Why Buybacks Are a Lame Idea

Business Week is on the case:

The problem, says Thomas M. Doerflinger, an equity strategist at UBS, is that you can’t easily tell how much of what companies say they’re spending actually gets to investors. In a recent report on what he calls “vanishing buybacks,” Doerflinger found that the number of shares in the S&P 500 has continued to increase despite the bigger share-repurchase outlays by companies. In 2004, when companies reported spending some $197 billion on buybacks—nearly 2% of the market value of the index—the number of shares outstanding increased by 1.8%. In the 12 months through June 2005, shares increased 0.7%, and only a third of the companies actually shrank their share counts by at least 1%.
Consider Microsoft Corp. During its three fiscal years ending in June, 2005, the company reported spending $18 billion to buy back 674 million shares. At the same time it issued 666 million shares for $8 billion. In the end, Microsoft, which has some 10.6 billion shares outstanding, had reduced its total count by a negligible 8 million shares and had spent just $10 billion—$6.6 billion after tax. Yet Microsoft execs present the gross sums they spend repurchasing stock as being on par with dividends they pay, including the huge $33 billion special dividend in December, 2004. “Many companies are very vocal about the money they spent buying back stock, but they’re not very vocal about what percentage of that money goes to counteract options,” says Merrill’s Osha. Microsoft responded in a written statement that it regularly evaluates its buybacks and dividends to “best meet the interests of its diverse shareholder base.”

Share buybacks are a great idea in theory, but in the real world, I’d rather get a cash payment. If the company wants more of my equity, that’s a decision best left to me.

Posted by on January 13th, 2006 at 10:58 am


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