higher gross margin than the healthcare provider business they are deployed in.  By reducing friction, improving the patient and provider experience and reducing costs of inefficiencies in the US healthcare system. Optum creates value which drives its competitive advantage.

For providers and insurers, Optum optimizes revenue cycle including coding, billing, utilization review.  Medical records and claims data is exploited using AI, including novel natural language recognition software which it patented. It provides management consulting and clinical quality guidance resources to enable modernization of  administration and improved business efficiency including value based care. Digital transformation reduces administrative costs and delays.

Optum thus provides diverse resources to enable client insurance or care provider businesses to  improve their performance.  Especially the smaller companies in these industries tend to have thin margins. A contract with a consulting client may include a financial or performance outcome which must be attained in order for Optum to be paid for practice changes or software tools it advised and managed.   At times, the Optum Health segment acquires businesses that were not financially successful enough to remain independent, as in the recent case of the national physician practice network of Steward Health.

Optum Insight reinforces the competitive advantage of the United Healthcare Group by increasing efficiency and raising margins of all UHG business segments.  And Optum’s management consulting services do not benefit UHG just by compensation for the services rendered. Contracts whereby Optum Insight is deeply involved in clients operations likely have advantages of switching costs.  Moreover, a client such as a medical provider group which increases profitability because of Optum management consulting, can raise United Health insurance margins by tolerating lower insurance reimbursement, in order to serve the patient population of United Health insured consumers. This is where the larger amounts of revenue is created, as a result of the work Optum does to reduce business costs for the care provider entity, such as hospital or practice. The management consulting work of Optum reinforces the scale and low cost competitive advantages that enable UHG to attract employers and other payers of health insurance.

Of the 4 business segments of UHG, Optum Insights has the highest operating margin.  However, because of recurrent acquisitions, Optum Rx and Optum Health segments have grown faster in size.  Nevertheless, as I described, I feel the business activities housed in this smallest segment are key to sustaining the company’s competitive advantage.

Over 10 years from 2013 to 2022 (I read 10 years of annual reports for this), UHG Operating Earnings were contributed by the 4 business segments in proportions which  changed as follows.  In 2013: United Health: 74%, Optum Health: 9.85%, Optum Insight: 8.6%, Optum Rx: 7.4%.   In 2022: United Health: 50%, Optum Health 21%, Optum Insight: 13%, Optum Rx 16%.  Over the decade, the percentage of Operating Earnings provided by United Health insurance segment declined from 74% to 50% of the corporate total, with those of the other three segments increasing. Earnings of Optum Rx and Optum Health rose more than those of Optum Insight, because they included the earnings of newly acquired companies.

The Operating Margins of the 4 segments have changed as follows: 2013: United Health insurance: 6.4%, Optum Health: 9.9%, Optum Insight: 19%, Optum Rx: 3.1%.  2022: United Health: 5.8%, Optum Health: 8.5%, Optum Insight: 24.6%, Optum Rx: 4.4%. Optum Insight is the most profitable as a business, although it produces the smallest proportion of operating profits.

Regarding current valuation of the stock, the price/earnings (PE) ratio is currently 21, approximately the same as the average of the last 10 years.

From 2014 to 2023, annual diluted EPS rose 4.186 times over, from 5.7 to 23.86 dollars per share.  Meanwhile, ROIC, in mid-teens, and ROA, over 20%, have been quite consistent. Discovering United Health Group (UNH), a Novel Portfolio Holding. | amateurinvestor.net In recent quarterly earnings reports, the stock sells off somewhat when the medical loss ratio (MLR) is reported to exceed analyst expectations, regardless of the fact that UNH beats earnings expectations. It also declined when CMS raised Medicare reimbursement less than expected.  Thus, the stock price is essentially unchanged for the year.

As we intimated previously, a preeminently successful health insurance company such as UHG has a history of continuing to raise revenue and profitability despite the apparently ever-present nemesis of medical costs, and ever reluctant (but inevitably materializing) payment for these costs. Having started a position in UNH about a year ago, ideally I would have waited until some of these transient misfortunes occurred, in order to obtain a lower price.  Apparently, we do not live in an ideal world.

In Optum Insight, digital transformation, including AI, will continue to progress into the healthcare industry, liberating value, and no doubt United Healthcare Group will continue to lead here. Whereas AI is now a “hot topic” and expected to create vast stockholder wealth in a rush, healthcare insurance companies never seem to be popular.  It seems UNH stock is held hostage to expectations regarding the MLR, regardless of its ability to consistently beat earnings expectations. The advantage of this is that it is less likely to rise euphorically, with subsequent dramatic drops in price. Instead, it must earn its way up in price through demonstrated, sustained earnings growth. As it has done, with an average annual return of 25.18% as of April 24, 2024, since March 1990. The total return calculator (including dividend reinvestment) only goes back to that date. But the stock had doubled between IPO on October 16, 1984, and April 1990.

Q1 2024: Adobe beats as usual Earnings and Rev estimates, but Stock sells off on worry about near term growth

March 18, 2024. In the First Quarter (Q1) of fiscal year 2024, Adobe beat earnings and revenue expectations.  One of the take-home messages of the earnings call webcast was that monetization of AI related features would be apparent in the second half (H2) of the fiscal year (Adobe fiscal year ends in very early December, so H2 would start in very early June).   While Adobe beat analyst earnings and revenue expectations for Q1, its guidance, predicted rev and earnings for Q2 2024, was less than what analysts had expected, calculated.  Did this affect their financial discounted cash flow models, which determine whether the stock price represents a worthwhile purchase point?  Presumably this is why the stock briskly sold off about 13% after the earnings release.   If we go ahead and attribute a rational justification to the revaluation.  Company leadership, including CEO Narayen, repeatedly stated that guidance of predicted revenue and earnings for the entire fiscal year 2024, which had been made at the earnings release for q4 2023 as per custom, were unchanged, and that accelerated usage of apps and forthcoming monetization of AI related features was proceeding apace and quite satisfactorily.  The CEO outlined that the accelerating proliferation of digital content resulting from the spread of AI related software, increases demand for the Adobe suite of media editing software, which is the best positioned to effectively function in a commercial environment in which copyright must be respected, and in which the digital content editing process must integrate in the corporate workflow, which includes related downstream usage for digital marketing.  

I am making no change in allocation to ADBE. Why do I choose to trust the leadership word that revenue and earnings will remain satisfactory this year?  ADBE consistently beats rev and EPS expectations.  This can be easily seen for example on the https://www.msn.com/en-us/money personal investing website.  Find ADBE, earnings, earnings history.  More fundamentally, the competitive advantage of ADBE enables it to successfully compete with potential rivals.  This competitive advantage lies, just as CEO Narayen outlined, in the market dominating position of Adobe creative software in companies. Adobe is reinforcing and adapting its market dominance here by adding the new capability of AI. As AI is integrated progressively into creative and digital marketing software applications, on one hand it becomes more efficient to create sophisticated content and use it more effectively in digital marketing. This raises value provided per cost to the client.  Just because AI may mean that fewer professional designers are required in existing projects, does not mean they won’t be employed in new projects elsewhere. On the other hand, AI tools mean content creation becomes easier and can be used more widely in the enterprise and out of it, by non-professional creators. In fact, overall demand for digital content creation is accelerating and this means more demand for Adobe software.

Context of Competitive Advantage in the Health Care Insurance System.

Feb 15, 2024. In early 2023, I became aware that United Health Group (UNH) was likely to possess a durable competitive advantage, since it had evolved over about 40 years to become a market dominating company, with an impressive total stockholder return. In order to discover the basis for this competitive advantage, I searched in vain for a book written by or about UNH founders or the company history. I did find a book about the US Healthcare insurance system history: Ensuring America’s Health: the Public Creation of the Corporate Health System. Christy Ford Chapin, published 2017. The following historical outline of the US health insurance system takes liberally from this interesting book.

From the inception of the income tax in 1913, fringe benefits including employee health insurance, were made tax deductible. Over time, public demand grew for comprehensive health insurance.  At the time of price controls during the war time economic policies of FDR, employers offered the tax-deductible employee health insurance fringe benefit to augment compensation and attract workers. The employer tax deduction for employee health insurance was more specifically codified in the Internal Revenue Act of 1954.

In insurance markets other than health insurance, the insured outcome is something that all parties to the insurance contract have an incentive to avoid.  A driver tries to avoid car damage, a home owner avoids burning his house down; the insurer certainly shares the sentiment. As premiums exceed claims most of the time, the company can accumulate a “float” of funds to be invested in order to earn additional income and build the financial resources to fund future claims. The size of the financial reserves thus accumulated, is the basis for the insurer’s promised ability to back claims successfully.

In contrast, in the health insurance market, the customer finds it desirable to make claims for service, a sentiment shared by the provider, and there are no clear  definitions as to what services are legitimately necessary for health. This means that health insurance is unprofitable in the sense that claims paid will tend to approach premium revenue, leaving no room for accumulation of float.  This means that it is a peculiar property of the US health insurance market, that the insurance company must be an important arbiter of the reimbursement rate for health care services.   Because in order to be profitable, the insurance company must devote systematic attention to controlling medical costs, where neither customer nor service provider have an incentive to do so.

Because of the poor economics of health insurance, early (following the Great Depression era) insurance policies covered a limited range of essentially catastrophic coverage.  In the 1940s employers began to offer naturally desirable more comprehensive health insurance partly to stymie labor unions’ influence.  As private insurance spread rapidly to become a popular benefit, unions demanded comprehensive coverage for their members as a counter for moderated wage increase. Physicians’ groups encouraged private insurance, while insisting on fee for service, and fended off insurer influence over reimbursement or choice of care. Physicians feared insurer restrictions on price and provider independence, which they considered to be a gateway to government sponsored coverage and associated control of reimbursement and practice. Private insurance companies, while unsettled about low margins, had similar fears regarding the development of government insurance, therefore tended to supply demand for progressively more comprehensive policies.  Their business grew rapidly.  Health care insurance was paid for by a third party, namely the employer, union or government. Regarding government payment, at this point in history, it was the growing Federal Employees Health Benefits Program which paid for and in effect subsidized private insurance for federal employees.  With prices determined by providers and ancillary healthcare service or equipment providers, who could be confident their costs would be covered, consumers were not restrained by prices, and healthcare price inflation exceeded that in the rest of the economy.

In the absence of other restraint on prices, private insurers gradually began to take a role in determining reimbursement. They were aided over time and experience by the evolution of actuarial data needed to do this effectively. As health insurance became more comprehensive, the many claims to be covered, involved innumerable conditions and treatments.  Over time, the complex data sets needed to make sense of claims administration were developed, at times including data sharing among different companies. This developed expertise in controlling reimbursement costs.

Healthcare inflation was a public policy issue which led to the formation of Medicare and Medicaid, the feared government sponsored plans, after at least a decade of discussion and negotiation. By that time the private health insurers had established a business infrastructure to address billing and payments.  In the political conflict between proponents leaning toward a government single payer system and those for private insurance, the use of the private insurance company model to administer the government sponsored systems, subject to government regulation and funding, was appealing as a viable compromise.

The creation of fully government funded health insurance, administered as it was by private insurers, who would thereby profit, meant that the private insurer model was further embedded in the structure of the US health care.  As price inflation did not abate, the insurance companies gradually increased their control over reimbursement, leading to DRGs, formation of HMOs, PPOs, and the current system, of which value based care is the latest attempt to maximize value per cost, while optimizing outcome as a value to the customer.

In summary: private health insurers play an indispensable role as mediator, or market maker, in the US health system.  They insure comprehensive health insurance, which most of the population regards as indispensable.  This is paid for at least as a strongly established expectation, if not legal entitlement, by employers and, ultimately, state and federal government. Because of the natural incentive to consume healthcare, in the peculiar economics of healthcare insurance policies, claims made tend to chase the level of premiums revenue, and gross margins are correspondingly attenuated.  But because of inexorably expanding demand, and reliable payment for insurance, health insurer revenues will tend to continue rising.  A company which has a market dominating position in this ecosystem, has access to total addressable market which will likely grow for the foreseeable future.  Market growth is driven by population growth, especially of the aged; increase in price and frequency of utilization; increase in government funding, among other factors.

The question remains, how can a company establish a market dominating position in this system? It would need to widen the gap between claims expenses and premiums revenue; that is, minimizing the medical loss ratio (MLR), funds paid for medical costs of members, divided by premiums revenue.  By economies of scale, in which an insurer accesses a relatively larger population of customers (potential patients) as members, it could demand relatively lower reimbursement prices from healthcare providers.  Meanwhile, access to a large number of providers attracts contracts from large corporate employers and large numbers of individuals, government entities or other payors. Moreover, it can build access to a diversified network of healthcare facilities that build on mutual synergies, to encourage lower prices as well as attract business from payors.  For instance, association with a large number of rehabilitation medicine providers could lead them to accept a lower reimbursement bid, if the insurer is also associated with a correspondingly large number of referring orthopedists. 

Other than minimizing the MLR relative to premiums revenue, the health insurer could create additional revenue streams by selling other services, derived from its experience in insuring, that raise productivity and lower costs for its customers as well as providers. For example, healthcare billing software, clinical pathway analytics, pharmacy services. 

Finally, the insurer could build or acquire healthcare providers that are incentivized to reduce cost relative to value through management guidelines developed by the previous insurance experience.

In a subsequent article, I will outline how United Healthcare uses these strategies to maintain a consistent competitive advantage relative to other insurers.

Discovering United Health Group (UNH), a Novel Portfolio Holding.

Feb 9, 2024.  In 2022, risk-on stocks in the US markets fell.  My portfolio holdings at the time, Microsoft (MSFT), Adobe (ADBE) and Visa (V), all growth stocks, participated to varying degrees.  They all have persistently high gross and net margins, and consistently high returns on invested capital. These are key signs of the presence of a durable competitive advantage of their business, and these are traits I screen for in routine searches for investments.  In spite of their outstanding financial accounting features, all were falling in 2022. MSFT and ADBE especially had price earnings multiples which had been climbing for years, based on expectations of continued earnings growth. They were therefore vulnerable to a downward revision of earnings expectation.

But not all stocks in the market were falling.  I wondered, was it possible that there were companies with strong business qualities, but which I had previously failed to identify as investment candidates, because their financial statements had features which differed from those of my customary investments?  I reasoned that furthermore, such undiscovered businesses would likely have historical returns which did not necessarily correlate with those of my current portfolio holdings. 

Somehow, sometime in late 2022 I discovered, or was affronted by, the somewhat outrageous but undeniable fact that the largest public health insurance company, United Health Group (UNH), had an average annual return since its IPO, higher than that of the mighty MSFT. As of Jan 31, 2023, using a free online stock total return and dividend calculator, I found the average annual return of UNH since IPO on Oct 16, 1984, was 26.14%.  This beating MSFT, which since its IPO March 16, 1986 had a average annual return of 25.14%.

How could this be?  In order to find some basis for the first-class total stock return of United Health Group over its history as a public company, I naturally needed to check out its financial statements and relevant ratios. One pretty good source of this information that I use is stockanalysis.com.  There, I found that in the past 10 years, UNH gross margin was never as high as 30%, and net profit margin barely reached 6% in 2022. These poor margins were the reason UNH had been rejected in my occasional screens for good investments up until now. 

Brief research into UNH history told a story of a company which grew through mergers and acquisitions as well as organically, to become the dominant public diversified health insurer.

Upon further review of UNH  financial statements and ratios, we do see some inviting accomplishments over the past 10 years. Notwithstanding relatively low profit margins, revenue has grown consistently. Annual earnings growth has outpaced revenue growth, suggesting economic value added. Return on invested capital (ROIC) has been in mid-teens. Return on equity (ROE) has been over 20% for most of the past decade.  Return on assets (ROA) has been almost always lower than 8%; balance sheet assets, including goodwill, have grown along with revenue. This is likely because UNH has grown through acquisitions. Liabilities have kept pace and in fact grown a bit faster than equity, However, the  debt/ equity ratio has usually ranged between approximately 50% and 75%. Indebtedness has grown somewhat but interest coverage is still about 10x currently.

We see evidence of consistent consideration for shareholders. The company paid dividends annually since 1990, and increased the dividend annually since 2010. Consistent growth in free cash flow, accompanied by reduction in number of shares outstanding.

The combination of sound financial statements and the world class shareholder return since IPO in the 1980s, suggests the existence of a durable competitive advantage, interestingly, in spite of the narrow gross and net profit margins. The longevity of the company implied it had successfully adapted to maintain its competitiveness in the evolving healthcare market.   Durable competitive advantage, and the ability to continue adapting its product in a profitable way, to the market as it evolves, in order to perpetuate the company’s market dominance, are the seminal qualities of my favored type of long equity investment, which I term the “eternal company”.

How could a company continue to grow its earnings over 5 decades, surviving 6 recessions, while earning a net profit margin of less than 6% ? I endeavored to discover the history and basis for UNH competitive advantage, which I will describe in a subsequent article.

Balanced fear and trust in portfolio construction

1-10-2024 Humans have an emotional basis for thought, including their portfolio investment decisions. Therefore, practically speaking, a successful investment strategy must be able to operate while being associated with these emotions, functioning both in spite of, as well as because of them.

The market correction of 2022 was related to the Federal Reserve’s increase of interest rates, with consequent fears of prospective slowing of economy, and associated adjustments in analysts’ models and earnings estimates.  Market downturns cause fear among holders of stocks. This is not totally avoidable, and it happened to me.

Why was I afraid?  Unfortunately, I had committed a major error in my role as investor, an error which had become a pattern over several preceding years.  New time constraints occurred, related to devotion family demands,  passionate commitments to fulfilling personal pursuits, and duty to professional demands. Therefore, over a few years I had much reduced my formerly practically constant reading about my companies and investing in general.

Bearing in mind the nature of my investments, “eternal companies” with a durable competitive advantage that have the “culture” and capital, human and financial, to adapt to continue dominating their market.  These companies can weather an economic downturn and rise with the recovery and continue on their march to growth.  We know this because they have done so repeatedly over their history, and they continue to develop the qualities which drive this durability. And so these companies do not require constant monitoring to see if their earnings are finally coming into existence, or if paying customers are appearing, as is the case with some novel hot companies.  Indeed, this is one specific advantage of the “eternal company” concept for the individual investor who has done the work to select investments, but does not want to spend an inordinate amount of time on an ongoing basis, worrying about his portfolio.

However, because I was no longer keeping close track of my investments, having reduced my immediate awareness of my portfolio companies’ current achievements and strengths, I was vulnerable to the fear which affects the ignorant in a market downturn.  In the anxious and volatile market of Summer 2022, recession was widely predicted by economists for early 2023. I began to read again. I did not in panic sell my holdings at the low points.  This was because I know they are sound investments and this attachment has an emotional tone.  However, while I refreshed and reestablished my current knowledge of the repertoire of business strengths of my companies, I felt the need to do something to protect my portfolio from a time period of losses of unpredictable duration. I searched for a suitable candidate investment to which I might allocate part of my capital. One which did not correlate with my current holdings and might therefore better withstand a possible upcoming recession.

Thus, at approximately the end of January 2023 I shifted some funds from my current holdings, to a novel portfolio component: United Healthcare Group (UNH).  I reallocated approximately 1/3 of funds from ADBE, 1/4  from MSFT, and less than 1/4 from V. I made these moved because of anxiety regarding recession, rising interest rates and the effects on tech and digital finance stocks. But I made only a partial reallocation, because I trusted my current companies would certainly eventually recover and in fact likely take market share during any recession.

As the broad market recovered in the second half of 2022, it became clear that I had traded a portion of funds out of my current holdings, just in time to miss the major recovery run ups of 12.3% for V, 49.3% for MSFT and 60.6% for ADBE.  In contrast, UNH only appreciated approximately 8% between January30 and the end of 2023. My return on investment for 2002 would have been better had I remained fully invested in my original portfolio of eternal companies.

This episode yielded a couple of investor lessons. By regularly reading, keeping informed about your own investments, you are continually aware of the reason that they are sound investments.  Had I done this, I might have held onto my ADBE, MSFT and V with more confidence, knowing that the companies would certainly survive and thrive.  Even should a recession have occurred, as companies riding a wave of secular market expansion, they would play an early part in the rebound of market sentiment as the prospect of tangible economic growth reappeared ahead.

Second, equally important: regularly search for novel portfolio candidate companies which are in a different business and sector than current holdings.  Do this research in anticipation of a change in economic conditions which makes the novel companies a relatively better value.  In this way, you can be ready to shift allocation into them at this relatively lower valuation compared to your current holdings. Moreover, preferential selection of companies in different sectors promotes construction of a portfolio whose future performance is less vulnerable  to economic changes which harm a specific sector. Finally, keep informed of valuation conditions in the various market sectors so as to know when they are likely to present relatively better values and opportunities for purchase.

Because I did not maintain this regular, anticipatory research, I had yet to identify new portfolio candidates with relatively more attractive valuations, by the time MSFT, ADBE and V hit new highs in the second half of 2021.  Instead, I delayed until they had already reached subsequent 52 week lows in Spring of 2022.  I therefore lost  the initial period of advantaged returns which could have resulted from diversification into non-correlating holdings.

Notwithstanding my apparently poorly timed UNH purchase, portfolio performance (IRR) for calendar year 2023 was quite good at 43.2%  This was a product of both the durability of my long term holdings, and that of the new investment. I continued to trust in my long term holdings and therefore resisted selling them completely even in the face of significant price declines.  This was balanced by anxiety regarding further losses related to a recession, prompting my search for a company meeting my investment criteria, with returns not likely to correlate with my current holdings.

I admit these emotionally related errors not just because I value transparency and truthfulness.  It is important to know that an investing strategy can be reasonably successful in spite of your fears. A strategy which depends on perfect logic is pure fantasy. 

Interestingly, the selection of UNH actually represents an evolution of my eternal company criteria. This innovation was stimulated by necessity, the mother of invention.  I will describe my process for selecting UNH in a separate article.

Amateur Investor Beats S&P performance at 1y, 5y and 10y at end of 2023

 1y(%)3y (%)5y (%)10y (%)
Amateur Investor43.2821.220.1
VOO26.339.9715.6612
Brk-b15.4615.4312.7611.64
VBIAX17.583.739.617.73
Performance of Amateur Investor portfolio compared with Vanguard S&P500 index ETF VOO, Berkshire Hathaway Brk-b, Vanguard Balanced Index Fund VBIAX.

January 4, 2024. Annualized Performance of Amateur Investor portfolio at 1y, 3y, 5y and 10y (%), as of the last trading day of 2023, December 29.  Performance is compared with those of various securities of interest.  The S&P500 broad US market index is represented by the Vanguard S&P 500 ETF (VOO).  Brkb-b is the affordable Class B share of Berkshire Hathaway Inc. (Warren Buffet, Chairman, CEO and President).  The conservative, traditional 60/40 stock/bond allocation strategy is represented by the Vanguard Balanced Index Fund (VBIAX).

1-3-2024. 2023 was an eventful year, including predictions of recession; the failure of China growth to happen after the Communist regime decided to loosen up on draconian covid related lock downs; a liquidity scare in the US related to devaluation of bank assets caused by rapid rise in treasury bond rates.  Portfolio performance was poor in the first quarter. In response, I found a new investment in a sector I had hitherto avoided, but decided to reallocate some funds into United Healthcare Group (UNH). While the reallocation, as it turned out, was poorly timed in the sense that the current holdings of V, MSFT ADBE subsequently recovered wonderfully. However, UNH has a strong competitive advantage and management culture has proven itself over time, generating a top flight total shareholder return since IPO in 1984.  I will describe my approach to UNH in a separate article. This involved an innovation of the eternal company criteria.

MSFT:41%
UNH21.5%
V20%
ADBE16.28%
MELI1.17%
Cash0.02%
Amateur Investor portfolio holdings, by proportion %

Microsoft continues to grow its Azure cloud revenue and usage and gradually take market share from Amazon;s AWS.  It has become a leader in AI application for developers, and in workflows for information workers, using AI presented as a “copilot”.  These are reportedly increasing worker productivity significantly.  The addition of AI capabilities into the repertoire of Microsoft productivity products could produce a hockey stick increase in revenue.

Adobe is integrating generative AI capabilities (Adobe Firefly) into its flagship Creative Cloud, Document Cloud and Experience Cloud applications and has created an AI-first online suite of applications in Adobe Express.  AI integration in Experience Cloud makes personalized and real time marketing more facile and efficient, exposing more, non-professional users to creativity and sophisticated digital marketing. The freemium Adobe Express suite too, introducers a greater number of non-professional creatives to digital creative applications. As the market of potential Adobe application users expands, Adobe management plans over time, to leverage use of generative AI into price increases according to the value added. As a leading digital marketing software provider for enterprises, Adobe enables companies to build custom AI large language models in which no alien copyrighted material is used, and the company branded content is for their exclusive use.  

Visa continues to expand its network into novel areas such as B2B payments (Visa Direct), cross border payments. Where potentially competing networks are used, such as RTP (such as Zelle), Visa is still required to provide services needed to bring the payment service up to expectations regarding security and other features.  Visa continues to partner with leading novel fintech companies to give them access to global markets in payments.

UNH continues to acquire relevant healthcare services companies and develop its value based care coverage and provider network, as it evolves as a diversified healthcare company, providing healthcare insurance,  healthcare services,  ancillary services, pharmacy benefits and digital information applications. UNH products are indispensable and must be paid for, whether by individuals, or more likely by third parties such as employers, unions, government. The diversified array of healthcare services combined with market dominating insurance creates network effects and cost advantages.

Mercado Libre continues to build its ecommerce ecosystem, with ecommerce, Mercado Libre; fintech: digital payment, Mercado Pago, credit, Mercado Credito; logistics, Mercado Envios; and advertising, Mercado Ads. The logistics network reaches from distribution centers to neighborhood stores that serve as service centers for delivery and returns, as well as for local SMB sellers supplying into the ecosystem. As delivery efficiency has resulted in speed and reliability greater than normally available otherwise, this is an important pillar of MELI competitive advantage, bringing sellers and buyers into the ecosystem, where each component is advantaged by combination with the other.

While we continue to pray for the world’s people in their difficulties, I feel these companies will continue to adapt and thrive, while enabling people to accomplish more.