Successful Investment Clubs

Following these strategies can help your investment club enjoy longevity

By Muhwezi. D. J, Matthew S. Scott and Vikki Conwell

WHEN BLACK ENTERPRISE PROFILED the GrassRoots Investment Group L.L.C. in July 2002, the club consisted of a group of energetic, innovative investors who were relying on their individual expertise to improve their profits. "We have people who are in law school, who are engineers, some who work for Internet companies, who own their own businesses, as well as some in banking and sales, and we lean on those individuals," says founder Phillipe Tatem.
Although GRIG had a rocky time adjusting to a volatile market that slashed its portfolio's assets from $200,000 to $118,000 during the tech-wreck of 2000 and the recession that followed, the original idea of relying on the business savvy of its members has proven to be a winning strategy. Since 2000, the group has reorganized and turned that $118,000 into a portfolio worth more than $1.3 million that includes equities, real estate, and business operations such as a car wash and detailing franchise. All told, the club has had a 22% return over the last two years.
GRIG accomplished this by concentrating on making its members better investors and setting up a system that capitalized on the business knowledge of its members. This has translated into investment choices that have a greater chance of success. Instead of having every investment idea vetted by every member of the club, the club now has five distinct "operating teams." Each team finds cash-generating opportunities with equity ownership and then delivers a comprehensive report on the opportunity to the general membership. A member of the management team sits on each of the other teams to make sure the goals of the team are reached.
As international events make the investment environment more challenging, coming to a consensus as an investment group has become more difficult than before. Adopting innovative approaches is one way growing investment clubs can improve their success. In fact, clubs of all sizes can implement strategies that strengthen investment habits among members and increase overall portfolio returns. Here are some secrets that successful investment clubs have used to do just that.

Success starts with information
"The best investors are the best informed," says Kenneth Janke, chairman of Better Investing (formerly the National Association of Investors Corp.). According to Janke, investment clubs have traditionally sought advice from financial advisers, but as the clubs gain more knowledge, their need for advisers lessens. Janke also says the best clubs use technology to acquire more information about the market, opting for discount brokers instead of full-service ones, and investing online.
Successful clubs understand that investment success takes time and perseverance. It requires investing small amounts regularly over the long term despite market fluctuations or cycles. "Getting rich is not something that happens overnight," says Janke. "Some of the clubs that go out of business early do so because they try to trade stocks every month. Even the pros don't do that."
According to Better Investing's 2005 membership survey, the average investment club has a portfolio worth $97,441. The clubs surveyed had an average rate of return of 4%, compared with 4.7% for the Vanguard Total Stock Market Fund. However, over the long term, they outperformed the fund. The 10-year average total return for clubs was 16.1%, compared with 9.5% for the Vanguard Fund.
As a member of a 66-year-old investment club in Detroit, Janke has witnessed the benefits of investing over the long run. When one of his club's original members died in August 2005, after more than six decades of investing no more than $50 a month for a total of $13,800 out of pocket, the club paid his estate $1.6 million. "If that doesn't exemplify the principles of regular investing for the long term, I don't know what does," Janke says.

GrassRoots investment group L.L.C.
Founded in 1997 as a general partnership, GRIG became a limited liability corporation at the end of 2000 to provide cash dividends to members every quarter. The L.L.C. status requires more extensive internal audits, so the organization's streamlined operations structure makes business sense all the way around. GRIG now has 39 members across 10 states and Korea. New members make an initial contribution of $10,000, with another $10,000 due over a 15-month period, and they pay monthly dues of $175 each.
Tatem explains that splitting GRIG up into five operating business teams allowed the club to:
* Maximize members' skill sets and increase member participation by placing people with similar experience, interests, and passion on the same team.
* Reduce investment risk by having teams conduct a higher level of due diligence.
* Increase the return on investment (ROI) by selecting a key group of members to handle initial groundwork and negotiation on potential opportunities.
GRIG uses technology to communicate. "We post all information related to meetings, presentations, general information, and objectives on our Website," says Tatem. "We have teleconferences to evaluate deals within the teams. The teams get final approval at the general meeting via online vote. We conduct online surveys to monitor how teams are meeting objectives and how the leadership within the group is performing."
The new structure has proved successful; the organization's asset value increased from $200,000 in 2002 to more than $1.3 million by 2005.

However, growth hasn't come without problems. Marck Dorvil, senior partner and a member of the Ventures team, says GRIG acquired a $20,000 equity stake in a copy center in Florida in late 2001, but lack of expertise on the part of copy center managers quickly forced GRIG to withdraw, losing about 60% of its investment.