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Agecroft Partners Believes Hedge Fund Branding Drives a Majority Of Asset Flows

Since the market correction of 2008, a vast majority of hedge fund net asset flows have gone to a small minority of hedge funds with the strongest brands, marking a change from the pre-2008 environment. A brand is an investor’s perception of the overall quality of a hedge fund based on multiple evaluation factors that evolve over time. A high-quality brand takes a long time to develop, but once achieved, it significantly enhances a firm’s ability to raise capital and retain assets during a drawdown in performance.

Branding is a critical issue for all hedge funds, because the marketplace has become increasingly competitive. Most agree that there are over 10,000 hedge funds in the market place. Hedge fund investors are inundated with requests for meetings, with some receiving hundreds of phone calls or e-mails per week from investment managers. To filter through the overload of information, investors are turning more and more to a firm’s brand when choosing which funds to meet and ultimately invest with.

From the 4th quarter of 2008 through the 3rd quarter of 2010, most hedge fund inflows gravitated to the largest hedge funds with assets greater than $5 billion, deep operational infrastructure, large investment teams and an institutional client base. Performance became a secondary consideration. During this period a large percentage of the assets flowing into the hedge fund industry were driven by large pension funds making their first direct allocation to hedge funds. Their primary objective was increasing their exposure to hedge funds while minimizing headline risk. The large hedge funds that had developed well-known brands within the industry were perceived as providing a conservative approach to investing in this space.

Beginning in the 4th quarter of 2010, the definition of a high quality brand began to evolve and a greater emphasis was placed on potential future performance. This coincided with the re-emergence of more experienced and sophisticated hedge fund investors within the endowment, foundation, large family office and fund of fund sectors of the market. Many of these experienced investors came to believe that the largest hedge fund managers had accumulated too many assets, which diluted their alpha over a larger asset base and, more importantly, increased the investment risk to investors because of the larger bets they were required to make in individual securities due to their size.

This greater focus on smaller, more nimble managers has continued to gain momentum as some of the largest hedge funds have recently experienced significant publicity for the poor performance they have generated over the past year. This is good news for small and mid-sized hedge fund managers that represent a majority of the firms in the industry. Unfortunately for many of these managers, they are not participating in these flows because, unlike before 2008, a vast majority of flows are going to those small and mid-sized managers that have developed the strongest brands. The key question is, what are the firms that have developed the strongest brands doing differently?

For the small number of new hedge fund launches that are successful each year, their high-quality brand was typically created at their previous firm. This may include having held a senior position at another top-quality brand hedge fund, having spun out of a top investment bank proprietary trading desk, or having been seeded by a well known investor. These high profile fund launches attract a significant amount of media attention and generate a buzz throughout the hedge fund investor community, which allows these funds to be created with a large amount of committed capital despite having no historical performance track record for the fund.

For the hedge funds not fortunate enough to launch with such fanfare, Agecroft Partners believes there are three critical steps involved in creating a strong brand and raising assets in today’s competitive environment. These include the quality of the fund offering, the investor’s perception of the quality of the fund offering, and their marketing and sales strategy.

The first step in the process is having a high quality product offering. Agecroft Partners hedge fund research process looks at thousands of hedge funds each year and the reality is that many hedge funds are not very good based on multiple evaluation factors. With over 10,000 hedge funds to choose from, it is almost impossible for these sub-par managers to raise assets from investors outside of friends and family.

The biggest mistake most of these lower-quality hedge funds make is not understanding the evaluation factors investors utilize to select hedge funds and therefore not creating a top-quality offering. These factors typically include an evaluation of a firm’s operational infrastructure, investment team and their pedigree, investment process focused on their differential advantages, risk controls, performance, service providers and fund terms. A weakness in any of these factors can eliminate a firm from consideration. Hedge fund performance tends to be a quantitative screen to eliminate a majority of managers, but once performance has reached a certain hurdle its weighting in the evaluation process is less important than most managers realize.

The second step in the process of building a strong brand is making sure the market’s perception of the firm is equal to reality. This requires a consistently delivered, concise and linear marketing message that identifies the differential advantages across each of the evaluation factors investors use to select hedge funds. Many high quality hedge funds have difficulty raising assets because they do a poor job of articulating their message to the marketplace. The marketplace is highly competitive and hedge fund investors use a process of elimination in selecting hedge funds. This typically begins by screening the thousands of hedge funds in the market place, meeting with a couple hundred and hiring a select few each year. It only takes one poorly worded answer to get a firm eliminated from consideration.

It is important that the marketing message is clearly understood by all employees of the hedge fund and that the message is consistently integrated throughout all the firm’s mediums of communication, including the website, oral presentations, written materials, due diligence questionnaires and quarterly letters. A well-prepared and accurate marketing presentation eliminates inconsistencies and helps foster a level of integrity when interfacing with potential investors.

The final step in building a strong brand is implementing a highly-focused marketing and sales strategy that broadly penetrates the market place while being compliant with regulatory guidelines. The hedge fund investor marketplace is highly inter-connected. Many investors exchange ideas on managers and, as a result, the more deeply a manager penetrates the marketplace the stronger their brand will become. Building a strong brand and raising assets takes time and cannot be rushed. The hedge fund industry is not transaction oriented. In many instances, being too aggressive will eliminate a firm from the selection process. Many investors require a minimum of three or four meetings with a fund before they will invest.

One way to truncate the process is to utilize a well-seasoned, highly respected internal sales team, top-tier third party marketing firm or a combination of both. Experienced and well-thought of salespeople can have a large impact on a hedge fund’s success in growing their asset base. They will often have a reputation or brand in the marketplace themselves. If their brand is strong, it can significantly increase the possibility of meeting with an investor and increase the initial credibility of a firm. Prime broker capital introduction areas can be a valuable resource to introduce a firm to investors through their conferences or other activities. However, they should not be relied upon solely. As mentioned before, it usually takes multiple meetings for an investor to invest and it is very important to have people focused full time on the sales process.

The days of a hedge fund participating in hedge fund databases and then sitting back and waiting for the assets to flow are over. The firms that will be successful in growing their business in the future are organizations that stay highly focused on providing a top-quality offering, clearly articulate their firm’s differential advantage across the multiple evaluation factors investors use to selected hedge funds, and have a highly professional sales and marketing strategy.

About the Author
Don Steinbrugge is Chairman of Agecroft Partners, a global consulting and third party marketing firm for hedge funds. Agecroft is in contact with over a thousand hedge fund investors on a monthly basis and devotes a significant amount of time performing due diligence on hedge fund managers. Don is a frequent guest on business television, has been quoted in hundreds of industry articles and is a frequent speaker at alternative investment conferences.

Highlighting Don’s 27 years of experience in the investment management industry is having been the head of sales for both one of the world’s largest hedge fund organizations and institutional investment management firms. Don was a founding principal of Andor Capital Management, which was formed when he and a number of his associates spun out of Pequot Capital Management. At Andor he was Head of Sales, Marketing, and Client Service and was a member of the firm’s Operating Committee. When he left Andor, the firm ranked as the 2nd largest hedge fund firm in the world. Previous to Pequot, Don was a Managing Director and Head of Institutional Sales for Merrill Lynch Investment Managers (now part of BlackRock). At that time Merrill ranked as the 3rd largest investment manager in the world. Previously, Don was Head of Institutional Sales for NationsBank (now Bank of America Capital Management).

Don is also a member of the Investment Committees for The City of Richmond Retirement System, The Science Museum of Virginia Endowment Fund and The Richmond Sports Backers Scholarship Fund. He is also a member of the Board of Directors of The Richmond Ballet (The State Ballet of Virginia), Lewis Ginter Botanical Gardens and the University of Richmond’s Robins School of Business.

 
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