Do Portfolio Manager Contracts Contract Portfolio Management?

2019 ◽  
Vol 74 (5) ◽  
pp. 2543-2577 ◽  
Author(s):  
JUNG HOON LEE ◽  
CHARLES TRZCINKA ◽  
SHYAM VENKATESAN
2021 ◽  
Vol 16 (4) ◽  
Author(s):  
Isabel Abinzano ◽  
Maria Jesus Campion ◽  
Luis Muga ◽  
Armajac Raventós-Pujol

This paper transfers and adapts the Black-Litterman portfolio management model and its subsequent generalizations to the characteristics and specificities of assets quoted on sports betting markets. The results show that these assets are suitable for the application of portfolio management models with the possible inclusion of investors’ opinions. Information based on the variability of market prices and the attention received by NBA teams in Google Trends is successfully used to simulate the opinions expressed by a hypothetical portfolio manager. Furthermore, the assets are suitable for inclusion in portfolios in which managers are seeking returns uncorrelated with other assets.


The main goal behind the concept of portfolio management is to combine various assets into portfolios and then to manage those portfolios so as to achieve the desired investment objectives. To be more specific, the investors' needs are mostly defined in terms of profit and risk, and the portfolio manager makes a sound decision aimed ether to maximize the return or minimize the risk. The Mean-Variance and Mean-VaR analysis has gained widespread acceptance among practitioners of asset allocation. Although they are the simplest models of investment, sometimes they are sufficiently rich to be directly useful in applied problems and decision theory. Here you will learn how to apply these analyses in practice using computer programs and spreadsheets.


Author(s):  
Ginger Levin ◽  
Nicole Pitotti

Ideally, the portfolio is at the highest level of an organization as it shows the organization's truest intent, direction, and priorities. But, portfolios can exist at various levels such as business units, departments, divisions, and even at the program level. At the program level, the program manager can be considered a mini portfolio manager. The objective is at any time to ensure the portfolio represents a view of its selected components and reflects the organizational strategy and objectives regardless if the programs or projects have interdependencies, as the portfolio represents all the work under way in the organization. This means portfolio management includes all the activities to identify and align organizational priorities, determine governance and performance frameworks, measure the value/benefit of what is being done, make investment decisions, foster communication, and manage resource allocation. This chapter illustrates the various interrelations between program and portfolio management to show how programs can support portfolio in delivering business value.


1998 ◽  
Vol 13 (3) ◽  
pp. 297-300
Author(s):  
Charles Trzcinka

Classifying stocks and stock portfolios into “investment styles” is widely practiced in portfolio management. The most common styles are “growth” versus “value” and “small capitalization” versus “large capitalization.” There are several purposes for this classification, but generally practitioners seem to believe that various segments of the markets are inefficient and that it is appropriate to judge a portfolio manager against peers in the segment. The classification is also widely used as a communication tool between portfolio managers and their clients. Practitioners believe that the firms in each style classification have different return and risk characteristics from firms in other styles and that communicating style gives useful information about the portfolio manager. Finally styles are usually defined by variables such as market value of equity to book value of equity and cash flow variable but typically, styles are not deterministic functions of these variables since subjective judgment is used by whoever defines the style.


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