Synopsis – The best thinker when it comes to investing and how to allocate your capital. The below is an amalgamation of his essays.
Key Takeaways
Page 4: In line with Berkshires owner-orientation, most of our directors have a major portion of their net worth invested in the company. We eat our own cooking.
Said another way, skin in the game.
Page 40: When Charlie and I read reports, we have no interest in pictures of personnel, plant or products. Reference to EBITDA make us shudder, does management think the tooth fairy pays for capital expenditure
Focus on what matters and beware of substitutes pretending to be something else.
Page 42: More money, it has been noted, has been stolen with the point of a pen than at a point of a gun
This is referencing to lose accounting rules, revenue recognition and other ways of fudging earnings
Page 44: Finally, relations between the board and the CEO are expected to be congenial. At board meetings, criticism of the CEOs performance is often viewed as the social equivalent of belching. No such inhibitions restrain the office manager from critically evaluating the substandard typist.
This is an inherent problem of the board and CEO relationship.
Page 54: David Ogilvy: If each of us hires people who are smaller then we are, we shall become a company of dwarfs. But, if each of us hires people who are bigger than we are, we shall become a company of giants
Be with and work with people who can teach you
Page 55: We give each of our managers a simple mission
- You own 100% of it
- It is the only asset in the world that you and your family have or will ever have
- You sell or merge it for a century
- Do not worry about accounting considerations
Not much else to say the focus on the right things in the right way
Page 59: Returns on investments can be illusory, if every company invests in cost cutting equipment the reduced prices may become the new industry baseline, meaning no real saving for the company
Who gets the benefits? The business? The customers? The suppliers?
Page 73: If you have increased earning by reducing retained earnings, what have you really done.
If your job was to invest capital and you increased returns by increasing invested capital, what have you really done?
Page 75: Only those with overall responsibility should have rewards tied to results and they should be linked to retained earnings
Is the overall performance of the business improving and who really contributes to it
Page 85: Questions to ask the auditors
- Would the auditor present anything differently?
- Is the information needed for investors and the board in the reports in plain English?
- Is the company following the same procedures they would if the auditor himself were CEO?
- Were there any actions, accounting or operational that moved revenue/expenses from one period to another?
Again, simple questions that everyone can understand.
Page 112: We want a business that
- We can understand
- Has favorable long term prospects
- Operated by honest and competent people
- Available at an attractive price
Simple and clear
Page 113: The value of any stock, bond or business today is determined by the cash inflow and outflows – discounted at an appropriate interest rate – that can be expected to occur during the remaining life of the asset
A business is worth what cash it can generate.
Page 114: Leaving the question of price aside: the best business to own is one that over an extended period can employ large amounts of incremental capital at very high rates of return. The worst will do the opposite
Think of a store, will every store you open improve and worsen performance?
Page 114: Stick to businesses you understand and insist on a margin of safety in our purchase price
You don’t know what you don’t know, remember that.
Page 121: Your goal as an investor should simply be to purchase, at a rational price, a part interest in an easily understandable business whose earnings are virtually certain to be materially higher 5, 10 and 20 years from now.
Buy things you understand and that make money
Page 125: Time is the friend of a wonderful business, the enemy of the mediocre
This is the same as the man with good habits or bad habits.
Page 125: Good jockeys will do well on good horses
The car and the driver. Combine both for the best results.
Page 126: Charlie and I have not learned to solve difficult business problems. What we have learned is to avoid them.
Occom’s razor the key to solving problems is not having them.
Page 126: Business Inertia
- An institution will resist any change in its current direction
- Just as work expands to fill available time; corp projects or acquisitions will materialize to soak up available funds
- Any business craving of the leader will be quickly supported by the troops
- The behavior of peer companies will be mindlessly imitated
Inertia is real the same applies to you and your family.
Page 127: Only go into business with people you trust and admire
Work with people you love and the results will take care of itself
Page 174: Large and persisting current account deficits produce an entirely different result. As time passes, and as claims against us grow, we own less and less of what we produce. In effect, the rest of the world enjoys an ever-growing royalty on the countries input. We are like a family that consistently overspends its income.
Its important own production
Page 180: Forecloses take place because borrowers can’t pay the monthly payment, they agreed to pay
Buy homes you can afford to pay off.
Page 187: Returns decrease as motion increases
Your just paying brokers and other middlemen. Remember Manoj Bhargava, is it a slam dunk? Then don’t worry about it.
Page 191: Not all earnings are equal, especially those that don’t increase with inflation.
Your earnings will deteriorate over time
Page 192: For every dollar retained by the corporation, at least one dollar of value will be created for owners if the capital retained produces incremental earnings equal to or above available to investors
Think about this when paying dividends. Is worth more inside or outside the company.
Page 196: There are two kinds of expenditures
- That a company must make to maintain its competitive position
- Optional outlays aimed a growth or value for every dollar spent
Understand the difference in your life as well, which spend is needed, which will make your life better and which one don’t you need.
Page 211: It pays to be interested and open minded, but it does not pay to be in a hurry.
Say yes to life
Page 227: Deal making beats working. Deal making is fun, working is grubby. That’s why you have deals that don’t make sense.
Therefore people/businesses do things that don’t make sense.
Page 243: Intrinsic value can be defined simply: It is the discounted value of cash that can be taken out of a business during its remaining life.
A business is worth the cash it generates.
Page 259: Look at assets to profit ratio for comparable businesses. If the assets are less and the profit the same, that’s the better business.
Keep in mind the type of asset. If its depreciating assets then the less assets the better for the same profit number
Page 260: Depreciation is a real expense
Don’t ignore things that matter.
Final Thoughts
Clear and simple concepts said concisely. What can be better? Do things you understand and put your money into business that make more money then they spend. Don’t do the wrong thing and focus on what matters.