FRM round the corner
21 Nov 2008
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For FRM candidates, a really important "object" is the covariance matrix. This is a square matrix that contains, as elements, the covariances between pairs of asset returns. Recall a basic relationship for the simple two-asset portfolio: covariance = [correlation between A,B][standard deviation A][standard deviation B]. Note how the correlation is embedded inside the covariance. It is the same with a covariance matrix: it contains an embedded correlation matrix. In either case, whether we refer to a covariance matrix or a correlation matrix, we refer to the object that quantifies the diversification benefit "into" the value at risk (VaR) calculation.
So, whether we are performing a delta-Normal (parametric) VaR or a structured Monte Carlo, the correlation matrix contains the critical assumption about the co-movement relationships. As below on the left, we have a correlation matrix (note: it must have ones on the diagonal, as a variable is perfectly correlated with itself!).
A thematic idea in the FRM is that correlations tend to breakdown during crisis. Or, as Abnormal Returns says, correlations tend toward one during "negative market extremes."
This is the doubly-whammy fear of contagion: not only that systematic exposures suffer their their beta-based loss, but that portfolio diversification is temporarily erased. This is alarming: you don't need diversification on the upside; you need it on the downside. This is an important theme because many of the models (i.e., that we study in the FRM) contain an "embedded" correlation matrix.
Stress testing of the portfolio can include either (i) imagined scenarios or (ii) historical scenarios. The latter takes the current portfolio and runs it through a historical scenario. For advantages and disadvantages, we have:
| Advantages | Disadvantages | |
Structured Monte Carlo (from last post) |
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Stress testing |
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You know by know that VaR is probabilistic. At 95% confidence, it is the loss that we expect to not exceed 95 out of 100 times. If we consider a 100% VaR, then we have the worst-case scenario. It is the worst possible loss, beyond the VaR, at the "tip of the loss tail." It points to a weakness in VaR: for any given VaR, there can be any number of loss distributions "below the VaR" (or "to the left of"). For example, if daily VaR at 95% is -$1 million, that doesn't tell you whether the worst-case scenario is -$3 million or -$50 million!
So the worst-case scenario complements (extends) VaR. For the learning outcome, there are three points:
21 Nov 2008
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20 Nov 2008
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