Firm has been busy on the international front.
If I told you that as recently as 2000 T. Rowe Price had little in the way of analyst support for its international offerings, would you believe me?
I wouldn't blame you if you didn't. After all, T. Rowe Price
It wasn't exactly a shoestring operation. The stable of funds was managed by a joint venture, established in 1979 between T. Rowe Price and London's Robert Fleming Holdings. Nearly 20 regional portfolio managers divvied up responsibilities. But while the group could draw on Fleming's analysts to some extent, original research was left to the small group of managers. This smallness stood in stark contrast to the firm's U.S. operation, which prided itself on expansive in-house research.
For the most part, the foreign funds were okay. Like their domestic brethren, T. Rowe's foreign managers used a conservative-growth approach. The emerging-markets funds, in particular, were appealing because of a long-term investment horizon and moderate approach. But the shop's core funds were less inspiring. While T. Rowe Price International Stock and T. Rowe Price Global Stock
Good news came in early 2000. Chase
T. Rowe Price began hiring. On the investment side, as it has stateside, it mostly favored young analysts, some of whom had previously served the firm as summer interns. Analysts stationed overseas now number about 30--up from essentially zero seven years ago. And although the big hiring push is over, more hires are in the pipeline.
Although the quantity of analysts does not automatically translate into quality research and strong returns, we are optimistic. For one, the same modus operandi has been successful in the United States, where the shop's U.S. equity research is among the best in the business. The firm has already built a well-respected team of global-sector analysts, who inform and collaborate with other analysts. And T. Rowe Price hired Kamran Baig in 2004 to serve as its director of non-U.S. equity research. One of Baig's main responsibilities is to regularly measure overseas analysts' performance.
That's not to say that there aren't holes. First, there's the training process and time needed to work up to a full assignment list. T. Rowe Price Japan