For example, in preparing for our first quarter portfolio re-allocations in December, we considered probabilities of outcomes of the fiscal cliff deliberations then underway, and ways in which those outcomes could impact the stock market. In those discussions, we felt there was a greater than 50/50 probability that there would be a negative outcome with respect to fiscal cliff deliberations which would most likely result in a decline in the stock market. As a result of this assessment, we reduced equity allocations and set a trigger for putting money back to work once we had greater “clarity” relating to the fiscal cliff.
We got that improved clarity through the announcement of a Congressional
compromise on the fiscal cliff on January 2. We got even further clarity on Federal
budget policy when the House of Representatives passed legislation to
temporarily raise the federal debt ceiling. On January 24, we acted on our
trigger to put money back into equities based on several factors: improved
clarity relating to federal budget and debt issues, continued positive news on
the economy, continued low inflation, and a continued positive outlook for
corporate profits. All of these lend support to a more positive environment for
stocks.
From a financial planning perspective the most important
objective in using triggers is protecting client capital. The process of
setting a trigger is one way of managing risk of events that could negatively
impact client capital. Some other ways financial planners manage risk include
portfolio diversification, security selection, a sound investment process, fundamental
analysis, understanding of macro risks, and asset allocation. Each of these
play an important role in the risk management process and each involve a high
degree of human or intuitive judgment which, at least as of now, computers
cannot provide.