2013 | 2014 | ||||||
Price: | 19.37 | EPS | $0.00 | $0.80 | |||
Shares Out. (in M): | 290 | P/E | 0.0x | 24.2x | |||
Market Cap (in $M): | 5,625 | P/FCF | 0.0x | 0.0x | |||
Net Debt (in $M): | 0 | EBIT | 0 | 0 | |||
TEV (in $M): | 0 | TEV/EBIT | 0.0x | 0.0x |
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E*Trade Financial Corporation (NASDAQ: ETFC)
December 30, 2013 – Long
Market Statistics
Price: $19.37
52 Week: $8.68 – 19.61
Diluted Market Cap: $5.6 billion
Dividend Yield: 0.0%
Price / TBV: 2.00x
Price / 2014E: 24.2x (consensus)
Price / 2015E: 18.3x (consensus)
Trading Statistics
3 Month ADV: 3.0 million
Short Interest % of Float: 6.0%
Days to Cover: 5.7
5%+ Major Shareholders
T. Rowe (8.3%), Vanguard (6.0%), Bank of NY Mellon (5.8%)
5 Year Returns
IRR: 19.0%, MOIC: 2.4x
Target Share Price: $46.24 (12/31/18)
Thesis
E*Trade Financial (“ETFC”) is a stock that has suffered in the past due to a plague of balance sheet issues. I believe the Company is past much of these legacy credit issues and the stock today represents an interesting deep value restructuring situation with several catalysts clearly in view.
The Company trades in line with its peers Charles Schwab and TD Ameritrade, at 24.2x versus 28.1x and 22.5x Price/2014EPS, respectively. However, I believe ETFC should warrant a premium valuation relative to peers because the Company is at an inflection point in its earnings trajectory to accelerate profitability. ETFC management has several operating levers at its disposal to drive earnings growth in the coming years, and an improvement in the macro environment from a rebound in retail trading activity and the normalization of interest rates could provide a nice tailwind to uplift earnings.
Specifically, the Company can implement the following initiatives to drive earnings growth:
The purpose of this paper is to (i) outline a set of methods in which ETFC can enhance earnings and (ii) dimension the risk of the Company’s legacy loan portfolio. These actions will occur over several years so the stock will reward patient long term investors. As this Company has a long run way for earnings growth, my recommendation is to buy the stock on opportunistic market dips.
Returns Summary – Roadmap for Long Term Earnings Growth
LTM | ||||||||||
09/30/13 | 2018E | Notes | ||||||||
Net operating interest income | 985 | 1,571 | Average earning assets increases from $40bn to $53bn | |||||||
Repo / FHLB paid down according to maturity schedule, falling from $5.7bn to $1.9bn | ||||||||||
2/3 of customer deposits held at third party financial institutions brought back on BS | ||||||||||
Reach 3.00% net interest spread by 2018 | ||||||||||
Commissions | 397 | 705 | 3.5% growth in client accounts from 3bn to 3.5bn | |||||||
Client activity rate increases from 5% to 7% | ||||||||||
DARTs increase from ~150k to ~250k | ||||||||||
Fees & service charges, other | 179 | 252 | Assume ~10% of revenues | |||||||
Principal transactions | 81 | 0 | Reduce to $0 due to sale of market making business. | |||||||
Other non-recurring | 103 | 0 | ||||||||
Total revenues | 1,744 | 2,529 | ||||||||
Provisions | 201 | 0 | Reduce to $0 as losses related to legacy loan portfolio runs off | |||||||
Servicing | 51 | 2 | Reduce to $0 as servicing costs related to legacy loan portfolio runs off | |||||||
Clearing | 73 | 135 | Incremental revenue growth from commission increase is passed at an ~80% margin | |||||||
FDIC expenses | 109 | 55 | Reduce by half as risk profile of Bank improves | |||||||
Other expenses | 890 | 997 | Assume 3% inflation rate | |||||||
Total expenses | 1,123 | 1,188 | ||||||||
Operating income | 421 | 1,340 | ||||||||
Corporate interest expenses | 130 | 0 | Reduce to $0 as Bank capital is deployed to pay down HoldCo debt | |||||||
Other | 23 | 0 | ||||||||
Pre tax income | 268 | 1,340 | ||||||||
Less: taxes | (509) | |||||||||
Net income | 831 | |||||||||
Shares O/S | 290 | |||||||||
EPS | 2.86 | |||||||||
P/E Multiple | 15.8x | Exit parameters: 1.75x P/TBV (not a strategic takeout multiple), 11-12% ROAE | ||||||||
Estimated Share Price | 45.25 | |||||||||
Equity Valuation | 13,140 | |||||||||
Remaining PV of NOLs | 289 | |||||||||
Adjusted Equity Value | 13,429 | |||||||||
Estimated Share Price | 46.24 | |||||||||
IRR | 19.0% | |||||||||
MOIC | 2.39x |
Background
ETFC is the third largest publicly traded online brokerage in the US, behind SCHW and AMTD. The Company has 3.0mm brokerage accounts and $255bn of client assets. The franchise is comprised of two parts: (1) an online broker, which is an attractive business with healthy margins, low CAPEX requirements, and a well recognized brand, and (2) a Bank that leverages the broker’s customer cash sweep deposits to generate additional yield. For many years, the Bank was useful in generating additional earnings until the Company made a fatal mistake to invest in toxic non-conforming mortgages (right before the financial crisis) that nearly brought down the Company and forced a highly dilutive capital infusion by Citadel in 2007.
Since that time, ETFC has replaced its management team and spent several years cleaning up the Bank, principally through running off its loan portfolio (decreasing from ~$32.2bn in Q3-07 to ~$9.0bn in Q3-09) and burning through ~$4.6bn of losses. During this time, ETFC also reduced its wholesale borrowings and corporate debt from ~$21.8bn down to ~$7.5bn, and gradually restored its capital at the Bank to a healthy 9.5% Leverage ratio.
After cleaning up the Bank for several years, I believe the Company is stabilized now and ETFC is at an inflection point in its earnings trajectory to accelerate profitability. Discussed below are several methods in which the Company can enhance core profitability.
Earnings Leverage from Company Initiatives
Upstream excess capital at Bank subsidiary to pay down expensive corporate debt at the HoldCo
Run off legacy 1st mortgage and home equity loan portfolios
Cut FDIC Insurance Premiums
Shrink Bank balance sheet through run off of expensive wholesale borrowings
Bring deposits back on balance sheet
Other EPS enhancing initiatives not factored into analysis
Earnings Leverage Tied to Improvement in Environment
Rebound in Retail Trading Activity
|
2008 |
2009 |
2010 |
2011 |
2012 |
YTD-13 |
DARTs |
169,075 |
179,183 |
150,532 |
157,475 |
138,112 |
147,777 |
Avg. Commission |
$10.98 |
$11.33 |
$11.21 |
$11.01 |
$11.01 |
$11.18 |
Brokerage Accts |
2.52mm |
2.63mm |
2.68mm |
2.78mm |
2.90mm |
2.98mm |
Attrition Rate |
16.9% |
13.2% |
12.2% |
10.3% |
9.0% |
8.7% |
|
2009 |
2012 |
YTD 2013 |
Nov 2013 |
YTD 2013 Adjusted |
Nov 2013 Adjusted |
DARTs |
179,183 |
138,112 |
147,777 |
163,411 |
204,712 |
207,767 |
Average Accounts |
2.57mm |
2.84mm |
2.94mm |
2.98mm |
2.94mm |
2.98mm |
Client Activity Rate |
7.0% |
4.9% |
5.0% |
5.5% |
7.0% |
7.0% |
Increase in DARTs |
44,356 |
Average Commission Per Trade |
$11.18 |
Est. Daily Commission Revenue |
$495,903 |
|
|
Trading Days Per Year |
252 |
Additional Revenue ($mm) |
$125.0 |
|
|
Margin on Incremental Revenue |
80% |
Additional Pre Tax Income ($mm) |
$100.0 |
Impact on EPS |
$0.21 |
Normalization of Rate Environment
Burn Down Analysis: Sizing the Embedded Risk of ETFC’s Legacy Loan Portfolio
ETFC’s $8.3bn mortgage portfolio ($4.7bn 1st mortgage, $3.6bn home equity) is not pristine, but I believe credit risk is manageable and can be dimensioned. Over time, credit performance should continue to improve as (i) no new loans have been originated since mid-2007 so the existing book is well seasoned, (ii) nonaccrual loans peaked in Q2-10 and have since been declining (see below), (iii) home prices in key markets (CA, NY, FL, VA) are rising, and (iv) the US economy is recovering and unemployment is falling.
|
Q3-07 |
Q4-08 |
Q4-09 |
Q2-10 |
Q4-10 |
Q4-11 |
Q4-12 |
Q3-13 |
Nonaccrual loans % |
0.69% |
3.34% |
7.18% |
7.29% |
6.91% |
6.13% |
5.42% |
4.81% |
Reserves / NPLs |
70.2% |
102.9% |
55.1% |
43.0% |
38.0% |
29.7% |
25.6% |
26.7% |
Loan Loss Estimate: Delinquent Portfolio
Loan Loss Estimate: Performing Home Equity Portfolio
|
2013 |
2014 |
2015 |
2016 |
2017 |
Loan Balance |
3,473 |
2,779 |
2,223 |
1,778 |
1,423 |
% 2013 Balance |
|
80% |
64% |
51% |
41% |
Current Reset Schedule |
|
200 |
800 |
1,200 |
400 |
Estimated Actual Resets |
|
160 |
512 |
614 |
164 |
Cumulative Resets |
|
160 |
672 |
1,286 |
1,450 |
Estimated Default Rate |
|
|
|
|
25% |
Implied Loss @ 100% Severity |
|
|
|
|
363 |
Loan Loss Estimate: Performing 1st Mortgage Portfolio with Interest Rate Reset Provisions
|
Balance |
PoD (%) |
PoD ($) |
LGD (%) |
LGD ($) |
Loss (%) |
2005 and Prior |
613 |
5.0% |
31 |
55.0% |
17 |
2.8% |
2006 |
752 |
6.0% |
45 |
62.5% |
28 |
3.8% |
2007 – 2008 |
534 |
8.0% |
43 |
62.5% |
27 |
5.0% |
Total |
1,900 |
6.2% |
119 |
60.6% |
72 |
3.8% |
Loan Loss Estimate: Performing 1st Mortgage Portfolio without Interest Rate Reset Provisions
|
Prime 720+ |
PoD (%) |
LGD (%) |
Alt-A 680-700 |
PoD (%) |
LGD (%) |
Subprime >660 |
PoD (%) |
LGD (%) |
Loss (%) |
2005 and Prior |
457 |
2.5% |
42.5% |
161 |
4.0% |
55.0% |
291 |
6.0% |
75.0% |
2.4% |
2006 |
560 |
3.0% |
42.5% |
197 |
6.0% |
65.0% |
356 |
6.0% |
80.0% |
2.9% |
2007 – 2008 |
398 |
4.0% |
47.5% |
140 |
6.0% |
65.0% |
253 |
6.0% |
80.0% |
3.2% |
Total |
1,415 |
|
|
498 |
|
|
900 |
|
|
2.8% |
Summary of Loss Estimates
|
9/30/13 |
Frequency (%) |
Severity (%) |
Loss (%) |
Loss ($) |
Notes |
Performing |
||||||
1-4 Family |
4,206 |
5.2% |
61.8% |
3.2% |
134 |
Represents loans with and without rate resets |
Home Equity |
3,473 |
12.5% |
100.0% |
12.5% |
435 |
HELOCs and installment loans |
Consumer / Other |
626 |
|
|
2.0% |
13 |
Loans to ETFC customers, virtually no losses |
Total |
8,306 |
|
|
|
581 |
|
|
||||||
Nonaccrual |
||||||
1-4 Family |
507 |
80.0% |
40.0% |
32.0% |
162 |
|
Home Equity |
146 |
80.0% |
100.0% |
80.0% |
117 |
|
Consumer / Other |
15 |
80.0% |
40.0% |
32.0% |
5 |
|
Total |
667 |
|
|
|
284 |
|
|
||||||
Total |
||||||
1-4 Family |
4,713 |
13.2% |
47.6% |
6.3% |
296 |
|
Home Equity |
3,619 |
15.2% |
100.0% |
15.2% |
551 |
|
Consumer / Other |
641 |
6.7% |
40.0% |
2.7% |
17 |
|
Total |
8,973 |
|
|
9.6% |
865 |
|
|
||||||
Reserves |
|
|
|
|
-459 |
|
Losses Remaining |
|
|
|
|
406 |
|
I believe the best way to realize long term value for shareholders is to clean up the institution, and then sell the franchise to a strategic for a premium
Appendix B: Valuable Tax Assets
Accelerate regulatory capital build through inclusion of additional DTA into Tier 1 Capital
Appendix C: Opportunity to Penetrate Existing Customers
Appendix D: Expect Commission Rates to Remain Steady
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