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Although there is clearly a great deal of risk in individual merger arbitrage investments, risk at the portfolio level is more relevant for most investors. If gains from some merger arbitrage positions offset losses from other positions, the portfolio will have far lower risk than individual positions. There are two approaches that can be used to examine portfoliolevel risk and return. The rst approach is to examine historical returns generated by active arbitrageurs. The advantage of this approach is that the data represent returns that could have been realized after taking market frictions (e.g., transaction costs) into account. The disadvantage is that it is dif cult to control for the levels of leverage and diversi cation in the active managers portfolios, both of which can change rapidly. The effect of leverage is straightforward: it ampli es both positive returns and negative returns. Leverage can magnify a slight appreciation in the value of assets into genius-like returns. It can also magnify small losses on underlying assets into huge losses on the leveraged portfolio. Diversi cation can have a similar effect. A portfolio that is not well diversi ed will exhibit extreme positive and negative returns compared with a diversi ed portfolio. A compounding problem is that merger arbitrageurs sometimes dabble in other investment classes, such as distressed debt, so that portfolio returns may re ect manager risk rather than strategy risk. The second approach for evaluating merger arbitrage returns is to follow academic literature and examine portfolio returns simulated from individual merger data. Because these returns are free from nancial leverage, and because diversi cation constraints can be imposed, simulated returns better re ect strategy risk. The problem with this approach is that simu-

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import java.awt.*; import java.awt.event.*; import java.io.Serializable; import javax.swing.*; import java.beans.*; //AccountHolder.java public class AccountHolder extends JPanel implements ActionListener { /* Create the User Interface for accepting the account holder name and account type */ JLabel lName,ltype; JTextField tName,ttype; JButton submit; private String accType=new String( ); public boolean canUpdate=false; public AccountHolder() { lName=new JLabel( Account Holder Name: ); tName=new JTextField(8); ltype=new JLabel( Account Type: ); ttype=new JTextField(15); ttype.setText(accType); submit=new JButton( Modify Details ); setLayout(new FlowLayout()); add(lName);add(tName); add(ltype);add(ttype); submit.addActionListener(this); add(submit); } protected VetoableChangeSupport changes=new VetoableChangeSupport(this); //Track changes in the account type public void setAccType(String temp) { String old=new String(); old=accType; try { changes.fireVetoableChange( AccountType ,old,temp); } catch(PropertyVetoException e) { System.out.println(e); } if (canUpdate)

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Date January 23, 1993 August 4, 1993 November 14, 1994

direction, to a point of diminishing returns. We don t need to know every little thing about an individual. We do need to know that an individual participates in three or four online communities of interest on any given day. We might learn, for example, that a customer is interested in a car today because he s visiting a community subgroup about convertibles. Targeting is moving more to groups of interests and behaviors rather than to a narrow one-to-one approach. Think of what you can do with targeting in the mobile environment, for instance. Bob Walczak, CEO of the mobile publisher and advertising network Ringleader, tells me his company can target audiences in a number of ways. If a company wants to reach sports lovers via mobile, Ringleader can content just that content category. Ringleader can also target behaviorally, according to how the mobile phone subscriber uses the device. Maybe one mobile customer searches the web for information while another does a lot of texting. Understanding how your customers behave (in this case, how they communicate when they re on the go) will help you reach them through the social web.

Factor 1: Direct Product Experience This factor asks the question: How many years of relevant experience does the person or team managing the product in question have The critical differentiating word is relevant. Score/Methodology 0 No experience managing a portfolio or in any investment-related capacity. 1 Key decision maker(s) have less than one year of actual portfolio management experience relating speci cally to the product under review. 2 Key decision maker(s) have one to two years of actual portfolio management experience relating speci cally to the product under review. 3 Key decision maker(s) have three to ve years of actual portfolio management experience relating speci cally to the product under review. 4 Key decision maker(s) have six to nine years of actual portfolio management experience relating speci cally to the product under review. 5 Key investment decision maker(s) have greater than 10 years of actual portfolio management experience relating speci cally to the product under review.

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