A reader of my book, Free to Flourish, is puzzled by a brief comment I made about fundamental weaknesses in
the financial system. He asks whether the following passage implies the existence
of a fundamental market failure with respect to the financial system:
'The underlying incentives that the system provides for
participants to take risks with borrowed funds might even tempt saints to
behave imprudently. Another outbreak of gambling with borrowed funds will
become increasingly more likely as memories of the recent crisis recede, unless
fundamental reforms are introduced. Required reforms include the removal of any
implicit guarantees that any financial institutions are 'too big to fail' - by
taking action to penalise rather than assist the owners of financial
institutions which are at risk of default - and removal of distortions in tax
systems which favour debt funding relative to equity funding' (Chapter 8).
I accept that there may be market failure in the financial
system. There can be negative externalities associated with bank failures. If
the failure one bank leads to loss of confidence in some other banks, there may
be a market failure involved. Then again, there may not be. If the failure of
one bank leads to loss of confidence in banks that have taken similar risks,
leaving other banks unaffected, it would be reasonable to argue that the market
is just taking appropriate account of new information. Nevertheless, at an
aggregate level, I accept that central banks may be able to play a useful role
in sustaining expectations of ongoing growth in aggregate demand when bank
failures occur.
However, my concerns about the fragility of the financial
system – as it exists at present – cannot be attributed to market failure.
The following hypothetical example might help to begin to explain
the nature of the problem as I see it. Let us focus on two banks competing in a
free market, without government interventions. Both banks are the same in
nearly all respects, but while Bank A is profitable, Bank B is having
difficulty competing for deposits. The reason for this is that the level of
shareholder equity in Bank A is relatively high and potential depositors feel
that the interest rate being offered on deposits in Bank B (the same as for
Bank A) would not adequately remunerate them for the additional risks they
would be taking.
There are several options that Bank B might consider to
become more competitive. For example, it could offer a higher interest rate to
reflect the greater risks involved for depositors; it could reduce the risks in
its asset portfolio (perhaps by having a higher proportion of its portfolio in relatively
safe government securities); or it could issue more equity capital and become
more like Bank A. The optimal level of equity depends on factors such as the
riskiness of the bank's asset portfolio and the extent to which depositors
require higher interest to compensate for risk.
Is this example plausible? Is it conceivable that it might
be possible in a free market for a bank to be profitable with a relatively high
level of shareholder equity? Many would argue that the example I have given is
unrealistic because an equity risk premium must be paid for access to equity capital.
On that basis, it is argued that banks with relatively high equity could be
expected to have a relatively high cost of capital and thus to be less
profitable than banks with relatively low equity.
Anat Admati and three of her colleagues provided a pertinent
response to the suggestion that increased equity would increase funding costs
for banks in their paper: 'Fallacies, Irrelevant Facts and Myths in the
discussion of Capital Regulation: Why Bank Equity is Not Expensive'. These
authors draw attention to the Modigliani-Miller (MM) analysis which shows that
increases in the amount of equity relative to debt financing simply
re-distribute risk among investors. The total funding cost is determined by the
total risk that is inherent in the bank's asset portfolio and is independent of
gearing. In that context, any losses from using less borrowed funds must be offset
by the correspondingly lower cost of equity capital.
The essential assumption of the MM analysis - apart from the
assumption (discussed below) of no government intervention favouring either debt
or equity funding - is that investors are able to take account of portfolio
risk and gearing when pricing securities. Admati et al make the telling point
that banks make this assumption in managing their risks.
So, what happens if we relax the assumptions of the MM model
by introducing a tax system that encourages debt relative to equity, a government
guarantee that banks will not be allowed to fail and protection for depositors?
We should expect to get banking systems that are highly geared and fragile –
like our current banking systems.
How can governments remove those distortions? The obvious answer is just do it! However, removal
of the tax distortions will require major tax reforms in countries that have
classical company taxes. The problem in relation to government guarantees and
protection of depositors is that announcements that they will no longer apply are not likely
to be credible (except when made by governments that are so heavily indebted
already that further bank bailouts would be impossible in any case).
Does that mean that the best option is for governments to
regulate bank behaviour to such an extent that bank failure becomes highly
improbable? That approach would suggest that if Basel III is not restrictive
enough to make bank failure sufficiently improbable, we should be prepared to move
on to Basel IV, and then Basel V, and even to nationalisation of banking if
necessary.
At that point I begin to see red. If we are not dealing with
a market failure, why are we attempting to displace the market? Is it really
necessary to put the entire banking system into a regulatory strait jacket, with
all the inefficiencies that involves, in order to live with the consequences of
past regulatory failure? Would it not be possible for governments to make a
credible commitment never to bail out another bank if they were prepared to spell
out punitive action to be taken if regulatory agencies assess banks to be at
risk of default? For example, why not announce plans for pre-emptive action to install
administrators to restructure banks if they are assessed to be at risk of
default?
Postscript:
With the benefit of comments from kvd and Jim Belshaw (see
below) it is clear that the line of argument presented above is not as clear as
it could be and contains some unnecessary red herrings.
1.
The definition of banks. For the purposes of this discussion, the distinguishing characteristic a bank is that it is a company with relatively low shareholder
equity and a relatively high proportion of debts repayable on demand. Later in
the post, my focus is narrowed to financial institutions with deposits
guaranteed by governments and/or viewed by governments as 'too big to fail'.
2.
The definition of externalities and market failure. The
discussion in the paragraph immediately following the quote from Free to Flourish raises issues
concerning the technical definition of externalities and market failure that
are a largely a red herring from the perspective of the general line of
argument I am developing here. All I needed to say was that while I acknowledge
that there may be a case for government intervention based on the existence of
market failure, that is not the basis for my concerns about the fragility
of the banking system. (Nevertheless, the discussion is raising interesting points. There might be something wrong with our definition of market failure if new information about bank solvency that leads to the collapse of the banking system does not qualify as evidence of market failure. The question that kvd has raised about whether
there is a case for government guarantees to cover use bank facilities for every
day transactions using is alsoof interest to me. I will try to follow that up in a subsequent
post.)
3.
My hypothetical example involving Bank A and Bank B. The example seems
to have clouded the point I was trying to make, rather than illustrate it. The
point the example was intended to illustrate is that in a free market banks would
not have an incentive to seek ever-greater leverage. The rate of return
on shareholder funds may rise as leverage increases, but depositors and shareholders would have
an incentive to take account of the increasing risk of bank insolvency. As leverage increases the cost of borrowing additional
funds could be expected to rise (i.e. the interest rate on deposits would need
to rise). And at some point the increase in expected return on shareholder's
funds will not be sufficient to compensate shareholders for the increased risk
of failure of the firm.
4. Should the Australian government continue to guarantee banks deposits? That is the title of a later post in which I discuss issues raised by kvd.
4. Should the Australian government continue to guarantee banks deposits? That is the title of a later post in which I discuss issues raised by kvd.