Books on Warren Buffett dominate the bookshelves at the investment section of bookstores. Among the sea of Warren Buffett books, Robert G. Hagstrom's name stands out. He has written three books: The "Warren Buffett Way," "The Warren Buffett Portfolio," and "The Essential Buffett."
According to Robert Hagstrom, his second book, "The Warren BuffettPortfolio," is meant to be a companion, not a sequel, to "The Warren Buffett Way." He claimed he unwittingly passed lightly over two important areas: portfolio management and intellectual fortitude in The Warren Buffett Way. It gives the reader tools to pick common stocks wisely, and The Warren Buffett Portfolio shows you how to organize them into a focus portfolio and provides the intellectual framework for managing it.
I introduce readers to Hagstrom's first book, The Warren Buffett Way.
Takeaways from The Warren Buffett Way
Business Tenets = basic characteristics of the business itself
1. Is the business simple and understandable?
- Understand the revenues, expenses, cash flow, labor relations, pricing flexibility, and capital allocation needs of every single one of your holdings.
- Investment success is not a matter of how much you know but how realistically you define what you don’t know.
2. Does the business have a consistent operating history?
- A steady track record is a relatively reliable indicator. When a company has demonstrated consistent results with the same type of products year after year, it is not unreasonable to assume that those results will continue.
- Avoid purchasing companies that are fundamentally changing direction because their previous plans were unsuccessful. Undergoing major business changes increases the likelihood of committing major business errors.
- Avoid businesses that are solving difficult problems. Turnarounds seldom turn.
3. Does the business have favorable long-term prospects?
- A franchise as a company whose product or service 1) is needed or desired, 2) has no close substitute and 3) is not regulated.
- A franchise that is the only source of a product people want can regularly increase prices without fear of losing market share or unit volume.
- A franchise has the ability to survive economic mishaps and still endure. A great company is one that will be great for 25 to 30 years
Management Tenets = important qualities that senior managers must display
4. Is management rational?
- The most important management act is allocation of the company’s capital.
- Deciding what to do with the company’s earnings — reinvest in the business, or return money to shareholders — is an exercise in logic and rationality.
- If the extra cash, reinvested internally, can produce an above-average return on equity — a return that is higher than the cost of capital — then the company should retain all its earnings and reinvest them.
- A company that provides average or below-average investment returns but generates cash in excess of its needs should return the money to shareholders.
- Dividends put reinvestment risk in the hands of shareholders.
- Repurchases are preferred as shareholders are rewarded twice, first from the initial open market purchase and then from the positive effect of investor interest on price.
5. Is management candid with its shareholders?
- Likes managers who report their companies’ financial performance fully and genuinely, who admit mistakes as well as share successes, and who are in all ways candid with shareholders.
- Data should be disclosed in a manner that helps the financially literate readers answer three key questions: 1) Approximately how much is this company worth? 2) what is the likelihood that it can meet its future obligations? and 3) how good a job are its managers doing, given the hand they have been dealt?
- Managers who confess mistakes publicly are more likely to correct them.
- The CEO who misleads others in public may eventually mislead himself in private.
6. Does management resist the institutional imperative?
- The institutional imperative is the lemming-like tendency of corporate management to imitate the behavior of other managers, no matter how silly or irrational that behavior may be.