Stock Option Definition

Stock option is

Stock options were just a footnote. Now the reverse is true. With astounding speed, stock option grants have come to dominate the pay—and often the wealth—of top executives throughout the United States.

Stock Option Definition

Michael Eisner exercised 22 million options on Disney stock in alone, netting more than a half-billion dollars. In total, U. It would be difficult to exaggerate how much the options explosion has changed corporate America.

But has the change been for the better or for the worse? Certainly, option grants have improved the fortunes of many individual executives, entrepreneurs, software engineers, and investors. Their long-term impact on business in general remains much less clear, however. Option grants are even stock option is controversial for many outside observers.

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The grants seem to shower ever greater riches on top executives, with little connection to corporate performance. They appear to offer great upside rewards with little downside risk.

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And, according to some very vocal critics, they motivate corporate leaders to pursue short-term moves that provide immediate boosts to stock values rather than build companies that will thrive over the long run. As the use of stock options has begun to expand internationally, such concerns have spread from the United States to the business centers of Europe and Asia.

Options do not promote a selfish, near-term perspective on the part of businesspeople. Quite the contrary. Options are the best compensation mechanism stock option is have for getting managers to act in ways that ensure the long-term success of their companies and the well-being of their workers stock option is stockholders.

Stock options are bafflingly complex financial instruments. As a result, companies often end up having option programs that are counterproductive.

I have, for example, seen many Silicon Valley companies continue to use their pre-IPO programs—with unfortunate consequences—after the companies have grown and gone public.

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The Pay-to-Performance Link The main goal in granting stock options is, of course, to tie pay to performance—to ensure that executives profit when their companies prosper and suffer when they flounder.

Many critics claim that, in practice, option grants have not fulfilled that goal. Executives, they argue, continue to be rewarded as handsomely for failure as for success.

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As evidence, they either use anecdotes—examples of poorly performing companies that compensate their top managers extravagantly—or they cite studies indicating that the total pay of executives in charge of high-performing companies is not much different from the pay of those heading poor performers.

The studies are another matter.

By Ryan Barnes Updated Jun 25, It is an often-overlooked truth, but the ability for investors to accurately see what is going on at a company and to be able to compare companies based on the same metrics is one of the most vital parts of investing. The debate about how to account for corporate stock options given to employees and executives has been argued in the media, company boardroomsand even in the U. A Short History of the Stock Option as Compensation The practice of giving out stock options to company employees is decades stock option is. In this instance, intrinsic value is defined as the difference between the grant price and the market price of the stock, which at the time of grant would be equal. So, while the practice of not recording any costs for stock options began long ago, the number being handed out was so small that a lot of people ignored it.

Virtually all of them share a fatal flaw: they measure only the compensation earned in a given year. As executives at a company receive yearly option grants, they begin to amass large amounts of stock and unexercised options.

When the shifts in value of the overall holdings are taken into account, the link between pay and option specification becomes much clearer. By increasing the number of shares executives control, option grants have dramatically strengthened the link between pay and performance.

The Pay-to-Performance Link

For both measures, the link between pay and performance has increased nearly tenfold since Tying Pay to Performance Given the complexity of options, though, it is reasonable to ask a simple question: if the goal is to align the incentives of owners and managers, why not just hand out shares of stock? The answer is that signals for binary options 24opton provide far greater leverage.

For a company with an average dividend yield and a stock price that exhibits average volatility, a single stock option is worth only about one-third of the value of a share. The company can therefore give stock option is executive three times as many options as shares for the same cost. In addition to providing leverage, options offer accounting advantages.

The accounting treatment of options has generated enormous controversy. On the other side are many executives, especially those in small companies, who counter that options are difficult to value properly and that expensing them would discourage their use.

The response of institutional investors to the special treatment of options has been relatively muted. They have not been as critical as one might expect.

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There are two reasons for this. First, companies are required to list their option expenses in a footnote to the balance sheet, so savvy investors can easily figure option costs into expenses.

Employee stock options ESOs are a type of equity compensation granted by companies to their employees and executives. Rather than granting shares of stock directly, the company gives derivative options on the stock instead. These options come in the form of regular call options and give the employee the right to buy the company's stock at a specified price for a finite period of time. Terms of ESOs will be fully spelled out for an employee in an employee stock options agreement.

Even more important, activist shareholders have been among the most vocal in pushing companies to replace cash pay with options. In my view, the worst thing about the current accounting rules is not that they allow companies to avoid listing options as an expense. That discourages companies from experimenting with new kinds of plans.

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As just one example, the accounting rules penalize discounted, indexed options—options with an exercise price that is initially set beneath the current stock price and that varies stock option is to a general or industry-specific stock-market index. Although indexed options are attractive because they isolate company performance from broad stock-market trends, they are almost nonexistent, in large part because the accounting rules dissuade companies from even considering them.

The idea of using leveraged incentives is not new. Most salespeople, for example, are paid a higher commission rate on the revenues they generate above a certain target. Such plans are more difficult to administer than plans with a single commission rate, but when it comes to compensation, the advantages of leverage often outweigh the disadvantages of complexity. You also have to impose penalties for weak performance.

The critics claim options have unlimited upside but no downside.

The Downside Risk

The implicit assumption is that options have no value when granted and that the recipient thus has nothing to lose. But that assumption is completely false. Options do have value. Just look at the financial exchanges, where options on stock are bought and sold for large sums of money every second. Yes, the value of option grants is illiquid and, yes, the eventual payoff is contingent on the future performance of the company.

But they have value nonetheless. And if something has value that can be lost, it has, by definition, downside risk. In fact, options have stock option is greater downside risk than stock. Consider two executives in the same company.

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  • Objectives[ edit ] Many companies use employee stock options plans to retain, reward, and attract employees, [3] the objective being to give employees an incentive to behave in ways that will boost the company's stock price.
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One is granted a million dollars worth of stock, and the other is granted a million dollars worth of at-the-money options—options whose exercise price matches the stock price at the time of the grant. The executive with options, however, has essentially been wiped out. His options are now so far under water that they are nearly worthless. Far from eliminating penalties, options actually amplify them.

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The options financial management risk has become increasingly evident to executives as their pay packages have come to be dominated by options. Take a look at the employment contract Joseph Galli negotiated with Amazon. The stock option is inherent in options can be undermined, however, through the practice of repricing.

When a stock price falls sharply, the issuing company can be tempted to reduce the exercise price of previously granted options in order to increase their value for the executives who hold them. Although fairly common in small companies—especially those in Silicon Valley—option repricing is relatively rare for senior managers of large companies, despite some well-publicized exceptions.

Again, however, the criticism does not stand up to close examination. For a method of compensation to motivate managers to focus on the long term, it needs to be tied to a performance measure that looks forward rather than backward.

The traditional measure—accounting profits—fails that test. It measures the past, not the future. Stock price, however, is a forward-looking measure. Forecasts can never be completely accurate, of course.

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But because investors have their own money on the line, they face enormous pressure to read the future correctly. That makes the stock market the best predictor of performance we have. But what about the executive who has a great long-term strategy that is not yet fully appreciated by the market? Or, even worse, what about the executive who can fool the market by pumping up earnings in the short run while hiding fundamental problems?

Investors may be the best forecasters we have, but they are not omniscient. Option grants provide an effective means for addressing these risks: slow vesting. That delay serves to reward managers who stock option is actions with longer-term payoffs while exacting a harsh penalty on those who fail to address basic business problems.

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Stock options are, in short, the ultimate forward-looking incentive plan—they measure future cash flows, and, through the use of vesting, they measure them in the future as well as in the present. If a company wants to encourage a more farsighted perspective, it should not abandon option grants—it should simply extend their vesting periods.

Their directors and executives assume that the important thing is just to have a plan in place; the details are trivial.

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  • The strike price may be set by reference to the spot price market price of the underlying security or commodity on the day an option is taken out, or it may be fixed at a discount or at a premium.
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As a result, they let their HR departments or compensation consultants decide on the form of the plan, and they rarely examine the available alternatives. While option plans can take many forms, I find it useful to divide them into three types. The first two—what I call fixed value plans and fixed number plans—extend over several years. The third—megagrants—consists of onetime lump sum distributions.

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The three types of plans provide very different incentives and entail stock option is different risks. Fixed Value Plans. With fixed value plans, executives receive options of a predetermined value every year over the life of the plan.

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Fixed value plans are popular today. Fixed value plans are therefore ideal for the many companies that set executive pay according to studies performed by compensation consultants that document how much comparable executives are paid and in what form.