Good Advice from a Physicist and Others

“If the world were merely seductive, that would be easy. If it were merely challenging, that would be no problem. But I arise in the morning torn between a desire to improve the world and a desire to enjoy the world. This makes it hard to plan the day.”    ―  E.B. White

A physicist, Freeman Dyson, Shares Words of Wisdom

http://moreintelligentlife.com/past-issues

http://moreintelligentlife.com/content/ideas/charles-nevin/60-year-job-freeman-dyson

I e-mailed to ask him: (1) why he remained hard at work; (2) what were his strengths and weaknesses now compared with earlier in his career; and (3) what advice would he give to those who have been working for (a) one year, and (b) 30 years? This was his reply, received the next day:

Here are brief answers to your questions.

1. I continue working because I agree with Sigmund Freud’s definition of mental health. To be healthy means to love and to work. Both activities are good for the soul, and one of them also helps to pay for the groceries.

2. In my younger days my work as a scientist was deep and narrow. Now, as I grow old, my work grows broader and shallower. As a young man, I solved technical problems of interest only to a few specialists. As an old man, I write books about human affairs of interest to a broad public. In both halves of my life, I tried to make the best use of my limited abilities.

3. (a). Advice to people at the beginning of their careers: do not imagine that you have to know everything before you can do anything. My own best work was done when I was most ignorant. Grab every opportunity to take responsibility and do things for which you are unqualified.

(b). Advice to people at the middle of their careers: do not be afraid to switch careers and try something new. As my friend the physicist Leo Szilard said (number nine in his list of ten commandments): “Do your work for six years; but in the seventh, go into solitude or among strangers, so that the memory of your friends does not hinder you from being what you have become.”

Advice about girls: http://www.youtube.com/watch?v=8QTm7mtxnX0&feature=related

Robin Williams on football: http://www.youtube.com/watch?v=inbhtK80LBc&feature=results_main&playnext=1&list=PL83AB2BF79F282FDF

Good movie on US History, The Conspirator (2010), Directed by Robert Redford: http://www.imdb.com/title/tt0968264/. The movie is about Mary Surratt, the first woman civilian tried and executed by a U.S. Military Court in July 1865.

Why The Conspirators is relevant for today: http://www.salon.com/2012/01/23/western_justice_and_transparency/

http://www.salon.com/writer/glenn_greenwald/

Take a break:http://www.youtube.com/watch?NR=1&feature=endscreen&v=13h__3of8fI

Update on a Funeral; Answer to Mental Fitness Tests

They say such nice things about people at their funerals that it makes me sad to realize I’m going to miss mine by just a few days.–Garrison Keillor

Preparations for a funeral

Having trained staff on call is one reason fixed costs are high for a funeral home. As you see here, my funeral preparations are wrenching.

That’s not my father: http://www.youtube.com/watch?v=iSng37NIbjw&feature=related

The coffin moved: http://www.youtube.com/watch?v=h4vxCq_-fzs&feature=related

Mental Fitness Test

My readers aced the quizzes. My choices were too easy but the exercises might have given you an inkling of how our minds work. Answers and follow-up below:

Listen to your intuition and solve the problems as quickly as you can—instantly or in under 2 seconds!

Quiz 1: A bat and a ball cost $1.10. The bat costs one dollar more than the ball.

How much does the ball cost?  ANSWER: 0.05

Ball = x     

Bat = x+1  total $1.10, so 2x + $1 = $1.10 or 2x = $1.10 – $1.00 = $0.10 or X = $0.10/2 = $0.05

Usually people reflexively say $0.10 giving a total of $1.20.

Quiz 2: Try to determine if the argument is logically valid. Does the conclusion follow from the premises? Yes or No? No. The argument is flawed, because it is possible that there are no roses among the flowers that fade quickly. A plausible answer comes to mind immediately. Overriding your intuition requires hard work–the insistent idea that “it’s true, it’s true!” makes it difficult to check the logic and most people do not take the trouble to think through the problem.

All roses are flowers.

Some flowers fade quickly.

Therefore some roses fade quickly

The quizzes and answers came from the book, Thinking, Fast and Slow by Daniel Kahneman, winner of the Nobel Prize in economics. See if you can borrow a copy from your local library. The book teaches you about the danger of jumping to conclusions, not thinking a problem through, and we often confuse luck with skill. I am disappointed to learn that I am not 30% smarter than last July just because the market has risen. Damn!

At first I was skeptical, but this book deals with the research on how fast thinking (largely intuitive) and analysis (slow thinking) interact. Intuition is automatic and instinctive; therefore much of it is hard-wired. It can somewhat be controlled by the analysis (slow thinking) but the analysis side will draw from it often. While the book mainly is concerned with how these systems can lead us into faulty thinking, it also has a sub-plot on how to make your side of the story more persuasive. These systems rely on each other much more than was previously thought, often at the wrong time or too much weight from one or the other. Sometimes this is automatic, such as fear, other times there is simply “lazy” thinking, one system imput is given too much weight because it is easier or has become a habit.

Kahneman podcast:http://www.thoughtleaderforum.com/default.asp?P=909655&S=945705

Transcript of the podcast:http://www.thoughtleaderforum.com/957443.pdf

Summary notes:

  1. It strives to provide a deeper understanding of judgments and choices by humans.
  2. It fully documents the biases of intuition (judgment informed by past cases)
  3. It documents the fact that decision-making under uncertainty leads to humans being too prone to believe findings based on inadequate evidence, and too prone to avoid collecting a sufficiency of observations or research findings by others.

There is a distinction between System 1 and System 2.

System 1 is automatic, fast, and falls prey to illusions.

System 2 is controlled, slow, requires attention, and is easily distracted.
Conclusions about judgment heuristics (rules of thumb):

HARD to think statistically. EASY to think associatively

We have EXCESS CONFIDENCE in what we think we know, and a deep, deep, deep inability to acknowledge our ignorance.

Humans DEVIATE from rational model with two major CORRUPTIONS:

  1. Treat problems in isolation instead of as part of a systemic whole
  2. Treat problems in relation to framing effects that distort perceptions with inconsequential trivia
    QUOTE (34): We found that people, when engaged in a mental sprint, may become effectively blind.”

All should be forced to engage outside the box. All analytic teams need an independent Yoda to challenge them.

The author emphasizes that hypotheses should be confirmed by trying to REFUTE the hypothesis rather than by searching for additional supporting evidence. Having the hypothesis is enough. If it cannot be refutes, THAT is worth much more than a documented but not seriously challenged hypothesis.

QUOTE (117): The tendency to see patterns in randomness is overwhelming.

The book could have been shorter, but you learn more about the flaws and traps in your thinking.

Another Quiz

Since the prior two quizzes were so easy try this: Multiply two, three-digit numbers together. Hard but you can do it. Now do this while multiplying two different three-digit numbers together. http://www.youtube.com/watch?v=H8f8drk5Urw

Our minds have limited capacity. Eliminate the clutter and stay focused on one problem at a time; don’t multi-task.

Good luck in your learning.

Blog Update

BLOG HOUSEKEEPING

We are working over the next few weeks on improving the organization of this blog. Subjects will be posted individually rather than clumped together as in previous posts. We will have a category section for easier searching.

Posts will be sporadic for the next two weeks because of a death in my family.

Mental Fitness Test or How We Think

Hard work pays off in the future. Laziness pays off now.–Steven Wright

Mental Fitness Test

Please take the following quiz. Listen to your intuition and solve the problems as quickly as you can—instantly or in under 2 seconds!

Quiz 1:

A bat and a ball cost $1.10

The bat costs one dollar more than the ball.

How much does the ball cost?      ANSWER:____________

Quiz 2:

Try to determine if the argument is logically valid. Does the conclusion follow from the premises?       Y or N?

All roses are flowers.

Some flowers fade quickly.

Therefore some roses fade quickly

Ok, now take a minute and go back and try to answer the questions with deliberate thought.

The answers and further elaboration will be posted tonight.

Competition Demystified Chapter 6: Niche Advantages and the Dilemma of Growth Quiz

I intend to live forever – so far, so good–Steven Wright

Questions on the reading in Chapter 6

Let’s test our comprehension of the reading.

What competitive advantages does Microsoft enjoy in the operating system industry?

Why have “box makers” not been able to establish a competitive advantage over other competitors? Why was the enormous growth in the market for PCs such a problem for Compaq specifically? Did it have any alternatives that might have worked out better than its chosen strategy? Did Apple?

Funeral Industry Case Studies

Getting rid of a delusion makes us wiser than getting hold of a truth. –Ludwig Borne

Funeral Industry

We can always learn in any situation like a family death about an industry such as funeral homes or the death-care industry.  Interestingly, bankruptcy statistics show the lowest failure rates for small businesses in the funeral industry. Funeral homes typically have high fixed costs like 24-hour call service and staff, hearses, showrooms, vaults, and embalming rooms yet low failure rates. Perhaps funeral homes act as local monopolies–they have local economies of scale. Many funeral homes are family-owned and passed from generation to generation. One of the firms I spoke to as been in business at that location for 80 years.

What should strike you as an investor is that there is strong stability in the asset and earnings power value of funeral homes–hence the business longevity and low failure rates.  I quickly found out the power of their local monopoly through my battle to obtain the lowest prices for a funeral service. After all, I am a bargain hunter to the core. What was so bad about going “Dutch” on my honeymoon?

I asked why the prices were so high to move the deceased. The funeral director asked where the deceased was currently located. In my car trunk right here in your parking lot, I replied.  I was quickly informed that one needed a license and death certificate to transport a body. Beyond fifty miles, I needed a refrigerated container. There went my chance to shop around.

The Loewen Group, Inc. and Service Corporation International Case Studies

I placed two case studies on the funeral industry:

The Loewen Group Inc. (Dec. 2000): An industry roll-up and the perils of debt to finance growth.

Service Corporation International (July 1996): How to manage a high growth company in a low-growth industry.

Though we will soon go over Chapter 6: The Dilemma of Growth in Competition Demystified by Bruce Greenwald, these cases can act as a supplement to studying economies of scale and corporate finance. I will send the key to the folder to anyone who has already asked for a key to strategic logic case studies. If you do not have a key by this evening or you are new to this blog, you can email me at aldridge56@aol.com with just FUNERAL HOMES in the subject heading, and you will receive a key.

Death is part of life. The goal is to live and learn fully. See the advice my Papa gave me:http://www.youtube.com/watch?v=AloNERbBXcc&feature=related

Thanks Papa!

Our Job Search Continues….Advice from Readers and Sleuth Investing

 “Politics: “Poli” a Latin word meaning “many”; and “tics” meaning “bloodsucking creatures”.”–Robin Williams

Our Job Search Continues

We will continue from our last post discussing a search for a job at a hedge fund found here http://wp.me/p1PgpH-lB

Several readers contributed insights that expand on my narrow, eccentric view.  I want to repost some of their comments:

PT writes: As a side remark, I believe you should also be aware that there aren’t that many real analyst jobs available at funds. First of all, the same team often manages different funds. Secondly, from time to time they are actively recruiting but the boutique investment funds for example are not recruiting on a regular basis. Therefore, I believe going your own way is probably a rewarding one in the long term. By going your own way, I mean doing your own research, talking to people, writing about your findings, etc. It is probably a cliché but…for example if you are not printing an annual report and reading it (at home) because you are curious and have fun reading it…you are probably not made for it. When you have a clear investment process, valuation techniques, thinking outside the box mentality, etc. etc. you probably get involved into better and better discussions with other people (fund managers) as well.

From  llmarsii

I strongly agree with your point about figuring out what one’s true passion is. I can’t remember where I saw this (maybe from one of the videos that you actually) but I believe there’s a clip where Bill Gates talks about the 10,000-hour rule in Malcolm Gladwell’s Outliers. Gates mentions how the rule is more tiered than linear, e.g. you do the craft for a hundred hours, then 50% of the people stop and after 500 hours, 70% of the people quit, etc. By extension, I think first determining one’s true passion and then the discipline to dedicate 100% of one’s effort are very underrated keys to success.

Here are two of my favorite “motivational” videos that I would like to share:

1.  Will Smith on Success: http://www.youtube.com/watch?v=q5nVqeVhgQE

2. Maybe it’s my fault: http://www.youtube.com/watch?v=cEVCjUG1Mww

Also, to PT’s point, I’ve observed that many good investors don’t hire teams of analysts.  My guess is that they limit their investment decisions to their circle of competence and must invest in something they have researched and fully understand.  Nevertheless, there are still great investors that use/have used the help of analysts (Graham, Einhorn, Klarman). The struggle for a young aspiring investor with financial difficulty is s/he may not have the financial means to start independently yet it’s often hard to find a real research-based analyst job.  With that said, I’m confident that anything is possible with hard work, perseverance, and time. END

Skills not Credentials

Wonderful advice from those readers. Reviewing the previous post, I seemed critical of MBAs and CFAs. No, those are great credentials, but having gone through those programs is neither necessary nor sufficient to developing into a good investor. Certainly, a hiring money manager may think that if someone has completed a Columbia MBA, then the candidate is smart and motivated so one less worry in that hire. But what they really want is someone with the ability to find, research/analyze and communicate in order to help he or she add value for his clients.

Show Your Passion, Skills and Strengths

How can you leverage your time and efforts to learn while pursuing your job search? You can follow the lead of Michael Burry who posted his investment ideas on various web-sites to obtain feedback to improve his process. He not only learned but he got “discovered” by Joel Greenblatt. Yes, luck was involved, but he pursued his passion while learning. Burry also realized that if HE was to be successful he was going to have to do it his way and not just be a mimic of Buffett—just as Buffett went his own way versus Graham’s style.

Whether you only have $3,000 to invest or $300 million, you want to keep careful track of your reasons for each investment so over and over again you can go back and try to see your patterns of thinking, success and failure to improve. Learning for your mistakes is often harder than it seems, but you would be surprised how few professionals ruthlessly do it.

The Sleuth Investor

So how does that help you find a job? You need to show someone the quality of your thinking/work so they have a compelling reason to hire you. Depending on your personal situation look around in the town where you live and what businesses or industry catches your attention? One day, I flipped through my Value-Line at the library and came across Miller Industries, Inc. (MLR), a tow-truck manufacturer- MLR_VLhttp://www.scribd.com/doc/80380931/MLR-VL. And Tow-Truck Magazine http://www.scribd.com/doc/80381569/Tow-Times-Miller-Industries.

I noticed the high returns on capital prior to 2007 and wondered how can a dinky tow-truck company earn such good returns, and then why was there a decline in ROA? Could I normalize earnings and was this a good business?

In the 10-K I saw that the business wasn’t that capital intensive plus the industry structure was more like a monopoly with MLR having a dominant share. In fact, a few years back, Miller was sued by the U.S. Justice Department to prevent an acquisition. Miller buys trucks beds at cost which they pass onto to the customer, then they make their money in assembly of the hydraulic winches and pumps plus providing parts to the dealers. Similar to Catepillar, success was driven by their dealer relationships. The wider selection of models, the better product offering for the dealers, while more dealers improved sales and service which allowed for economies of scale in making tow trucks. The strong become stronger. The decline in capital seemed temporary due to a retooling and restructuring investments plus the drop in sales due to the recession. Also, even I could grasp how the tow truck business worked.

To prove this to myself, I called on tow truck operators, dealerships and competitors. Sitting in a tow truck at 11 PM on a freezing Chicago Winter’s night, I learned about the importance of a strong dealer network. An operator doesn’t buy a tow truck to take Betty Lou to the drive-in; he or she buys a capital asset to make money. If the capital assets is out of service, then costs mount quickly. The winch stopped working while pulling out an over-turned bus. The dealer had two mechanics out there within 35 minutes and a hour later, we were up and towing the bus to its garage.

The analyst can writeup an industry map, show how the competitive dynamics work, prove that the company has strong assets (dealer relationships) that are reinforced by economies of scale as shown by their market share and low unit costs by work done outside of just the 10-K and normal analysts’ reports. When in 2009 the company was trading at a $36 million enterprise value with excess cash, you could buy the business for well under liquidation value plus its growth would be profitable. No one on Wall Street was covering the company. Yes, you have to spend a few nights drinking cold coffee, and driving around with a guy who chews tobacco, but go the extra mile.  The investment worked out, but I no longer own the company’s stock. The point is to show you can do deep due-diligence and original work on your own.

Go back to this post on the Sleuth Investor: http://wp.me/p1PgpH-W to learn how to do more in-depth research.  I can guarantee you will set yourself apart.  You can even check your work by sending your report to the CEO of Miller or a competitor and asking what might you have done better before you send it to a small/micro cap money manager. You will receive feedback and may even get referrals to other opportunities.

Many Ways to Heaven

Also, Wall Street is not the only place you can research companies. You can work for the M&A depart of a corporation; you can do investigative business journalism; you can become a loan officer, etc.  There are many ways to go to heaven.

Leave Your Comfort Zone

Granted, you might be out of your comfort zone like Gene Hackman, but you will learn: We Are Family http://www.youtube.com/watch?v=dYLk34GCXbo Turn up the volume after the annoying 30 second commerical (I don’t put those there!)

GOOD LUCK!

Free Newsletter: Checklist Investor Quarterly

The judge asked, “What do you plead?” I said, “Insanity, your honour, who in their right mind would park in the passing lane?” — Steven Wright

A Valuable FREE Investing Newsletter: Checklist Investor Quarterly

Hewitt, a reader, kindly sent me an issue. Informative! Just email and ask to be on his mailing list for the Checklist Investor: Hewitt.Heiserman@EarningsPower.com

Below is my old Cessna Pre-Flight Checklist

You use a check-list so as not to overlook critical information (full gas tanks, alternative airport, correct altimeter) and to be able to have mental capacity free to handle emergencies such as this: http://www.youtube.com/watch?v=IbirtASpgEk&feature=related.

As you learn, build YOUR own checklist. When I first look at a company I quickly like to view the Value-Line to check the company’s historical financial history. Is this a good business with relatively stable, high returns on capital, growing sales, low debt, or–if it has debt–then the terms of that debt, and what is the quality of the balance sheet? What is management doing with excess cash? Then, when looking deeper, I immediately check the proxy to see if management is incentivized properly or has conflicts of interest. Can I understand this business moving forward, etc. Soon the checklist will automatically become part of your process.

From the Checklist Investor:

Dear Friends,

The stock market in the last dozen years has been colder than the summit of Mt. Everest.

But we are not curling up in the fetal position.

Instead, we are improving our skills, so we can compete smarter. To this end, we are also publishing a new e-letter for our friends, Checklist Investor Quarterly.

Our e-letter is inspired by Dr. Atul Gawande’s excellent book, The Checklist Manifesto. Gawande’s thesis is that airplane pilots, engineers, and other professionals can improve their desired outcomes just by following a repeatable process; i.e., a checklist. Gawande also profiles a few money managers who became checklist investors and saw their performance get better fast.

In addition to anecdotal evidence, Gawande also cites academic research by Geoff Smart, a Ph.D. psychologist, who examined how 51 venture capitalists decided whether to give an entrepreneur money. Among the group, Smart identified a top-tier he called Airline Captains for their sky-high 80% median return versus 35% for other personality types. Airline Captains, Smart says, “…took a methodical, checklist-driven approach to their task. Studying past mistakes and lessons from others in the field, they built formal checks into their process. They forced themselves to be disciplined and not to skip steps, even when they found someone they “knew” intuitively was a real prospect.” Smart says the other thinker-types—Art Critics, Sponges, Prosecutors, Suitors, and Terminators—were not failures. “But those who added checklists to their experiences proved substantially more successful.”

Our goal with Checklist Investor Quarterly is to share with you the latest thinking from the Internet—a checklist of great ideas, if you will—on how to help you become a better stock-picker. Our motto is: Checklist Investor Quarterly is free, but the information is valuable. If you like what you see, let us know and also pass this issue along to your friends. Anyone who opts in via an email to Hewitt.Heiserman@EarningsPower.com is welcome on our mailing list.

The Spring 2012 issue comes out in April. In the meantime, if you want to share an interesting article with the rest of us, drop us a line.

Important note: We welcome feedback. But as a courtesy to everyone else, please use “Reply”—not “Reply All.” Otherwise, our In-boxes fill up fast, which none of us want.

Best wishes for a healthy and prosperous 2012.

Tim Beyers

Hewitt Heiserman

Co-editors, Checklist Investor Quarterly

Competition Demystified Continued; Hedge Fund Job; Hire an Ex-hooker

Experience is something you don’t get until just after you need it.–Steven Wright

Next Reading in Competition Demystified

Let’s tackle pages 113 to 136 or Chapter 6: Niche Advantages and the Dilemma of Growth–Compaq and Apple in the Personal Computer Industry. Good work to those who did the Coors Case Study.

Finding a Job at a Hedge Fund

The reader who wants to obtain a hedge fund job has received good advice from several of the readers this post yesterday: http://wp.me/p1PgpH-lm.

Everyone gives advice that they think will help but we have our biases and what has worked for us may not fit the advisees. Please take my advice with a heap of salt.

Let’s take a step back and ask a few questions—what is your ultimate goal? I assume your reason to work at a hedge fund is to be paid while you learn to become a better investor.  You have to be sure that you have unique skills or traits that would make you suitable for the work. Would you like to be alone sitting in a room all day reading, thinking and struggling to find answers to questions?  That is what I do, and I am one weird guy. I think of the country song, “Don’t let your babies grow up to be value investors.” http://www.youtube.com/watch?v=ePgnkVAM3L8&feature=related.

What do YOU really want to do and what combination of your life situation and skills will help you attain what you are seeking. Below is an excerpt from www.fool.com on a job search board http://boards.fool.com/that-is-awesome-that-you-have-been-able-to-do-25280669.aspx.

Where is the place to be in business today?

I don’t want to sound rude or negative, but that is the wrong question if you are looking for career advice. No-one can give a general form answer to that question. Everyone can try to answer that for themselves, but how does that relate to your own situation? Rather, you should be asking yourself:

– What do I enjoy doing? – What am I good at? – What are the skills that truly differentiate me from my peers? – What type of environment do I enjoy working in? – What level of interaction with others do I need on a day-to-day basis? – How important is money to me?

Once you have thought through these questions (and I suggest you do this in writing), you’ll be on the way to finding an answer to this question:

“Where is the place to be in business today for me?”

Regards,  Alex Dumortier (TMFMarathonMan)

Obsessed

Ok, I am back.

Read Snowball by Alice Schroeder. You will understand how focused, obsessed and hard-working Buffett is. Do you love the work THAT much? Because you will have to work extremely hard, but if you love what you do then it isn’t really “work.” Work hard for the moneyhttp://www.youtube.com/watch?v=Lnd7Urx28f8

Traits of a Money Manager: http://www.fool.com/news/foth/2001/foth010717.htm

Career Advice

Some videos meant in fun but there is helpful advice–Steven Spielberg’s career suggestions:http://www.youtube.com/watch?v=kBN9jpooZoM&feature=related

Do you have the talent or why most people fail at screenwriting: http://www.youtube.com/watch?v=gXPYhW8Q74w&feature=related

Advice to an actor–be yourself: http://www.youtube.com/watch?v=m_Ui2IGbqhY&feature=related

Find your passion:http://www.youtube.com/watch?v=HqC7sN1DQzw

Wall Street

To those who wish to work on Wall Street I would say that you will probably witness shrinking of the financial sector for awhile as regression to the mean sets in. There was too much leverage and with the de-leveraging and greater regulation, you will see lower ROEs for banks and other financial institutions. There will come a day when MBA students will not even bother to look at Wall Street. Remember when Wall Street was a wasteland in the 1940s? On August 19, 1940, the stock exchange volume totaled just 129,650 shares. Read James Grant’s introduction the Security Analysis, 6th Edition.

Not a Clue

Another point that might sadden, anger and shock readers is that there are many brokers, money managers, and analysts even from Harvard, Morgan Stanley, or even Goldman Sachs who do not know what they are doing. Exhibit A: recent financial collapse. Also, Wall Street exists to raise and move money, so few actually analyze businesses properly.

I spoke with a young analyst who works for a fund where the partners came from a fancy investment bank and they all have CPAs, CFAs and MBAs. Their fund is down about 10% CAGR since 2008! The fund has no investment process, method or discipline. This young analyst has learned from his own reading. Go to www.lmcm.com and click on the information there and you will be impressed with the credentials. Bill Miller did very well for himself and not so well for most of his investors these past five years. Why?

Working at a Fund

If you do land a job at a good value fund, I doubt the principals have the time, temperament or inclination to train you. If you want a sense of what it is like working for Michael Price, go to my book synopsis: http://www.scribd.com/doc/80246703/5-Keys-to-Value-Investing. This analyst worked for Price. He would present ideas and then defend his thesis in order to convince Price to place the investment in the fund. Certainly the questioning by an experienced investor is a valuable learning tool. If you didn’t do your work thoroughly beforehand, you were not there long. But I doubt Mr. Price will patiently explain what deferred taxes are to the aspiring analyst. You are there to help him make money.

thinking in a little box

The ad for a hedge fund analyst position I posted yesterday required either an MBA or a CFA.  I would offer $10 to 1,000 million to the fund manager or anyone to show any statistical evidence that having those degrees improves analytical or investment ability over other attributes. It is just another screening technique for the lazy and unimaginative. One of the best investors in history, Walter Schloss never studied past twelfth grade. Seems like he did just fine. His temperament, discipline, work with Graham (he went and sat in on Graham’s lectures), and study of Security Analysis were his assets.

Let’s say I interviewed a Harvard MBA who wanted to become a value analyst. I would ask him or her, “We will have superior performance because I am so smart, hard-working and experienced. Don’t you believe that as well?” If the analyst agreed, especially just to be polite, the interview would be over. You need to be driven by curiosity while having humble skepticism and be willing to disagree; question.  I seriously would rather hire an ex-hooker http://www.youtube.com/watch?v=ZivA_f7DRdE.

Successful, but Unconventional

Below are professional investors who all have excellent records but unusual backgrounds. They made their own path; YOU can too. Also, get the book, Free Capital by Guy Thomas. The book is better than The Buffetts Next Door because you will see how several others have been successfully investing in their OWN way.  Many never aspired to having a pedigreed background nor previous investing job.

Jim Chuong: http://www.ticonline.com/

Francis Chou (former telephone lineman): http://v1.theglobeandmail.com/partners/free/globeinvestor/investment/may08/chou.html

Video:http://www.bengrahaminvesting.ca/Resources/Video_Presentations/Guest_Speakers/2009/Chou_2009.htm

Michael Burry: Betting on the blind side (note his personality): http://www.vanityfair.com/business/features/2010/04/wall-street-excerpt-201004

Kupperman as an adventure capitalist: http://adventuresincapitalism.com/page/Whos-Kuppy.aspx  While in college he would visit obscure Canadian mining companies and uncover what no other analysts bothered to look at.

I know this gentleman, Jordan Mariuma, who could barely read a balance sheet while in New York, but he had the guts to go to Romania. http://www.hedgefundsreview.com/hedge-funds-review/profile/1931806/worldwide-opportunity-fund-terra-partners

We will discuss again after others chime in or disagree with my “advice.” Don’t give up the faith. Good luck.

Of Interest

Fairholme 2011 Letter: http://www.gurufocus.com/news/159850/bruce-berkowitzs-2011-shareholder-letter

Canadian Investor in SUPER STOCKS

Competition Demystified Continued: Coors Case Study Analysis From Readers

My most surprising discovery: the overwhelming importance in business of an unseen force that we might call “the institutional imperative.” In business school, I was given no hint of the imperative’s existence and I did not intuitively understand it when I entered the business world. I thought then that decent, intelligent, and experienced managers would automatically make rational business decisions. But I learned over time that isn’t so. Instead, rationality frequently wilts when the institutional imperative comes into play.

For example: (1) As if governed by Newton’s First Law of Motion, an institution will resist any change in its current direction; (2) Just as work expands to fill available time, corporate projects or acquisitions will materialize to soak up available funds; (3) Any business craving of the leader, however foolish, will be quickly supported by detailed rate-of-return and strategic studies prepared by his troops; and (4) The behavior of peer companies, whether they are expanding, acquiring, setting executive compensation or whatever, will be mindlessly imitated.

Institutional dynamics, not venality or stupidity, set businesses on these courses, which are too often misguided. After making some expensive mistakes because I ignored the power of the imperative, I have tried to organize and manage Berkshire in ways that minimize its influence. Furthermore, Charlie and I have attempted to concentrate our investments in companies that appear alert to the problem.–Warren Buffett

Coors Case Study Analysis

My short write-up: http://www.scribd.com/doc/80155636/Coors-Case-Study

But readers’ comments are even better. These contributors posted here: http://wp.me/s1PgpH-1302. I reposted below. Good work.

Dave

  1. These were the numbers that jumped out at me:
    In the 3 largest areas that they operated, Coors had almost 50% market share in 1977. By 1985 they had only 14% in that region, however they expanded to almost all the states and sold 16% more barrels.
  2. Also in 1977 Coors had a 20% operating margin, far ahead of any competitor. By 1985 it was down to 8%. Marketing expenses were the cause of this, jumping from 2.6% of revenues to 15%, far more than any major competitor.
  3. While Coors was expanding, all of their competitors (mostly AB and Miller) were taking a major chunk of their market share in the markets they previously dominated.
  4. It seems that the marketing expenses are what killed Coors’ margins. If Coors expanded its local market share in 1977 instead of jumping around their marketing expenses would’ve been much lower per barrel than all of their competitors.

Herman | February 1, 2012 at 8:12 am | Reply | Edit

I fully agree with Dave’s analysis. Although there was advertising expenses were on an industry-wide rise since the late 70s (probably driven by PM’s takeover of Miller), Coors’ advertising expenses made up 15% of sales vs. an industry average of 10%. On a per-barrel basis, Coors spent $11/barrel on advertising in ’85, whilst AB spent $7/barrel.

Reason for these high expenses was that the advertising expenses are primarily regional, and Coors had lost market share in its heart land (Mountain, Pacific, WSC) – 25% in ’77 to 15% in ’85 against AB and Miller, and had insufficient foothold in other states (in all non-heartland areas except for NE Coors had <10% market share).

A crucial mistake Coors management made was to allow Miller and AB to fill the capacity gap in its heart-land (10 states west of Colorado), thereby losing market share and thereby weakening the EoS it had. It seems like Coors’ management was focused on its nation-wide roll and lost sight of defending its local market share.  EXCELLENT POINT.

It seems like AB enjoys EoS now.

It’s easy to play Monday morning quarterback, but if I were in Coors shoes, and saw the decline in market share I would have taken the following steps:

Step 1) Map out profitability per state to understand which states create a drag on Coors margin. My guess would be that this would be a combination of distance from its brewery and low ( <10%) market share) but this would require some further analysis.

Step 2) Cut fat – there seems to be fat everywhere in the value chain, which translates into lower margins. By cutting out this fat, more cash can be generated. Examples of potential areas of fat:

a) Coors strategy of maintaining full integration of its supply chain (e.g. owning its own transport company, generating its own power, etc). This may not be the best strategy in a mature market like beer. Other service-providers may have an cost-advantage, e.g. in transportation. Coors own transport company led to 10%-15% higher trucking costs thanks to low back haulage compared to independent transporters.

b) Maintaining so many brands – Coors ran 4 different super premium brands vs. an industry average of 1. Even though super premium brands generated cash to fund advertising campaigns, the costs were pretty high ($20 – $ 35 Mln launch costs, $10 M annually advertising maintenance costs, and costs associated with running so different many packages on its production lines).

Step 3) Abandon the ‘bleeder’ states, and focus on the strong states (its heartland). Defend market share aggressively by cutting prices, using the excess cash generated by having cut the fat as laid out in step 2 .

I of course completely agree with you but do you have any insight on why they may have pursued the strategy that they did at the time?

Coors Case Study that is Not Helpful

There is interesting information and background here on the beer industry, but this 64-page reports lacks logic and analysis.  On what basis does the author suggest that Coors go international? That advice is equivalent to giving a drowning man a drink from a firehose. Coors would only be worsening its position—further growth without profit. The readers above who contributed their analysis in a few paragraphs grasped the essence of Coors errors. Don’t be fooled by fancy terms like SWOT analysis–get at the nub of the problem like Hannibal Lechter http://richraths.com/files/CoorsCaseStudyAnalysis2004.pdf