Fooled by Randomness

June 23, 2024

Nassim Nicholas Taleb’sFooled by Randomness: The Hidden Role of Chance in the Markets and in Life, is an excellent book. Below I summarize the main points.

Here’s the outline:

    • Prologue

Part I: Solon’s Warning–Skewness, Asymmetry, and Induction

    • One: If You’re So Rich, Why Aren’t You So Smart?
    • Two: A Bizarre Accounting Method
    • Three: A Mathematical Meditation on History
    • Four: Randomness, Nonsense, and the Scientific Intellectual
    • Five: Survival of the Least Fit–Can Evolution Be Fooled By Randomness?
    • Six: Skewness and Asymmetry
    • Seven: The Problem of Induction

Part II: Monkeys on Typewriters–Survivorship and Other Biases

    • Eight: Too Many Millionaires Next Door
    • Nine: It Is Easier to Buy and Sell Than Fry an Egg
    • Ten: Loser Takes All–On the Nonlinearities of Life
    • Eleven: Randomness and Our Brain–We Are Probability Blind

Part III: Wax in my Ears–Living With Randomitis

    • Twelve: Gamblers’ Ticks and Pigeons in a Box
    • Thirteen: Carneades Comes to Rome–On Probability and Skepticism
    • Fourteen: Bacchus Abandons Antony

A black and white drawing of a man riding an animal on top of a wheel.

(Albrecht Durer’sWheel of Fortunefrom Sebastien Brant’sShip of Fools(1494) via Wikimedia Commons)

 

PROLOGUE

Taleb presents Table P.1 Table of Confusion, listing the central distinctions used in the book.

GENERAL

Luck Skills
Randomness Determinism
Probability Certainty
Belief, conjecture Knowledge, certitude
Theory Reality
Anecdote, coincidence Causality, law
Forecast Prophecy

MARKET PERFORMANCE

Lucky idiot Skilled investor
Survivorship bias Market outperformance

FINANCE

Volatility Return (or drift)
Stochastic variable Deterministic variable

PHYSICS AND ENGINEERING

Noise Signal

LITERARY CRITICISM

None Symbol

PHILOSOPHY OF SCIENCE

Epistemic probability Physical probability
Induction Deduction
Synthetic proposition Analytic proposition

 

ONE: IF YOU’RE SO RICH, WHY AREN’T YOU SO SMART?

Taleb introduces an options trader Nero Tulip. He became convinced that being an options trader was even more interesting that being a pirate would be.

Nero is highly educated (like Taleb himself), with an undergraduate degree in ancient literature and mathematics from Cambridge University, a PhD. in philosophy from the University of Chicago, and a PhD. in mathematical statistics. His thesis for the PhD. in philosophy had to do with the methodology of statistical inference in its application to the social sciences. Taleb comments:

In fact, his thesis was indistinguishable from a thesis in mathematical statistics–it was just a bit more thoughtful (and twice as long).

Nero left philosophy because he became bored with academic debates, particularly over minor points. Nero wanted action.

A pirate ship floating on top of the ocean.

(Photo by Neil Lockhart)

Nero became a proprietary trader. The firm provided the capital. As long as Nero generated good results, he was free to work whenever he wanted. Generally he was allowed to keep between 7% and 12% of his profits.

It is paradise for an intellectual like Nero who dislikes manual work and values unscheduled meditation.

Nero was an extremely conservative options trader. Over his first decade, he had almost no bad years and his after-tax income averaged $500,000. Due to his extreme risk aversion, Nero’s goal is not to maximize profits as much as it is to avoid having such a bad year that his “entertaining money machine called trading” would be taken away from him. In other words, Nero’s goal was to avoidblowing up, or having such a bad year that he would have to leave the business.

Nero likes taking small losses as long as his profits are large. Whereas most traders make money most of the time during a bull market and lose money during market panics or crashes, Nero would lose small amounts most of the time during a bull market and then make large profits during a market panic or crash.

Nero does not do as well as some other traders. One reason is that his extreme risk aversion leads him to invest his own money in treasury bonds. So he missed most of the bull market from 1982 to 2000.

Note: From a value investing point of view, Nero should at least have invested in undervalued stocks, since such a strategy will almost certainly do well after 10+ years. But Nero wasn’t trained in value investing, and he was acutely aware of what can happen during market panics or crashes.

Also Note: For a value investor, a market panic or crash is an opportunity to buy more stock at very cheap prices. Thus bear markets benefit the value investor who can add to his or her positions.

Nero and his wife live across the street from John the High-Yield Trader and his wife. John was doing much better than Nero. John’s strategy was to maximize profits for as long as the bull market lasted. Nero’s wife and even Nero himself would occasionally feel jealous when looking at the much larger house in which John and his wife lived. However, one day there was a market panic and Johnblew up, losing virtually everything including his house.

Taleb writes:

…Nero’s merriment did not come from the fact that John went back to his place in life, so much as it was from the fact that Nero’s methods, beliefs, and track record had suddenly gained in credibility. Nero would be able to raise public money on his track record precisely because such a thing could not possibly happen to him. A repetition of such an event would pay off massively for him. Part of Nero’s elation also came from the fact that he felt proud of his sticking to his strategy for so long, in spite of the pressure to be the alpha male. It was also because he would no longer question his trading style when others were getting rich because they misunderstood the structure of randomness and market cycles.

Taleb then comments that lucky fools never have the slightest suspicion that they are lucky fools. As long as they’re winning, they get puffed up from the release of the neurotransmitter serotonin into their systems. Taleb notes that our hormonal system can’t distinguish between winning based on luck and winning based on skill.

Two red dice with white dots on each side.

(A lucky seven. Photo by Eagleflying)

Furthermore, when serotonin is released into our system based on some success, we act like we deserve the success, regardless of whether it was based on luck or skill. Our new behavior will often lead to a virtuous cycle during which, if we continue to win, we will rise in the pecking order. Similarly, when we lose, whether that loss is due to bad luck or poor skill, our resulting behavior will often lead to a vicious cycle during which, if we continue to lose, we will fall in the pecking order. Taleb points out that these virtuous and vicious cycles are exactly what happens with monkeys who have been injected with serotonin.

Taleb adds that you can always tell whether some trader has had a winning day or a losing day. You just have to observe his or her gesture or gait. It’s easy to tell whether the trader is full of serotonin or not.

A man sitting at a table with his head in his hand.
Photo by Antoniodiaz

 

TWO: A BIZARRE ACCOUNTING METHOD

Taleb introduces the concept ofalternative histories. This concept applies to many areas of human life, including many different professions (war, politics, medicine, investments). The main idea is that you cannot judge the quality of a decision based only on its outcome. Rather, the quality of a decision can only be judged by considering all possible scenarios (outcomes) and their associated probabilities.

Once again, our brains deceive us unless we develop the habit of thinking probabilistically, in terms of alternative histories. Without this habit, if a decision is successful, we get puffed up with serotonin and believe that the successful outcome is based on our skill. By nature, we cannot account for luck or randomness.

Taleb offers Russian roulette as an analogy. If you are offered $10 million to play Russian roulette, and if you play and you survive, then you were lucky even though you will get puffed up with serotonin.

A gun that has been fired with the bullet in it.
Photo by Banjong Khanyai

Taleb argues that many (if not most) business successes have a large component of luck or randomness. Again, though, successful businesspeople in general will be puffed up with serotonin and they will attribute their success primarily to skill. Taleb:

…the public observes the external signs of wealth without even having a glimpse at the source (we call such source thegenerator).

Now, if the lucky Russian roulette player continues to play the game, eventually the bad histories will catch up with him or her. Here’s an important point: If you start out with thousands of people playing Russian roulette, then after the first round roughly 83.3% will be successful. After the second round, roughly 83.3% of the survivors of round one will be successful. After the third round, roughly 83.3% of the survivors of round two will be successful. And on it goes… After twenty rounds, there will be a small handful of extremely successful and wealthy Russian roulette players. However, these cases of extreme success are due entirely to luck.

In the business world, of course, there are many cases where skill plays a large role. The point is that our brains by nature are unable to see when luck has played a role in some successful outcome. And luck almost always plays an important role in most areas of life.

Taleb points out that there are some areas where success is due mostly to skill and not luck. Taleb likes to give the example of dentistry. The success of a dentist will typically be due mostly to skill.

Taleb attributes some of his attitude towards risk to the fact that at one point he had a boss who forced him to consider every possible scenario, no matter how remote.

Interestingly, Taleb understands Homer’sThe Iliad as presenting the following idea: heroes are heroes based on heroic behavior and not based on whether they won or lost. Homer seems to have understood the role of chance (luck).

 

THREE: A MATHEMATICAL MEDITATION ON HISTORY

A Monte Carlo generator creates manyalternative random sample paths. Note that a sample path can be deterministic, but our concern here is with random sample paths. Also note that some random sample paths can have higher probabilities than other random sample paths. Each sample path represents just one sequence of events out of many possible sequences, ergo the word “sample”.

Taleb offers a few examples of random sample paths. Consider the price of your favorite technology stock, he says. It may start at $100, hit $220 along the way, and end up at $20. Or it may start at $100 and reach $145, but only after touching $10. Another example might be your wealth during at a night at the casino. Say you begin with $1,000 in your pocket. One possibility is that you end up with $2,200, while another possibility is that you end up with only $20.

A pen sitting on top of a paper.
Photo by Emily2k

Taleb says:

My Monte Carlo engine took me on a few interesting adventures. While my colleagues were immersed in news stories, central bank announcements, earnings reports, economic forecasts, sports results and, not least, office politics, I started toying with it in fields bordering my home base of financial probability. A natural field of expansion for the amateur is evolutionary biology… I started simulating populations of fast mutating animals called Zorglubs under climactic changes and witnessing the most unexpected of conclusions… My aim, as a pure amateur fleeing the boredom of business life, was merely to develop intuitions for these events… I also toyed with molecular biology, generating randomly occurring cancer cells and witnessing some surprising aspects to their evolution.

Taleb continues:

Naturally the analogue to fabricating populations of Zorglubs was to simulate a population of “idiotic bull”, “impetuous bear”, and “cautious” traders under different market regimes, say booms and busts, and to examine their short-term and long-term survival… My models showed almost nobody to really ultimately make money; bears dropped out like flies in the rally and bulls got ultimately slaughtered, as paper profits vanished when the music stopped. But there was one exception; some of those who traded options (I called them option buyers) had remarkable staying power and I wanted to be one of those. How? Because they could buy insurance against the blowup; they could get anxiety-free sleep at night, thanks to the knowledge that if their careers were threatened, it would not be owing to the outcome of a single day.

Note from a value investing point of view

A value investor seeks to pay low prices for stock in individual businesses. Stock prices can jump around in the short term. But over time, if the business you invest in succeeds, then the stock will follow, assuming you bought the stock at relatively low prices. Again, if there’s a bear market or a market crash, and if the stock prices of the businesses in which you’ve invested decline, then that presents a wonderful opportunity to buy more stock at attractively low prices. Over time, the U.S. and global economy will grow, regardless of the occasional market panic or crash. Because of this growth, one of the lowest risk ways to build wealth is to invest in businesses, either on an individual basis if you’re a value investor or via index funds.

Taleb’s methods of trying to make money during a market panic or crash will almost certainly doless well over the long term than simple index funds.

Taleb makes a further point: The vast majority of people learn only from their own mistakes, and rarely from the mistakes of others. Children only learn that the stove is hot by getting burned. Adults are largely the same way: We only learn from our own mistakes. Rarely do we learn from the mistakes of others. And rarely do we heed the warnings of others. Taleb:

All of my colleagues whom I have known to denigrate history blew up spectacularly–and I have yet to encounter some such person who has not blown up.

Keep in mind that Taleb is talking about traders here. For a regular investor who dollar cost averages into index funds and/or who uses value investing, Taleb’s warning does not apply. As a long-term investor in index funds and/or in value investing techniques, you do have to be ready for a 50% decline at some point. But if you buy more after such a decline, your long-term results will actually be helped, not hurt, by a 50% decline.

Taleb points out that aged traders and investors are likely better to use as role models precisely because they have been exposed to markets longer. Taleb:

I toyed with Monte Carlo simulations of heterogeneous populations of traders under a variety of regimes (closely resembling historical ones), and found a significant advantage in selecting aged traders, using, as a selection criterion their cumulative years of experience rather than their absolute success (conditional on their having survived without blowing up).

Taleb also observes that there is a similar phenomenon in mate selection. All else equal, women prefer to mate with healthy older men over healthy younger ones. Healthy older men, by having survived longer, show some evidence of better genes.

 

FOUR: RANDOMNESS, NONSENSE, AND THE SCIENTIFIC INTELLECTUAL

Using a random generator of words, it’s possible to create rhetoric, but it’s not possible to generate genuine scientific knowledge.

 

FIVE: SURVIVAL OF THE LEAST FIT–CAN EVOLUTION BE FOOLED BY RANDOMNESS?

Taleb writes about Carlos “the emerging markets wizard.” After excelling as an undergraduate, Carlos went for a PhD. in economics from Harvard. Unable to find a decent thesis topic for his dissertation, he settled for a master’s degree and a career on Wall Street.

Carlos did well investing in emerging markets bonds. One important reason for his success, beyond the fact that he bought emerging markets bonds that later went up in value, was that he bought the dips. Whenever there was a momentary panic and emerging markets bonds dropped in value, Carlos bought more. This dip buying improved his performance. Taleb:

It was the summer of 1998 that undid Carlos–that last dip did not translate into a rally. His track record today includes just one bad quarter–but bad it was. He had earned close to $80 million cumulatively in his previous years. He lost $300 million in just one summer.

When the market first started dipping, Carlos learned that a New Jersey hedge fund was liquidating, including its position in Russian bonds. So when Russian bonds dropped to $52, Carlos was buying. To those who questioned his buying, he yelled: “Read my lips: it’s li-qui-da-tion!”

Taleb continues:

By the end of June, his trading revenues for 1998 had dropped from up $60 million to up $20 million. That made him angry. But he calculated that should the market rise back to the pre-New Jersey selloff, then he would be up $100 million. That was unavoidable, he asserted. These bonds, he said, would never, ever trade below $48. He was risking so little, to possibly make so much.

Then came July. The market dropped a bit more. The benchmark Russian bond was now $43. His positions were under water, but he increased his stakes. By now he was down $30 million for the year. His bosses were starting to become nervous, but he kept telling them that, after all, Russia would not go under. He repeated the cliche that it was too big to fail. He estimated that bailing them out would cost so little and would benefit the world economy so much that it did not make sense to liquidate his inventory now.

Carlos asserted that the Russian bonds were trading near default value. If Russia were to default, then Russian bonds would stay at the same prices they were at currently. Carlos took the further step of investing half of his net worth, then $5,000,000, into Russian bonds.

Russian bond prices then dropped into the 30s, and then into the 20s. Since Carlos thought the bonds could not be less than the default values he had calculated, and were probably worth much more, he was not alarmed. He maintained that anyone who invested in Russian bonds at these levels would realize wonderful returns. He claimed that stop losses “are for schmucks! I am not going to buy high and sell low!” He pointed out that in October 1997 they were way down, but that buying the dip ended up yielding excellent profits for 1997. Furthermore, Carlos pointed out that other banks were showing even larger losses on their Russian bond positions. Taleb:

Towards the end of August, the bellwether Russian Principal Bonds were trading below $10. Carlos’s net worth was reduced by almost half. He was dismissed. So was his boss, the head of trading. The president of the bank was demoted to a “newly created position”. Board members could not understand why the bank had so much exposure to a government that was not paying its own employees–which, disturbingly, included armed soldiers. This was one of the small points that emerging market economists around the globe, from talking to each other so much, forgot to take into account.

Taleb adds:

Louie, a veteran trader on the neighboring desk who suffered much humiliation by these rich emerging market traders, was there, vindicated. Louie was then a 52-year-old Brooklyn-born-and-raised trader who over three decades survived every single conceivable market cycle.

Taleb concludes that Carlos is a gentleman, but a bad trader:

He has all of the traits of a thoughtful gentleman, and would be an ideal son-in-law. But he has most of the attributes of the bad trader. And, at any point in time, the richest traders are often the worst traders. This, I will call thecross-sectional problem: at a given time in the market, the most profitable traders are likely to be those that are best fit to the latest cycle.

Taleb discusses John the high-yield trader, who was mentioned near the beginning of the book, as another bad trader. What traits do bad traders, who may be lucky idiots for awhile, share? Taleb:

    • An overestimation of the accuracy of their beliefs in some measure, either economic (Carlos) or statistical (John). They don’t consider that what they view as economic or statistical truth may have been fit to past events and may no longer be true.
    • A tendency to get married to positions.
    • The tendency to change their story.
    • No precise game plan ahead of time as to what to do in the event of losses.
    • Absence of critical thinking expressed in absence of revision of their stance with “stop losses”.
    • Denial.

 

SIX: SKEWNESS AND ASYMMETRY

Taleb presents the following Table:

Event Probability Outcome Expectation
A 999/1000 $1 $.999
B 1/1000 -$10,000 -$10.00
Total -$9.001

The point is that thefrequency of losing cannot be considered apart from themagnitude of the outcome. If you play the game, you’re extremely likely to make $1. But it’s not a good idea to play. If you play this game millions of times, you’re virtually guaranteed to lose money.

Taleb comments that even professional investors misunderstand this bet:

How could people miss such a point? Why do they confuse probability and expectation, that is, probability and probability times the payoff? Mainly because much of people’s schooling comes from examples in symmetric environments, like a coin-toss, where such a difference does not matter. In fact the so-called “Bell Curve” that seems to have found universal use in society is entirely symmetric.

A bottle of water with a coin in it

(Coin toss. Photo by Christian Delbert)

Taleb gives an example where he is shorting the S&P 500 Index. He thought the market had a 70% chance of going up and a 30% chance of going down. But he thought that if the market went down, it could go down a lot. Therefore, it was profitable over time (by repeating the bet) to be short the S&P 500.

Note: From a value investing point of view, no one can predict what the market will do. But you can predict what some individual businesses are likely to do. The key is to invest in businesses when the price (stock) is low.

Rare Events

Taleb explains his trading strategy:

The best description of my lifelong business in the market is “skewed bets”, that is, I try to benefit from rare events, events that do not tend to repeat themselves frequently, but, accordingly, present a large payoff when they occur. I try to make money infrequently, as infrequently as possible, simply because I believe that rare events are not fairly valued, and that the rarer the event, the more undervalued it will be in price.

A red ball is in the middle of many boxes
Illustration by lqoncept

Taleb gives an example where his strategy paid off:

One such rare event is the stock market crash of 1987, which made me as a trader and allowed me the luxury of becoming involved in all manner of scholarship.

Taleb notes that in most areas of science, it is common practice to discardoutliers when computing the average. For instance, a professor calculating the average grade in his or her class might discard the highest and the lowest values. In finance, however, it is often wrong to discard the extreme outcomes because, as Taleb has shown, the magnitude of an extreme outcome can matter.

Taleb advises studying market history. But then again, you have to be careful, as Taleb explains:

Sometimes market data becomes a simple trap; it shows you the opposite of its nature, simply to get you to invest in the security or mismanage your risks. Currencies that exhibit the largest historical stability, for example, are the most prone to crashes…

Taleb notes the following:

In other words history teaches us that things that never happened before do happen.

History does not always repeat. Sometimes things change. For instance, today the U.S. stock market seems high. The S&P 500 Index is over 3,000. Based on history, one might expect a bear market and/or a recession. There hasn’t been a recession in the U.S. since 2009.

However, with interest rates low, and with the profit margins on many technology companies high, it’s possible that stocks will not decline much, even if there’s a recession. It’s also possible that any recession could be delayed, partly because the Fed and other central banks remain very accommodative. It’s possible that the business cycle itself may be less volatile because the fiscal and monetary authorities have gotten better at delaying recessions or at making recessions shallower than before.

Ironically, to the extent that Taleb seeks to profit from a market panic or crash, for the reasons just mentioned, Taleb’s strategy may not work as well going forward.

Taleb introducesthe problem of stationarity. To illustrate the problem, think of an urn with red balls and black balls in it. Taleb:

Think of an urn that is hollow at the bottom. As I am sampling from it, and without my being aware of it, some mischievous child is adding balls of one color or another. My inference thus becomes insignificant. I may infer that the red balls represent 50% of the urn while the mischievous child, hearing me, would swiftly replace all the red balls with black ones. This makes much of our knowledge derived through statistics quite shaky.

The very same effect takes place in the market. We take past history as a single homogeneous sample and believe that we have considerably increased our knowledge of the future from the observation of the sample of the past. What if vicious children were changing the composition of the urn? In other words, what if things have changed?

Taleb notes that there are many techniques that use past history in order to measure risks going forward. But to the extent that past data are not stationary, depending upon these risk measurement techniques can be a serious mistake. All of this leads to a more fundamental issue: the problem of induction.

 

SEVEN: THE PROBLEM OF INDUCTION

Taleb quotes the Scottish philosopher David Hume:

No amount of observations of white swans can allow the inference that all swans are white, but the observation of a single black swan is sufficient to refute that conclusion.

A black swan with red beak swimming in water.

(Black swan. Photo by Damithri)

Taleb came to believe that Sir Karl Popper had an important answer to the problem of induction. According to Popper, there are only two types of scientific theories:

    • Theories that are known to be wrong, as they were tested and adequately rejected (i.e., falsified).
    • Theories that have not yet been known to be wrong, not falsified yet, but are exposed to be proved wrong.

It also follows that we should not always rely on statistics. Taleb:

More practically to me, Popper had many problems with statistics and statisticians. He refused to blindly accept the notion that knowledge can always increase with incremental information–which is the foundation for statistical inference. It may in some instances, but we do not know which ones. Many insightful people, such as John Maynard Keynes, independently reached the same conclusions. Sir Karl’s detractors believe that favorably repeating the same experiment again and again should lead to an increased comfort with the notion that “it works”.

Taleb explains the concept of anopen society:

Popper’s falsificationism is intimately connected to the notion of an open society. An open society is one in which no permanent truth is held to exist; this would allow counterideas to emerge.

For Taleb, a successful trader or investor must have anopen mind in which no permanent truth is held to exist.

Taleb concludes the chapter by applying the logic of Pascal’s wager to trading and investing:

…I will use statistics and inductive methods to make aggressive bets, but I will not use them to manage my risks and exposure. Surprisingly, all the surviving traders I know seem to have done the same. They trade on ideas based on some observation (that includes past history) but, like the Popperian scientists, they make sure that the costs of being wrong are limited (and their probability is not derived from past data). Unlike Carlos and John, they know before getting involved in the trading strategy which events would prove their conjecture wrong and allow for it (recall the Carlos and John used past history both to make their bets and measure their risk).

 

PART II: MONKEYS ON TYPEWRITERS–SURVIVORSHIP AND OTHER BIASES

If you put an infinite number of monkeys in front of typewriters, it is certain that one of them will type an exact version of Homer’s The Iliad. Taleb asks:

Now that we have found that hero among monkeys, would any reader invest his life’s savings on a bet that the monkey would writeThe Odyssey next?

A group of people with laptops and cats on top of tables.
Infinite number of monkeys on typewriters. Illustration by Robert Adrian Hillman.

 

EIGHT: TOO MANY MILLIONAIRES NEXT DOOR

Taleb begins the chapter by describing a lawyer named Marc. Marc makes $500,000 a year. He attended Harvard as an undergraduate and then Yale Law School. The problem is that some of Marc’s neighbors are much wealthier. Taleb discusses Marc’s wife, Janet:

Every month or so, Janet has a crisis… Why isn’t her husband so successful? Isn’t he smart and hard working? Didn’t he get close to 1600 on the SAT? Why is Ronald Something whose wife never even nods to Janet worth hundred of millions when her husband went to Harvard and Yale and has such a high I.Q., and has hardly any substantial savings?

Note: Warren Buffett and Charlie Munger have long made the point that envy is a massively stupid sin because, unlike other sins (e.g., gluttony), you can’t have any fun with it. Granted, envy is a very human emotion. But we can and must train ourselves not to fall into it.

Daniel Kahneman and others have demonstrated that the average person would rather make $70,000 as long as his neighbor makes $60,000 than make $80,000 if his neighbor makes $90,000. How stupid to compare ourselves to people who happen to be doing better! There will always be someone doing better.

Taleb mentions the book,The Millionaire Next Door. One idea from the book is that the wealthy often do not look wealthy because they’re focused on saving and investing, rather than on spending. However, Taleb finds two problems with the book. First, the book does not adjust for survivorship bias. In other words, for at least some of the wealthy, there is some luck involved. Second, there’s the problem of induction. If you measure someone’s wealth in the year 2000 (Taleb was writing in 2001), at the end of one of the biggest bull markets in modern history (from 1982 to 2000), then in many cases a large degree of that wealth came as a result of the prolonged bull market. By contrast, if you measure people’s wealth in 1982, there would be fewer people who are millionaires, even after adjusting for inflation.

 

NINE: IT IS EASIER TO BUY AND SELL THAN FRY AN EGG

Taleb writes about going to the dentist and being confident that his dentist knows something about teeth. Later, Taleb goes to Carnegie Hall. Before the pianist begins her performance, Taleb has zero doubt that she knows how to play the piano and is not about to produce cacophony. Later still, Taleb is in London and ends up looking at some of his favorite marble statues. Once again, he knows they weren’t produced by luck.

However, in many areas of business and even more so when it comes to investing, luck does tend to play a large role. Taleb is supposed to meet with a fund manager who has a good track record and who is looking for investors. Taleb comments that buying and selling, which is what the fund manager does, is easier than frying an egg. The problem is that luck plays such a large role in almost any good investment track record.

A lady luck slot machine with the word " lady luck " on it.
Photo by Alhovik

In order to study the role luck plays for investors, Taleb suggests a hypothetical game. There are 10,000 investors at the beginning. In the first round, a fair coin is tossed for each investor. Heads, and the investor makes $10,000, tails, and the investor loses $10,000. (Any investor who has a losing year is not allowed to continue to play the game.) After the first round, there will be about 5,000 successful investors. In the second round, a fair coin is again tossed. After the second round, there will be 2,500 successful investors. Another round, and 1,250 will remain. A fourth round, and 625 successful investors will remain. A fifth round, and 313 successful investors will remain. Based on luck alone, after five years there will be approximately 313 investors with winning track records. No doubt these 313 winners will be puffed up with serotonin.

Taleb then observes that you can play the same hypothetical game with bad investors. You assume each year that there’s a 45% chance of winning and a 55% chance of losing. After one year, 4,500 successful (but bad) investors will remain. After two years, 2,025. After three years, 911. After four years, 410. After five years, there will be 184 bad investors who have successful track records.

Taleb makes two counterintuitive points:

    • First, even starting with only bad investors, you will end up with a small number of great track records.
    • Second, how many great track records you end up with depends more on the size of the initial sample–how many investors you started with–than it does on the individual odds per investor. Applied to the real world, this means that if there are more investors who start in 1997 than in 1993, then you will see a greater number of successful track records in 2002 than you will see in 1998.

Taleb concludes:

Recall that the survivorship bias depends on the size of the initial population. The information that a person made money in the past, just by itself, is neither meaningful nor relevant. We need to know that size of the population from which he came. In other words, without knowing how many managers out there have tried and failed, we will not be able to assess the validity of the track record. If the initial population includes ten managers, then I would give the performer half my savings without a blink. If the initial population is composed of 10,000 managers, I would ignore the results.

The mysterious letter

Taleb tells a story. You get a letter on Jan. 2 informing you that the market will go up during the month. It does. Then you get a letter on Feb. 1 saying the market will go down during the month. It does. You get another letter on Mar. 1. Same story. Again for April and for May. You’ve now gotten five letters in a row predicting what the market would do during the ensuing month, and all five letters were correct. Next you are asked to invest in a special fund. The fund blows up. What happened?

The trick is as follows. The con operator gets 10,000 random names. On Jan. 2, he mails 5,000 letters predicting that the market will go up and 5,000 letters predicting that the market will go down. The next month, he focuses only on the 5,000 names who were just mailed a correct prediction. He sends 2,500 letters predicting that the market will go up and 2,500 letters predicting that the market will go down. Of course, next he focuses on the 2,500 letters which gave correct predictions. He mails 1,250 letters predicting a market rise and 1,250 predicting a market fall. After five months of this, there will be approximately 200 people who received five straight correct predictions.

Taleb suggests the birthday paradox as an intuitive way to explain the data mining problem. If you encounter a random person, there is a one in 365.25 chance that you have the same birthday. But if you have 23 random people in a room, the odds are close to 50 percent that you can find two people who share a birthday.

Similarly, what are the odds that you’ll run into someone you know in a totally random place? The odds are quite high because you are testing for any encounter, with any person you know, in any place you will visit.

Taleb continues:

What is your probability of winning the New Jersey lottery twice? One in 17 trillion. Yet it happened to Evelyn Adams, whom the reader might guess should feel particularly chosen by destiny. Using the method we developed above, Harvard’s Percy Diaconis and Frederick Mosteller estimated at 30 to 1 the probability the someone, somewhere, in a totally unspecified way, gets so lucky!

What isdata snooping? It’s looking at historical data to determine the hypothetical performance of a large number of trading rules. The more trading rules you examine, the more likely you are to find trading rules that would have worked in the past and that one might expect to work in the future. However, many such trading rules would have worked in the past based on luck alone.

Taleb next writes about companies that increase their earnings. The same logic can be applied. If you start out with 10,000 companies, then by luck 5,000 will increase their profits after the first year. After three years, there will be 1,250 “stars” that increased their profits for three years in a row. Analysts will rate these companies a “strong buy”. The point is not that profit increases are entirely due to luck. The point, rather, is that luck often plays a significant role in business results, usually far more than is commonly supposed.

 

TEN: LOSER TAKES ALL–ONE THE NONLINEARITIES OF LIFE

Taleb writes:

This chapter is about how a small advantage in life can translate into a highly disproportionate payoff, or, more viciously, how no advantage at all, but a very, very small help from randomness, can lead to a bonanza.

Nonlinearity is when a small input can lead to a disproportionate response. Consider a sandpile. You can add many grains of sand with nothing happening. Then suddenly one grain of sand causes an avalanche.

A pile of sand on top of a hill.

(Photo by Maocheng)

Taleb mentions actors auditioning for parts. A handful of actors get certain parts, and a few of them become famous. The most famous actors are not always the best actors (although they often are). Rather, there could have been random (lucky) reasons why a handful of actors got certain parts and why a few of them became famous.

The QWERTY keyboard is not optimal. But so many people were trained on it, and so many QWERTY keyboards were manufactured, that it has come to dominate. This is called a path dependent outcome. Taleb comments:

Such ideas go against classical economic models, in which results either come from a precise reason (there is no account for uncertainty) or the good guy wins (the good guy is the one who is more skilled and has some technical superiority)… Brian Arthur, an economist concerned with nonlinearities at the Santa Fe Institute, wrote that chance events coupled with positive feedback rather than technological superiority will determine economic superiority–not some abstrusely defined edge in a given area of expertise. While early economic models excluded randomness, Arthur explained how “unexpected orders, chance meetings with lawyers, managerial whims… would help determine which ones achieved early sales and, over time, which firms dominated”.

Taleb continues by noting that Arthur suggests a mathematical model called the Polya process:

The Polya process can be presented as follows: assume an urn initially containing equal quantities of black and red balls. You are to guess each time which color you will pull out before you make the draw. Here the game is rigged. Unlike a conventional urn, the probability of guessing correctly depends on past success, as you get better or worse at guessing depending on past performance. Thus the probability of winning increases after past wins, that of losing increases after past losses. Simulating such a process, one can see a huge variance of outcomes, with astonishing successes and a large number of failures (what we called skewness).

 

ELEVEN: RANDOMNESS AND OUR BRAIN–WE ARE PROBABILITY BLIND

Our genes have not yet evolved to the point where our brains can naturally compute probabilities. Computing probabilities is not something we even needed to do until very recently.

Here’s a diagram of how to compute the probability of A, conditional on B having happened:

A pink and blue strip are shown with a black dot.

(Diagram by Oleg Alexandrov, via Wikimedia Commons)

Taleb:

We are capable of sending a spacecraft to Mars, but we are incapable of having criminal trials managed by the basic laws of probability–yet evidence is clearly a probabilistic notion…

People who are as close to being criminal as probability laws can allow us to infer (that is with a confidence that exceeds theshadow of a doubt) are walking free because of our misunderstanding of basic concepts of the odds… I was in a dealing room with a TV set turned on when I saw one of the lawyers arguing that there were at least four people in Los Angeles capable of carrying O.J. Simpson’s DNA characteristics (thus ignoring the joint set of events…). I then switched off the television set in disgust, causing an uproar among the traders. I was under the impression until then that sophistry had been eliminated from legal cases thanks to the high standards of republican Rome. Worse, one Harvard lawyer used the specious argument that only 10% of men who brutalize their wives go on to murder them, which is a probability unconditional on the murder… Isn’t the law devoted to the truth? The correct way to look at it is to determine the percentage of murder cases where women were killed by their husbandand had previously been battered by him (that is, 50%)–for we are dealing with what is called conditional probabilities; the probability that O.J. killed his wifeconditional on the information of her having been killed, rather than theunconditional probability of O.J. killing his wife. How can we expect the untrained person to understand randomness when a Harvard professor who deals and teaches the concept of probabilistic evidence can make such an incorrect statement?

Speaking of people misunderstanding probabilities, Daniel Kahneman and Amos Tversky have asked groups to answer the following question:

Linda is 31 years old, single, outspoken, and very bright. She majored in philosophy. As a student, she was deeply concerned with issues of discrimination and social justice, and also participated in anti-nuclear demonstrations.

Which is more probable?

    1. Linda is a bank teller.
    2. Linda is a bank teller and is active in the feminist movement.

The majority of people believe that 2. is more probable the 1. But that’s an obvious fallacy. Bank tellers who are also feminists is a subset of all bank tellers, therefore 1. is more probable than 2. To see why, consider the following diagram:

A circle with two circles on each side of it.

(By svjo, via Wikimedia Commons)

B represents ALL bank tellers. Out of ALL bank tellers, some are feminists and some are not. Those bank tellers that are also feminists is represented by A.

Here’s a probability question that was presented to doctors:

A test of a disease presents a rate of 5% false positives. The disease strikes 1/1,000 of the population. People are tested at random, regardless of whether they are suspected of having the disease. A patient’s test is positive. What is the probability of the patient being stricken with the disease?

Many doctors answer 95%, which is wildly incorrect. The answer is close to 2%. Less than one in five doctors get the question right.

To see the right answer, assume that there are no false negatives. Out of 1,000 patients, one will have the disease. Consider the remaining 999. 50 of them will test positive. The probability of being afflicted with the disease for someone selected at random who tested positive is the following ratio:

Number of afflicted persons / Number of true and false positives

So the answer is 1/51, about 2%.

Another example where people misunderstand probabilities is when it comes to valuing options. (Recall that Taleb is an options trader.) Taleb gives an example. Say that the stock price is $100 today. You can buy a call option for $1 that gives you the right to buy the stock at $110 any time during the next month. Note that the option is out-of-the-money because you would not gain if you exercised your right to buy now, given that the stock is $100, below the exercise price of $110.

Now, what is the expected value of the option? About 90 percent of out-of-the-money options expire worthless, that is, they end up being worth $0. But the expected value is not $0 because there is a 10 percent chance that the option could be worth, say $10, because the stock went to $120. So even though it is 90 percent likely that the option will end up being worth $0, the expected value is not $0. The actual expected value in this example is:

(90% x $0) + (10% x $10) = $0 + $1 = $1

The expected value of the option is $1, which means you would have paid a fair price if you had bought it for $1. Taleb notes:

I discovered very few people who accepted losing $1 for most expirations and making $10 once in a while, even if the game were fair (i.e., they made the $10 more than 10% of the time).

“Fair” is not the right term here. If you make $10 more than 10% of the time, then the game has apositive expected value. That means if you play the game repeatedly, then eventually over time you will make money. Taleb’s point is that even if the game has a positive expected value, very few people would like to play it because on your way to making money, you have to accept small losses most of the time.

Taleb distinguishes betweenpremium sellers, who sell options, andpremium buyers, who buy options. Following the same logic as above, premium sellers make small amounts of money roughly 90% of the time, and then take a big loss roughly 10% of the time. Premium buyers lose small amounts about 90% of the time, and then have a big gain about 10% of the time.

Is it better to be an option seller or an option buyer? It depends on whether you can find favorable odds. It also depends on your temperament. Most people do not like taking small losses most of the time. Taleb:

Alas, most option traders I encountered in my career arepremium sellers–when they blow up it is generally other people’s money.

 

PART III: WAX IN MY EARS–LIVING WITH RANDOMITIS

Taleb writes that when Odysseus and his crew encountered the sirens, Odysseus had his crew put wax in their ears. He also instructed his crew to tie him to the mast. With these steps, Odysseus and crew managed to survive the sirens’ songs. Taleb notes that he would be not Odysseus, but one of the sailors who needed to have wax in his ears.

A woman standing on the beach near a boat.

(Odysseus and crew at the sirens. Illustration by Mr1805)

Taleb admits that he is dominated by his emotions:

The epiphany I had in my career in randomness came when I understood that I was not intelligent enough, nor strong enough, to even try to fight my emotions. Besides, I believe that I need my emotions to formulate my ideas and get the energy to execute them.

I am just intelligent enough to understand that I have a predisposition to be fooled by randomness–and to accept the fact that I am rather emotional. I am dominated by my emotions–but as an aesthete, I am happy about that fact. I am just like every single character whom I ridiculed in this book… The difference between myself and those I ridicule is that I try to be aware of it. No matter how long I study and try to understand probability, my emotions will respond to a different set of calculations, those that my unintelligent genes want me to handle.

Taleb says he has developed tricks in order to handle his emotions. For instance, if he has financial news playing on the television, he keeps the volume off. Without volume, a babbling person looks ridiculous. This trick helps Taleb stay free of news that is not rationally presented.

 

TWELVE: GAMBLERS’ TICKS AND PIGEONS IN A BOX

Early in his career as a trader, Taleb says he had a particularly profitable day. It just so happens that the morning of this day, Taleb’s cab driver dropped him off in the wrong location. Taleb admits that he was superstitious. So the next day, he not only wore the same tie, but he had his cab driver drop him off in the same wrong location.

A row of lab benches with two different machines on top.

(Skinner boxes. Photo by Luis Dantas, via Wikimedia Commons)

B.F. Skinner did an experiment with famished pigeons. There was a mechanism that would deliver food to the box in which the hungry pigeon was kept. But Skinner programmed the mechanism to deliver the food randomly. Taleb:

He saw quite astonishing behavior on the part of the birds; they developed an extremely sophisticated rain-dance type of behavior in response to their ingrained statistical machinery. One bird swung its head rhythmically against a specific corner of the box, others spun their heads anti-clockwise; literally all of the birds developed a specific ritual that progressively became hard-wired into their mind as linked to their feeding.

Taleb observes that whenever we experience two events, A and B, our mind automatically looks for a causal link even though there often is none. Note: Even if B always follows A, that doesn’tprovea causal link, as Hume pointed out.

Taleb again admits that after he has calculated the probabilities in some situation, he finds it hard to modify his own conduct accordingly. He gives an example of trading. Taleb says if he is up $100,000, there is a 98% chance that it’s just noise. But if he is up $1,000,000, there is a 1% chance that it’s noise and a 99% chance that his strategy is profitable. Taleb:

A rational person would act accordingly in the selection of strategies, and set his emotions in accordance with his results. Yet I have experienced leaps of joy over results that I knew were mere noise, and bouts of unhappiness over results that did not carry the slightest degree of statistical significance. I cannot help it…

Taleb uses another trick to deal with this. He denies himself access to his performance report unless it hits a predetermined threshold.

 

THIRTEEN: CARNEADES COMES TO ROME–ON PROBABILITY AND SKEPTICISM

Taleb writes:

Carneades was not merely a skeptic; he was a dialectician, someone who never committed himself to any of the premises from which he argued, or to any of the conclusions he drew from them. He stood all his life against arrogant dogma and belief in one sole truth. Few credible thinkers rival Carneades in their rigorous skepticism (a class that would include the medieval Arab philosopher Al Gazali, Hume, and Kant–but only Popper came to elevate his skepticism to an all-encompassing scientific methodology). As the skeptics’ main teaching was that nothing could be accepted with certainty, conclusions of various degrees of probability could be formed, and these supplied a guide to conduct.

Taleb holds that Cicero engaged in probabilistic reasoning:

He preferred to be guided by probability than allege with certainty–very handy, some said, because it allowed him to contradict himself. This may be a reason for us, who have learned from Popper how to remain self critical, to respect him more, as he did not hew stubbornly to an opinion for the mere fact that he had voiced it in the past.

Taleb asserts that the speculator George Soros has a wonderful ability to change his opinions rather quickly. In fact, without this ability, Soros could not have become so successful as a speculator. There are many stories about Soros holding one view strongly, only to abandon it very quickly and take the opposite view, leading to a large profit where there otherwise would have been a large loss.

Most of us tend to become married to our favorite ideas. Most of us are not like George Soros. Especially after we have invested time and energy into developing some idea.

At the extreme, just imagine a scientist who spent years developing some idea. Many scientists in that situation have a hard time abandoning their idea, even after there is good evidence that they’re wrong. That’s why it is said that science evolves from funeral to funeral.

 

FOURTEEN: BACCHUS ABANDONS ANTONY

Taleb refers to C.P. Cavafy’s poem,Apoleipein o Theos Antonion (The God Abandons Antony). The poem addresses Antony after he has been defeated. Taleb comments:

There is nothing wrong and undignified with emotions–we are cut to have them. What is wrong is not following the heroic, or at least, the dignified path. That is what stoicism means. It is the attempt by man to get even with probability.

A white statue of a man with long hair and beard.
Seneca 4 BC-65 AD Roman stoic philosopher, statesman, and tutor to the future Emperor Nero. Photo by Bashta.

Taleb concludes with some advice (stoicism):

Dress at your best on your execution day (shave carefully); try to leave a good impression on the death squad by standing erect and proud. Try not to play victim when diagnosed with cancer (hide it from others and only share the information with the doctor–it will avert the platitudes and nobody will treat you like a victim worthy of their pity; in addition the dignified attitude will make both defeat and victory feel equally heroic). Be extremely courteous to your assistant when you lose money (instead of taking it out on him as many of the traders whom I scorn routinely do). Try not to blame others for your fate, even if they deserve blame. Never exhibit any self pity, even if your significant other bolts with the handsome ski instructor or the younger aspiring model. Do not complain… The only article Lady Fortuna has no control over is your behavior.

 

BOOLE MICROCAP FUND

An equal weighted group of micro caps generally far outperforms an equal weighted (or cap-weighted) group of larger stocks over time. See the historical chart here: https://boolefund.com/best-performers-microcap-stocks/

This outperformance increases significantly by focusing on cheap micro caps. Performance can be further boosted by isolating cheap microcap companies that show improving fundamentals. We rank microcap stocks based on these and similar criteria.

There are roughly 10-20 positions in the portfolio. The size of each position is determined by its rank. Typically the largest position is 15-20% (at cost), while the average position is 8-10% (at cost). Positions are held for 3 to 5 years unless a stock approachesintrinsic value sooner or an error has been discovered.

The mission of the Boole Fund is to outperform the S&P 500 Index by at least 5% per year (net of fees) over 5-year periods. We also aim to outpace the Russell Microcap Index by at least 2% per year (net). The Boole Fund has low fees.

 

If you are interested in finding out more, please e-mail me or leave a comment.

My e-mail: jb@boolefund.com

 

 

 

Disclosures: Past performance is not a guarantee or a reliable indicator of future results. All investments contain risk and may lose value. This material is distributed for informational purposes only. Forecasts, estimates, and certain information contained herein should not be considered as investment advice or a recommendation of any particular security, strategy or investment product. Information contained herein has been obtained from sources believed to be reliable, but not guaranteed.No part of this article may be reproduced in any form, or referred to in any other publication, without express written permission of Boole Capital, LLC.

CASE STUDY UPDATE: Cipher Pharmaceuticals (CPH.TO / CPHRF)


May 26, 2024

I first wrote about Cipher here: https://boolefund.com/case-study-cipher-pharmaceuticals-cphrf/

Since then, the stock price has gone from $2.83 to $6.35, an increase of over 120%. However, the stock still appears quite undervalued, so it’s worth revisiting the investment thesis.

Cipher Pharmaceuticals is an extremely profitable pharmaceutical company based in Canada. Its main product Epirus (the active ingredient is isotretinoin), which cures nodular acne, has been gaining market share steadily in the Canadian market because it is far the best product. The drug does not have a patent, but it would take a competitor at least $30 million to develop a competing product in Canada. Epirus currently has 45% of the Canadian market and is aiming for 65%.

Cipher also earns $6 million in royalty revenue from another isotretinoin product–Absorica–in the United States.

Furthermore, Cipher has the Canadian marketing rights to MOB-015, which cures nail fungus (onychomycosis). The drug is already approved in Europe. It should be approved in North America by January 2025 and available to customers in January 2026. The addressable market for MOB-015 in Canada is CDN $92.4 million. The company expects $15 million in revenue from MOB-015 in 2026 and $30 million in revenue in 2027. The current product in this market is not very good and MOB-015 is expected to be much better.

Cipher expects revenues to triple by 2027 as Epirus keeps winning market share and as MOB-015 is sold in Canada in 2026 and 2027.

The company has $39.8 million in cash and no debt. The company also has over $200 million in NOLs, which means the company won’t pay cash taxes for a long time.

Furthermore, Cipher has been buying back shares very aggressively.

John Mull owns 39% of Cipher’s shares, while his son Craig Mull–who is CEO–owns 2%. They are searching for an acquisition that is a low-risk and profitable dermatological company. If successful, such an acquisition would diversify their revenues and profits. They continue to be very patient in looking for the right company at the right price.

In the meantime, Cipher is generating about $14 million in free cash flow (FCF) per year. The market cap is $163.1 million while enterprise value is $123.6 million. EV/FCF is 8.8. The company is growing at over 25% a year and, as noted, it expects to triple revenues by 2027 and more than triple profits by then. Tripling revenues by 2027 would represent 44% annual growth over the next three years. This growth is based primarily on sales from MOB-015–and, to a much lesser extent, Epuris continuing to gain market share–and does not include any revenue from an acquisition.

Here are the multiples:

    • EV/EBITDA = 3.29
    • P/E = 8.51
    • P/B = 2.04
    • P/CF = 9.02
    • P/S = 8.18

ROE is 29.7%, which is excellent. Insider ownership is 44.5%, which is outstanding. As noted earlier, the company has $39.8 million in cash and no debt. TL/TA is only 7.5%, which is exceptional.

Intrinsic value scenarios:

    • Low case: Epirus may lose market share, MOB-015 may not be approved in North America, and/or Cipher may make a bad acquisition. Net income could drop 50% and so could the stock.
    • Mid case: Revenue should reach at least $60 million by 2027 and net income should reach at least $50 million by 2027. With a P/E of 10, the market cap would be $500 million. That translates into $20.84 per share, which is over 225% higher than today’s $6.35. This depends on MOB-015 being approved in North America but does not include any revenue from an acquisition.
    • High case: If Epirus gains market share, MOB-015 is approved, and the company makes an accretive acquisition, then net income could reach $80+ million by 2027. With a P/E of 10, the market cap would be $800 million. That translates into $33.35 per share, which is 425% higher than today’s $6.35.

RISKS

The main risks are that the company does a bad acquisition or that MOB-015 is not approved in Canada. (There is also a risk–albeit remote–that Epirus could lose market share.) Craig Mull has stated that they are being very patient with respect to an acquisition because they have a ton of cash ($39.8 million) and are producing high free cash flow ($14 million per year), meaning they can afford to be very patient. Craig Mull said they are laser-focused on not making a stupid move.

 

BOOLE MICROCAP FUND

An equal weighted group of micro caps generally far outperforms an equal weighted (or cap-weighted) group of larger stocks over time.

This outperformance increases significantly by focusing on cheap micro caps. Performance can be further boosted by isolating cheap microcap companies that show improving fundamentals. We rank microcap stocks based on these and similar criteria.

There are roughly 10-20 positions in the portfolio. The size of each position is determined by its rank. Typically the largest position is 15-20% (at cost), while the average position is 8-10% (at cost). Positions are held for 3 to 5 years unless a stock approachesintrinsic value sooner or an error has been discovered.

The mission of the Boole Fund is to outperform the S&P 500 Index by at least 5% per year (net of fees) over 5-year periods. We also aim to outpace the Russell Microcap Index by at least 2% per year (net). The Boole Fund has low fees.

 

If you are interested in finding out more, please e-mail me or leave a comment.

My e-mail: jb@boolefund.com

 

 

Disclosures: Past performance is not a guarantee or a reliable indicator of future results. All investments contain risk and may lose value. This material is distributed for informational purposes only. Forecasts, estimates, and certain information contained herein should not be considered as investment advice or a recommendation of any particular security, strategy or investment product. Information contained herein has been obtained from sources believed to be reliable, but not guaranteed. No part of this article may be reproduced in any form, or referred to in any other publication, without express written permission of Boole Capital, LLC.

CASE STUDY: ZTEST Electronics (ZTE.CN / ZTSTF)


May 19, 2024

ZTEST (through its wholly-owned subsidiary Permatech) is a tiny, printed circuit board (PCB) manufacturer that is now growing significantly–H1 2024 revenues were 88% higher than H1 2023 revenues.

In December 2022, then President John Perreault retired and was replaced by Suren Jeyanayagam, who has been with the company over 30 years. Whereas Perreault did not have any desire to grow the business, Jeyanayagam has a vision to grow the business and has been aggressive in driving revenue growth. Jeyanayagam is directly involved in the sales process, working with the company’s one other salesperson.

The company currently has a strong backlog of orders, which they expect to continue. Jeyanayagam has stated that the most recent record quarter is repeatable in terms of revenue and net income. More and more customers are looking for domestic manufacturers rather than looking overseas.

Furthermore, the company has recently ordered new equipment, which will be installed this month (May 2024). This equipment will double the number of production lines the company has from two to four. And ultimately this will more than double production capacity, as the new equipment is more efficient because of some automation components.

Also, the company is now expanding into the United States. ZTEST has a significant customer south of the Canadian border. There are opportunities for large repeat orders from this same customer once the current order is complete. Large orders have higher gross margins due to bulk inventory orders and economies of scale.

Finally, the company has a 25.3% ownership stake in Conversance, which is a private AI and Blockchain company developing a secure marketplace platform for the cannabis industry. Conversance is expected to begin producing revenues in the second half of 2024.

Although ZTEST’s most recent quarter–in which they earned $0.011315 per share–is their best so far, the company has a strong backlog as well as new manufacturing capacity coming online. Also, as noted, the President Suren Jeyanayagam is very focused on growth.

Metrics of cheapness (based on annualizing the most recent quarter):

    • EV/EBITDA = 3.58
    • P/E = 5.80
    • P/B = 6.04
    • P/CF = 3.87
    • P/S = 0.89

The market cap is $9.14 million. Cash is $732k while debt is $153k.

Insider ownership is 36.7%, which is excellent. ROE is 74.34%, which is superb and likely sustainable.

Intrinsic value scenarios:

    • Low case: If there’s a bear market or a recession, the stock could decline 50%. This would be a buying opportunity.
    • Mid case: Annualizing the last quarter’s result and applying a 10x EV/Net Income multiple yields a valuation of $0.4526, which is over 70% higher than today’s $0.2628.
    • High case: It’s likely that ZTEST can achieve net income above their last record quarter. Annual earnings may reach $0.10 per share. Applying a 10x EV/Net Income multiple gives a valuation of $1.00, which is over 280% higher than today’s $0.2628. This still does not count any value from the company’s 25.3% ownership of Conversance.

RISKS

    • Joseph Chen owns 17.4% of ZTEST shares, but he is the founder of Conversance–in which ZTEST has a 25.3% take. There is concern that Joseph Chen will try to take control of ZTEST and use its cash flows to fund Conversance. If Chen does this and Conversance is not profitable, it could take down ZTEST.
    • In the past, ZTEST has had supply chain problems that slowed production. However, Suren Jeyanayagam and other top executives have said that there is currently no concern regarding the supply chain.
    • The PCB industry has many competitors and no barriers to entry. But ZTEST stands out with quality products, good customer service, and quick turn-around times.

 

BOOLE MICROCAP FUND

An equal weighted group of micro caps generally far outperforms an equal weighted (or cap-weighted) group of larger stocks over time. See the historical chart here: https://boolefund.com/best-performers-microcap-stocks/

This outperformance increases significantly by focusing on cheap micro caps. Performance can be further boosted by isolating cheap microcap companies that show improving fundamentals. We rank microcap stocks based on these and similar criteria.

There are roughly 10-20 positions in the portfolio. The size of each position is determined by its rank. Typically the largest position is 15-20% (at cost), while the average position is 8-10% (at cost). Positions are held for 3 to 5 years unless a stock approachesintrinsic value sooner or an error has been discovered.

The mission of the Boole Fund is to outperform the S&P 500 Index by at least 5% per year (net of fees) over 5-year periods. We also aim to outpace the Russell Microcap Index by at least 2% per year (net). The Boole Fund has low fees.

 

 

 

Disclosures: Past performance is not a guarantee or a reliable indicator of future results. All investments contain risk and may lose value. This material is distributed for informational purposes only. Forecasts, estimates, and certain information contained herein should not be considered as investment advice or a recommendation of any particular security, strategy or investment product. Information contained herein has been obtained from sources believed to be reliable, but not guaranteed.No part of this article may be reproduced in any form, or referred to in any other publication, without express written permission of Boole Capital, LLC.

CASE STUDY: Victoria Gold (VITFF)


April 28, 2024

Victoria Gold (VGCX.TO / VITFF) operates in the Yukan, Canada. Despite wild fires, the company had a pretty good 2023, producing 166,700 ounces of gold. It should do much better in 2024 and 2025, given the increasing price of gold.

Here is the most recent investor presentation: https://vgcx.com/investors/corporate-presentation/

The market cap is $358.9 million, while enterprise value (EV) is $514.76 million.

Here are the multiples:

    • EV/EBITDA = 3.74
    • P/E = 10.45
    • P/NAV = 0.49
    • P/CF = 3.15
    • P/S = 1.17

Victoria Gold has a Piotroski F_Score of 7, which is good.

Cash is $26.75 million. Debt is $239.65 million. TL/TA is 42.0%, which is good. ROE is 4.43%. This is low but will likely improve in 2024 and 2025, given increasing gold prices.

Insider ownership is 5.2%, worth $18.7 million. This includes 1.3% for the CEO John McConnell, worth $4.7 million.

Intrinsic value scenarios:

    • Low case: If there is a bear market or recession, the stock could drop 50%. This would be a buying opportunity because long-term intrinsic value would likely stay the same or increase once gold prices moved higher.
    • Mid case: Free cash flow will hit at least $120 million in the next year or so. With an EV/FCF multiple of 7, EV would be $800 million. That works out to a market cap of $644.14 million, or $9.57 per share, which is 80% higher than today’s $5.33.
    • High case: If it’s a secular bull market for gold, then gold could hit $3,000 or more. Free cash flow could hit at least $240 million. With a EV/FCF multiple of 7, EV would be at least $1,600 million. That works out to a market cap of $1,444.14, or $21.45 per share, which is over 300% higher than today’s $5.33.

RISKS

As noted, if there is a bear market or recession, the stock could drop 50% temporarily.

It’s also possible the company’s exploration for new resources won’t be very successful. But, in this case, probable intrinsic value would still be much higher than the current stock prices of $5.33.

 

BOOLE MICROCAP FUND

An equal weighted group of micro caps generally far outperforms an equal weighted (or cap-weighted) group of larger stocks over time. See the historical chart here: https://boolefund.com/best-performers-microcap-stocks/

This outperformance increases significantly by focusing on cheap micro caps. Performance can be further boosted by isolating cheap microcap companies that show improving fundamentals. We rank microcap stocks based on these and similar criteria.

There are roughly 10-20 positions in the portfolio. The size of each position is determined by its rank. Typically the largest position is 15-20% (at cost), while the average position is 8-10% (at cost). Positions are held for 3 to 5 years unless a stock approachesintrinsic value sooner or an error has been discovered.

The mission of the Boole Fund is to outperform the S&P 500 Index by at least 5% per year (net of fees) over 5-year periods. We also aim to outpace the Russell Microcap Index by at least 2% per year (net). The Boole Fund has low fees.

 

 

 

Disclosures: Past performance is not a guarantee or a reliable indicator of future results. All investments contain risk and may lose value. This material is distributed for informational purposes only. Forecasts, estimates, and certain information contained herein should not be considered as investment advice or a recommendation of any particular security, strategy or investment product. Information contained herein has been obtained from sources believed to be reliable, but not guaranteed.No part of this article may be reproduced in any form, or referred to in any other publication, without express written permission of Boole Capital, LLC.

Heads, I win; tails, I don’t lose much!


March 17, 2024

Value investor Mohnish Pabrai wrote The Dhandho Investor: The Low-Risk Value Method to High Returns (Wiley, 2007). It’s an excellent book that captures the essence of value investing:

The lower the price you pay relative to the probable intrinsic value of the business, the higher your returns will likely be if you’re right and the lower your losses will likely be if you’re wrong.

If you have a good investment process as a value investor–whether it’s quantitative and statistical, or it involves stock-picking–then typically you’ll be right on about 60 percent of the positions. Because losses are minimized on the other 40 percent, the portfolio is likely to do well over time.

Mohnish sums up the Dhandho approach as:

Heads, I win; tails, I don’t lose much!

There is one very important additional idea that Mohnish focused on in his recent (October 2016) lecture at Peking University (Guanghua School of Management):

10-BAGGERS TO 100-BAGGERS

A 10-bagger is an investment that goes up 10x after you buy it.A100-bagger is an investment that goes up 100x after you buy it.Mohnish gives many examples of stocks–a few of which he kept holding and many of which he sold–that later became 10-baggers, 20-baggers, up to a few 100-baggers. If you own a stock that has already been a 2-bagger, 3-bagger, 5-bagger, etc., and you sell and the stock later turns out to be a 20-bagger, 50-bagger, or 100-bagger, often you have made a huge mistake by selling too soon.

Link to Mohnish’ lecture at Peking University: https://www.youtube.com/watch?v=Jo1XgDJCkh4

Here’s the outline for this blog post:

    • Patel Motel Dhandho
    • Manilal Dhandho
    • Virgin Dhandho
    • Mittal Dhandho
    • The Dhandho Framework
    • Dhandho 101: Invest in Existing Businesses
    • Dhandho 102: Invest in Simple Businesses
    • Dhandho 201: Invest in Distressed Businesses in Distressed Industries
    • Dhandho 202: Invest in Businesses with Durable Moats
    • Dhandho 301: Few Bets, Big Bets, Infrequent Bets
    • Dhandho 302: Fixate on Arbitrage
    • Dhandho 401: Margin of Safety–Always!
    • Dhandho 402: Invest in Low-Risk, High-Uncertainty Businesses
    • Dhandho 403: Invest in the Copycats rather than the Innovators
    • A Short Checklist
    • Be Generous

 

PATEL MOTEL DHANDHO

(Mohnish published the book in 2007. I will use the present tense in this blog post.)

Mohnish notes that Asian Indians make up about 1 percent of the population of the United States. Of these three million, a small subsection hails from the Indian state of Gujarat–the birthplace of Mahatma Gandhi. The Patels are from a tiny area in Southern Gujarat. Mohnish:

Less than one in five hundred Americans is a Patel. It is thus amazing that over half of all the motels in the entire country are owned and operated by Patels… What is even more stunning is that there were virtually no Patels in the United States just 35 years ago. They started arriving as refugees in the early 1970s without much in the way of capital or education. Their heavily accented, broken-English speaking skills didn’t improve their prospects either. From that severely handicapped beginning, with all the odds stacked against them, the Patels triumphed. Patels, as a group, today own over $40 billion in motel assets in the United States, pay over $725 million a year in taxes, and employ nearly a million people. How did this small, impoverished ethnic group come out of nowhere and end up controlling such vast resources? There is a one word explanation: Dhandho.

Dhandho means a low-risk, high-return approach to business. It means the upside is much larger than the downside, which is the essence of value investing.

Dhandho is all about the minimization of risk while maximizing the reward… Dhandho is thus best described as endeavors that create wealth while taking virtually no risk.

Mohnish gives a brief history of the Patels. Some Patels had gone to Uganda and were doing well there as entrepreneurs. But when General Idi Amin came to power as a dictator in 1972, things changed. The Ugandan state seized all of the businesses held by Patels and other non-natives. These businesses were nationalized, and the previous owners were paid nothing.

Because India was already dealing with a severe refugee crisis in 1972-1973, the Indian-origin population that had been tossed out of Uganda was not allowed back into India. Many Patels settled in England and Canada, and a few thousand were accepted in the United States.

In 1973, many nondescript motels were being foreclosed and then sold at distressed prices. “Papa Patel” realized that a motivated seller or bank might finance 90% of the purchase. If Papa Patel could put $5,000 down, he could get a motel on the cheap. The Patel family would run things and also live there. So they had no salaries to pay, and no rent to pay. With rock-bottom expenses, they could then offer the lowest nightly rates. This would lead to higher occupancy and high profits over time, given the very low cost structure.

As long as the motel didn’t fail, it would likely be a highly profitable venture relative to the initial $5,000 investment. If the motel did fail, Papa Patel reasoned that he and his wife could bag groceries and save close to $5,000 in a couple of years. Then Papa Patel could find another cheap motel and make the same bet. If the probability of failure is 10%, then the odds of two failures in a row would be 1%, while nearly every other scenario would involve a high return on investment. Once the first motel was solidly profitable, Papa Patel could let his oldest son take over and look for the next one to buy.

The Patels kept repeating this basic approach until they owned over half the motels in the United States.

 

MANILAL DHANDHO

The Patel formula is repeatable. It’s not just a one-time opportunity based on unique circumstances. Consider Manilal Chaudhari, also from Gujarat, says Mohnish.

Manilal had worked hard as an accountant in India. In 1991, with sponsorship from his brother, he migrated to the United States. His English was not good, and he couldn’t find a job in accounting.

His first job was working 112 hours a week at a gas station at minimum wage. Later, he got a job at a power supply manufacturing company, Cherokee International, owned by a Patel. Manilal worked full-time at Cherokee, and kept working at the gas station as much as possible. The Persian owner of the gas station, recognizing Manilal’s hard work, gave him a 10 percent stake in the business.

In 1998, Manilal decided he wanted to buy a business. One of the employees at Cherokee (a Patel) told Manilal that he wanted to invest with him in whatever business he found. In 2001, the travel industry went into a slump and motel occupancy and prices plummeted. Manilal found a Best Western motel on sale at a terrific location. Since everyone in the extended family had been working non-stop and saving, Manilal – along with a few Patels from Cherokee – were able to buy the Best Western.

Four years later, the Best Western had doubled in value to $9 million. The $1.4 million invested by Manilal and a few Patels was now worth $6.7 million, an annualized return of 48 percent. This doesn’t include annual free cash flow. Mohnish concludes:

Now, that’s what I’d call Manilal Dhandho. He worked hard, saved all he could, and then bet it all on a single no-brainer bet. Reeling from the severe impact of 9/11 on travel, the motel industry was on its knees. As prices and occupancy collapsed, Manilal stepped in and made his play. He was on the hunt for three years. He patiently waited for the right deal to materialize. Classically, his story is all about Few Bets, Big Bets, Infrequent Bets. And it’s all about only participating in coin tosses where:

Heads, I win; tails, I don’t lose much!

 

VIRGIN DHANDHO

The year was 1984 and Richard Branson knew nothing about the airline business. He started his entrepreneurial journey at 15 and was very successful in building an amazing music recording and distribution business.

Somebody sent Branson a business plan about starting an all business class airline flying between London and New York. Branson noted that when an executive in the music business received a business plan to start an airline involving a 747 jumbo jet, he knew that the business plan had been turned down in at least three thousand other places before landing on his desk…

Branson decided to offer a unique dual-class service. But when he presented theidea to his partners and senior executives at the music business, they told him he was crazy. Branson persisted and discovered that he could lease a 747 jumbo jet from Boeing. Branson calculated that Virgin Atlantic Airlines, if it failed, would cost $2 million. His record company was going to earn $12 million that year and about $20 million the following year.

Branson also realized that tickets get paid about 20 days before the plane takes off. But fuel is paid 30 days after the plane lands. Staff wages are paid 15 to 20 days after the plane lands. So the working capital needs of the business would be fairly low.

Branson had found a service gap and Virgin Atlantic ended up doing well. Branson would repeat this formula in many other business opportunities:

Heads, I win; tails, I don’t lose much!

 

MITTAL DHANDHO

Mohnish says Rajasthan is the most colorful state of India. Marwar is a small district in the state, and the Marwaris are seen as excellent businesspeople. Lakshmi Mittal, a Marwari entrepreneur, went from zero to a $20 billion net worth in about 30 years. And he did it in an industry with terrible economics: steel mills.

Take the example of the deal he created to take over the gigantic Karmet Steel Works in Kazakhstan. The company had stopped paying its workforce because it was bleeding red ink and had no cash. The plant was on the verge of closure with its Soviet-era managers forced to barter for steel food for its workers. The Kazakh government was glad to hand Mr. Mittal the keys to the plant for nothing. Not only did Mr. Mittal retain the entire workforce and run the plant, he paid all the outstanding wages and within five years had turned it into a thriving business that was gushing cash. The workers and townsfolk literally worship Mittal as the person who saved their town from collapse.

…The same story was repeated with the Sidek Steel plant in Romania, and the Mexican government handed him the keys to the Sibalsa Mill for $220 million in 1992. It had cost the Mexicans over $2 billion to build the plant. Getting dollar bills at 10 cents–or less–is Dhandho on steroids. Mittal’s approach has always been to get a dollar’s worth of assets for far less than a dollar. And then he has applied his secret sauce of getting these monolith mills to run extremely efficiently.

Mohnish recounts a dinner he had with a Marwari friend. Mohnish asked how Marwari businesspeople think about business. The friend replied that they expect their entire investment to be returned as dividends within three years, with the principal still being worth at least the initial amount invested.

 

THE DHANDHO FRAMEWORK

Mohnish lays out the Dhando framework, including:

  • Invest in existing businesses.
  • Invest in simple businesses.
  • Invested in distressed businesses in distressed industries.
  • Invest in businesses with durable moats.
  • Few bets, big bets, and infrequent bets.
  • Fixate on arbitrage.
  • Margin of safety–always.
  • Invest in low-risk, high-uncertainty businesses.
  • Invest in the Copycats rather than the Innovators.

Let’s look at each point.

 

DHANDHO 101: INVEST IN EXISTING BUSINESSES

Over a long period of time, owning parts of good businesses via the stock market has been shown to be one of the best ways to preserve and grow wealth. Mohnish writes that there are six big advantages to investing in stocks:

  • When you buy stock, you become a part owner of an existing business. You don’t have to do anything to create the business or to make the business run.
  • You can get part ownership of a compounding machine. It is simple to buy your stake, and the business is already fully staffed and running.
  • When people buy or sell entire businesses, both buyer and seller typically have a good idea of what the business is worth. It’s hard to find a bargain unless the industry is highly distressed. In the public stock market, however, there are thousands and thousands of businesses. Many stock prices change by 50% or more in any given year, but the intrinsic value of most businesses does not change by 50% in a given year. So a patient investor can often find opportunities.
  • Buying an entire business usually takes serious capital. But buying part ownership via stock costs very little by comparison. In stocks, you can get started with a tiny pool of capital.
  • There are likely over 100,000 different businesses in the world with public stock available.
  • For a long-term value investor, the transaction costs are very low (especially at a discount broker) over time.

 

DHANDHO 102: INVEST IN SIMPLE BUSINESSES

As Warren Buffett has noted, you generally do not get paid extra for degree of difficulty in investing. There is no reason, especially for smaller investors, not to focus on simple businesses. By patiently looking at hundreds and hundreds of microcap stocks, eventually you can find a 10-bagger, 20-bagger, or even a 100-bagger. And the small business in question is likely to be quite simple. With such a large potential upside, there is no reason, if you’re a small investor, to look at larger or more complicated businesses. (The Boole Microcap Fund that I manage focuses exclusively on micro caps.)

It’s much easier to value a simple business because it usually is easier to estimate the future free cash flows. The intrinsic value of any business–what the business is worth–is the sum of all future free cash flows discounted back to the present. This is called the discounted cash flow (DCF) approach. (Intrinsic value could also mean liquidation value in some cases.)

You may need to have several scenarios in your DCF analysis–a low case, a mid case, and a high case. (What you’re really looking for is a high case that involves a 10-bagger, 20-bagger, or 100-bagger.) But you’re still nearly always better off limiting your investments to simple businesses.

Only invest in businesses that are simple–ones where conservative assumptions about future cash flows are easy to figure out.

 

DHANDHO 201: INVEST IN DISTRESSED BUSINESSES IN DISTRESSED INDUSTRIES

The stock market is usually efficient, meaning that stock prices are usually accurate representations of what businesses are worth. It is very difficult for an investor to do better than the overall stock market, as represented by the S&P 500 Index or another similar index.

Stock prices, in most instances, do reflect the underlying fundamentals. Trying to figure out the variance between prices and underlying intrinsic value, for most businesses, is usually a waste of time. The market is mostly efficient. However, there is a huge difference between mostly and fully efficient.

Because the market is not always efficient, value investors who patiently examine hundreds of different stocks eventually will find a few that are undervalued. Because public stock markets are highly liquid, if an owner of shares becomes fearful, he or she can quickly sell those shares. For a privately held business, however, it usually takes months for an owner to sell the position. Thus, a fearful owner of public stock is often more likely to sell at an irrationally low price because the sale can be completed right away.

Where can you find distressed businesses or industries? Mohnish offers some suggestions:

  • Business headlines often include articles about distressed businesses or industries.
  • You can look at prices that have dropped the most in the past 52 weeks. You can also look at stocks trading at low price-to-earnings ratios (P/Es), low price-to-book ratios (P/Bs), high dividend yields, and so on. Not every quantitatively cheap stock is undervalued, but some are. There are various services that offer screening such as Value Line.
  • You can follow top value investors by reading 13-F Forms or through different services. I would only note that the vast majority of top value investors are not looking at microcap stocks. If you’re a small investor, your best opportunities are very likely to be found among micro caps. Very few professional investors ever look there, causing microcap stocks to be much more inefficiently priced than larger stocks. Also, micro caps tend to be relatively simple, and they often have far more room to grow. Most 100-baggers start out as micro caps.
  • Value Investors Club (valueinvestorsclub.com) is a club for top value investors. You can get free guest access to all ideas that are 45 days old or older. Many cheap stocks stay cheap for a long time. Often good ideas are still available after 45 days have elapsed.

 

DHANDHO 202: INVEST IN BUSINESSES WITH DURABLE MOATS

A moat is a sustainable competitive advantage. Moats are often associated with capital-light businesses. Such businesses (if successful) tend to have sustainably high ROIC (return on invested capital)–the key attribute of a sustainable competitive advantage. Yet sometimes moats exist elsewhere and sometimes they are hidden.

Sometimes the moat is hidden. Take a look at Tesoro Corporation. It is in the oil refining business–which is a commodity. Tesoro has no control over the price of its principle raw material, crude oil. It has no control [of the price] over its principal finished good, gasoline. Nonetheless, it has a fine moat. Tesoro’s refineries are primarily on the West Coast and Hawaii. Refining on the West Coast is a great business with a good moat. There hasn’t been a refinery built in the United States for the past 20 years. Over that period, the number of refineries has gone down from 220 to 150, while oil demand has gone up about 2 percent a year. The average U.S. refinery is operating at well over 90 percent of capacity. Anytime you have a surge in demand, refining margins escalate because there is just not enough capacity.

…How do we know when a business has a hidden moat and what that moat is? The answer is usually visible from looking at its financial statements. Good businesses with good moats… generate high returns on capital deployed in the business. (my emphasis)

But the nature of capitalism is that any company that is earning a high return on invested capital will come under attack by other businesses that want to earn a high return on invested capital.

It is virtually a law of nature that no matter how well fortified and defended a castle is, no matter how wide or deep its moat is, no matter how many sharks or piranhas are in that moat, eventually it is going to fall to the marauding invaders.

Mohnish quotes Charlie Munger:

Of the fifty most important stocks on the NYSE in 1911, today only one, General Electric, remains in business… That’s how powerful the forces of competitive destruction are. Over the very long term, history shows that the chances of any business surviving in a manner agreeable to a company’s owners are slim at best.

Mohnish adds:

There is no such thing as a permanent moat. Even such invincible businesses today like eBay, Google, Microsoft, Toyota, and American Express will all eventually decline and disappear.

…It takes about 25 to 30 years from formation for a highly successful company to earn a spot on the Fortune 500… it typically takes many blue chips less than 20 years after they get on the list to cease to exist. The average Fortune 500 business is already past its prime by the time it gets on the list.

If you’re a small investor, searching for potential 10-baggers or 100-baggers among microcap stocks makes excellent sense. You want to find tiny companies that much later reach the Fortune 500. You don’t want to look at companies that are already on the Fortune 500 because the potential returns are far more likely to be mediocre going forward.

 

DHANDHO 301: FEW BETS, BIG BETS, INFREQUENT BETS

Claude Shannon was a fascinating character–he often rode a unicycle while juggling, and his house was filled with gadgets. Shannon’s master’s thesis was arguably the most important and famous master’s thesis of the twentieth century. In it, he proposed binary digit or bit, as the basic unit of information. A bit could have only two values–0 or 1, which could mean true or false, yes or no, or on or off. This allowed Boolean algebra to represent any logical relationship. This meant that the electrical switch could perform logic functions, which was the practical foundation for all digital circuits and computers.

The mathematician Ed Thorp, a colleague of Shannon’s at MIT, had discovered a way to beat the casinos at blackjack. But Thorp was trying to figure out how to size his blackjack bets as a function of how favorable the odds were. Someone suggested to Thorp that he talk to Shannon about it. Shannon recalled a paper written by a Bell Labs colleague of his, John Kelly, that dealt with this question.

The Kelly criterion can be written as follows:

  • F = p – [q/o]

where

  • F = Kelly criterion fraction of current capital to bet
  • o = Net odds, or dollars won per $1 bet if the bet wins (e.g., the bet may pay 5 to 1, meaning you win $5 per each $1 bet if the bet wins)
  • p = probability of winning
  • q = probability of losing = 1 – p

The Kelly criterion has a unique mathematical property: if you know the probability of winning and the net odds (payoff), then betting exactly the percentage determined by the Kelly criterion leads to the maximum long-term compounding of capital, assuming that you’re going to make a long series of bets. Betting any percentage that is not equal to that given by the Kelly criterion will inevitably lead to lower compound growth over a long period of time.

Thorp proceeded to use the Kelly criterion to win quite a bit of money at blackjack, at least until the casinos began taking countermeasures such as cheating dealers, frequent reshuffling, and outright banning. But Thorp realized that the stock market was also partly inefficient, and it was a far larger game.

Thorp launched a hedge fund that searched for little arbitrage situations (pricing discrepancies) involving warrants, options, and convertible bonds. In order to size his positions, Thorp used the Kelly criterion. Thorp evolved his approach over the years as previously profitable strategies were copied. His multi-decade track record was terrific.

Ed Thorp examined Buffett’s career and concluded that Buffett has used the essential logic of the Kelly criterion by concentrating his capital into his best ideas. Buffett’s concentrated value approach has produced an outstanding, unparalleled 65-year track record.

Thorp has made several important points about the Kelly criterion as it applies to long-term value investing. The Kelly criterion was invented to apply to a very long series of bets. Value investing differs because even a concentrated value investing approach will usually have at least 5-8 positions in the portfolio at the same time. Thorp argues that, in this situation, the investor must compare all the current and prospective investments simultaneously on the basis of the Kelly criterion.

Mohnish gives an example showing how you can use the Kelly criterion on your top 8 ideas, and then normalize the position sizes.

Say you look at your top 8 investment ideas. You use the Kelly criterion on each idea separately to figure out how large the position should be, and this is what you conclude about the ideal bet sizes:

  • Bet 1 – 80%
  • Bet 2 – 70%
  • Bet 3 – 60%
  • Bet 4 – 55%
  • Bet 5 – 45%
  • Bet 6 – 35%
  • Bet 7 – 30%
  • Bet 8 – 25%

Of course, that adds up to 400%. Yet for a value investor, especially running a concentrated portfolio of 5-8 positions, it virtually never makes sense to buy stocks on margin. Leverage cannot make a bad investment into a good investment, but it can turn a good investment into a bad investment. So you don’t need any leverage. It’s better to compound at a slightly lower rate than to risk turning a good investment into a bad investment because you lack staying power.

So the next step is simply to normalize the position sizes so that they add up to 100%. Since the original portfolio adds up to 400%, you just divide each position by 4:

  • Bet 1 – 20%
  • Bet 2 – 17%
  • Bet 3 – 15%
  • Bet 4 – 14%
  • Bet 5 – 11%
  • Bet 6 – 9%
  • Bet 7 – 8%
  • Bet 8 – 6%

(These percentages are rounded for simplicity.)

As mentioned earlier, if you truly know the odds of each bet in a long series of bets, the Kelly criterion tells you exactly how much to bet on each bet in order to maximize your long-term compounded rate of return. Betting any other amount will lead to lower compound returns. In particular, if you repeatedly bet more than what the Kelly criterion indicates, you eventually will destroy your capital.

It’s nearly always true when investing in a stock that you won’t know the true odds or the true future scenarios. You usually have to make an estimate. Because you never want to bet more than what the Kelly criterion says, it is wise to bet one half or one quarter of what the Kelly criterion says. This is called half-Kelly or quarter-Kelly betting. What is nice about half-Kelly betting is that you will earn three-quarters of the long-term returns of what full Kelly betting would deliver, but with only half the volatility.

So in practice, if there is any uncertainty in your estimates, you want to bet half-Kelly or quarter-Kelly. In the case of a concentrated portfolio of 5-8 stocks, you will frequently end up betting half-Kelly or quarter-Kelly because you are making 5-8 bets at the same time. In Mohnish’s example, you end up betting quarter-Kelly in each position once you’ve normalized the portfolio.

Mohnish quotes Charlie Munger again:

The wise ones bet heavily when the world offers them that opportunity. They bet big when they have the odds. And the rest of the time, they don’t. It’s just that simple.

When running the Buffett Partnership, Warren Buffett invested 40% of the partnership in American Express after the stock had been cut in half following the salad oil scandal. American Express had to announce a $60 million loss, a huge hit given its total market capitalization of roughly $150 million at the time. But Buffett determined that the essential business of American Express–travelers’ checks and charge cards–had not been permanently damaged. American Express still had a very valuable moat.

Buffett explained his reasoning in several letters to limited partners, as quoted by Mohnish here:

We might invest up to 40% of our net worth in a single security under conditions coupling an extremely high probability that our facts and reasoning are correct with a very low probability that anything could change the underlying value of the investment.

We are obviously only going to go to 40% in very rare situations–this rarity, of course, is what makes it necessary that we concentrate so heavily, when we see such an opportunity. We probably have had only five or six situations in the nine-year history of the partnerships where we have exceeded 25%. Any such situations are going to have to promise very significant superior performance… They are also going to have to possess such superior qualitative and/or quantitative factors that the chance of serious permanent loss is minimal…

There’s virtually no such thing as a sure bet in the stock market. But there are situations where the odds of winning are very high or where the potential upside is substantial.

One final note: In constructing a concentrated portfolio of 5-8 stocks, if at least some of the positions are non-correlated or even negatively correlated, then the volatility of the overall portfolio can be reduced. Some top investors prefer to have about 15 positions with low correlations.

Once you get to at least 25 positions, specific correlations typically tend not to be an issue, although some investors may end up concentrating on specific industries. In fact, it often may make sense to concentrate on industries that are deeply out-of-favor.

Mohnish concludes:

…It’s all about the odds. Looking out for mispriced betting opportunities and betting heavily when the odds are overwhelmingly in your favor is the ticket to wealth. It’s all about letting the Kelly Formula dictate the upper bounds of these large bets. Further, because of multiple favorable betting opportunities available in equity markets, the volatility surrounding the Kelly Formula can be naturally tamed while still running a very concentrated portfolio.

In sum, top value investors like Warren Buffett, Charlie Munger, and Mohnish Pabrai–to name just a few out of many–naturally concentrate on their best 5-8 ideas, at least when they’re managing a small enough amount of money. (These days, Berkshire’s portfolio is massive, which makes it much more difficult to concentrate, let alone to find hidden gems among micro caps.)

You have to take a humble look at your strategy and your ability before deciding on your level of concentration. The Boole Microcap Fund that I manage is designed to focus on the top 15-25 ideas. This is concentrated enough so that the best performers–whichever stocks they turn out to be–can make a difference to the portfolio. But it is not so concentrated that it misses the best performers. In practice, the best performers very often turn out to be idea #9 or idea #17, rather than idea #1 or idea #2. Many top value investors–including Peter Cundill, Joel Greenblatt, and Mohnish Pabrai–have found this to be true.

 

DHANDHO 302: FIXATE ON ARBITRAGE

The example often given for traditional commodity arbitrage is that gold is selling for $1,500 in London and $1,490 in New York. By buying gold in New York and selling it in London, the arbitrageur can make an almost risk-free profit.

In merger arbitrage, Company A offers to buy Company B at, say, $20 per share. The stock of Company B may move from $15 to $19. Now the arbitrageur can buy the stock in Company B at $19 in order to capture the eventual move to $20. By doing several such deals, the arbitrageur can probably make a nice profit, although there is a risk for each individual deal.

In what Mohnish callsDhandho arbitrage, the entrepreneur risks a relatively small amount of capital relative to the potential upside. Just look at the earlier examples, including Patel Motel Dhandho, Virgin Dhandho, and Mittal Dhandho.

Heads, I win; tails, I don’t lose much!

 

DHANDHO 401: MARGIN OF SAFETY–ALWAYS!

Nearly every year, Buffett has hosted over 30 groups of business students from various universities. The students get to ask questions for over an hour before going to have lunch with Buffett. Mohnish notes that students nearly always ask for book or reading recommendations, and Buffett’s best recommendation is always Ben Graham’s The Intelligent Investor. As Buffett told students from Columbia Business School on March 24, 2006:

The Intelligent Investor is still the best book on investing. It has the only three ideas you really need:

  • Chapter 8–The Mr.Market analogy. Make the stock market serve you. The C section of the Wall Street Journal is my business broker–it quotes me prices every day that I can take or leave, and there are no called strikes.
  • Chapter 8–A stock is a piece of a business. Never forget that you are buying a business which has an underlying value based on how much cash goes in and out.
  • Chapter 20–Margin of Safety. Make sure that you are buying a business for way less than you think it is conservatively worth.

The heart of value investing is an idea that is directly contrary to economic and financial theory:

  • The bigger the discount to intrinsic value, the lower the risk.
  • The bigger the discount to intrinsic value, the higher the return.

Economic and financial theory teaches that higher returns always require higher risk. But Ben Graham, the father of value investing, taught just the opposite: The lower the price you pay below intrinsic value, the lower your risk and the higher your potential return.

Mohnish argues that the Dhandho framework embodies Graham’s margin of safety idea. Papa Patel, Manilal, and Branson all have tried to minimize the downside while maximizing the upside. Again, most business schools, relying on accepted theory, teach that low returns come from low risk, while high returns require high risk.

Mohnish quotes Buffett’s observations about Berkshire’s purchase of Washington Post stock in 1973:

We bought all of our [Washington Post (WPC)] holdings in mid-1973 at a price of not more than one-fourth of the then per-share business value of the enterprise. Calculating the price/value ratio required no unusual insights. Most security analysts, media brokers, and media executives would have estimated WPC’s intrinsic business value at $400 to $500 million just as we did. And its $100 million stock market valuation was published daily for all to see. Our advantage, rather, was attitude: we had learned from Ben Graham that the key to successful investing was the purchase of shares in good businesses when market prices were at a large discount from underlying business value.

…Through 1973 and 1974, WPC continued to do fine as a business, and intrinsic value grew. Nevertheless, by year-end 1974 our WPC holding showed a loss of about 25%, with a market value of $8 million against our cost of $10.6 million. What we had bought ridiculously cheap a year earlier had become a good bit cheaper as the market, in its infinite wisdom, marked WPC stock down to well below 20 cents on the dollar of intrinsic value.

As of 2007 (when Mohnish wrote his book), Berkshire’s stake in the Washington post had grown over 33 years from the original $10.6 million to a market value of over $1.3 billion–more than 124 times the original investment. Moreover, as of 2007, the Washington Post was paying a modest dividend (not included in the 124 times figure). The dividend alone (in 2007) was higher than what Berkshire originally paid for its entire position. Buffett:

Most institutional investors in the early 1970s, on the other hand, regarded business value as of only minor relevance when they were deciding the prices at which they would buy or sell. This now seems hard to believe. However, these institutions were then under the spell of academics at prestigious business schools who were preaching a newly-fashioned theory: the stock market was totally efficient, and therefore calculations of business value–and even thought, itself–were of no importance in investment activities. (We are enormously indebted to those academics: what could be more advantageous in an intellectual contest–whether it be bridge, chess, or stock selection–than to have opponents who have been taught that thinking is a waste of energy?)

At any given time, a business is in either of two states: it has problems or it will have problems. Virtually every week there are companies or whole industries where stock prices collapse. Many business problems are temporary and not permanent. But stock investors on the whole tend to view business problems as permanent, and they mark down the stock prices accordingly.

You may be wondering: Due to capitalist competition, nearly all businesses eventually fail, so how can many business problems be temporary? When we look at businesses experiencing problems right now, many of those problems will be solved over the next three to five years. Thus, considering the next three to five years, many business problems are temporary. But the fate of a given business over several decades is a different matter entirely.

 

DHANDHO 402: INVEST IN LOW-RISK, HIGH-UNCERTAINTY BUSINESSES

The future is always uncertain. And that’s even more true for some businesses. Yet if the stock price is low enough, high uncertainty can create a good opportunity.

Papa Patel, Manilal, Branson, and Mittal are all about investing in low-risk businesses. Nonetheless, most of the businesses they invested in had a very wide range of possible outcomes. The future performance of these businesses was very uncertain. However, these savvy Dhandho entrepreneurs had thought through the range of possibilities and drew comfort from the fact that very little capital was invested and/or the odds of a permanent loss of capital were extremely low… Their businesses had a common unifying characteristic–they were all low-risk, high-uncertainty businesses.

In essence, says Mohnish, these were all simple bets:

Heads, I win; tails, I don’t lose much!

Wall Street usually hates high uncertainty, and often does not distinguish between high uncertainty and high risk. But there are several distinct situations, observes Mohnish, where Wall Street tends to cause the stock price to collapse:

  • High risk, low uncertainty
  • High risk, high uncertainty
  • Low risk, high uncertainty

Wall Street loves the combination of low risk and low uncertainty, but these stocks nearly always trade at high multiples. On the other hand, Dhandho entrepreneurs and value investors are only interested in low risk and high uncertainty.

Mohnish discusses an example of a company he was looking at in the year 2000: Stewart Enterprises (STEI), a funeral service business. Leading companies such as Stewart Enterprises, Loewen, Service Corp. (SRV), and Carriage Services (CSV) had gone on buying sprees in the 1990s, acquiring mom-and-pop businesses in their industry. These companies all ended up with high debt as a result of the acquisitions. They made the mistake of buying for cash–using debt–rather than buying using stock.

Loewen ended up going bankrupt. Stewart had $930 million of long-term debt with $500 million due in 2002. Wall Street priced all the funeral service giants as if they were going bankrupt. Stewart’s price went from $28 to $2 in two years. Stewart kept coming up on the Value Line screen for lowest price-to-earnings (P/E) ratios. Stewart had a P/E of less than three, a rarity. Mohnish thought that funeral services must be a fairly simple business to understand, so he started doing research.

Mohnish recalled reading an article in the mid-1990s in the Chicago Tribune about the rate of business failure in various industries. The lowest rate of failure for any type of business was funeral homes. This made sense, thought Mohnish. It’s not the type of business that aspiring entrepreneurs would dream about, and pre-need sales often make up about 25 percent of total revenue. It’s a steady business that doesn’t change much over time.

Stewart had roughly $700 million in annual revenue and owned around 700 cemeteries and funeral homes. Most of its business was in the United States. Stewart’s tangible book value was $4 per share, and book value was probably understated because hard assets like land were carried at cost. At less than $2 per share, Stewart was trading at less than half of stated tangible book value. By the time the debt was due, the company would generate over $155 million in free cash flow, leaving a shortfall of under $350 million.

Mohnish thought through some scenarios and estimated the probability for each scenario:

  • 25% probability: The company could sell some funeral homes. Selling 100 to 200 might take care of the debt. Equity value > $4 per share.
  • 35% probability: Based on the company’s solid and predictable cash flow, Stewart’s lenders or bankers might decide to extend the maturities or refinance the debt–especially if the company offered to pay a higher interest rate. Equity value > $4 per share.
  • 20% probability: Based on Stewart’s strong cash flows, the company might find another lender–especially if it offered to pay a higher interest rate. Equity value > $4 per share.
  • 19% probability: Stewart enters bankruptcy. Even assuming distressed asset sales, equity value > $2 per share.
  • 1% probability: A 50-mile meteor comes in or Yellowstone blows or some other extreme event takes place that destroys the company. Equity value = $0.

The bottom line, as Mohnish saw it, was that the odds were less than 1% that he would end up losing money if he invested in Stewart at just under $2 per share. Moreover, there was an 80% chance that the equity would be worth at least $4 per share. So Mohnish invested 10 percent of Pabrai Funds in Stewart Enterprises at under $2 per share.

A few months later, Stewart announced that it had begun exploring sales of its international funeral homes. Stewart expected to generate $300 to $500 million in cash from this move. Mohnish:

The amazing thing was that management had come up with a better option than I had envisioned. They were going to be able to eliminate the debt without any reduction in their cash flow. The lesson here is that we always have a free upside option on most equity investments when competent management comes up with actions that make the bet all the more favorable.

Soon the stock hit $4 and Mohnish exited the position with more than 100% profit.

It’s worth repeating what investor Lee Ainslee has said: Good management tends to surprise on the upside, while bad management tends to surprise on the downside.

Frontline

In 2001, Mohnish noticed two companies with a dividend yield of more than 15 percent. Both were crude oil shippers: Knightsbridge (VLCC) and Frontline (FRO). Mohnish started reading about this industry.

Knightsbridge had been formed a few years earlier when it ordered several tankers from a Korean shipyard. A very large crude carrier (VLCC) or Suezmax at the time cost $60 to $80 million and would take two to three years to be built and delivered. Knightsbridge would then lease the ships to Shell Oil under long-term leases. Shell would pay Knightsbridge a base lease rate (perhaps $10,000 a day per tanker) regardless of whether it used the ships or not. On top of that, Shell paid Knightsbridge a percentage of the difference between a base rate and the spot market price for VLCC rentals, notes Mohnish. So if the spot price for a VLCC was $30,000 per day, Knightsbridge might receive $20,000 a day. If the spot was $50,000, it would get perhaps $35,000 a day. Mohnish:

At the base rate, Knightbridge pretty much covered its principal and interest payments for the debt it took on to pay for the tankers. As the rates went above $10,000, there was positive cash flow; the company was set up to just dividend all the excess cash out to shareholders, which is marvelous…

Because of this unusual structure and contract, when tanker rates go up dramatically, this company’s dividends go through the roof.

Mohnish continues:

In investing, all knowledge is cumulative. I didn’t invest in Knightsbridge, but I did get a decent handle on the crude oil shipping business. In 2001, we had an interesting situation take place with one of these oil shipping companies called Frontline. Frontline is the exact opposite business model of Knightsbridge. It has the largest oil tanker fleet in the world, among all the public companies. The entire fleet is on the spot market. There are very few long-term leases.

Because it rides on the spot market on these tankers, there is no such thing as earnings forecasts or guidance. The company’s CEO himself doesn’t know what the income will be quarter to quarter. This is great, because whenever Wall Street gets confused, it means we likely can make some money. This is a company that has widely gyrating earnings.

Oil tanker rates have ranged historically from $6,000 a day to $100,000 a day. The company needs about $18,000 a day to breakeven… Once [rates] go above $30,000 to $35,000, it is making huge profits. In the third quarter of 2002, oil tanker rates collapsed. A recession in the United States and a few other factors caused a drop in crude oil shipping volume. Rates went down to $6,000 a day. At $6,000 a day Frontline was bleeding red ink, badly. The stock went from $11 a share to around $3, in about three months.

Mohnish notes the net asset value of Frontline:

Frontline had about 70 VLCCs at the time. While the daily rental rates collapsed, the price per ship hadn’t changed much, dropping about 10 percent or 15 percent. There is a fairly active market in buying and selling oil tankers. Frontline had a tangible book value of about $16.50 per share. Even factoring in the distressed market for ships, you would still get a liquidation value north of $11 per share. The stock price had gone from $15 to $3… Frontline was trading at less than one-third of liquidation value.

Keep in mind that Frontline could sell a ship for about $60 million, and the company had 70 ships. Frontline’s annual interest payments were $150 million. If it sold two to three ships a year, Frontline could sustain the business at the rate of $6,000 a day for several years.

Mohnish also discovered that Frontline’s entire fleet was double hull tankers. All new tankers had to be double hull after 2006 due to regulations following the Exxon Valdez spill. Usually single hull tankers were available at cheaper day rates than double hull tankers. But this wasn’t true when rates dropped to $6,000 a day. Both types of ship were available at the same rate. In this situation, everyone would rent the double hull ships and no one rented the single hull ships.

Owners of the single hull ships were likely get jittery and to sell the ships as long as rates stayed at $6,000 a day. If they waited until 2006, Mohnish explains, the ability to rent single hull ships would be much lower. And by 2006, scrap rates might be quite low if a large number of single hull ships were scrapped at the same time. The net result is that there is a big jump in scrapping for single hulled tankers whenever rates go down. Mohnish:

It takes two to three years to get delivery of a new tanker. When demand comes back up again, inventory is very tight because capacity has been taken out and it can’t be added back instantaneously. There is a definitive cycle. When rates go as low as $6,000 and stay there for a few weeks, they can rise to astronomically high levels, say $60,000 a day, very quickly. With Frontline, for about seven or eight weeks, the rates stayed under $10,000 a day and then spiked to $80,000 a day in fourth quarter 2002. The worldwide fleet of VLCCs in 2002 was about 400 ships. Over the past several decades, worldwide oil consumption has increased by 2 percent to 4 percent on average annually. This 2 percent to 4 percent is generally tied to GDP growth. Usually there are 10 to 12 new ships added each year to absorb this added demand. When scrapping increases beyond normal levels, the fleet is no longer increasing by 2 percent to 4 percent. When the demand for oil rises, there just aren’t enough ships. The only thing that’s adjustable is the price, which skyrockets.

Pabrai Funds bought Frontline stock in the fall of 2002 at $5.90 a share, about half of liquidation value of $11 to $12. When the stock moved up to $9 to $10, Mohnish sold the shares. Because he bought the stock at roughly half liquidation value, this was a near risk-free bet: Heads, I win a lot; tails, I win a little!

Mohnish gives a final piece of advice:

Read voraciously and wait patiently, and from time to time amazing bets will present themselves.

Important Note: Had Mohnish kept the shares of Frontline, they would have increased dramatically. The shares approached $120 within a few years, so Mohnish would have made 20x his initial investment at $5.90 per share had he simply held on for a few years.

As noted earlier, Mohnish recently gave a lecture at Peking University (Guanghua School of Management) about 10-baggers to 100-baggers, giving many examples of stocks like Frontline that he had actually owned but sold way too soon. Link: https://www.youtube.com/watch?v=Jo1XgDJCkh4

 

DHANDHO 403: INVEST IN THE COPYCATS RATHER THAN THE INNOVATORS

What Mohnish calls copycats are businesses that simply copy proven innovations. The first few Patels figured out the economics of motel ownership. The vast majority of Patels who came later simply copied what the first Patels had already done successfully.

Mohnish writes:

Most entrepreneurs lift their business ideas from other existing businesses or from their last employer. Ray Kroc loved the business model of the McDonald brothers’ hamburger restaurant in San Bernardino, California. In 1954, he bought the rights to the name and know-how, and he scaled it, with minimal change. Many of the subsequent changes or innovations did not come from within the company with its formidable resources–they came from street-smart franchisees and competitors. The company was smart enough to adopt them, just as they adopted the entire concept at the outset.

 

A SHORT CHECKLIST

Mohnish gives a list of good questions to ask before buying a stock:

  • Is it a business I understand very well–squarely within my circle of competence?
  • Do I know the intrinsic value of the business today and, with a high degree of confidence, how it is likely to change over the next few years?
  • Is the business priced at a large discount to its intrinsic value today and in two to three years? Over 50 percent?
  • Would I be willing to invest a large part of my net worth into this business?
  • Is the downside minimal?
  • Does the business have a moat?
  • Is it run by able and honest managers?

If the answers to these questions are yes, buy the stock. Furthermore, writes Mohnish, hold the stock for at least two to three years before you think about selling. This gives enough time for conditions to normalize and thus for the stock to approach intrinsic value. One exception: If the stock increases materially in less than two years, you can sell, but only after you have updated your estimate of intrinsic value.

In any scenario, you should always update your estimate of intrinsic value. If intrinsic value is much higher than the current price, then continuing to hold is almost always the best decision. One huge mistake to avoid is selling a stock that later becomes a 10-bagger, 20-bagger, or 100-bagger. That’s why you must always update your estimate of intrinsic value. And don’t get jittery just because a stock is hitting new highs.

A few more points:

  • If you have a good investment process, then about 2/3 of the time the stock will approach intrinsic value over two to three years. 1/3 of the time, the investment won’t work as planned–whether due to error, bad luck, or unforeseeable events–but losses should be limited due to a large margin of safety having been present at the time of purchase.
  • In the case of distressed equities, there may be much greater potential upside as well as much greater potential downside. A few value investors can use this approach, but it’s quite difficult and typically requires greater diversification.
  • For most value investors, it’s best to stick with companies with low or no debt. You may grow wealth a bit more slowly this way, but as Buffett and Munger always ask, what’s the rush? Buffett and Munger had a friend Rick Guerin who owned a huge number of Berkshire Hathaway shares, but many of the shares were on margin. When Berkshire stock got cut in half–which will happen occasionally to almost any stock, no matter how good the company–Guerin was forced to sell much of his position. Had Guerin not been on margin, his non-margined shares in Berkshire would later have been worth a fortune (approaching $1 billion).
  • Your own mistakes are your best teachers, explains Mohnish. You’ll get better over time by studying your own mistakes:

While it is always best to learn vicariously form the mistakes of others, the lessons that really stick are ones we’ve stumbled through ourselves.

 

BE GENEROUS

Warren Buffett and Bill Gates are giving away most of their fortune to help many people who are less fortunate. Bill and Melinda Gates devote much of their time and energy (via the Gates Foundation) to saving or improving as many human lives as possible.

Mohnish Pabrai and his wife started the Dakshana Foundation in 2005. Mohnish:

I do urge you to leverage Dhandho techniques fully to maximize your wealth. But I also hope that… you’ll use some time and some of that Dhandho money to leave this world a little better place than you found it. We cannot change the world, but we can improve this world for one person, ten people, a hundred people, and maybe even a few thousand people.

 

BOOLE MICROCAP FUND

An equal weighted group of micro caps generally far outperforms an equal weighted (or cap-weighted) group of larger stocks over time. See the historical chart here: https://boolefund.com/best-performers-microcap-stocks/

This outperformance increases significantly by focusing on cheap micro caps. Performance can be further boosted by isolating cheap microcap companies that show improving fundamentals. We rank microcap stocks based on these and similar criteria.

There are roughly 10-20 positions in the portfolio. The size of each position is determined by its rank. Typically the largest position is 15-20% (at cost), while the average position is 8-10% (at cost). Positions are held for 3 to 5 years unless a stock approachesintrinsic value sooner or an error has been discovered.

The mission of the Boole Fund is to outperform the S&P 500 Index by at least 5% per year (net of fees) over 5-year periods. We also aim to outpace the Russell Microcap Index by at least 2% per year (net). The Boole Fund has low fees.

 

If you are interested in finding out more, please e-mail me or leave a comment.

My e-mail: jb@boolefund.com

 

 

 

Disclosures: Past performance is not a guarantee or a reliable indicator of future results. All investments contain risk and may lose value. This material is distributed for informational purposes only. Forecasts, estimates, and certain information contained herein should not be considered as investment advice or a recommendation of any particular security, strategy or investment product. Information contained herein has been obtained from sources believed to be reliable, but not guaranteed.No part of this article may be reproduced in any form, or referred to in any other publication, without express written permission of Boole Capital, LLC.

The Growth Trap


March 10, 2024

Jeremy Siegel is the author of The Future for Investors (Crown Business, 2005). Warren Buffett commented: “Jeremy Siegel’s new facts and ideas should be studied by investors.” (Although the book was published in 2005, most of the facts and ideas still hold.)

 

INTRODUCTION

Siegel summarizes the main lesson from his previous book, Stocks for the Long Run:

My research showed that over extended periods of time, stock returns not only dominate the returns on fixed-income assets, but they do so with lower risk when inflation is taken into account. These findings established that stocks should be the cornerstone of all long-term investors’ portfolios.

As you extend forward in time, especially to three or four decades, the real return from stocks is roughly 6.5 to 7 percent, which will nearly always be better than any other investment, such as fixed-income or gold. Siegel has given many talks on Stocks for the Long Run, and he reports that two questions always come up:

  • Which stocks should I hold for the long run?
  • What will happen to my portfolio when the baby boomers retire and begin liquidating their portfolios?

Siegel says he wrote The Future for Investors in order to answer these questions. He studied all 500 firms that constituted the S&P 500 Index when it was first formulated in 1957. His conclusions – that the original firms in the index outperformed the newcomers (those added later to the index) – were surprising:

These results confirmed my feeling that investors overprice new stocks, many of which are in high technology industries, and ignore firms in less exciting industries that often provide investors superior returns. I coined the term the growth trap to describe the incorrect belief that the companies that lead in technological innovation and spearhead economic growth bring investors superior returns.

The more I investigated returns, the more I determined that the growth trap affected not just individual stocks, but also entire sectors of the market and even countries. The fastest-growing new firms, industries, and even foreign countries often suffered the worst return. I formulated the basic principle of investor return, which specifies that growth alone does not yield good returns, but only growth in excess of the often overly optimistic estimates that investors have built into the price of stock. It was clear that the growth trap was one of the most important barriers between investors and investment success.

As regards the aging of the baby-boom generation, Siegel argues that growth in developing countries (like China and India) will keep the global economy moving forward. Also, as citizens in developing countries become wealthier, they will buy assets that baby-boomers are selling. Siegel also holds that information technology will be central to global economic growth.

I am not going to discuss baby-boomer retirement any further in this blog post. I would only note that there is a good chance that economically significant innovation could surprise on the upside in the next few decades. See, for instance, The Second Machine Age, by Erik Brynjolfsson and Andrew McAfee (W. W. Norton, 2016). As Warren Buffett has frequently observed, the luckiest people in history are those being born now. Life in the future for most people is going to be far better than at any previous time in history.

 

THE GROWTH TRAP

Siegel opens the first chapter by noting the potential impact of improving technology:

The future for investors is bright. Our world today stands at the brink of the greatest burst of invention, discovery, and economic growth ever known.

Yet investors must be careful to avoid the growth trap:

The growth trap seduces investors into overpaying for the very firms and industries that drive innovation and spearhead economic expansion. This relentless pursuit of growth – through buying hot stocks, seeking exciting new technologies, or investing in the fastest-growing countries – dooms investors to poor returns. In fact, history shows that many of the best-performing investments are instead found in shrinking industries and in slower-growing countries.

Although technology has created amazing wealth and well-being, investing in new technologies is generally a poor investment strategy. Siegel explains:

How can this happen? How can these enormous economic gains made possible through the proper application of new technology translate into substantial investment losses? There’s one simple reason: in their enthusiasm to embrace the new, investors invariably pay too high a price for a piece of the action. The concept of growth is so avidly sought after that it lures investors into overpriced stocks in fast-changing and overly competitive industries, where the few big winners cannot begin to compensate for the myriad of losers.

To illustrate his point, Siegel compares Standard Oil of New Jersey (now ExxonMobil) with the new-economy juggernaut, IBM. Consider the growth rates of these companies from 1950 to 2003:

Growth Measures IBM Standard Oil Advantage
Revenue/Share 12.19% 8.04% IBM
Dividends/Share 9.19% 7.11% IBM
Earnings/Share 10.94% 7.47% IBM
Sector Growth 14.65% -14.22% IBM

IBM performed much better fundamentally than Standard Oil of New Jersey. Moreover, from 1950 to 2003, the technology sector rose from 3 percent of the market to almost 18 percent, while oil stocks shrank from 20 percent of the market to 5 percent. Therefore, it seems clear that an investor who had to choose between IBM and Standard Oil in 1950 should have chosen IBM. But this would have been the wrong decision.

Over the entire period, Standard Oil of New Jersey had an average P/E of 12.97, while IBM had an average P/E of 26.76. Also, Standard Oil had an average dividend yield of 5.19%, while IBM had an average dividend yield of 2.18%. As a result, the total returns for the two stocks were as follows:

Return Measures IBM Standard Oil Advantage
Price Appreciation 11.41% 8.77% IBM
Dividend Return 2.18% 5.19% Standard Oil
Total Return 13.83% 14.42% Standard Oil

Siegel explains:

IBM did very well, but investors expected it to do well, and its stock price was consistently high. Investors in Standard Oil had very modest expectations for earnings growth and kept the price of its shares low, allowing investors to accumulate more shares through the reinvestment of dividends. The extra shares proved to be Standard Oil’s margin of victory.

Here are Siegel’s broad conclusions on the S&P 500 Index:

  • The more than 900 new firms that have been added to the index since it was formulated in 1957 have, on average, underperformed the original 500 firms in the index.
  • Long-term investors would have been better off had they bought the original S&P 500 firms in 1957 and never bought any new firms added to the index. By following this buy-and-never-sell approach, investors would have outperformed almost all mutual funds and money managers over the last half century.
  • Dividends matter a lot. Reinvesting dividends is the critical factor giving the edge to most winning stocks in the long run… Portfolios invested in the highest-yielding stocks returned 3 percent per year more than the S&P 500 Index, while those in the lowest-yielding stocks lagged the market by almost 2 percent per year.
  • The return on stocks depends not on earnings growth but solely on whether this earnings growth exceeds what investors expected, and those growth expectations are embodied in the price-to-earnings, or P/E ratio. Portfolios invested in the lowest-P/E stocks in the S&P 500 Index returned almost 3 percent per year more than the S&P 500 Index, while those invested in the high-P/E stocks fell 2 percent per year behind the index.
  • The growth trap holds for industry sectors as well as individual firms. The fastest-growing sector, the financials, has underperformed the benchmark S&P 500 Index, while the energy sector, which has shrunk almost 80 percent since 1957, beat this benchmark index. The lowly railroads, despite shrinking from 21 percent to less than 5 percent of the industrial sector, outperformed the S&P 500 Index over the last half century.
  • The growth trap holds for countries as well. The fastest-growing country over the last decade has rewarded investors with the worst returns. China, the economic powerhouse of the 1990s, has painfully disappointed investors with its overpriced shares and falling stock prices.

 

THE TRIED AND TRUE

But how, you will ask, does one decide what [stocks are] ‘attractive’? Most analysts feel they must choose between two approaches customarily thought to be in opposition: ‘value’ and ‘growth.’… We view that as fuzzy thinking… Growth is always a component of value [and] the very term ‘value investing’ is redundant.

– Warren Buffett, Berkshire Hathaway annual report, 1992

What was the best-performing stock from 1957 to 2003? Siegel answers that it was Philip Morris. Siegel observes:

The superb returns in Philip Morris illustrate an extremely important principle of investing: what counts is not just the growth rate of earnings but the growth of earnings relative to the market’s expectation. One reason investors had low expectations for Philip Morris’s growth was because of its potential liabilities. But its growth has continued apace. The low expectations combined with high growth and a high dividend yield provide the perfect environment for superb investor returns.

What were the top-performing S&P 500 Survivors from 1957 to 2003?

Rank 2003 Name Accumulation of $1,000 Annual Return
1 Philip Morris $4,626,402 19.75%
2 Abbott Labs $1,281,335 16.51%
3 Bristol-Myers Squibb $1,209,445 16.36%
4 Tootsie Roll Industries $1,090,955 16.11%
5 Pfizer $1,054,823 16.03%
6 Coca-Cola $1,051,646 16.02%
7 Merck $1,003,410 15.90%
8 PepsiCo $866,068 15.54%
9 Colgate-Palmolive $761,163 15.22%
10 Crane $736,796 15.14%
11 H. J. Heinz $635,988 14.78%
12 Wrigley $603,877 14.65%
13 Fortune Brands $580,025 14.55%
14 Kroger $546,793 14.41%
15 Schering-Plough $537,050 14.36%
16 Proctor & Gamble $513,752 14.26%
17 Hershey Foods $507,001 14.22%
18 Wyeth $461,186 13.99%
19 Royal Dutch Petroleum $398,837 13.64%
20 General Mills $388,425 13.58%
S&P 500 $124,486 10.85%

Siegel points out that most of the top twenty performers have strong brands, but are not technology companies per se. Siegel discusses some of these great companies:

Number four on this list is a most unlikely winner – a small manufacturer originally named the Sweets Company of America. This company has outperformed the market by 5 percent a year since the index was formulated. The founder of this firm, an Austrian immigrant, named its product after his five-year-old daughter’s nickname, Tootsie….

The surviving company with the sixth highest return produces a product today with the exact same formula as it did over 100 years ago, much like Tootsie Roll…. Although the company keeps the formula for its drinks secret, it is no secret that Coca-Cola has been one of the best companies you could have owned over the last half century.

…Pepsi also delivered superb returns to its shareholders, coming in at number eight and beating the market by over 4 percent per year.

Two others of the twenty best-performing stocks also manufacture products virtually unchanged over the past 100 years: the William Wrigley Jr. Company and Hershey Foods. Wrigley came in at number twelve, beating the market by almost 4 percent per year, whereas Hershey came in at seventeen, beating the market by 3 percent a year.

Wrigley is the largest gum manufacturer in the world, commanding an almost 50 percent share in the global market and selling in approximately 100 countries. Hershey is currently the number-one U.S.-based publicly traded candy maker (Mars, a private firm, is number one, followed by Swiss-based Nestle).

…Heinz is another strong brand name, one that is virtually synonymous with ketchup. Each year, Heinz sells 650 million bottles of ketchup and makes 11 billion packets of ketchup and salad dressings – almost two packets for every person on earth. But Heinz is just not a ketchup producer, and it does not restrict its focus to the United States. It has the number-one or –two branded business in fifty different countries, with products such as Indonesia’s ABC soy sauce (the second-largest-selling soy sauce in the world) and Honig dry soup, the best-selling soup brand in the Netherlands.

Colgate-Palmolive also makes the list, coming in at number nine. Colgate’s products include Colgate toothpastes, Speed Stick deoderant, Irish Spring soaps, antibacterial Softsoap, and household cleaning products such as Palmolive and Ajax.

No surprise that Colgate’s rival, Procter & Gamble, makes this list as well, at number sixteen. Procter & Gamble began as a small, family-operated soap and candle company in Cincinnati, Ohio, in 1837. Today, P&G sells three hundred products, including Crest, Mr. Clean, Tide, and Tampax, to more than five billion consumers in 140 countries.

…Number twenty on the list is General Mills, another company with strong brands, which include Betty Crocker, introduced in 1921, Wheaties (the ‘Breakfast of Champions’), Cheerios, Lucky Charms, Cinnamon Toast Crunch, Hamburger Helper, and Yoplait yogurt.

What is true about all these firms is that their success came through developing strong brands not only in the United States but all over the world. A well-respected brand name gives the firm the ability to price its product above the competition and deliver more profits to investors.

…Besides the strong consumer brand firms, the pharmaceuticals had a prominent place on the list of best-performing companies. It is noteworthy that there were only six health care companies in the original S&P 500 that survive to today in their original corporate form, and all six made it onto the list of best performers. All of these firms not only sold prescription drugs but also were very successful in marketing brand-name over-the-counter treatments to consumers, very much like the brand-name consumer staples stocks that we have reviewed.

…When these six pharmaceuticals are added to the eleven name-brand consumer firms, seventeen, or 85 percent, of the twenty top-performing firms from the original S&P 500 Index, feature well-known consumer brand names.

 

INVESTOR EXPECTATIONS

What really matters for investors is the price paid today compared to all future free cash flows. But investors very regularly overvalue high-growth companies and undervalue low-growth or no-growth companies. This is the key reason value investing works. As Siegel writes:

Expectations are so important that without even knowing how fast a firm’s earnings actually grow, the data confirm that investors are too optimistic about fast-growing companies and too pessimistic about slow-growing companies. This is just one more confirmation of the growth trap.

Thus, if you want to do well as an investor, it is best to stick with companies trading at low multiples (low P/E, low P/B, low P/S, etc.). All of the studies have confirmed this. See: https://boolefund.com/the-ugliest-stocks-are-the-best-stocks/

Siegel did his own study, dividing S&P 500 Index companies into P/E quintiles. From 1957 to 2003, the lowest P/E quintile – bought at the beginning of each year – produced an average annual return of 14.07% (with a risk of 15.92%), while the highest P/E quintile produced an average annual return of 9.17% (with a risk of 19.39%). The S&P 500 Index averaged 11.18% (with a risk of 17.02%)

If you’re doing buy-and-hold value investing – as Warren Buffett does today – then you can pay a higher price as long as it is still reasonable and as long as the brand is strong enough to persist over time. Buffett has made it clear, however, that if he were managing a small amount of money, he would focus on microcap companies available at cheap prices. That would generate the highest returns, with 50% per year being possible in micro caps for someone like Buffett. See: https://boolefund.com/buffetts-best-microcap-cigar-butts/

Siegel discusses GARP, or growth at a reasonable price:

Advocates here compute a very similar statistic called the PEG ratio, or price-to-earnings ratio divided by the growth rate of earnings. The PEG ratio is essentially the inverse of the ratio that Peter Lynch recommended in his book, assuming you add the dividend yield to the growth rate. The lower the PEG ratio, the more attractively priced a firm is with respect to its projected earnings growth. According to Lynch’s criteria, you would be looking for firms with lower PEG ratios, preferably 0.5 or less, but certainly less than 1.

It’s important to note that earnings growth is very mean-reverting. In other words,most companies that have been growing fast do NOT continue to do so, but tend to slow down quite a bit. That’s why deep value investing – simply buying the cheapest companies (based on low P/E or low EV/EBIT), which usually have low- or no-growth – tends to produce better returns over time than GARP investing does. This is most true, on average, when you invest in cheap microcap companies.

Deep value microcap investing tends to work quite well, especially if you also use the Piotroski F-Score to screen for cheap microcap companies that also have improving fundamentals. This is the approach used by the Boole Microcap Fund. See: https://boolefund.com/cheap-solid-microcaps-far-outperform-sp-500/

One other way to do very well investing in micro caps is to try to find the ones that will grow for a long time. It’s much more difficult to use this approach successfully than it is to buy cheap microcap companies with improving fundamentals. But it is doable with enough patience and discipline. See MicroCapClub.com if you want to learn about some microcap investors who use this approach.

 

GROWTH IS NOT RETURN

Most investors seem to believe that the fastest-growing industries will yield the best returns. But this is simply not true. Siegel compares financials to energy companies:

Of the ten major industries, the financial sector has gained the largest share of market value since the S&P 500 Index was founded in 1957. Financial firms went from less than 1 percent of the index to over 20 percent in 2003, while the energy sector has shrunk from over 21 percent to less than 6 percent over the same period. Had you been looking for the fastest-growing sector, you would have sunk your money in financial stocks and sold your oil stocks.

But if you did so, you would have fallen into the growth trap. Since 1957, the returns on financial stocks have actually fallen behind the S&P 500 Index, while energy stocks have outperformed over the same period. For the long-term investor, the strategy of seeking out the fastest-growing sector is misguided.

Siegel continues by noting that the GICS (Global Industrial Classification Standard) breaks the U.S. and world economy down into ten sectors: materials, industrials, energy, utilities, telecommunication services, consumer discretionary, consumer staples, health care, financial, and information technology. (Recently real estate has been added as an eleventh sector.)

Just as the fastest-growing companies, as a group, underperform the slower growers in terms of investment returns, so new companies underperform the tried and true. Siegel explains what his data show:

These data confirm my basic thesis: the underperformance of new firms is not confined to one industry, such as technology, but extends to the entire market. New firms are overvalued by investors in virtually every sector of the market.

Siegel also answers the question of why energy did so well, despite shrinking from over 21 percent to less than 6 percent of the market:

Why did the energy sector perform so well? The oil firms concentrated on what they did best: extracting oil at the cheapest possible price and returning the profits to the shareholders in the form of dividends. Furthermore investors had low expectations for the growth of energy firms, so these stocks were priced modestly. The low valuations combined with the high dividends contributed to superior investor returns.

Technology firms have experienced high earnings growth. Yet investors have tended to expect even higher growth going forward than what subsequently occurs. Thus we see again that investors systematically overvalue high-growth companies, which leads to returns that trail the S&P 500 Index. Technology may be the best example of this phenomenon. Technology companies have grown very fast, but investors have generally expected too much going forward.

The financial sector is another case of high growth but disappointing (or average) returns. Much of the growth in financials has come from new companies joining the sector and being added to the index. Siegel:

The tremendous growth in financial products has spurred the growth of many new firms. This has caused a steady increase in the market share of the financial sector, but competition has kept the returns on financial stocks close to average over the whole period.

To conclude his discussion of the various sectors, Siegel writes:

The data show that three sectors emerge as long-term winners. They are health care, consumer staples, and energy. Health care and consumer staples comprise 90 percent of the twenty best-performing surviving firms of the S&P 500 Index. These two sectors have the highest proportion of firms where management is focused on bringing quality products to the market and expanding brand-name recognition on a global basis.

The energy sector has delivered above-average returns despite experiencing a significant contraction of its market share. The excellent returns in this sector are a result of two factors: the relatively low growth expectations of investors (excepting the oil and gas extractors during the late 1970s) and the high level of dividends.

 

TECHNOLOGY: PRODUCTIVITY CREATOR AND VALUE DESTROYER

Siegel opens the chapter by remarking:

Economic growth is not the same as profit growth. In fact, productivity growth can destroy profits and with it stock values.

Siegel continues:

Any individual or firm through its own effort can rise above the average, but every individual and firm, by definition, cannot. Similarly, if a single firm implements a productivity-improving strategy that is unavailable to its competition, its profits will rise. But if all firms have access to the same technology and implement it, then costs and prices will fall and the gains of productivity will go to the consumer.

Siegel notes that Buffett had to deal with this type of issue when he was managing Berkshire Hathaway, a textile manufacturer. Buffett discussed plans presented to him that would improve workers’ productivity and lower costs:

Each proposal to do so looked like an immediate winner. Measured by standard return-on-investment tests, in fact, these proposals usually promised greater economic benefits than would have resulted from comparable investments in our highly profitable candy and newspaper businesses.

Yet Buffett realized that the proposed improvements were available to all textile companies. Buffett commented in his 1985 annual report:

[T]he promised benefits from these textile investments were illusory. Many of our competitors, both domestic and foreign, were stepping up to the same kind of expenditures and, once enough companies did so, their reduced costs became the baseline for reduced prices industrywide. Viewed individually, each company’s investment decision appeared cost-effective and rational; viewed collectively, the decisions neutralized each other and were irrational (just as happens when each person watching a parade decides he can see a little better if he stands on tiptoes). After each round of investment, all the players had more money in the game and returns remained anemic.

Eventually, after a decade, Buffett realized he had to close the company. (He had kept it open for a decade out of concern for the employees, and because management was doing an excellent job with the hand it was dealt.) Siegel comments:

Buffett contrasts his decision to close up shop with that of another textile company that opted to take a different path, Burlington Industries. Burlington Industries spent approximately $3 billion on capital expenditures to modernize its plants and equipment and improve its productivity in the twenty years following Buffett’s purchase of Berkshire. Nevertheless, Burlington’s stock returns badly trailed the market. As Buffett states, ‘This devastating outcome for the shareholders indicates what can happen when much brain power and energy are applied to a faulty premise.’

Siegel then draws a broader conclusion about technology:

Historical economic data indicate that the fruits of technological change, no matter how great, have ultimately benefited consumers, not the owners of firms. Productivity lowers the price of goods and raises the real wages of workers. That is, productivity allows us to buy more with less.

Certainly, technological change has transitory effects on profits. There is usually a ‘first mover’ advantage. When one firm incorporates a new technology that has not yet been implemented by others, profits will increase. But as others avail themselves of this technology, competition ensures that prices will fall and profits will revert to normal.

 

WINNING MANAGEMENTS IN LOSING INDUSTRIES

Siegel quotes Peter Lynch:

As a place to invest, I’ll take a lousy industry over a great industry anytime. In a lousy industry, one that’s growing slowly if at all, the weak drop out and the survivors get a bigger share of the market. A company that can capture an ever-increasing share of a stagnant market is a lot better off than one that has to struggle to protect a dwindling share of an exciting market.

Many investors try to look for an industry with a bright future, and then select a company that will benefit from this growth. As we’ve already seen, this doesn’t work in general because investors systematically overvalue high-growth companies.

A deep value investment strategy looks for companies at low multiples, with terrible performance. These companies, as a group, have done much better than the market over time.

Although a deep value approach works well even if it is entirely quantitative – which is what Ben Graham, the father of value investing, often did – it can work even better if you can identify a winning management. Siegel explains:

… some of the most successful investments of the last thirty years have come from industries whose performances have been utterly horrendous.

These companies have bucked the trend. They all rose above their competitors by following a simple approach: maximize productivity and keep costs as low as possible.

Siegel gives Southwest Airlines as an example. Investors have lost more money in the airline industry than in any other. But Southwest Airlines established itself as ‘the low-fare airline.’ It accomplished this by being the low-cost airline. It offered only single-class service, with no assigned seats and no meals. It only operated city-to-city where demand was high enough. And it only used Boeing 737’s. As a result of being the low-cost and low-fare airline, the business performedwell and the stock followed.

Siegel also mentionsthe example of Nucor, which pioneered the use of ‘minimill’ technology and the recycling of scrap steel. While the steel industry as a whole underperformed the market by close to 4 percent a year for thirty years, Nucor outperformed the market by over 5 percent a year over the same time period. According to Jim Collins and others, at least 80 percent of Nucor’s success had to do with the leadership and culture of the company. At Nucor, executives actually received fewer benefits than regular workers:

  • All workers were eligible to receive $2,000 per year for each child for up to four years of postsecondary education, while the executives received no such benefit.
  • Nucor lists all of its employees – more than 9,800 – in its annual report, sorted alphabetically with no distinctions for officer titles.
  • There are no assigned parking spots and no company cars, boats, or planes.
  • All employees of the company receive the same insurance coverage and amount of vacation time.
  • Everybody wears the same green spark-proof jackets and hard hats on the floor (in most integrated mills, different colors designate authority).

Siegel quotes Buffett:

It is the classic example of an incentive program that works. If I were a blue-collar worker, I would like to work for Nucor.

In stark contrast, Bethlehem Steel had executives using the corporate fleet for personal reasons, like taking children to college or weekend vacations. Bethlehem also renovated a country club with corporate funds, at which shower priority was determined by executive rank, notes Siegel.

Siegel concludes his discussion of Southwest Airlines and Nucor (and Wal-Mart):

The success of these firms must make investors stop and think. The best-performing stocks are not in industries that are at the cutting edge of the technological revolution; rather, they are often in industries that are stagnant or in decline. These firms are headed by managements that find and pursue efficiencies and develop competitive niches that enable them to reach commanding positions no matter what industry they are in. Firms with these characteristics, which are often undervalued by the market, are the ones that investors should want to buy.

Another great example of a company implementing a low-cost business strategy is 3G Capital, a Brazilian investment firm. (3G was founded in 2004 by Jorge Paulo Lemann, Carlos Alberto Sicupira, and Marcel Herrmann Telles.) 3G is best known for partnering with Buffett’s Berkshire Hathaway for its acquisitions, including Burger King, Tim Hortons, and Kraft Foods. When 3G acquires a company, they typically implement deep cost cuts.

 

REINVESTED DIVIDENDS: THE BEAR MARKET PROTECTOR AND RETURN ACCELERATOR

Siegel explains what can happen to a dividend-paying stock during a bear market: If the stock price falls more than the dividend, then the higher dividend yield can then be used to reinvest, leading to a higher share count than otherwise. The Great Depression led to a 25-year period – October 1929 to November 1954 – during which stocks plunged and then took a long time to recover. Most investors did not do well, often because they could not or did not hold on to their shares. But investors with dividend-paying stocks who reinvested those dividends did quite well, as Siegel notes:

Instead of just getting back to even in November 1954, stockholders who reinvested their dividends (indicated as ‘total return’) realized an annual rate of return of 6 percent per year, far outstripping those who invested in either long- or short-term government bonds. In fact, $1,000 invested in stocks at the market peak turned into $4,440 when the Dow finally recovered to its old high on that November day a quarter century later. Although the price appreciation was zero, the $4,400 that resulted solely from reinvesting dividends was almost twice the accumulation in bonds and four times the accumulation in short-term treasury bills.

Siegel concludes:

There is an important lesson to be taken from this analysis. Market cycles, although difficult on investors’ psyches, generate wealth for long-term stockholders. These gains come not through timing the market but through the reinvestment of dividends.

Bear markets are not only painful episodes that investors must endure; they are also an integral reason why investors who reinvest dividends experience sharply higher returns. Stock returns are generated not by earnings and dividends alone but by the prices that investors pay for these cash flows. When pessimism grips shareholders, those who stay with dividend-paying stocks are the big winners.

The same logic applies to individual stocks. If a company is a long-term survivor (or leader), then short-term bad news causing the stock to drop will enhance your long-term returns if you’re reinvesting dividends. This is also true if you’re dollar-cost averaging.

In theory, share repurchases when the stock is low can work even better than dividends because share repurchases create tax-deferred gains. In practice, Siegel observes, management is often not as committed to a policy of share repurchases as it is to paying dividends. Once a dividend is being paid, the market usually views a reduced dividend unfavorably. Also, shareholders can track dividends more easily than share repurchases. In sum, when a stock is low, it is usually better for shareholders if they can reinvest dividends instead of relying on management to repurchase shares.

 

BOOLE MICROCAP FUND

An equal weighted group of micro caps generally far outperforms an equal weighted (or cap-weighted) group of larger stocks over time. See the historical chart here: https://boolefund.com/best-performers-microcap-stocks/

This outperformance increases significantly by focusing on cheap micro caps. Performance can be further boosted by isolating cheap microcap companies that show improving fundamentals. We rank microcap stocks based on these and similar criteria.

There are roughly 10-20 positions in the portfolio. The size of each position is determined by its rank. Typically the largest position is 15-20% (at cost), while the average position is 8-10% (at cost). Positions are held for 3 to 5 years unless a stock approachesintrinsic value sooner or an error has been discovered.

The mission of the Boole Fund is to outperform the S&P 500 Index by at least 5% per year (net of fees) over 5-year periods. We also aim to outpace the Russell Microcap Index by at least 2% per year (net). The Boole Fund has low fees.

 

If you are interested in finding out more, please e-mail me or leave a comment.

My e-mail: jb@boolefund.com

 

 

 

Disclosures: Past performance is not a guarantee or a reliable indicator of future results. All investments contain risk and may lose value. This material is distributed for informational purposes only. Forecasts, estimates, and certain information contained herein should not be considered as investment advice or a recommendation of any particular security, strategy or investment product. Information contained herein has been obtained from sources believed to be reliable, but not guaranteed.No part of this article may be reproduced in any form, or referred to in any other publication, without express written permission of Boole Capital, LLC.

How Great Leaders Build Sustainable Businesses


March 3, 2024

Ian Cassell and Sean Iddings are successful microcap investors who co-authored the book, Intelligent Fanatics Project: How Great Leaders Build Sustainable Businesses (Iddings Cassel Publishing, 2016). Ian Cassell is the founder of www.MicroCapClub.com.

If a microcap company is led by an intelligent fanatic, then it has a good chance of becoming a much larger company over time. So, for a long-term investor, it makes sense to look for an intelligent fanatic who is currently leading a microcap company. Cassel:

I want to find Reed Hastings in 2002, when Netflix (NFLX) was a $150 million market cap microcap (now worth $38 billion). I want to find Bruce Cozadd in 2009, when Jazz Pharmaceuticals (JAZZ) was a $50 million market cap microcap (now worth $9 billion).

All great companies started as small companies, and intelligent fanatics founded most great companies. So how do we find these rare intelligent fanatics early? We find them by studying known intelligent fanatics and their businesses. We look for common elements and themes, to help us in our search for the next intelligent fanatic-led business.

The term intelligent fanatic is originally from Charlie Munger. Cassel defines the term:

CEO or management team with large ideas and fanatical drive to build their moat. Willing and able to think and act unconventionally. A learning machine that adapts to constant change. Focused on acquiring the best talent. Able to create a sustainable corporate culture and incentivize their operations for continual progress. Their time horizon is in five- or ten-year increments, not quarterly, and they invest in their business accordingly. Regardless of the industry, they are able to create a moat [– i.e., a sustainable competitive advantage].

Cassel and Iddings give eight examples of intelligent fanatics:

  • Father of Sales and Innovation: John H. Patterson–National Cash Register
  • Retail Maverick: Simon Marks–Marks & Spencer
  • Original Warehouse Pioneer: Sol Price–Fedmart and Price Club
  • King of Clever Systems: Les Schwab–Les Schwab Tire Centers
  • Low-Cost Airline Wizard: Herb Kelleher–Southwest Airlines
  • Cult of Convenience: Chester Cadieux–QuikTrip
  • Leader of Steel: Kenneth Iverson–Nucor
  • Human Capital Allocators: 3G Partners–Garantia…

Cassel and Iddings conclude by summarizing the intelligent fanatic model.

 

FATHER OF SALES AND INNOVATION: JOHN H. PATTERSON

Patterson purchased control of National Manufacturing Company, the originator of the cash register, in 1885, five years after the company had been formed. Prospects did not appear good at all:

Everything was against a business selling cash registers at that time. There was virtually no demand for cash registers. Store owners could not justify the cost of the machine, which in today’s dollars would be roughly $1,000. Patterson’s peers mocked his purchase of such a poor business, yet Patterson had a bold vision of what the cash register market could be, and he knew it would make a significant impact.

Patterson had had a great experience with the cash register. His store in Coalton, Ohio, had immediately turned losses into profits simply by buying and installing a cash register. It is hard to imagine now but employee theft at retail operations was common, given the primitive form of record keeping in those days. Patterson knew the power of the cash register and needed to help merchants understand its value, too.

Patterson believed in staying ahead of what the current market was demanding:

We have made a policy to be just a short distance ahead, for the cash register has always had to make its market. We had to educate our first customers; we have to educate our present-day customer; and our thought has always been to keep just so far ahead that education of the buyer will always be necessary. Thus the market will be peculiarly our own–our customers will feel that we are their natural teachers and leaders.

…We are always working far ahead. If the suggestions at the tryout demonstrate that the model will be much more valuable with changes or improvements, then send them out again to be tried. And we keep up this process until every mechanical defect has been overcome and the model includes every feasible suggestion.

Few people at the time believed that the cash register would be widely adopted. But Patterson predicted at least one cash register for every four hundred citizens in a town. He was basically right.

Patterson started out working at the store on the family farm. He was frustrated by the poor recordkeeping. The employee books never reconciled.

Patterson then got a job as a toll collector at the Dayton office on the Miami and Erie Canal. There were always arguments, with the bargemen complaining about higher tolls at certain locations. Patterson solved the issue by developing a system of receipts, all of which would be sent to toll headquarters.

Patterson had extra time as a toll collector, so he started selling coal and wood out of his office. He learned that he could differentiate himself by selling quality coal delivered on time and in the right quantity. He also used the best horses, the best scales, and the best carts. He made sure everything was quality and high-class. His main challenge was that he never seemed to have enough cash since he was always reinvesting in the business, including advertising.

Eventually Patterson and his brother owned three coal mines, a store, and a chain of retail coal yards. He had trouble with his mine store in Coalton, Ohio. Revenues were high, but there were no profits and debt was growing. He discovered that some clerks were only charging for half the coal. Patterson bought two cash registers and hired new clerks. Six months later, the debt was almost zero and there were profits.

Patterson then entered a venture to take one-third of the profits for operating the Southern Coal and Iron Company. Unfortunately, this proved to be a disaster. Patterson lost three years of his life and half his investment.

Meanwhile, Patterson had purchased stock in the cash register manufacturer National Manufacturing Company. Patterson was also on the board of the company. Patterson came up with a plan to increase sales, but the controlling shareholder and CEO, George Phillips, did not agree. Patterson sold most of his stock.

But Patterson still believed in the idea of the cash register. He was able to buy shares in National Manufacturing Company from George Phillips. Patterson became the butt of Dayton jokes for buying such a bad business. Patterson even tried to give his shares back to Phillips, but Phillips wouldn’t take them even as a gift. So Patterson formed the National Cash Register Company.

Patterson started advertising directly to prospects through the mail. He then sent highly qualified salesmen to those same prospects. Patterson decided to pay his salesmen solely on commission and with no cap on how much they could make. This was unconventional at the time, but it created effective incentives. Patterson also bought expensive clothes for his salesmen, and at least one fine gown for the salesman’s wife. As a result, the salesmen became high-quality and they also wanted a better standard of living.

Moreover, Patterson systematized the sales pitches of his salesmen. This meant even salesmen with average ability could and did evolve into great salesmen. Patterson also designated specific territories for the salesmen so that the salesmen wouldn’t be competing against one another.

Patterson made sure that salesmen and also manufacturing workers were treated well. When he built new factories, he put in wall-to-wall glass windows, good ventilation systems, and dining rooms where employees could get decent meals at or below cost. Patterson also made sure his workers had the best tools. These were unusual innovations at the time.

Patterson also instituted a profit-sharing plan for all employees.

National Cash Register now had every worker aligned with common goals: to increase efficiency, cut costs, and improve profitability.

Patterson was always deeply involved in the research and development of the cash register. He often made sketches of new ideas in a memo book. He got a few of these ideas patented.

NCR’s corporate culture and strategies were so powerful that John H. Patterson produced more successful businessmen than the best university business departments of the day. More than a dozen NCR alumni went on to head large corporations, and many more went on to hold high corporate positions.

Cassel and Iddings sum it up:

Patterson was a perpetual beginner. He bought NCR without knowing much of anything about manufacturing – except that he wanted to improve every business owner’s operations. From his experiences, he took what he knew to be right and paid no attention to convention. John Patterson not only experimented with improving the cash register machine but also believed in treating employees extremely well. Many corporations see their employees as an expense line item; intelligent fanatics see employees as a valuable asset.

When things failed or facts changed, Patterson showed an ability to pivot…

…He was able to get every one of his workers to think like owners, through his profit-sharing plan. Patterson was always looking to improve production, so he made sure that every employee had a voice in improving the manufacturing operations.

 

RETAIL MAVERICK: SIMON MARKS

Marks & Spencer was started by Michael Marks as a small outdoor stall in Leeds. By 1923, when Michael’s son Simon was in charge, the company had grown significantly. But Simon Marks was worried that efficient American competitors were going to wage price wars and win.

So Marks went to the U.S. to study his competitors. (Walmart founder Sam Walton would do this four decades later.) When Marks returned to Britain, he delivered a comprehensive report to his board:

I learned the value of more commodious and imposing premises. I learned the value of checking lists to control stocks and sales. I learned that new accounting machines could help to reduce the time formidably, to give the necessary information in hours instead of weeks. I learned the value of counter footage and how in the chain store operation each foot of counter space had to pay wages, rent, overhead expenses, and profit. There could be no blind spots insofar as goods are concerned. This meant a much more exhaustive study of the goods we were selling and the needs of the public. It meant that the staff who were operating with me had to be reeducated and retrained.

Cassel and Iddings:

…Simon Marks had been left a company with a deteriorating moat and a growing list of competitors. He had the prescience and boldness to take a comfortable situation, a profitable, growing Marks & Spencer, and to take risks to build a long-term competitive edge. From that point on, it could have been observed that Simon Marks had only one task – to widen Marks & Spencer’s moat every day for the rest of his life and to provide investors with uncommon profits.

Simon Marks convinced manufacturers that the retailer and manufacturer, by working together without the wholesale middleman, could sell at lower prices. Marks made sure to maintain the highest quality at the lowest prices, making up for low profit margins with high volume.

Simon Marks was rare. He was able to combine an appreciation for science and technology with an industry that had never cared to utilize it, all the while maintaining ‘a continuing regard for the individual, either as a customer or employee, and with a deep responsibility for his welfare and well-being.’ Marks & Spencer’s tradition of treating employees well stretched all the way back to Michael Marks’s Penny Bazaars in the covered stalls of Northern England… To Simon Marks, a happy and contented staff was the most valuable asset of any business.

Simon Marks established many policies to better Marks & Spencer’s labor relations, leading to increased employee efficiency and productivity…

Marks introduced dining rooms to provide free or low-cost meals to employees of stores. Marks even put hair salons in stores so the female workforce could get their hair done during lunch. He also provided free or reduced-cost health insurance. Finally, he set up the Marks & Spencer Benevolent Trust to provide for the retirement of employees. These moves were ahead of their time and led to low employee turnover and high employee satisfaction.

 

ORIGINAL WAREHOUSE PIONEER: SOL PRICE

Sol Price founded Price Club in 1976. The company lost $750,000 during its first year. But by 1979, revenues reached $63 million, with $1.1 million in after-tax profits.

The strategy was to sell a limited number of items – 1,500 to 5,000 items versus 20,000+ offered by discounters – at a small markup from wholesale, to a small group of members (government workers and credit union customers).

Before founding Price Club, Sol Price founded and built FedMart from one location in 1954 into a company with $361 million in revenue by 1975.

…Thus, when Sol Price founded Price Club, other savvy retailers, familiar with this track record, were quick to pay close attention. These retailers made it their obligation to meet Price, to learn as much as possible, and to clone Price’s concept. They knew that the market opportunity was large and that Sol Price was an intelligent fanatic with a great idea. An astute investor could have done the same and partnered with Price early in 1980 by buying Price Club stock.

One savvy retailer who found Sol Price early in the development of Price Club was Bernard Marcus, cofounder of Home Depot. After getting fired from the home improvement company Handy Dan, Marcus met with Price, in the late 1970s. Marcus was looking for some advice from Price about a potential legal battle with his former employer. Sol Price had a similar situation at FedMart. He told Marcus to forget about a protracted legal battle and to start his own business.

Marcus borrowed many ideas from Price Club when he cofounded Home Depot. Later, Sam Walton copied as much as he could from Price Club when he founded Walmart. Walton:

I guess I’ve stolen – I actually prefer the word borrowed – as many ideas from Sol Price as from anyone else in the business.

Bernie Brotman tried to set up a deal to franchise Price Clubs in the Pacific Northwest. But Sol Price and his son, Richard Price, were reluctant to franchise Price Club. Brotman’s son, Jeff Brotman, convinced Jim Sinegal, a long-time Price Club employee, to join him and start Costco, in 1983.

Brotman and Sinegal cloned Price Club’s business model and, in running Costco, copied many of Sol Price’s strategies. A decade later, Price Club merged with Costco, and many Price Club stores are still in operation today under the Costco name.

Back in 1936, Sol Price graduated with a bachelor’s degree in philosophy. He got his law degree in 1938. Sol Price worked for Weinberger and Miller, a local law firm in San Diego. He represented many small business owners and learned a great deal about business.

Thirteen years later, Price founded FedMart after noticing a nonprofit company, Fedco, doing huge volumes. Price set up FedMart as a nonprofit, but created a separate for-profit company, Loma Supply, to manage the stores. Basically, everything was marked up 5% from cost, which was the profit Loma Supply got.

FedMart simply put items on the shelves and let the customers pick out what they wanted. This was unusual at the time, but it helped FedMart minimize costs and thus offer cheaper prices for many items.

By 1959, FedMart had grown to five stores and had $46.3 million in revenue and nearly $500,000 in profits. FedMart went public that year and raised nearly $2 million for expansion.

In 1962, Sam Walton had opened the first Walmart, John Geisse had opened the first Target, and Harry Cunningham had opened the first Kmart, all with slight variations on Sol Price’s FedMart business model.

By the early 1970s, Sol Price wasn’t enjoying managing FedMart as much. He remarked that they were good at founding the business, but not running it.

While traveling in Europe with his wife, Sol Price was carefully observing the operations of different European retailers. In particular, he noticed a hypermarket retailer in Germany named Wertkauf, run by Hugo Mann. Price sought to do a deal with Hugo Mann as a qualified partner. But Mann saw it as a way to buy FedMart. After Mann owned 64% of FedMart, Sol Price was fired from the company he built. But Price didn’t let that discourage him.

Like other intelligent fanatics, Sol Price did not sit around and mourn his defeat. At the age of 60, he formed his next venture less than a month after getting fired from FedMart. The Price Company was the name of this venture, and even though Sol Price had yet to figure out a business plan, he was ready for the next phase of his career.

…What the Prices [Sol and his son, Robert] ended up with was a business model similar to some of the concepts Sol had observed in Europe. The new venture would become a wholesale business selling merchandise to other businesses, with a membership system similar to that of the original FedMart but closer to the ‘passport’ system used by Makro, in the Netherlands, in a warehouse setting. The business would attract members with its extremely low prices.

During the first 45 days, the company lost $420,000.

Instead of doing nothing or admitting defeat, however, Sol Price figured out the problem and quickly pivoted.

Price Club had incorrectly assumed that variety and hardware stores would be large customers and that the location would be ideal for business customers. A purchasing manager, however, raised the idea of allowing members of the San Diego City Credit Union to shop at Price Club. After finding out that Price Club could operate as a retail shop, in addition to selling to businesses, the company allowed credit union members to shop at Price Club. The nonbusiness customers did not pay the $25 annual business membership fee but got a paper membership pass and paid an additional 5% on all goods. Business members paid the wholesale price. The idea worked and sales turned around, from $47,000 per week at the end of August to $151,000 for the week of November 21. The Price Club concept was now proven.

Sol Price’s idea was to have the smallest markup from cost possible and to make money on volume. This was unconventional.

Price also sought to treat his employees well, giving them the best wages and providing the best working environment. By treating employees well, he created happy employees who in turn treated customers well.

Instead of selling hundreds of thousands of different items, Sol Price thought that focusing on only a few thousand items would lead to greater efficiency and lower costs. Also, Price was able to buy in larger quantities, which helped. This approach gave customers the best deal. Customers would typically buy a larger quantity of each good, but would generally save over time by paying a lower price per unit of volume.

Sol Price also saved money by not advertising. Because his customers were happy, he relied on unsolicited testimonials for advertising. (Costco, in turn, has not only benefitted from unsolicited testimonials, but also from unsolicited media coverage.)

Jim Sinegal commented:

The thing that was most remarkable about Sol was not just that he knew what was right. Most people know the right thing to do. But he was able to be creative and had the courage to do what was right in the face of a lot of opposition. It’s not easy to stick to your guns when you have a lot of investors saying that you’re not charging customers enough and you’re paying employees too much.

Over a thirty-eight year period, including FedMart and then Price Club until the Costco merger in 1993, Sol Price generated roughly a 40% CAGR in shareholder value.

 

KING OF CLEVER SYSTEMS: LES SCHWAB

Les Schwab knew how to motivate his people through clever systems and incentives. Schwab realized that allowing his employees to become highly successful would help make Les Schwab Tire Centers successful.

Schwab split his profits with his first employees, fifty-fifty, which was unconventional in the 1950s. Schwab would reinvest his portion back into the business. Even early on, Schwab was already thinking about massive future growth.

As stores grew and turned into what Schwab called ‘supermarket’ tire centers, the number of employees needed to manage the operations increased, from a manager with a few helpers to six or seven individuals. Schwab, understanding the power of incentives, asked managers to appoint their best worker as an assistant manager and give him 10% of the store’s profits. Schwab and the manager each would give up 5%.

…Les Schwab was never satisfied with his systems, especially the employee incentives, and always strove to develop better programs.

…Early on, it was apparent that Les Schwab’s motivation was not to get rich but to provide opportunities for young people to become successful, as he had done in the beginning. This remained his goal for decades. Specifically, his goal was to share the wealth. The company essentially has operated with no employees, only partners. Even the hourly workers were treated like partners.

When Schwab was around fifteen years old, he lost his mother to pneumonia and then his father to alcohol. Schwab started selling newspapers. Later as a circulation manager, he devised a clever incentive scheme for the deliverers. Schwab always wanted to help others succeed, which in turn would help the business succeed.

The desire to help others succeed can be a powerful force. Les Schwab was a master at creating an atmosphere for others to succeed through clever programs. Les always told his manager to make all their people successful, because he believed that the way a company treated employees would directly affect how employees would treat the customer. Schwab also believed that the more he shared with employees, the more the business would succeed, and the more resources that would eventually be available to give others opportunities to become successful. In effect, he was compounding his giving through expansion of the business, which was funded from half of his profits.

Once in these programs, it would be hard for employees and the company as a whole not to become successful, because the incentives were so powerful. Schwab’s incentive system evolved as the business grew, and unlike most companies, those systems evolved for the better as he continued giving half his profits to employees.

Like other intelligent fanatics, Schwab believed in running a decentralized business. This required good communication and ongoing education.

 

LOW-COST AIRLINE WIZARD: HERB KELLEHER

The airline industry has been perhaps the worst industry ever. Since deregulation in 1978, the U.S. airline industry alone has lost $60 billion.

Southwest Airlines is nearing its forty-third consecutive year of profitability. That means it has made a profit nearly every year of its corporate life, minus the first fifteen months of start-up losses. Given such an incredible track record in a horrible industry, luck cannot be the only factor. There had to be at least one intelligent fanatic behind its success.

…In 1973, the upstart Texas airline, Southwest Airlines, with only three airplanes, turned the corner and reached profitability. This was a significant achievement, considering that the company had to overcome three and a half years of legal hurdles by two entrenched and better-financed competitors: Braniff International Airways had sixty-nine aircraft and $256 million in revenues, and Texas International had forty-five aircraft with $32 million in revenues by 1973.

As a young man, Herb ended up living with his mother after his older siblings moved out and his father passed away. Kelleher says he learned about how to treat people from his mother:

She used to sit up talking to me till three, four in the morning. She talked a lot about how you should treat people with respect. She said that positions and titles signify absolutely nothing. They’re just adornments; they don’t represent the substance of anybody… She taught me that every person and every job is worth as much as any other person or any other job.

Kelleher ended up applying these lessons at Southwest Airlines. The idea of treating employees well and customers well was central.

Kelleher did not graduate with a degree in business, but with a bachelor’s degree in English and philosophy. He was thinking of becoming a journalist. He ended up becoming a lawyer, which helped him get into business later.

When Southwest was ready to enter the market in Texas as a discount airline, its competitors were worried.

With their large resources, competitors did everything in their power to prevent Southwest from getting off the ground, and they were successful in temporarily delaying Southwest’s first flight. The incumbents filed a temporary restraining order that prohibited the aeronautics commission from issuing Southwest a certificate to fly. The case went to trial in the Austin state court, which did not support another carrier entering the market.

Southwest proceeded to appeal the lower court decision that the market could not support another carrier. The intermediate appellate court sided with the lower court and upheld the ruling. In the meantime, Southwest had yet to make a single dollar in revenues and had already spent a vast majority of the money it had raised.

The board was understandably frustrated. At this point, Kelleher said he would represent the company one last time and pay every cent of legal fees out of his own pocket. Kelleher convinced the supreme court to rule in Southwest’s favor. Meanwhile, Southwest hired Lamar Muse as CEO, who was an experienced, iconoclastic entrepreneur with an extensive network of contacts.

Herb Kelleher was appointed CEO in 1982 and ran Southwest until 2001. He led Southwest from $270 million to $5.7 billion in revenues, every year being profitable. This is a significant feat, and no other airline has been able to match that kind of record in the United States. No one could match the iron discipline that Herb Kelleher instilled in Southwest Airlines from the first day and maintained so steadfastly through the years.

Before deregulation, flying was expensive. Herb Kelleher had the idea of offering lower fares. To achieve this, Southwest did four things.

  • First, they operated out of less-costly and less-congested airports. Smaller airports are usually closer to downtown locations, which appealed to businesspeople.
  • Second, Southwest only operated the Boeing 737. This gave the company bargaining power in new airplane purchases and the ability to make suggestions in the manufacture of those plans to improve efficiency. Also, operating costs were lower because everyone only had to learn to operate one type of plane.
  • Third, Southwest reduced the amount of time planes were on the ground to 10 minutes (from 45 minutes to an hour).
  • Fourth, Southwest treats employees well and is thus able to retain qualified, hardworking employees. This cuts down on turnover costs.

Kelleher built an egalitarian culture at Southwest where each person is treated like everyone else. Also, Southwest was the first airline to share profits with employees. This makes employees think and act like owners. As well, employees are given autonomy to make their own decisions, as an owner would. Not every decision will be perfect, but inevitable mistakes are used as learning experiences.

Kelleher focused the company on being entrepreneurial even as the company grew. But simplifying did not include eliminating employees.

Southwest Airlines is the only airline – and one of the few corporations in any industry – that has been able to run for decades without ever imposing a furlough. Cost reductions are found elsewhere, and that has promoted a healthy morale within the Southwest Airlines corporate culture. Employees have job security. A happy, well-trained labor force that only needs to be trained on one aircraft promotes more-efficient and safer flights. Southwest is the only airline that has a nearly perfect safety record.

Kelleher once told the following story:

What I remember is a story about Thomas Watson. This is what we have followed at Southwest Airlines. A vice president of IBM came in and said, ‘Mr. Watson, I’ve got a tremendous idea…. And I want to set up this little division to work on it. And I need ten million dollars to get it started.’ Well, it turned out to be a total failure. And the guy came back to Mr. Watson and he said that this was the original proposal, it cost ten million, and that it was a failure. ‘Here is my letter of resignation.’ Mr. Watson said, ‘Hell, no! I just spent ten million on your education. I ain’t gonna let you leave.’ That is what we do at Southwest Airlines.

One example is Matt Buckley, a manager of cargo in 1985. He thought of a service to compete with Federal Express. Southwest let him try it. But it turned out to be a mistake. Buckley:

Despite my overpromising and underproducing, people showed support and continued to reiterate, ‘It’s okay to make mistakes; that’s how you learn.’ In most companies, I’d probably have been fired, written off, and sent out to pasture.

Kelleher believed that any worthwhile endeavor entails some risk. You have to experiment and then adjust quickly when you learn what works and what doesn’t.

Kelleher also created a culture of clear communication with employees, so that employees would understand in more depth how to minimize costs and why it was essential.

Communication with employees at Southwest is not much different from the clear communication Warren Buffett has had with shareholders and with his owned operations, through Berkshire Hathaway’s annual shareholder letters. Intelligent fanatics are teachers to every stakeholder.

 

CULT OF CONVENIENCE: CHESTER CADIEUX

Warren Buffett:

Back when I had 10,000 bucks, I put 2,000 of it into a Sinclair service station, which I lost, so my opportunity cost on it’s about 6 billion right now. A fairly big mistake – it makes me feel good when Berkshire goes down, because the cost of my Sinclair station goes down too.

Chester Cadieux ran into an acquaintance from school, Burt B. Holmes, who was setting up a bantam store – an early version of a convenience store. Cadieux invested $5,000 out of the total $15,000.

At the time, in 1958, there were three thousand bantam stores open. They were open longer hours than supermarkets, which led customers to be willing to pay higher prices.

Cadieux’s competitive advantage over larger rivals was his focus on employees and innovation. Both characteristics were rooted in Chester’s personal values and were apparent early in QuikTrip’s history. He would spend a large part of his time – roughly two months out of the year – in direction communication with QuikTrip employees. Chester said, ‘Without fail, each year we learned something important from a question or comment voiced by a single employee.’ Even today, QuikTrip’s current CEO and son of Chester Cadieux, Chet Cadieux, continues to spend four months of his year meeting with employees.

Cassel and Iddings:

Treat employees well and incentivize them properly, and employees will provide exceptional service to the customers. Amazing customer service leads to customer loyalty, and this is hard to replicate, especially by competitors who don’t value their employees. Exceptional employees and a quality corporate culture have allowed QuikTrip to stay ahead of competition from convenience stores, gas retailers, quick service restaurants, cafes, and hypermarkets.

Other smart convenience store operators have borrowed many ideas from Chester Cadieux. Sheetz, Inc. and Wawa, Inc. – both convenience store chains headquartered in Pennsylvania – have followed many of Cadieux’s ideas. Cadieux, in turn, has also picked up a few ideas from Sheetz and Wawa.

Sheetz, Wawa, and QuikTrip all have similar characteristics, which can be traced back to Chester Cadieux and his leadership values at QuikTrip. When three stores in the same industry, separated only by geography, utilize the same strategies, have similar core values, and achieve similar success, then there must be something to their business models. All could have been identified early, when their companies were much smaller, with qualitative due diligence.

One experience that shaped Chester Cadieux was when he was promoted to first lieutenant at age twenty-four. He was the senior intercept controller at his radar site, and he had to lead a team of 180 personnel:

…he had to deal with older, battle-hardened sergeants who did not like getting suggestions from inexperienced lieutenants. Chester said he learned ‘how to circumvent the people who liked to be difficult and, more importantly, that the number of stripes on someone’s sleeves was irrelevant.’ The whole air force experience taught him how to deal with people, as well as the importance of getting the right people on his team and keeping them.

When Cadieux partnered with Burt Holmes on their first QuikTrip convenience store, it seemed that everything went wrong. They hadn’t researched what the most attractive location would be. And Cadieux stocked the store like a supermarket. Cadieux and Holmes were slow to realize that they should have gone to Dallas and learned all they could about 7-Eleven.

QuikTrip was on the edge of bankruptcy during the first two or three years. Then the company had a lucky break when an experienced convenience store manager, Billy Neale, asked to work for QuikTrip. Cadieux:

You don’t know what you don’t know. And when you figure it out, you’d better sprint to fix it, because your competitors will make it as difficult as possible in more ways than you could ever have imagined.

Cadieux was smart enough to realize that QuikTrip survived partly by luck. But he was a learning machine, always learning as much as possible. One idea Cadieux picked up was to sell gasoline. He waited nine years until QuikTrip had the financial resources to do it. Cadieux demonstrated that he was truly thinking longer term.

QuikTrip has always adapted to the changing needs of its customers, demographics, and traffic patterns, and has constantly looked to stay ahead of competition. This meant that QuikTrip has had to reinvest large sums of capital into store updates, store closures, and new construction. From QuikTrip’s inception, in 1958, to 2008, the company closed 418 stores; in 2008, QuikTrip had only five hundred stores in operation.

QuikTrip shows its long-term focus by its hiring process. Cadieux:

Leaders are not necessarily born with the highest IQs, or the most drive to succeed, or the greatest people skills. Instead, the best leaders are adaptive – they understand the necessity of pulling bright, energetic people into their world and tapping their determination and drive. True leaders never feel comfortable staying in the same course for too long or following conventional wisdom – they inherently understand the importance of constantly breaking out of routines in order to recognize the changing needs of their customers and employees.

QuikTrip interviews about three out of every one hundred applicants and then chooses one from among those three. Only 70% of new hires make it out of training, and only 50% of those remaining make it past the first 6 months on the job. But QuikTrip’s turnover rate is roughly 13% compared to the industry average of 59%. These new hires are paid $50,000 a year. And QuikTrip offers a generous stock ownership plan. Employees also get medical benefits and a large amount of time off.

Cadieux’s main goal was to make employees successful, thereby making customers and eventually shareholders happy.

 

LEADER OF STEEL: F. KENNETH IVERSON

Ken Iverson blazed a new trail in steel production with the mini mill, thin-slab casting, and other innovations. He also treated his employees like partners. Both of these approaches were too unconventional and unusual for the old, slow-moving, integrated steel mills to compete with. Ken Iverson harnessed the superpower of incentives and effective corporate culture. He understood how to manage people and had a clear goal.

In its annual report in 1975, Nucor had all of its employees listed on the front cover, which showed who ran the company. Every annual report since then has listed all employees on the cover. Iverson:

I have no desire to be perfect. In fact, none of the people I’ve seen do impressive things in life are perfect… They experiment. And they often fail. But they gain something significant from every failure.

Iverson studied aeronautical engineering at Cornell through the V-12 Navy College Training Program. Iverson spent time in the Navy, and then earned a master’s degree in mechanical engineering from Purdue University. Next he worked as an assistant to the chief research physicist at International Harvester.

Iverson’s supervisor told him you can achieve more at a small company. So Iverson started working as the chief engineer at a small company called Illium Corp. Taking chances was encouraged. Iverson built a pipe machine for $5,000 and it worked, which saved the company $245,000.

Iverson had a few other jobs. He helped Nuclear Corporation of America find a good acquisition – Vulcraft Corporation. After the acquisition, Vulcraft made Iverson vice president. The company tripled its sales and profits over the ensuing three years, while the rest of Nuclear was on the verge of bankruptcy. When Nuclear’s president resigned, Iverson became president of Nuclear.

Nuclear Corporation changed its name to Nucor. Iverson cut costs. Although few could have predicted it, Nucor was about to take over the steel industry. Iverson:

At minimum, pay systems should drive specific behaviors that make your business competitive. So much of what other businesses admire in Nucor – our teamwork, extraordinary productivity, low costs, applied innovation, high morale, low turnover – is rooted in how we pay our people. More than that, our pay and benefit programs tie each employee’s fate to the fate of our business. What’s good for the company is good – in hard dollar terms – for the employee.

The basic incentive structure had already been in place at Vulcraft. Iverson had the sense not to change it, but rather to improve it constantly. Iverson:

As I remember it, the first time a production bonus was over one hundred percent, I thought that I had created a monster. In a lot of companies, I imagine many of the managers would have said, ‘Whoops, we didn’t set that up right. We’d better change it.’ Not us. We’ve modified it some over the years. But we’ve stayed with that basic concept ever since.

Nucor paid its employees much more than what competitors paid. But Nucor’s employees produced much, much more. As a result, net costs were lower for Nucor. In 1996, Nucor’s total cost was less than $40 per ton of steel produced versus at least $80 per ton of steel produced for large integrated U.S. steel producers.

Nucor workers were paid a lower base salary – 65% to 70% of the average – but had opportunities to get large bonuses if they produced a great deal.

Officer bonuses (8% to 24%) were tied to the return on equity.

Nonproduction headquarter staff, engineers, secretaries, and so on, as well as department managers, could earn 25% to 82% of base pay based on their division’s return on assets employed. So, if a division did not meet required returns, those employees received nothing, but they received a significant amount if they did. There were a few years when all employees received no bonuses and a few years when employees maxed out their bonuses.

An egalitarian incentive structure leads all employees to feel equal, regardless of base pay grade or the layer of management an employee is part of. Maintenance workers want producers to be successful and vice versa.

All production workers, including managers, wear hard hats of the same color. Everyone is made to feel they are working for the common cause. Nucor has only had one year of losses, in 2009, over a fifty-year period. This is extraordinary for the highly cyclical steel industry.

Iverson, like Herb Kelleher, believed that experimentation – trial and error – was essential to continued innovation. Iverson:

About fifty percent of the things we try really do not work out, but you can’t move ahead and develop new technology and develop a business unless you are willing to take risks and adopt technologies as they occur.

 

HUMAN CAPITAL ALLOCATORS: 3G PARTNERS

3G Partners refers to the team of Jorge Paulo Lemann, Carlos Alberto “Beto” Sicupira, and Marcel Hermann Telles. They have developed the ability to buy underperforming companies and dramatically improve productivity.

When the 3G partners took control of Brahma, buying a 40% stake in 1989, it was the number two beer company in Brazil and was quickly losing ground to number one, Antarctica. The previously complacent management and company culture generated low productivity – approximately 1,200 hectoliters of beverage produced per employee. There was little emphasis on profitability or achieving more efficient operations. During Marcel Telles’s tenure, productivity per employee multiplied seven times, to 8,700 hectoliters per employee. Efficiency and profitability were top priorities of the 3G partners, and the business eventually held the title of the most efficient and profitable brewer in the world. Through efficiency of operations and a focus on profitability, Brahma maintained a 20% return on capital, a 32% compound annual growth rate in pretax earnings, and a 17% CAGR in revenues over the decade from 1990 to 1999… Shareholder value creation stood at an astounding 42% CAGR over that period.

…Subsequent shareholder returns generated at what eventually became Anheuser-Busch InBev (AB InBev) have been spectacular, driven by operational excellence.

Jorge Paulo Lemann – who, like Sicupira and Telles, was born in Rio de Janeiro – started playing tennis when he was seven. His goal was to become a great tennis player. He was semi-pro for a year after college. Lemann:

In tennis you win and lose. I’ve learned that sometimes you lose. And if you lose, you have to learn from the experience and ask yourself, ‘What did I do wrong? What can I do better? How am I going to win next time?’

Tennis was very important and gave me the discipline to train, practice, and analyze… In tennis you have to take advantage of opportunities.

So my attitude in business was always to make an effort, to train, to be present, to have focus. Occasionally an opportunity passed and you have to grab those opportunities.

In 1967, Lemann started working for Libra, a brokerage. Lemann owned 13% of the company and wanted to create a meritocratic culture. But others disagreed with him.

In 1971, Lemann founded Garantia, a brokerage. He aimed to create a meritocratic culture like the one at Goldman Sachs. Lemann would seek out top talent and then base their compensation on performance. Marcel Telles and Beto Sicupira joined in 1972 and 1973, respectively.

Neither Marcel Telles nor Beto Sicupira started off working in the financial markets or high up at Garantia. Both men started at the absolute bottom of Garantia, just like any other employee…

Jorge Paulo Lemann initially had a 25% interest in Garantia, but over the first seven years increased it to 50%, slowly buying out the other initial investors. However, Lemann also wanted to provide incentives to his best workers, so he began selling his stake to new partners. By the time Garantia was sold, Lemann owned less than 30% of the company.

Garantia transformed itself into an investment bank. It was producing a gusher of cash. The partners decided to invest in underperforming companies and then introduce the successful, meritocratic culture at Garantia. In 1982, they invested in Lojas Americanas.

Buying control of outside businesses gave Lemann the ability to promote his best talent into those businesses. Beto Sicupira was appointed CEO and went about turning the company around. The first and most interesting tactic Beto utilized was to reach out to the best retailers in the United States, sending them all letters and asking to meet them and learn about their companies; neither Beto nor his partners had any retailing experience. Most retailers did not respond to this query, but one person did: Sam Walton of Walmart.

The 3G partners met in person with the intelligent fanatic Sam Walton and learned about his business. Beto was utilizing one of the most important aspects of the 3G management system: benchmarking from the best in the industry. The 3G partners soaked up everything from Walton, and because the young Brazilians were a lot like him, Sam Walton became a mentor and friend to all of them.

In 1989, Lemann noticed an interesting pattern:

I was looking at Latin America and thinking, Who was the richest guy in Venezuela? A brewer (the Mendoza family that owns Polar). The richest guy in Colombia? A brewer (the Santo Domingo Group, the owner of Bavaria). The richest in Argentina? A brewer (the Bembergs, owners of Quilmes). These guys can’t all be geniuses… It’s the business that must be good.

3G always set high goals. When they achieved one ambitious goal, then they would set the next one. They were never satisfied. When 3G took over Brahma, the first goal was to be the best brewer in Brazil. The next goal was to be the best brewer in the world.

3G has always had a truly long-term vision:

Marcel Telles spent considerable time building Brahma, with a longer-term vision. The company spent a decade improving the efficiency of its operations and infusing it with the Garantia culture. When the culture was in place, a large talent pipeline was developed, so that the company could acquire its largest rival, Antarctica. By taking their time in building the culture of the company, management was ensuring that the culture could sustain itself well beyond the 3G partners’ tenure. This long-term vision remains intact and can be observed in a statement from AB InBev’s 2014 annual report: ‘We are driven by our passion to create a company that can stand the test of time and create value for our shareholders, not only for the next ten or twenty years but for the next one hundred years. Our mind-set is truly long term.’

3G’s philosophy of innovation was similar to a venture capitalist approach. Ten people would be given a small amount of capital to try different things. A few months later, two out of ten would have good ideas and so they would get more funding.

Here are the first five commandments (out of eighteen) that Lemann created at Garantia:

  • A big and challenging dream makes everyone row in the same direction.
  • A company’s biggest asset is good people working as a team, growing in proportion to their talent, and being recognized for that. Employee compensation has to be aligned with shareholders’ interests.
  • Profits are what attract investors, people, and opportunities, and keep the wheels spinning.
  • Focus is of the essence. It’s impossible to be excellent at everything, so concentrate on the few things that really matter.
  • Everything has to have an owner with authority and accountability. Debate is good, but in the end, someone has to decide.

Garantia had an incentive system similar to that created by other intelligent fanatics. Base salary was below market average. But high goals were set for productivity and costs. And if those goals are achieved, bonuses can amount to many times the base salaries.

The main metric that employees are tested against is economic value added – employee performance in relation to the cost of capital. The company’s goal is to achieve 15% economic value added, so the better the company performs as a whole, the larger is the bonus pool to be divided among employees. And, in a meritocratic culture, the employees with the best results are awarded the highest bonuses.

Top performers also are given a chance to purchase stock in the company at a 10% discount.

The 3G partners believe that a competitive atmosphere in a business attracts high-caliber people who thrive on challenging one another. Carlos Brito said, ‘That’s why it’s important to hire people better than you. They push you to be better.’

 

THE INTELLIGENT FANATICS MODEL

Cassel and Iddings quote Warren Buffett’s 2010 Berkshire Hathaway shareholder letter:

Our final advantage is the hard-to-duplicate culture that permeates Berkshire. And in businesses, culture counts.

One study found the following common elements among outperformers:

What elements of those cultures enabled the top companies to adapt and to sustain performance? The common answers were the quality of the leadership, the maintenance of an entrepreneurial environment, prudent risk taking, innovation, flexibility, and open communication throughout the company hierarchy. The top-performing companies maintained a small-company feel and had a long-term horizon. On the other hand, the lower-performing companies were slower to adapt to change. Interviewees described these companies as bureaucratic, with very short-term horizons.

Cassel and Iddings discuss common leadership attributes of intelligent fanatics:

Leading by Example

Intelligent fanatics create a higher cause that all employees have the chance to become invested in, and they provide an environment in which it is natural for employees to become heavily invested in the company’s mission.

…At Southwest, for example, the company created an employee-first and family-like culture where fun, love, humor, and creativity were, and continue to be, core values. Herb Kelleher was the perfect role model for those values. He expressed sincere appreciation for employees and remembered their names, and he showed his humor by dressing up for corporate gatherings and even by settling a dispute with another company through an arm wrestling contest.

Unblemished by Industry Dogma

Industries are full of unwritten truths and established ways of thinking. Industry veterans often get accustomed to a certain way of doing or thinking about things and have trouble approaching problems from a different perspective. This is the consistency and commitment bias Charlie Munger has talked about in his speech ‘The Psychology of Human Misjudgment.’ Succumbing to the old guard prevents growth and innovation.

…All of our intelligent fanatic CEOs were either absolute beginners, with no industry experience, or had minimal experience. Their inexperience allowed them to be open to trying something new, to challenge the old guard. The CEOs developed new ways of operating that established companies could not compete with. Our intelligent fanatics show us that having industry experience can be a detriment.

Teaching by Example

Jim Sinegal learned from Sol Price that ‘if you’re not spending ninety percent of your time teaching, you’re not doing your job.’

Founder Ownership Creates Long-Term Focus

The only way to succeed in dominating a market for decades is to have a long-term focus. Intelligent fanatics have what investor Tom Russo calls the capacity to suffer short-term pain for long-term gain…. As Jeff Bezos put it, ‘If we have a good quarter, it’s because of work we did three, four, five years ago. It’s not because we did a good job this quarter.’ They build the infrastructure to support a larger business, which normally takes significant up-front investment that will lower profitability in the short term.

Keep It Simple

Jorge Paulo Lemann:

All the successful people I ever met were fanatics about focus. Sam Walton, who built Walmart, thought only about stores day and night. He visited store after store. Even Warren Buffett, who today is my partner, is a man super focused on his formula. He acquires different businesses but always within the same formula, and that’s what works. Today our formula is to buy companies with a good name and to come up with our management system. But we can only do this when we have people available to go to the company. We cannot do what the American private equity firms do. They buy any company, send someone there, and constitute a team. We only know how to do this with our team, people within our culture. Then, focus is also essential.

Superpower of Incentives

Intelligent fanatics are able to create systems of financial incentive that attract high-quality talent, and they provide a culture and higher cause that immerses employees in their work. They are able to easily communicate the why and the purpose of the company so that employees themselves can own the vision.

…All of this book’s intelligent fanatic CEOs unleashed their employees’ fullest potential by getting them to think and act as owners. They did this two ways: they provided a financial incentive, aligning employees with the actual owners, and they gave employees intrinsic motivation to think like owners. In every case, CEOs communicated the importance of each and every employee to the organization and provided incentives that were simple to understand.

Experimentation

Intelligent fanatics and their employees are unstoppable in their pursuit of staying ahead of the curve. They test out many ideas, like a scientist experimenting to find the next breakthrough. In the words of the head of Amazon Web Services (AWS), Andy Jassy, ‘We think of (these investments) as planting seeds for very large trees that will be fruitful over time.’

Not every idea will work out as planned. Jeff Bezos, the founder and CEO of Amazon, said, ‘A few big successes compensate for dozens and dozens of things that did not work.’ Bezos has been experimenting for years and often has been unsuccessful…

Productive Paranoia

Jim Collins describes successful leaders as being ‘paranoid, neurotic freaks.’ Although paranoia can be debilitating for most people, intelligent fanatics use their paranoia to prepare for financial or competitive disruptions. They also are able to promote this productive paranoia within their company culture, so the company can maintain itself by innovating and preparing for the worst.

Decentralized Organizations

Intelligent fanatics focus a lot of their mental energy on defeating bureaucracies before they form.

…Intelligent fanatics win against internal bureaucracies by maintaining the leanness that helped their companies succeed in the first place… Southwest was able to operate with 20% fewer employees per aircraft and still be faster than its competitors. It took Nucor significantly few workers to produce a ton of steel, allowing them to significantly undercut their competitors’ prices.

Dominated a Small Market Before Expanding

Intelligent fanatics pull back on the reins in the beginning so they can learn their lessons while they are small. Intelligent fanatic CEOs create a well-oiled machine before pushing the accelerator to the floor.

Courage and Perseverance in the Face of Adversity

Almost all successful people went through incredible hardship, obstacles, and challenges. The power to endure is the winner’s quality. The difference between intelligent fanatics and others is perseverance…

Take, for instance, John Patterson losing more than half his money in the Southern Coal and Iron Company, or Sol Price getting kicked out of FedMart by Hugo Mann. Herb Kelleher had to fight four years of legal battles to get Southwest Airlines’ first plane off the ground. Another intelligent fanatic, Sam Walton, got kicked out of his first highly successful Ben Franklin store due to a small clause in his building’s lease and had to start over. Most people would give up, but intelligent fanatics are different. They have the uncanny ability to quickly pick themselves up from a large mistake and move on. They possess the courage to fight harder than ever before…

 

CULTURE: THE ONLY TRUE SUSTAINABLE COMPETITIVE ADVANTAGE

Intelligent fanatics demonstrate the qualities all employees should emulate, both within the organization and outside, with customers. This allows employees to do their jobs effectively, by giving them autonomy. All employees have to do is adjust their internal compass to the company’s true north to solve a problem. Customers are happier, employees are happier, and if you make those two groups happy, then shareholders are happier.

…Over time, the best employees rise to the top and can quickly fill the holes left as other employees retire or move on. Employees are made to feel like partners, so the success of the organization is very important to them. Partners are more open to sharing new ideas or to offering criticism, because their net worth is tied to the long-term success of the company.

Companies with a culture of highly talented, driven people continually challenge themselves to offer best-in-class service and products. Great companies are shape-shifters and can maneuver quickly as they grow and as the markets in which they compete change.

BOOLE MICROCAP FUND

An equal weighted group of micro caps generally far outperforms an equal weighted (or cap-weighted) group of larger stocks over time. See the historical chart here: https://boolefund.com/best-performers-microcap-stocks/

This outperformance increases significantly by focusing on cheap micro caps. Performance can be further boosted by isolating cheap microcap companies that show improving fundamentals. We rank microcap stocks based on these and similar criteria.

There are roughly 10-20 positions in the portfolio. The size of each position is determined by its rank. Typically the largest position is 15-20% (at cost), while the average position is 8-10% (at cost). Positions are held for 3 to 5 years unless a stock approachesintrinsic value sooner or an error has been discovered.

The mission of the Boole Fund is to outperform the S&P 500 Index by at least 5% per year (net of fees) over 5-year periods. We also aim to outpace the Russell Microcap Index by at least 2% per year (net). The Boole Fund has low fees.

 

If you are interested in finding out more, please e-mail me or leave a comment.

My e-mail: jb@boolefund.com

 

 

 

Disclosures: Past performance is not a guarantee or a reliable indicator of future results. All investments contain risk and may lose value. This material is distributed for informational purposes only. Forecasts, estimates, and certain information contained herein should not be considered as investment advice or a recommendation of any particular security, strategy or investment product. Information contained herein has been obtained from sources believed to be reliable, but not guaranteed.No part of this article may be reproduced in any form, or referred to in any other publication, without express written permission of Boole Capital, LLC.

The Most Important Thing


February 11, 2024

Howard Marks is one of the great value investors. The Most Important Thing is a book Marks created based on his memos to clients. Marks noticed that in his meetings with clients, he would often say, “The most important thing is X,” and then a bit later say, “The most important thing is Y,” and so on. So the book, The Most Important Thing, has many “most important things,” all of which truly are important according to Marks.

Outstanding books are often worth reading at least four or five times. The Most Important Thing is clearly outstanding, and is filled with investment wisdom. As a result, this blog post is longer than usual. It’s worth spending time to absorb the wisdom of Howard Marks.

 

INTRODUCTION

Marks writes:

Where does an investment philosophy come from? The one thing I’m sure of is that no one arrives on the doorstep of an investment career with his or her philosophy fully formed. A philosophy has to be the sum of many ideas accumulated over a long period of time from a variety of sources. One cannot develop an effective philosophy without having been exposed to life’s lessons. In my life I’ve been quite fortunate in terms of both rich experiences and powerful lessons.

Marks adds:

Good times teach only bad lessons: that investing is easy, that you know its secrets, and that you needn’t worry about risk. The most valuable lessons are learned in tough times.

 

SECOND-LEVEL THINKING

Marks first points out how variable the investing landscape is:

No rule always works. The environment isn’t controllable, and circumstances rarely repeat exactly. Psychology plays a major role in markets, and because it’s highly variable, cause-and-effect relationships aren’t reliable.

The goal for an investor is to do better than the market over time. Otherwise, the best option for most investors is simply to buy and hold low-cost broad market index funds. Doing better than the market requires an identifiable edge:

Since other investors may be smart, well-informed and highly computerized, you must find an edge they don’t have. You must think of something they haven’t thought of, see things they miss or bring insight they don’t possess. You have to react differently and behave differently. In short, being right may be a necessary condition for investment success, but it won’t be sufficient. You must be more right than others… which by definition means your thinking has to be different.

Marks gives some examples of second-level thinking:

    • First-level thinking says, ‘It’s a good company; let’s buy the stock.’ Second-level thinking says, ‘It’s a good company, but everyone thinks it’s a great company, and it’s not. So the stock’s overrated and overpriced; let’s sell.’
    • First-level thinking says, ‘The outlook calls for low growth and rising inflation. Let’s dump our stocks.’ Second-level thinking says, ‘The outlook stinks, but everyone else is selling in panic. Buy!’
    • First-level thinking says, ‘I think the company’s earnings will fall; sell.’ Second-level thinking says, ‘I think the company’s earnings will fall less than people expect, and the pleasant surprise will lift the stock; buy.’

Marks explains that first-level thinking is generally simplistic. By contrast, second-level thinking requires thinking of the full range of possible future outcomes, along with estimating probabilities for each possible outcome. Second-level thinking means understanding what the consensus thinks, why one has a different view, and the likelihood that one’s contrarian view is correct. Marks observes that second-level thinking is far more difficult than first-level thinking, thus few investors truly engage in second-level thinking. First-level thinkers cannot expect to outperform the market. Marks:

To outperform the average investor, you have to be able to outthink the consensus. Are you capable of doing so? What makes you think so?

Marks again:

The upshot is simple: to achieve superior investment results, you have to hold nonconsensus views regarding value, and they have to be accurate. That’s not easy.

 

UNDERSTANDING MARKET EFFICIENCY

Marks holds a view of market efficiency similar to that of Buffett: The market is usually efficient, but it is far from always efficient. Marks says that the market reflects the consensus view, but the consensus is not always right:

In January 2000, Yahoo sold at $237. In April 2001 it was $11. Anyone who argues that the market was right both times has his or her head in the clouds; it has to have been wrong on at least one of those occasions. But that doesn’t mean many investors were able to detect and act on the market’s error.

Marks summarizes his view:

The bottom line for me is that, although the more efficient markets often misvalue assets, it’s not easy for any one person – working with the same information as everyone else and subject to the same psychological influences – to consistently hold views that are different from the consensus and closer to being correct. That’s what makes the mainstream markets awfully hard to beat – even if they aren’t always right.

Marks makes an important point about riskier investments:

Once in a while we experience periods when everything goes well and riskier investments deliver the higher returns they seem to promise. Those halcyon periods lull people into believing that to get higher returns, all they have to do is make riskier investments. But they ignore something that is easily forgotten in good times: this can’t be true, because if riskier investments could be counted on to produce higher returns, they wouldn’t be riskier.

Marks notes that inefficient prices imply that for each investor who buys at a cheap price, another investor must sell at that cheap price. Inefficiency essentially implies that each investment that beats the market implies another investment that trails the market by an equal amount.

Generally it is exceedingly difficult to beat the market. To highlight this fact, Marks asks a series of questions:

    • Why should a bargain exist despite the presence of thousands of investors who stand ready and willing to bid up the price of anything that is too cheap?
    • If the return appears so generous in proportion to the risk, might you be overlooking some hidden risk?
    • Why would the seller of the asset be willing to part with it at a price from which it will give you an excessive return?
    • Do you really know more about the asset than the seller does?
    • If it’s such a great proposition, why hasn’t someone else snapped it up?

Market inefficiency alone, argues Marks, is not a sufficient condition for outperformance:

All that means is that prices aren’t always fair and mistakes are occurring: some assets are priced too low and some too high. You still have to be more insightful than others in order to regularly buy more of the former than the latter. Many of the best bargains at any point in time are found among the things other investors can’t or won’t do.

Marks ends this section by saying that a key turning point in his career was when he concluded that he should focus on relatively inefficient markets. (Note: micro-cap stocks is one area that is relatively inefficient, which is why I created the Boole Microcap Fund.)

A few notes about deep value (contrarian value) investing:

In order to buy a stock that is very cheap in relation to its intrinsic value, some other investor must be willing to sell the stock at such an irrationally low price. Sometimes such sales happen due to forced selling. The rest of the time, the seller must be making a mistake in order for the value investor to make a market-beating investment.

Many deep value approaches are fully quantitative, however. (Deep value is also called contrarian value.) The quantitative deep value investor is not necessarily making an exceedingly detailed judgment on each individual deep value stock – a judgment which would imply that the value investor is correct in this particular case, and that the seller is wrong. Rather, the quantitative deep value investor forms a portfolio of the statistically cheapest 20 or more stocks. All of the studies have shown that a basket of quantitatively cheap stocks does better than the market over time, and is less risky (especially during down markets).

One of the best papers on quantitative deep value investing is Lakonishok, Shleifer, and Vishny (1994), “Contrarian Investment, Extrapolation, and Risk.” Link: http://scholar.harvard.edu/files/shleifer/files/contrarianinvestment.pdf

A concentrated deep value approach, by contrast, typically involves the effort to select the most promising and the cheapest stocks available. Warren Buffett and Charlie Munger both followed this approach when they were managing smaller amounts of capital. They would typically have between 3 and 8 positions making up nearly the entire portfolio. (Joel Greenblatt also used this approach when he was managing smaller amounts. Greenblatt produced a ten-year record of 50.0% gross per year using a concentrated value approach focused on special situations. See Greenblatt’s book, You Can Be a Stock Market Genius.)

 

VALUE

Marks begins by saying that “buy low; sell high” is one of the oldest rules in investing. But since selling will occur in the future, how can one figure out a price today that will be lower than some future price? What’s needed is an ability to accurately assess the intrinsic value of the asset. The intrinsic value of a stock can be derived from the price that an informed buyer would pay for the entire company, based on the net asset value or the earnings power of the company. Writes Marks:

The quest in value investing is for cheapness. Value investors typically look at financial metrics such as earnings, cash flow, dividends, hard assets and enterprise value and emphasize buying cheap on these bases. The primary goal of value investors, then, is to quantify the company’s current value and buy its securities when they can do so cheaply.

Marks also notes that successful value investing requires an estimate of current net asset value, or the current earnings power, that is unrecognized by the consensus. Successful growth investing, by contrast, requires an estimate of future earnings that is higher than what the consensus currently thinks. Often the rewards for successful growth investing are higher, but a successful value investing approach is much more repeatable and achievable.

Buying assets below fair value, however, does not mean those assets will outperform right away. Thus value investing requires having a firmly held view, because quite often after buying, cheap assets will continue to underperform the market. Marks elaborates:

If you liked it at 60, you should like it more at 50… and much more at 40 and 30. But it’s not that easy. No one’s comfortable with losses, and eventually any human will wonder, ‘Maybe it’s not me who’s right. Maybe it’s the market.’…”

Thus, successful value investing requires not only the consistent ability to identify assets available at cheap prices; it also requires the ability to ignore various signals (many of which are subconscious) flashing the message that one is wrong. As Marks writes:

Value investors score their biggest gains when they buy an underpriced asset, average down unfailingly and have their analysis proved out. Thus, there are two essential ingredients for profit in a declining market: you have to have a view on intrinsic value, and you have to hold that view strongly enough to be able to hang in and buy even as price declines suggest that you’re wrong. Oh yes, there’s a third: you have to be right.

 

THE RELATIONSHIP BETWEEN PRICE AND VALUE

Many investors make the mistake of thinking that a good company is automatically a good investment, while a bad company is automatically a bad investment. But what really matters for the value investor is the relationship between price and value:

For a value investor, price has to be the starting point. It has been demonstrated time and time again that no asset is so good that it can’t become a bad investment if bought at too high a price. And there are few assets so bad that they can’t be a good investment when bought cheaply enough.

In the 1960’s, there was a group of stocks called the Nifty Fifty – companies that were viewed as being so good that all one had to do was buy at any price and then hold for the long term. But it turned out not to be true for many stocks in the basket. Moreover, the early 1970’s led to huge declines:

Within a few years, those price/earnings ratios of 80 or 90 had fallen to 8 or 9, meaning investors in America’s best companies had lost 90 percent of their money. People may have bought into great companies, but they paid the wrong price.

Marks explains the policy at his firm Oaktree:

‘Well bought is half sold.’

By this we mean we don’t spend a lot of time thinking about what price we’re going to be able to sell a holding for, or to whom, or though what mechanism. If you’ve bought it cheap, eventually those questions will answer themselves. If your estimate of intrinsic value is correct, over time an asset’s price should converge with its value.

Marks, similar to Warren Buffett and Charlie Munger, holds that psychology plays a central role in value investing:

Whereas the key to ascertaining value is skilled financial analysis, the key to understanding the price/value relationship – and the outlook for it – lies largely in insight into other investor’s minds. Investor psychology can cause a security to be priced just about anywhere in the short run, regardless of its fundamentals.

The safest and most potentially profitable thing is to buy something when no one likes it. Given time, its popularity, and thus its price, can only go one way: up.

A successful value investor must build systems or rules for self-protection because all investors – all humans – suffer from psychological biases, which often operate subconsciously. For more on cognitive biases, see the following two blog posts:

Cognitive Biases

The Psychology of Misjudgment

Marks continues:

Of all the possible routes to investment profit, buying cheap is clearly the most reliable. Even that, however, isn’t sure to work. You can be wrong about the current value. Or events can come along that reduce value. Or deterioration in attitudes or markets can make something sell even further below its value. Or the convergence of price and intrinsic value can take more time than you have…

Trying to buy below value isn’t infallible, but it’s the best chance we have.

 

UNDERSTANDING RISK

As Buffett frequently observes, the future is always uncertain. Prices far below probable intrinsic value usually only exist when the future is highly uncertain. When there is not much uncertainty, asset prices will be much higher than otherwise. So high uncertainty about the future is the friend of the value investor.

On the other hand, in general, assets that promise higher returns always entail higher risk. If a potentially higher-returning asset was obviously as low risk as a U.S. Treasury, then investors would rush to buy the higher-returning asset, thereby pushing up its price to the point where it would promise returns on par with a U.S. Treasury.

A successful value investor has to determine whether the potential return on an ostensibly cheap asset is worth the risk. High risk is not necessarily bad as long as it is properly controlled and as long as the potential return is high enough. But if the risk is too high, then it’s not the type of repeatable bet that can produce long-term success for a value investor. Repeatedly taking too much risk – by sizing positions too large relative to risk-reward – virtually guarantees long-term failure.

Consider the Kelly criterion. If the probability of success and the returns from a potential investment can be quantified, then the Kelly criterion tells one exactly how much to bet in order to maximize the long-term compound returns from a long series of such bets. Betting any other amount than what the Kelly criterion says will inevitably lead to less than the maximum potential returns. Most importantly, betting more than what the Kelly criterion says guarantees zero or negative long-term returns. Repeatedly overbetting guarantees long-term failure. For more about the Kelly criterion, see: https://boolefund.com/the-dhandho-investor/

This is why Howard Marks, Warren Buffett, Charlie Munger, and other great value investors often point out that minimizing big mistakes is more important for long-term investing success than hitting home runs. Buffett and Munger apply the same logic to life itself: avoiding big mistakes is more important than trying to hit home runs. Buffett: “You have to do very few things right in life so long as you don’t do too many things wrong.”

Again, Marks points out, while riskier investments promise higher returns, those higher returns are not guaranteed, otherwise riskier investments wouldn’t be riskier! The probability distribution of potential returns is wider for riskier investments, typically including some large potential losses. A certain percentage of future outcomes will be zero or negative for riskier investments.

Marks agrees with Buffett and Munger that the best definition of risk is the potential to experience loss.

Of course, as John Templeton, Ray Dalio, and other great investors observe, even the best investors are typically only right two-thirds of the time, while they are wrong one-third of the time. Thus, following a successful long-term value investing framework where one consistently and carefully pays cheap prices for assets still entails being wrong roughly one-third of the time. Being wrong often means that the lower probability future negative scenarios do in fact occur a certain percentage of the time. Back luck does happen a certain percentage of the time. (Mistakes in analysis or psychology also happen.)

It’s important to bet big when the odds are heavily in one’s favor. But one should be psychologically prepared to be wrong roughly one-third of the time, whether due to bad luck or to mistakes. The overall portfolio should be able to withstand at least a 33% error rate.

More Notes on Deep Value

Investors are systematically too pessimistic about companies that have been doing poorly, and systematically too optimistic about companies that have been doing well. This is why a deep value (contrarian value) approach, if applied systematically, is very likely to produce market-beating returns over a long enough period of time.

Marks explains:

Dull, ignored, possibly tarnished and beaten-down securities – often bargains exactly because they haven’t been performing well – are often ones value investors favor for high returns…. Much of the time, the greatest risk in these low-luster bargains lies in the possibility of underperforming in heated bull markets. That’s something the risk-conscious value investor is willing to live with.

Measuring Risk-Adjusted Returns

Marks mentions the Sharpe ratio – or excess return compared to the standard deviation of the return. While not perfect, the Sharpe ratio is a solid measure of risk-adjusted return for many public market securities.

It’s important to point out again that risk can no more be objectively measured after an investment than it can be objectively measured before the investment. Marks:

The point is that even after an investment has been closed out, it’s impossible to tell how much risk it entailed. Certainly the fact that an investment worked doesn’t mean it wasn’t risky, and vice versa. With regard to a successful investment, where do you look to learn whether the favorable outcome was inescapable or just one of a hundred possibilities (many of them unpleasant)? And ditto for a loser: how do we ascertain whether it was a reasonable but ill-fated venture, or just a wild stab that deserved to be punished?

Did the investor do a good job of assessing the risk entailed? That’s another good questions that’s hard to answer. Need a model? Think of the weatherman. He says there’s a 70 percent chance of rain tomorrow. It rains; was he right or wrong? Or it doesn’t rain; was he right or wrong? It’s impossible to assess the accuracy of probability estimates other than 0 and 100 except over a very large number of trials.

Marks believes (as do Buffett, Munger, and other top value investors) that there is some merit to the expected value framework whereby one attempts to identify possible future scenarios and the probabilities of their occurrence:

If we have a sense for the future, we’ll be able to say which outcome is most likely, what other outcomes also have a good chance of occurring, how broad the range of possible outcomes is and thus what the ‘expected result’ is. The expected result is calculated by weighing each outcome by its probability of occurring; it’s a figure that says a lot – but not everything – about the likely future.

Again, though, having a reasonable estimate of the future probability distribution is not enough. One must also make sure that one’s portfolio can withstand a run of bad luck; and one must recognize when one has experienced a run of good luck. Marks quotes his friend Bruce Newberg (with whom he has played cards and dice):

There’s a big difference between probability and outcome. Probable things fail to happen – and improbable things happen – all the time.

This is one of the most important lessons to know about investing, asserts Marks.

Marks defines investment performance:

… investment performance is what happens when a set of developments – geopolitical, macro-economic, company-level, technical and psychological – collide with an extant portfolio. Many futures are possible, to paraphrase Dimson, but only one future occurs. The future you get may be beneficial to your portfolio or harmful, and that may be attributable to your foresight, prudence or luck. The performance of your portfolio under the one scenario that unfolds says nothing about how it would have fared under the many ‘alternative histories’ that were possible.

A portfolio can be set up to withstand 99 percent of all scenarios but succumb because it’s the remaining 1 percent that materializes. Based on the outcome, it may seem to have been risky, whereas the investor might have been quite cautious.

Another portfolio may be structured so that it will do very well in half the scenarios and very poorly in the other half. But if the desired environment materializes and it prospers, onlookers can conclude that it was a low-risk portfolio.

The success of a third portfolio can be entirely contingent on one oddball development, but if it occurs, wild aggression can be mistaken for conservatism and foresight.

Marks again:

Risk can be judged only by sophisticated, experienced second-level thinkers.

The past seems very definite: for every evolving set of possible scenarios, only one scenario happened at each point along the way. But that does not at all mean that the scenarios that actually occurred were the only scenarios that could have occurred.

Furthermore, most people assume that the future will be like the past, especially the more recent past. As Ray Dalio says, the biggest mistake most investors make is to assume that the recent past will continue into the future.

Marks also reminds us that the “worst-case” assumed by most investors is typically not negative enough. Marks relates a funny story his father told about a gambler who bet everything on a race with only one horse in it. How could he lose?

Halfway around the track, the horse jumped over the fence and ran away. Invariably things can get worse than people expect.

Taking more risk usually leads to higher returns, but not always.

And when risk bearing doesn’t work, it really doesn’t work, and people are reminded what risk’s all about.

 

RECOGNIZING RISK

The main source of risk, argues Marks, is high prices. When stock prices move higher, for instance, most investors feel more optimistic and less concerned about downside risk. But value investors have the opposite point of view: risk is typically very low when stock prices are very low, while risk tends to increase significantly when stock prices have increased significantly.

Most investors are not value investors:

So a prime element in risk creation is a belief that risk is low, perhaps even gone altogether. That belief drives up prices and leads to the embrace of risky actions despite the lowness of prospective returns.

Marks emphasizes that recognizing risk – which comes primarily from high prices – has nothing to do with predicting the future, which cannot be done with any sort of consistency when it comes to the overall stock market or the economy.

Marks also highlights, again, how the psychology of eager buyers – who are unworried about risk – is precisely what creates greater levels of risk as they drive prices higher:

Thus, the market is not a static arena in which investors operate. It is responsive, shaped by investors’ own behavior. Their increasing confidence creates more that they should worry about, just as their rising fear and risk aversion combine to widen risk premiums at the same time as they reduce risk. I call this the ‘perversity of risk.’

In a nutshell:

When everyone believes something is risky, their unwillingness to buy usually reduces its price to the point where it’s not risky at all. Broadly negative opinion can make it the least risky thing, since all optimism has been driven out of its price.

And, of course, as demonstrated by the experience of Nifty Fifty investors, when everyone believes something embodies no risk they usually bid it up to the point where it’s enormously risky. No risk is feared, and thus no reward for risk bearing – no ‘risk premium’ – is demanded or provided. That can make the thing that’s most esteemed the riskiest.

Marks again:

This paradox exists because most investors think quality, as opposed to price, is the determinant of whether something’s risky. But high quality assets can be risky, and low quality assets can be safe. It’s just a matter of the price paid for them…

 

CONTROLLING RISK

Outstanding investors, in my opinion, are distinguished at least as much for their ability to control risk as they are for generating return.

Great investors generate high returns with moderate risk, or moderate returns with low risk. If they generate high returns with “high risk,” but they do so consistently for many years, then perhaps the high risk “either wasn’t really high or was exceptionally well-managed.” Mark says that great investors such as Buffett or Peter Lynch tend to have very few losing years over a relatively long period of time.

It’s important, notes Marks, to see that risk leads to loss only when lower probability negative scenarios occur:

… loss is what happens when risk meets adversity. Risk is the potential for loss if things go wrong. As long as things go well, loss does not arise. Risk gives rise to loss only when negative events occur in the environment.

We must remember that when the environment is salutary, that is only one of the environments that could have materialized that day (or that year). (This is Nassim Nicholas Taleb’s idea of alternative histories…) The fact that the environment wasn’t negative does not mean that it couldn’t have been. Thus, the fact that the environment wasn’t negative doesn’t mean risk control wasn’t desirable, even though – as things turned out – it wasn’t needed at that time.

The absence of losses does not mean that there was no risk. Only a skilled investor can look at a portfolio during good times and tell how much risk has been taken.

Bottom line: risk control is invisible in good times but still essential, since good times can so easily turn into bad times.

Marks says that an investment manager adds value by generating higher than market returns for a given level of risk. Achieving the same return as the market, but with less risk, is adding value. Achieving better than market returns without undue risk is also adding value.

Many value investors, such as Marks and Buffett, somewhat underperform during up markets, but far outperform during down markets. The net result over a long period of time is market-beating performance with very little incremental risk. But it does take some time in order to see the value-added.

Controlling the risk in your portfolio is a very important and worthwhile pursuit. The fruits, however, come only in the form of losses that don’t happen. Such what-if calculations are difficult in placid times.

Marks:

On the other hand, the intelligent acceptance of recognized risk for profit underlies some of the wisest, most profitable investments – even though (or perhaps due to the fact that) most investors dismiss them as dangerous speculations.

Marks’ firm Oaktree invests in high yield bonds. High yield bonds can be good investments over time if the prices are low enough:

I’ve said for years that risky assets can make for good investments if they’re cheap enough. The essential element is knowing when that’s the case. That’s it: the intelligent bearing of risk for profit, the best test for which is a record of repeated success over a long period of time.

Risk bearing per se is neither wise nor unwise, says Marks. Investing in the more aggressive niches with risk properly controlled is ideal. But controlling risk always entails being prepared for bad scenarios.

Extreme volatility and loss surface only infrequently. And as time passes without that happening, it appears more and more likely that it’ll never happen – that assumptions regarding risk were too conservative. Thus, it becomes tempting to relax rules and increase leverage. And often this is done just before the risk finally rears its head…

Marks quotes Nassim Taleb:

Reality is far more vicious than Russian roulette. First, it delivers the fatal bullet rather infrequently, like a revolver that would have hundreds, even thousands of chambers instead of six. After a few dozen tries, one forgets about the existence of the bullet, under a numbing false sense of security… Second, unlike a well-defined precise game like Russian roulette, where the risks are visible to anyone capable of multiplying and dividing by six, one does not observe the barrel of reality… One is thus capable of unwittingly playing Russian roulette – and calling it by some alternative ‘low risk’ name.

A good example, which Marks does mention, is large financial institutions in 2004-2007. Virtually no one thought that home prices could decline on a nationwide scale, since they had never done so before.

Of course, it’s also possible to be too conservative. You can’t run a business on the basis of worst-case assumptions. You wouldn’t be able to do anything. And anyway, a ‘worst-case assumption’ is really a misnomer; there’s no such thing, short of a total loss. Now, we know the quants shouldn’t have assumed there couldn’t be a nationwide decline in home prices. But once you grant that such a decline can happen… what should you prepare for? Two percent? Ten? Fifty?

Marks continues:

If every portfolio was required to be able to withstand declines on the scale we’ve witnessed this year [2008], it’s possible no leverage would ever be used. Is that a reasonable reaction?

Even if we realize that unusual, unlikely things can happen, in order to act we make reasoned decisions and knowingly accept that risk when well paid to do so. Once in a while, a ‘black swan’ will materialize. But if in the future we always said, ‘We can’t do such-and-such, because the outcome could be worse than we’ve ever seen before,’ we’d be frozen in inaction.

… It’s by bearing risk when we’re well paid to do so – and especially by taking risks toward which others are averse in the extreme – that we strive to add value for our clients.

 

BEING ATTENTIVE TO CYCLES

    • Rule number one: most things will prove to be cyclical.
    • Rule number two: some of the greatest opportunities for gain and loss come when other people forget rule number one.

Marks explains:

… processes in fields like history and economics involve people, and when people are involved, the results are variable and cyclical. The main reason for this, I think, is that people are emotional and inconsistent, not steady and clinical.

Objective factors do play a large part in cycles, of course – factors such as quantitative relationships, world events, environmental changes, technological developments and corporate decisions. But it’s the application of psychology to these things that causes investors to overreact or underreact, and thus determines the amplitude of the cyclical fluctuations.

Marks continues:

Economies will wax and wane as consumers spend more or less, responding emotionally to economic factors or exogenous events, geopolitical or naturally occurring. Companies will anticipate a rosy future during the up cycle and thus overexpand facilities and inventories; these will become burdensome when the economy turns down. Providers of capital will be too generous when the economy’s doing well, abetting overexpansion with cheap money, and then they’ll pull the reins too tight when things cease to look as good.

Investors will overvalue companies when they’re doing well and undervalue them when things get difficult.

 

AWARENESS OF THE PENDULUM

Marks holds that there are two risks in investing:

the risk of losing money and the risk of missing opportunity.

Most investors consistently do the wrong things at the wrong time: when prices are high, most investors rush to buy; when prices are low, most investors rush to sell. Thus, the value investor can profit over time by following Warren Buffett’s advice:

Be fearful when others are greedy. Be greedy when others are fearful.

Marks:

Stocks are cheapest when everything looks grim. The depressing outlook keeps them there, and only a few astute and daring bargain hunters are willing to take new positions.

 

COMBATING NEGATIVE INFLUENCES

Marks writes as follows:

Many people possess the intellect needed to analyze data, but far fewer are able to look more deeply into things and withstand the powerful influence of psychology. To say this another way, many people will reach similar cognitive conclusions from their analysis, but what they do with those conclusions varies all over the lot because psychology influences them differently. The biggest investing errors come not from factors that are informational or analytical, but from those that are psychological. Investor psychology includes many separate elements, which we will look at in this chapter, but the key thing to remember is that they consistently lead to incorrect decisions. Much of this falls under the heading of ‘human nature.’

Cognitive Biases

As humans, we all have psychological tendencies or cognitive biases that were mostly helpful to us during much of our evolutionary history, but that often lead us to make bad judgments in many areas of modern life.

Marks writes about the following psychological tendencies:

    • Greed
    • Fear
    • Self-deception
    • Conformity to the crowd
    • Envy
    • Ego or overconfidence
    • Capitulation

How might these psychological tendencies have been useful in our evolutionary history?

When food was often scarce, being greedy by hoarding food (whether at the individual or community level) made sense. When a movement in the grass occasionally meant the presence of a dangerous predator, immediate fear (this fear is triggered by the amygdala even before the conscious mind is aware of it) was essential for survival. When hunting for food was dangerous, often with low odds of success, self-deception – accompanied by various naturally occurring chemicals – helped hunters to persevere over long periods of time, regardless of high danger and often regardless of injury. (Chemical reactions could often cause an injured hunter not to feel the pain much.) If everyone in one’s hunting group, or in one’s community, was running away as fast as possible, following the crowd was usually the most rational response. If a starving hunter saw another person with a huge pile of food, envy would trigger a strong desire to possess such a large pile of food, whether by trying to take it or by going on a hunting expedition with a heightened level of determination. When hunting a dangerous prey, with low odds of success, ego or overconfidence would cause the hunter to be convinced that he would succeed. From the point of view of the community, having self-deceiving and overconfident hunters was a net benefit because the hunters would persevere despite often low odds of success, and despite inevitable injuries and deaths among individual hunters.

How do these psychological tendencies cause people to make errors in modern activities such as investing?

Greed causes people to follow the crowd by paying high prices for stocks in the hope that there will be even higher prices in the future. Fear causes people to sell or to avoid ugly stocks – stocks trading at low multiples because the businesses in question are facing major difficulties.

As humans, we have an amazingly strong tendency towards self-deception:

    • The first principle is that you must not fool yourself, and you are the easiest person to fool. – Richard Feynman
    • Nothing is easier than self-deceit. For what each man wishes, that he also believes to be true. – Demosthenes, as quoted by Charlie Munger

There have been many times in history when self-deception was probably crucial for the survival of a given individual or community. I’ve mentioned hunters pursuing dangerous prey. A much more recent example might be Winston Churchill, who was firmly convinced – even when virtually all the evidence was against it – that England would defeat Germany in World War II. Churchill’s absolute belief helped sustain England long enough for both good luck and aid to arrive: the Germans ended up overextended in Russia, and huge numbers of American troops (along with mass amounts of equipment) arrived in England.

Like other psychological tendencies, self-deception not only was important in evolutionary history, but it still often plays a constructive role. Yet when it comes to investing, self-deception is clearly harmful, especially as the time horizon is extended so that luck evens out.

Conformity to the crowd is another psychological tendency that many (if not most) investors seem to display. Marks notes the famous experiment by Solomon Asch. The subject is shown lines of obviously different lengths. But in the same room with the subject are shills, who unbeknownst to the subject have already been instructed to say that two lines of obviously different lengths actually have the same length. So the subject of the experiment has to decide between the obvious evidence of his eyes – the two lines are clearly different lengths – and the opinion of the crowd. A significant number (36.8 percent) ignored their own eyes and went with the crowd, saying that the two lines had equal length, despite the obvious fact that they didn’t.

(The experiment involved a control group in which there were no shills. Almost every subject – over 99 percent – gave the correct answer under these circumstances.)

Greed, conformity, and envy together operate powerfully on the brain of many investors:

Time and time again, the combination of pressure to conform and the desire to get rich causes people to drop their independence and skepticism, overcome their innate risk aversion and believe things that don’t make sense.

A good example from history is the tulip mania in Holland, during which otherwise rational people ended up paying exorbitant sums for colorful tulip bulbs. The South Sea Bubble is another example, during which even the extremely intelligent Isaac Newton, after selling out early for a solid profit, could not resist buying in again as prices seemed headed for the stratosphere. Newton and many others lost huge sums when prices inevitably returned to earth.

Envy has a very powerful and often negative effect on most human brains. And as Charlie Munger always points out, envy is particularly stupid because it’s a sin that, unlike many other sins, is not any fun at all. There are many people who could easily learn to be very happy – grateful for blessings, grateful for the wonders of life itself, etc. – who become miserable because they fixate on other people who have more of something, or who are doing better in some way. Envy is fundamentally irrational and stupid, but it is powerful enough to consume many people. Buffett: “It’s not greed that drives the world, but envy.” Envy and jealousy have for a very long time caused the downfall of human beings. This certainly holds true in investing.

Ego is another powerful psychological tendency humans have. As with the other potential pitfalls, many of the best investors – from Warren Buffett to Ray Dalio – are fundamentally humble. Overconfidence (closely related to ego) is a very strong bias that humans have, and if it is not overcome by learning humility and objectivity, it will kill any investor eventually. Marks writes:

In contrast, thoughtful investors can toil in obscurity, achieving solid gains in the good years and losing less than others in the bad years. They avoid sharing in the riskiest behavior because they’re so aware of how much they don’t know and because they have their egos in check. This, in my opinion, is the greatest formula for long-term wealth creation – but it doesn’t provide much ego gratification in the short run. It’s just not that glamorous to follow a path that emphasizes humility, prudence, and risk control. Of course, investing shouldn’t be about glamour, but often it is.

Capitulation is a final phenomenon that Marks emphasizes. In general, people become overly negative about a stock that is deeply out of favor because the business in question is going through hard times. Moreover, when overly negative investors are filled with fear and when they see everyone selling in a panic, they themselves often sell near the very bottom. Often these investors know analytically that the stock is cheap, but their emotions (fear of loss, conformity to the crowd, etc.) are too strong, so they disbelieve their own sound logic. The rational, contrarian, long-term value investor does just the opposite: he or she buys near the point of maximum pessimism (to use John Templeton’s phrase).

Similarly, most investors become overly optimistic when a stock is near its all-time highs. They see many other investors who have done well with the sky-high stock, and so they tend to buy at a price that is near the all-time highs. Again, many of these investors – like Isaac Newton – know analytically that buying a stock when it is near its all-time highs is often not a good idea. But greed, envy, self-deception, crowd conformity, etc. (fear of missing out, dream of a sure thing), overwhelm their own sound logic. By contrast, the rational, long-term value investor does the opposite: he or she sells near the point of maximum optimism.

Marks gives a marvelous example from the tech bubble of 1998-2000:

From the perspective of psychology, what was happening with IPOs is particularly fascinating. It went something like this: The guy next to you in the office tells you about an IPO he’s buying. You ask what the company does. He says he doesn’t know, but his broker told him its going to double on the day of issue. So you say that’s ridiculous. A week later he tells you it didn’t double… it tripled. And he still doesn’t know what it does. After a few more of these, it gets hard to resist. You know it doesn’t make sense, but you want protection against continuing to feel like an idiot. So, in a prime example of capitulation, you put in for a few hundred shares of the next IPO… and the bonfire grows still higher on the buying from new converts like you.

 

CONTRARIANISM

To buy when others are despondently selling and to sell when others are euphorically buying takes the greatest courage, but provides the greatest profit.– Sir John Templeton

Superior value investors buy when others are selling, and sell when others are buying. Value investing is simple in concept, but it is very difficult in practice.

Of course, it’s not enough just to be contrarian. Your facts and your reasoning also have to be right:

You’re neither right nor wrong because the crowd disagrees with you. You’re right because your data and reasoning are right – and that’s the only thing that makes you right. And if your facts and reasoning are right, you don’t have to worry about anybody else.– Warren Buffett

Or, as Seth Klarman puts it:

Value investing is at its core the marriage of a contrarian streak with a calculator.

Only by being right about the facts and the reasoning can a long-term value investor hold (or add to) a position when everyone else continues to sell. Getting the facts and reasoning right still involves being wrong roughly one-third of the time, often due to bad luck but also sometimes due to mistakes in analysis or psychology. But getting the facts and reasoning right leads to ‘being right’ roughly two-third of the time.

‘Being right’ usually means a robust process correctly followed – both analytically and psychologically – and the absence of bad luck. But sometimes good luck plays a role. Either way, a robust process correctly followed should produce positive results (on both an absolute and relative basis) over most rolling five-year periods, and over nearly all rolling ten-year periods.

It’s never easy to consistently follow a careful, contrarian value investing approach. Marks quotes David Swensen:

Investment success requires sticking with positions made uncomfortable by their variance with popular opinion… Only with the confidence created by a strong decision-making process can investors sell speculative excess and buy despair-driven value.

… Establishing and maintaining an unconventional investment profile requires acceptance of uncomfortably idiosyncratic portfolios, which frequently appear downright imprudent in the eyes of conventional wisdom.

Marks puts it in his own words:

The most profitable investment actions are by definition contrarian: you’re buying when everyone else is selling (and the price is thus low) or you’re selling when everyone else is buying (and the price is high). These actions are lonely and… uncomfortable.

Marks writes about the paradoxical nature of investing:

The thing I find most interesting about investing is how paradoxical it is: how often the things that seem most obvious – on which everyone agrees – turn out not to be true.

The best bargains are typically only available when pessimism and uncertainty are high. Many investors say, ‘We’re not going to try to catch a falling knife; it’s too dangerous… We’re going to wait until the dust settles and the uncertainty is resolved.’ But waiting until uncertainty gets resolved usually means missing the best bargains, as Marks says:

The one thing I’m sure of is that by the time the knife has stopped falling, the dust has settled and the uncertainty has been resolved, there’ll be no great bargains left. When buying something has become comfortable again, its price will no longer be so low that it’s a great bargain. Thus, a hugely profitable investment that doesn’t begin with discomfort is usually an oxymoron.

It’s our job as contrarians to catch falling knives, hopefully with care and skill. That’s why the concept of intrinsic value is so important. If we hold a view of value that enables us to buy when everyone else is selling – and if our view turns out to be right – that’s the route to the greatest rewards earned with the least risk.

 

FINDING BARGAINS

It cannot be too often repeated:

A high-quality asset can constitute a good or bad buy, and a low-quality asset can constitute a good or bad buy. The tendency to mistake objective merit for investment opportunity, and the failure to distinguish between good assets and good buys, gets most investors into trouble.

What is the process by which some assets become cheap relative to intrinsic value? Marks explains:

    • Unlike assets that become the subject of manias, potential bargains usually display some objective defect. An asset class may have weaknesses, a company may be a laggard in its industry, a balance sheet may be over-levered, or a security may afford its holders inadequate structural protection.
    • Since the efficient-market process of setting fair prices requires the involvement of people who are analytical and objective, bargains usually are based on irrationality or incomplete understanding. Thus, bargains are often created when investors either fail to consider an asset fairly, or fail to look beneath the surface to understand it thoroughly, or fail to overcome some non-value-based tradition, bias or stricture.
    • Unlike market darlings, the orphan asset is ignored or scorned. To the extent it’s mentioned at all by the media and at cocktail parties, it’s in unflattering terms.
    • Usually its price has been falling, making the first-level thinker as, ‘Who would want to own that?’ (It bears repeating that most investors extrapolate past performance, expecting the continuation of trends rather than the far-more-dependable regression to the mean. First-level thinkers tend to view price weakness as worrisome, not as a sign that the asset has gotten cheaper.)
    • As a result, a bargain asset tends to be one that’s highly unpopular. Capital stays away from it or flees, and no one can think of a reason to own it.

Where is the best place to look for underpriced assets? Marks observes that a good place to start is among things that are:

    • little known and not fully understood;
    • fundamentally questionable on the surface;
    • controversial, unseemly or scary;
    • deemed inappropriate for ‘respectable’ portfolios;
    • unappreciated, unpopular and unloved;
    • trailing a record of poor returns; and
    • recently the subject of disinvestment, not accumulation.

Marks:

To boil it all down to just one sentence, I’d say the necessary condition for the existence of bargains is that perception has to be considerably worse than reality. That means the best opportunities are usually found among things most others won’t do. After all, if everyone feels good about something and is glad to join in, it won’t be bargain-priced.

Marks started a fund for high yield bonds – junk bonds – in 1978. One rating agency described high yield bonds as “generally lacking the characteristics of a desirable investment.” Marks points out the obvious: “if nobody owns something, demand for it (and thus the price) can only go up and…. by going from taboo to even just tolerated, it can perform quite well.”

In 1987, Marks formed a fund to invest in distressed debt:

Who would invest in companies that already had demonstrated their lack of financial viability and the weakness of their management? How could anyone invest responsibly in companies in free fall? Of course, given the way investors behave, whatever asset is considered worst at a given point in time has a good likelihood of being the cheapest. Investment bargains needn’t have anything to do with high quality. In fact, things tend to be cheaper if low quality has scared people away.

 

PATIENT OPPORTUNISM

Marks makes the same point that Warren Buffett and Charlie Munger often make: Most of the time, by far the best thing to do is absolutely nothing. Finding one good idea a year is enough to get outstanding returns over time. Writes Marks:

So here’s a tip: You’ll do better if you wait for investments to come to you rather than go chasing after them. You tend to get better buys if you select from the list of things sellers are motivated to sell rather than start with a fixed notion as to what you want to own. An opportunist buys things because they’re offered at bargain prices. There’s nothing special about buying when prices aren’t low.

Marks took five courses in Japanese studies as an undergraduate business major in order to fulfill his requirement for a minor. He learned the Japanese value of mujo:

mujo means cycles will rise and fall, things will come and go, and our environment will change in ways beyond our control. Thus we must recognize, accept, cope and respond. Isn’t that the essence of investing?

… What’s past is past and can’t be undone. It has led to the circumstances we now face. All we can do is recognize our circumstances for what they are and make the best decisions we can, given the givens.

Marks quotes Buffett, who notes that there are no called strikes in investing:

Investing is the greatest business in the world because you never have to swing. You stand at the plate; the pitcher throws you General Motors at 47! U.S. steel at 39! And nobody calls a strike on you. There’s no penalty except opportunity. All day you wait for the pitch you like; then, when the fielders are asleep, you step up and hit it.

It’s dumb to invest when the opportunities are not there. But when the overall market is high, there are still a few ways to do well as a long-term value investor. If one is able to ignore short-term volatility and focus on the next five to ten years, then one can invest in undervalued stocks.

If one’s assets under management are small enough, then there can be certain parts of the market where one can still find excellent bargains. An example would be micro-cap stocks, since very few professional investors look there. (This is the focus of the Boole Microcap Fund.)

Another example of potentially cheap (albeit volatile) stocks in an otherwise expensive stock market is old-related companies. Energy companies recently were as cheap as they’ve ever been. See: https://www.gmo.com/americas/research-library/resource-equities/?utm_source=linkedin&utm_medium=social&utm_campaign=insights_resource_equities

 

KNOWING WHAT YOU DON’T KNOW

We have two classes of forecasters: Those who don’t know – and those who don’t know they don’t know. – John Kenneth Galbraith

Marks, like Buffett, Munger, and most other top value investors, thinks that financial forecasting simply cannot be done with any sort of consistency. But Marks has two caveats:

    • The more we concentrate on smaller-picture things, the more it’s possible to gain a knowledge advantage. With hard work and skill, we can consistently know more than the next person about individual companies and securities, but that’s much less likely with regard to markets and economies. Thus, I suggest people try to ‘know the knowable.’
    • An exception comes in the form of my suggestion, on which I elaborate in the next chapter, that investors should make an effort to figure out where they stand at a moment in time in terms of cycles and pendulums. That won’t render the future twists and turns knowable, but it can help one prepare for likely developments.

 

Marks has tracked (in a limited way) many macro predictions, including U.S. interest rates, the U.S. stock market, and the yen/dollar exchange rate. He found quite clearly that most forecasts were not correct.

I can elaborate on two examples that I spent much time on (when I should have stayed focused on finding individual companies available at cheap prices):

    • the U.S. stock market
    • the yen/dollar exchange

A secular bear market for U.S. stocks began (arguably) in the year 2000, when the 10-year Graham-Shiller P/E – also called the CAPE (cyclically adjusted P/E) – was over 30, its highest level in U.S. history. The long-term average CAPE is around 16. Based on over one hundred years of history, the pattern for U.S. stocks in a secular bear market would be relatively flat or lower until the CAPE approached 10. However, ever since Greenspan started running the Fed in the 1980’s, the Fed has usually had a policy of stimulating the economy and stocks by lowering rates or keeping rates as low as possible. This has caused U.S. stocks to be much higher than otherwise. For instance, with rates today staying near zero, U.S. stocks could easily be twice as high as or three times as high as “normal” indefinitely, assuming the Fed decides to keep rates low for many more years. As Buffett has noted, near-zero rates for many decades would eventually mean price/earnings ratios on stocks of 100.

In any case, in the year 2012 to 2013, some of the smartest market historians (including Russell Napier, author of Anatomy of the Bear) started predicting that the S&P 500 Index would fall towards a CAPE of 10 or lower, which is how every previous U.S. secular bear market concluded. It didn’t happen in 2012, or in 2013, or in 2014, or in 2015, or in 2016, or in 2017, or in 2018, or in 2019. (Also, the stock market decline in early 2020 was a temporary response to the coronavirus.) Eventually the U.S. stock market will experience another major bear market. But by the time that happens, it may start from a level over 4,000 or 4,500 in the next year or two, and it may not decline below 2000, which is actually far above the level from which the smartest forecasters (such as Russell Napier) said the decline would begin.

Robert Shiller, the Nobel Prize-winning economist who perfected the CAPE (Shiller P/E), said in 1996 that U.S. stocks were high. But if an investor had gone to cash in 1996, they wouldn’t have had any chance of being ahead of the stock market until 2008 to 2009, more than 10 years later during the biggest financial crisis since the Great Depression.

Shiller has recently explained the CAPE with more clarity: http://www.businessinsider.com/robert-shiller-on-stocks-2013-1

When the CAPE is high, as it is today, the long-term investor should still have a large position in U.S. stocks. But the long-term investor should expect fairly low ten-year returns, a few percent per annum, and they also should some investments outside of U.S. stocks. Shiller also has observed that certain sectors in the U.S. economy can be cheap (low CAPE). Many oil-related stocks, for example, are very probably quite cheap today (mid 2021) relative to their long-term normalized earnings power.

The main point here, though, is that forecasting the next bear market or the next recession with any precision is generally impossible. Another example would be the Economic Cycle Research Institute (https://www.businesscycle.com/), which predicted a U.S. recession around 2011-2012 based on its previously quite successful set of leading economic indicators. But they were wrong, and they later admitted that the Fed printing so much money not only may have kept the U.S. barely out of recession, but also may have led to distortions in the economic data, making ECRI’s set of leading economic indicators no longer as reliable.

As for the yen/dollar exchange, the story begins in a familiar way: some of the smartest macro folks around predicted (in 2010 and later) that shorting the yen vs. the U.S. dollar would be the “trade of the decade,” and that the yen/dollar exchange would exceed 200. But it’s not 2021, and the yen/dollar exchange rate has come nowhere near 200.

The “trade of the decade argument” was the following: the debt-to-GDP in Japan has reached stratospheric levels, , government deficits have continued to widen, and the Japanese population is actually shrinking. Since long-term GDP growth is a function of population growth plus innovation, it should become mathematically impossible for the Japanese government to pay back its debt without a significant devaluation of their currency. If the BOJ could devalue the yen by 67% – which would imply a yen/dollar exchange rate of well over 200 – then Japan could repay the government debt in seriously devalued currency. In this scenario – a yen devaluation of 67% – Japan effectively would only have to repay 33% of the government debt. Currency devaluation – inflating away the debts – is what most major economies throughout history have done.

The bottom line as regards the yen is the following: Either Japan must devalue the Yen by 67% – implying a yen/dollar exchange rate of well over 200 – or Japan will inevitably reach the point where it is quite simply impossible for it to repay a large portion of the government debt. That’s the argument. There could be other solutions, however. The human economy is likely to be much larger in the future, and there may be some way to help the Japanese government with its debts. After all, the situation wouldn’t seem so insurmountable if Japan could grow its population. But this might happen in some indirect way if the human economy becomes more open in the future, perhaps involving the creation of a new universal currency.

In any case, for the past five to ten years, and even longer, it has been argued that either the yen/dollar would eventually exceed 200 (thus inflating away as much as 67% of the debt), or the Japanese government would inevitably default on JGB’s (Japanese government bonds). In either case, the yen should collapse relative to the U.S. dollar, meaning a yen/dollar of well over 200. This has been described as “the trade of the decade,” but it may not happen for several decades.

In the end, one could have spent decades trying to short the Yen or trying to short JGB’s, without much to show for it. Or one could have spent those decades doing value investing: finding and buying cheap stocks, year in and year out. Decades later, value investing would almost certainly have produced a far better result, and with a relatively low level of risk.

The same logic applies to market timing, or trying to profit on the basis of predicting bull markets, bear markets, recessions, etc. For the huge majority of investors, they would get much better profits, at relatively low risk, by following a value investing approach (whether by investing in a value fund, or by applying the value approach directly to stocks) or simply investing in low-cost broad market index funds.

In Sum

In sum, financial forecasting cannot be done with any sort of consistency. Every year, there are many people making financial forecasts, and so purely as a matter of chance, a few will be correct in a given year. But the ones correct this year are almost never the ones correct the next time around, because what they’re trying to predict can’t be predicted with any consistency. Marks writes thus:

I am not going to try to prove my contention that the future is unknowable. You can’t prove a negative, and that certainly includes this one. However, I have yet to meet anyone who consistently knows what lies ahead macro-wise…

One way to get to be right sometimes is to always be bullish or always be bearish; if you hold a fixed view long enough, you may be right sooner or later. And if you’re always an outlier, you’re likely to eventually be applauded for an extremely unconventional forecast that correctly foresaw what no one else did. But that doesn’t mean your forecasts are regularly of any value…

It’s possible to be right about the macro-future once in a while, but not on a regular basis. It doesn’t do any good to possess a survey of sixty-four forecasts that includes a few that are accurate; you have to know which ones they are. And if the accurate forecasts each six months are made by different economists, it’s hard to believe there’s much value in the collective forecasts.

Marks gives one more example: How many predicted the crisis of 2007-2008? Of those who did predict it – there was bound to be some from pure chance alone – how many of those then predicted the recovery starting in 2009 and continuing until early 2020? The answer is “very few.” The reason, observes Marks, is that those who got 2007-2008 right “did so at least in part because of a tendency toward negative views.” They probably were negative well before 2007-2008, and more importantly, they probably stayed negative afterwards, during which the U.S. stock market increased (from the low) more than 400% as the U.S. economy expanded from 2009 to early 2020.

 

Marks has a description for investors who believe in the value of forecasts. They belong to the “I know” school, and it’s easy to identify them:

    • They think knowledge of the future direction of economies, interest rates, markets and widely followed mainstream stocks is essential for investment success.
    • They’re confident it can be achieved.
    • They know they can do it.
    • They’re aware that lots of other people are trying to do it too, but they figure either (a) everyone can be successful at the same time, or (b) only a few can be, but they’re among them.
    • They’re comfortable investing based on their opinions regarding the future.
    • They’re also glad to share their views with others, even though correct forecasts should be of such great value that no one would give them away gratis.
    • They rarely look back to rigorously assess their record as forecasters.

Marks contrasts the confident “I know” folks with the guarded “I don’t know” folks. The latter believe you can’t predict the macro-future, and thus the proper goal for investing is to do the best possible job analyzing individual securities. Marks points out that if you belong to the “I don’t know” school, eventually everyone will stop asking you where you think the market’s going.

You’ll never get to enjoy that one-in-a-thousand moment when your forecast comes true and the Wall Street Journal runs your picture. On the other hand, you’ll be spared all those times when forecasts miss the mark, as well as the losses that can result from investing based on overrated knowledge of the future.

Marks continues by noting that no one likes investing on the assumption that the future is unknowable. But if the future IS largely unknowable, then it’s far better as an investor to acknowledge that fact than to pretend otherwise.

Furthermore, says Marks, the biggest problems for investors tend to happen when investors forget the difference between probability and outcome (i.e., the limits of foreknowledge):

    • when they believe the shape of the probability distribution is knowable with certainty (and that they know it),
    • when they assume the most likely outcome is the one that will happen,
    • when they assume the expected result accurately represents the actual result, or
    • perhaps most important, when they ignore the possibility of improbable outcomes.

Marks sums it up:

Overestimating what you’re capable of knowing or doing can be extremely dangerous – in brain surgery, transocean racing or investing. Acknowledging the boundaries of what you can know – and working within those limits rather than venturing beyond – can give you a great advantage.

 

HAVING A SENSE FOR WHERE WE STAND

Marks believes that market cycles – inevitable ups and downs – cannot be predicted as to extent and (especially) as to timing, but have a profound influence on us as investors. The only thing we can predict is that market cycles are inevitable.

Marks holds that as investors, we can have a rough idea of market cycles. We can’t predict what will happen exactly or when. But we can at least develop valuable insight into various future events.

So look around, and ask yourself: Are investors optimistic or pessimistic? Do the media talking heads say the markets should be piled into or avoided? Are novel investment schemes readily accepted or dismissed out of hand? Are securities offerings and fund openings being treated as opportunities to get rich or possible pitfalls? Has the credit cycle rendered capital readily available or impossible to obtain? Are price/earnings ratios high or low in the context of history, and are yield spreads tight or generous? All of these things are important, and yet none of them entails forecasting. We can make excellent investment decisions on the basis of present observations, with no need to make guesses about the future.

Marks likens the process of assessing the current cycle with “taking the temperature” of the market. Again, one can never precisely time market turning points, but one can at least become aware of when markets are becoming overheated, or when they’ve become unusually cheap.

It may be more difficult today to take the market’s temperature because of the policy of near-zero (or negative) interest rates in many of the world’s major economies. This obviously distorts all asset prices. As Buffett remarked recently, if U.S. rates were going to stay near zero for many decades into the future, U.S. stocks would eventually be much higher than they are today. Zero rates indefinitely would easily mean price/earnings ratios of 100 (or even 200).

Stanley Druckenmiller, one of the most successful macro investors, has consistently said that the stock market is driven in large part not by earnings, but by central bank liquidity.

In any case, timing the next major bear market is virtually impossible, as acknowledged by the majority of great investors such as Howard Marks, Warren Buffett, Charlie Munger, Seth Klarman, Bill Ackman, and others.

What Marks, Buffett, and Munger stress is to focus on finding cheap stocks. Pay cheap enough prices so that, on average, one can make a profit over the next five years or ten years. At some point – no one knows precisely when – the U.S. stock market is likely to drop roughly 30-50%. One must be psychologically prepared for this. And one’s portfolio must also be prepared for this.

If one is able to buy enough cheap stocks, while maintaining a focus on the next five years or ten years, and if one is psychologically prepared for a big drop at some point, which always happens periodically, then one will be in good position.

Note: Cheap stocks (whether oil-related or otherwise) typically have lower correlation than usual with the broader stock market. Even if the broader market declines, some cheap stocks may do much better on both a relative and absolute basis.

Finally, some percentage in cash may seem like a wise position to have in the event of a major (or minor) bear market. The tricky part, again, is what percentage to have in cash and when. Many excellent value investors have had 50% or more in cash since 2012 or 2013. Since 2012, the market has more than doubled. So cash has been a significant drag on the performance of investors who have had large cash positions.

For these reasons, many great value investors – including Marks, Buffett, Munger, and many others – simply never try to time the market. Many of these value investors essentially stay fully invested in the cheapest stocks they can find. Over a very long period of time, many studies have shown that hedges, short positions, and cash lower the volatility of the portfolio, but also lower the long-term returns. Given how many smart people have been hedging since 2012, the eight or so years up until early 2020 have provided yet another clear example of why market timing is impossible to do with any consistency.

Henry Singleton, described by both Buffett and Munger as being the best capital allocator (among CEO’s) in U.S. history, compounded business value at Teledyne at incredible rates for decades by buying stocks (including Teledyne) when they were cheap. Singleton’s amazing track record included the 1970’s, when the broader U.S. stock market went virtually nowhere. Singleton was a genius (100 points away from being a chess grandmaster). On the subject of market timing, Singleton has said:

I don’t believe all this nonsense about market timing. Just buy very good value and when the market is ready that value will be recognized.

 

APPRECIATING THE ROLE OF LUCK

Luck – chance or randomness – influences investment outcomes. Marks considers Nassim Taleb’s Fooled by Randomness to be essential reading for investors. Writes Marks:

Randomness (or luck) plays a huge part in life’s results, and outcomes that hinge on random events should be viewed as different from those that do not.

Marks quotes Taleb:

If we have heard of [history’s great generals and inventors], it is simply because they took considerable risks, along with thousands of others, and happened to win. They were intelligent, courageous, noble (at times), had the highest possible obtainable culture in their day – but so did thousands of others who live in the musty footnotes of history.

A central concept from Taleb is that of “alternative histories.” What actually has happened in history is merely a small subset of all the things that could have happened, at least as far as we know. As long as there is a component of indeterminacy in human behavior (not to mention the rest of reality), one must usually assume that many “alternative histories” were possible. From the practical point of view of investing, given a future that is currently unknowable in many respects, one must develop a reasonable set of scenarios along with estimated probabilities for each scenario. And, when judging the quality of past decisions, one must think carefully about various possible (“alternative”) histories, of which what actually happened appears to be a small subset.

Thus, the fact that a stratagem or action worked – under the circumstances that unfolded – doesn’t necessarily prove that the decision behind it was wise.

 

Marks says he agrees with all of Taleb’s important points:

    • Investors are right (and wrong) all the time for the ‘wrong reason.’ Someone buys a stock because he or she expects a certain development; it doesn’t occur; the market takes the stock up anyway; the investor looks good (and invariably accepts credit).
    • The correctness of a decision can’t be judged from the outcome. Neverthelss, that’s how people assess it. A good decision is one that’s optimal at the time it’s made, when the future is by definition unknown. Thus, correct decisions are often unsuccessful, and vice versa.
    • Randomness alone can produce just about any outcome in the short run. In portfolios that are allowed to reflect them fully, market movements can easily swamp the skillfulness of the manager (or lack thereof). But certainly market movements cannot be credited to the manager (unless he or she is the rare market timer who’s capable of getting it right repeatedly).
    • For these reasons, investors often receive credit they don’t deserve. One good coup can be enough to build a reputation, but clearly a coup can arise out of randomness alone. Few of these “geniuses” are right more than once or twice in a row.
    • Thus, it’s essential to have a large number of observations – lots of years of data – before judging a given manager’s ability.

Over the long run, the rational investor learns, refines, and sticks with a robust investment process that reliably produces good results. In the short run, when a good process sometimes leads to bad outcomes (often due to bad luck but sometimes due to a mistake), one must simply be stoic and patient.

Marks continues:

The actions of the ‘I know’ school are based on a view of a single future that is knowable and conquerable. My ‘I don’t know’ school thinks of future events in terms of a probability distribution. That’s a big difference. In the latter case, we may have an idea which one outcome is most likely to occur, but we also know there are many other possibilities, and those other outcomes may have a collective likelihood much higher than the one we consider most likely.

Marks concludes:

    • We should spend our time trying to find value among the knowable – industries, companies and securities – rather than base our decisions on what we expect from the less-knowable macro world of economies and broad market performance.
    • Given that we don’t know exactly which future will obtain, we have to get value on our side by having a strongly held, analytically derived opinion of it and buying for less when opportunities to do so present themselves.
    • We have to practice defensive investing, since many of the outcomes are likely to go against us. It’s more important to ensure survival under negative outcomes than it is to guarantee maximum returns under favorable ones.
    • To improve our chances of success, we have to emphasize acting contrary to the herd when it’s at extremes, being aggressive when the market is low and cautious when it’s high.
    • Given the highly indeterminate nature of outcomes, we must view strategies and their results – both good and bad – with suspicion until proved over a large number of trials.

 

INVESTING DEFENSIVELY

Unlike professional tennis, where a successful outcome depends on which player hits the most winners, successful investing generally depends on minimizing mistakes more than it does on finding winners.

… investing is full of bad bounces and unanticipated developments, and the dimensions of the court and the height of the net change all the time. The workings of economies and markets are highly imprecise and variable, and the thinking and behavior of the other players constantly alter the environment. Even if you do everything right, other investors can ignore your favorite stock; management can squander the company’s opportunities; government can change the rules; or nature can serve up a catastrophe.

Marks argues that successful investing is a balance between offense and defense, and that this balance often differs for each individual investor. What’s important is to stick with an investment process that works over the long term:

… Few people (if any) have the ability to switch tactics to match market conditions on a timely basis. So investors should commit to an approach – hopefully one that will serve them through a variety of scenarios. They can be aggressive, hoping they’ll make a lot on the winners and not give it back on the losers. They can emphasize defense, hoping to keep up in good times and excel by losing less than others in bad times. Or they can balance offense and defense, largely giving up on tactical timing but aiming to win through superior security selection in both up and down markets.

And by the way, there’s no right choice between offense and defense. Lots of possible routes can bring you to success, and your decision should be a function of your personality and leanings, the extent of your belief in your ability, and the peculiarities of the markets you work in and the clients you work for.

Marks argues that defense can be viewed as aiming for higher returns, but through the avoidance of mistakes and through consistency, rather than through home runs and occasional flashes of brilliancy.

Avoiding losses first involves buying assets at cheap prices (well below intrinsic value). Another element to avoiding losses is to ensure that one’s portfolio can survive a bear market. If the five-year or ten-year returns appear to be high enough, an investor still may choose to play more offense than defense, even when he or she knows that a bear market is likely within five years or less. But one must be fully prepared – psychologically and in one’s portfolio – for many already very cheap stocks to get cut in half or worse during a bear market.

Again, some investors can accept higher volatility in exchange for higher long-term returns. One must know oneself. One must know one’s clients. One must really think through all the possible scenarios, because things can get much worse than one can imagine during bear markets. And bear markets are inevitable.

There is always a trade-off between potential return and potential downside. Choosing to aim for higher long-term returns means accepting higher downside volatility over shorter periods of time.

But it’s important to keep in mind that many investors fail not due to lack of home runs, but due to having too many strikeouts. Overbetting is thus a common cause of failure for long-term investors. We know from the Kelly criterion that overbetting guarantees zero or negative long-term returns. Therefore, it’s wise for most investors to aim for consistency – a high batting average based on many singles and doubles – rather than to aim for the maximum number of home runs.

Put differently, it is easier for most investors to minimize losses than it is to hit a lot of home runs. Thus, most investors are much more likely to achieve long-term success by minimizing losses and mistakes, than by hitting a lot of home runs.

Investing defensively can cause you to miss out on things that are hot and get hotter, and it can leave you with your bat on your shoulder in trip after trip to the plate. You may hit fewer home runs than another investor… but you’re also likely to have fewer strikeouts and fewer inning-ending double plays.

Defensive investing sounds very erudite, but I can simplify it: Invest scared! Worry about the possibility of loss. Worry that there’s something you don’t know. Worry that you can make high-quality decisions but still be hit by bad luck or surprise events. Investing scared will prevent hubris; will keep your guard up and your mental adrenaline flowing; will make you insist on adequate margin of safety; and will increase the chances that your portfolio is prepared for things going wrong. And if nothing does go wrong, surely the winners will take care of themselves.

 

BOOLE MICROCAP FUND

An equal weighted group of micro caps generally far outperforms an equal weighted (or cap-weighted) group of larger stocks over time. See the historical chart here: https://boolefund.com/best-performers-microcap-stocks/

This outperformance increases significantly by focusing on cheap micro caps. Performance can be further boosted by isolating cheap microcap companies that show improving fundamentals. We rank microcap stocks based on these and similar criteria.

There are roughly 10-20 positions in the portfolio. The size of each position is determined by its rank. Typically the largest position is 15-20% (at cost), while the average position is 8-10% (at cost). Positions are held for 3 to 5 years unless a stock approachesintrinsic value sooner or an error has been discovered.

The goal of the Boole Microcap Fund is to outperform the Russell Microcap Index over time, net of fees. The Boole Fund has low fees.

 

If you are interested in finding out more, please e-mail me or leave a comment.

My e-mail: jb@boolefund.com

 

 

 

Disclosures: Past performance is not a guarantee or a reliable indicator of future results. All investments contain risk and may lose value. This material is distributed for informational purposes only. Forecasts, estimates, and certain information contained herein should not be considered as investment advice or a recommendation of any particular security, strategy or investment product. Information contained herein has been obtained from sources believed to be reliable, but not guaranteed.No part of this article may be reproduced in any form, or referred to in any other publication, without express written permission of Boole Capital, LLC.

Common Stocks and Common Sense

February 4, 2024

It’s crucial in investing to have the proper balance of confidence and humility.  Overconfidence is very deep-seated in human nature.  Nearly all of us tend to believe that we’re above average across a variety of dimensions, such as looks, smarts, academic ability, business aptitude, driving skill, and even luck (!).

Overconfidence is often harmless and it even helps in some areas.  But when it comes to investing, if we’re overconfident about what we know and can do, eventually our results will suffer.

A sign that says always stay humble

(Image by Wilma64)

The simple truth is that the vast majority of us should invest in broad market low-cost index funds.  Buffett has maintained this argument for a long time: https://boolefund.com/warren-buffett-jack-bogle/

The great thing about investing in index funds is that you can outperform most investors, net of costs, over the course of several decades.  This is purely a function of costs.  A Vanguard S&P 500 index fund costs 2-3% less per year than the average actively managed fund.  This means that, after a few decades, you’ll be ahead at least 80% (or more) of all active investors.

You can do better than a broad market index fund if you invest in a solid quantitative value fund.  Such a fund can do at least 1-2% better per year, on average and net of costs, than a broad market index fund.

But you can do even better””at least 8% better per year than the S&P 500 index””by investing in a quantitative value fund focused on microcap stocks.

  • At the Boole Microcap Fund, our mission is to help you do at least 8% better per year, on average, than an S&P 500 index fund.  We achieve this by implementing a quantitative deep value approach focused on cheap micro caps with improving fundamentals.  See: https://boolefund.com/best-performers-microcap-stocks/

 

I recently re-read Common Stocks and Common Sense (Wiley, 2016), by Edgar Wachenheim III.  It’s a wonderful book.  Wachenheim is one of the best value investors.  He and his team at Greenhaven Associates have produced 19% annual returns for over 25 years.

Wachenheim emphasizes that, due to certain behavioral attributes, he has outperformed many other investors who are as smart or smarter.  As Warren Buffett has said:

Success in investing doesn’t correlate with IQ once you’re above the level of 125.  Once you have ordinary intelligence, what you need is the temperament to control the urges that get other people into trouble in investing.

That’s not to say IQ isn’t important.  Most of the finest investors are extremely smart.  Wachenheim was a Baker Scholar at Harvard Business School, meaning that he was in the top 5% of his class.

The point is that””due to behavioral factors such as patience, discipline, and rationality””top investors outperform many other investors who are as smart or smarter.  Buffett again:

We don’t have to be smarter than the rest; we have to be more disciplined than the rest.

Buffett himself has always been extraordinarily patient and disciplined.  There have been several times in Buffett’s career when he went for years on end without making a single investment.

Wachenheim highlights three behavioral factors that have helped him outperform others of equal or greater talent.

The bulk of Wachenheim’s book””chapters 3 through 13″”is case studies of specific investments.  Wachenheim includes a good amount of fascinating business history, some of which is mentioned here.

Outline for this blog post:

  • Approach to Investing
  • Being a Contrarian
  • Probable Scenarios
  • Controlling Emotions
  • IBM
  • Interstate Bakeries
  • U.S. Home Corporation
  • Centex
  • Union Pacific
  • American International Group
  • Lowe’s
  • Whirlpool
  • Boeing
  • Southwest Airlines
  • Goldman Sachs

A stack of magazines in red boxes.

(Photo by Lsaloni)

 

APPROACH TO INVESTING

From 1960 through 2009 in the United States, common stocks have returned about 9 to 10 percent annually (on average).

The U.S. economy grew at roughly a 6 percent annual rate””3 percent from real growth (unit growth) and 3 percent from inflation (price increases).  Corporate revenues””and earnings””have increased at approximately the same 6 percent annual rate.  Share repurchases and acquisitions have added 1 percent a year, while dividends have averaged 2.5 percent a year.  That’s how, on the whole, U.S. stocks have returned 9 to 10 percent annually, notes Wachenheim.

Even if the economy grows more slowly in the future, Wachenheim argues that U.S. investors should still expect 9 to 10 percent per year.  In the case of slower growth, corporations will not need to reinvest as much of their cash flows.  That extra cash can be used for dividends, acquisitions, and share repurchases.

Following Warren Buffett and Charlie Munger, Wachenheim defines risk as the potential for permanent loss.  Risk is not volatility.

Stocks do fluctuate up and down.  But every time the market has declined, it has ultimately recovered and gone on to new highs.  The financial crisis in 2008-2009 is an excellent example of large””but temporary””downward volatility:

The financial crisis during the fall of 2008 and the winter of 2009 is an extreme (and outlier) example of volatility.  During the six months between the end of August 2008 and end of February 2009, the [S&P] 500 Index fell by 42 percent from 1,282.83 to 735.09.  Yet by early 2011 the S&P 500 had recovered to the 1,280 level, and by August 2014 it had appreciated to the 2000 level.  An investor who purchased the S&P 500 Index on August 31, 2008, and then sold the Index six years later, lived through the worst financial crisis and recession since the Great Depression, but still earned a 56 percent profit on his investment before including dividends””and 69 percent including the dividends that he would have received during the six-year period.  Earlier, I mentioned that over a 50-year period, the stock market provided an average annual return of 9 to 10 percent.  During the six-year period August 2008 through August 2014, the stock market provided an average annual return of 11.1 percent””above the range of normalcy in spite of the abnormal horrors and consequences of the financial crisis and resulting deep recession.

A calculator and some graphs on top of it

(Photo by Terry Mason)

Wachenheim notes that volatility is the friend of the long-term investor.  The more volatility there is, the more opportunity to buy at low prices and sell at high prices.

Because the stock market increases on average 9 to 10 percent per year and always recovers from declines, hedging is a waste of money over the long term:

While many investors believe that they should continually reduce their risks to a possible decline in the stock market, I disagree.  Every time the stock market has declined, it eventually has more than fully recovered.  Hedging the stock market by shorting stocks, or by buying puts on the S&P 500 Index, or any other method usually is expensive, and, in the long run, is a waste of money.

Wachenheim describes his investment strategy as buying deeply undervalued stocks of strong and growing companies that are likely to appreciate significantly due to positive developments not yet discounted by stock prices.

Positive developments can include:

  • a cyclical upturn in an industry
  • an exciting new product or service
  • the sale of a company to another company
  • the replacement of a poor management with a good one
  • a major cost reduction program
  • a substantial share repurchase program

If the positive developments do not occur, Wachenheim still expects the investment to earn a reasonable return, perhaps close to the average market return of 9 to 10 percent annually.  Also, Wachenheim and his associates view undervaluation, growth, and strength as providing a margin of safety””protection against permanent loss.

Wachenheim emphasizes that at Greenhaven, they are value investors not growth investors.  A growth stock investor focuses on the growth rate of a company.  If a company is growing at 15 percent a year and can maintain that rate for many years, then most of the returns for a growth stock investor will come from future growth.  Thus, a growth stock investor can pay a high P/E ratio today if growth persists long enough.

Wachenheim disagrees with growth investing as a strategy:

…I have a problem with growth-stock investing.  Companies tend not to grow at high rates forever.  Businesses change with time.  Markets mature.  Competition can increase.  Good managements can retire and be replaced with poor ones.  Indeed, the market is littered with once highly profitable growth stocks that have become less profitable cyclic stocks as a result of losing their competitive edge.  Kodak is one example.  Xerox is another.  IBM is a third.  And there are hundreds of others.  When growth stocks permanently falter, the price of their shares can fall sharply as their P/E ratios contract and, sometimes, as their earnings fall””and investors in the shares can suffer serious permanent loss.

Many investors claim that they will be able to sell before a growth stock seriously declines.  But very often it’s difficult to determine whether a company is suffering from a temporary or permanent decline.

Wachenheim observes that he’s known many highly intelligent investors””who have similar experiences to him and sensible strategies””but who, nonetheless, haven’t been able to generate results much in excess of the S&P 500 Index.  Wachenheim says that a key point of his book is that there are three behavioral attributes that a successful investor needs:

In particular, I believe that a successful investor must be adept at making contrarian decisions that are counter to the conventional wisdom, must be confident enough to reach conclusions based on probabilistic future developments as opposed to extrapolations of recent trends, and must be able to control his emotions during periods of stress and difficulties.  These three behavioral attributes are so important that they merit further analysis.

 

BEING A CONTRARIAN

A pink post it note with an arrow on it

(Photo by Marijus Auruskevicius)

Most investors are not contrarians because they nearly always follow the crowd:

Because at any one time the price of a stock is determined by the opinion of the majority of investors, a stock that appears undervalued to us appears appropriately valued to most other investors.  Therefore, by taking the position that the stock is undervalued, we are taking a contrarian position””a position that is unpopular and often is very lonely.  Our experience is that while many investors claim they are contrarians, in practice most find it difficult to buck the conventional wisdom and invest counter to the prevailing opinions and sentiments of other investors, Wall Street analysts, and the media.  Most individuals and most investors simply end up being followers, not leaders.

In fact, I believe that the inability of most individuals to invest counter to prevailing sentiments is habitual and, most likely, a genetic trait.  I cannot prove this scientifically, but I have witnessed many intelligent and experienced investors who shunned undervalued stocks that were under clouds, favored fully valued stocks that were in vogue, and repeated this pattern year after year even though it must have become apparent to them that the pattern led to mediocre results at best.

Wachenheim mentions a fellow investor he knows””Danny.  He notes that Danny has a high IQ, attended an Ivy League university, and has 40 years of experience in the investment business.  Wachenheim often describes to Danny a particular stock that is depressed for reasons that are likely temporary.  Danny will express his agreement, but he never ends up buying before the problem is fixed.

In follow-up conversations, Danny frequently states that he’s waiting for the uncertainty to be resolved.  Value investor Seth Klarman explains why it’s usually better to invest before the uncertainty is resolved:

Most investors strive fruitlessly for certainty and precision, avoiding situations in which information is difficult to obtain.  Yet high uncertainty is frequently accompanied by low prices.  By the time the uncertainty is resolved, prices are likely to have risen.  Investors frequently benefit from making investment decisions with less than perfect knowledge and are well rewarded for bearing the risk of uncertainty.  The time other investors spend delving into the last unanswered detail may cost them the chance to buy in at prices so low that they offer a margin of safety despite the incomplete information.

 

PROBABLE SCENARIOS

A bar graph showing the likelihood of being likely.

(Image by Alain Lacroix)

Many (if not most) investors tend to extrapolate recent trends into the future.  This usually leads to underperforming the market.  See:

The successful investor, by contrast, is a contrarian who can reasonably estimate future scenarios and their probabilities of occurrence:

Investment decisions seldom are clear.  The information an investor receives about the fundamentals of a company usually is incomplete and often is conflicting.  Every company has present or potential problems as well as present or future strengths.  One cannot be sure about the future demand for a company’s products or services, about the success of any new products or services introduced by competitors, about future inflationary cost increases, or about dozens of other relevant variables.  So investment outcomes are uncertain.  However, when making decisions, an investor often can assess the probabilities of certain outcomes occurring and then make his decisions based on the probabilities.  Investing is probabilistic.

Because investing is probabilitistic, mistakes are unavoidable.  A good value investor typically will have at least 33% of his or her ideas not work, whether due to an error, bad luck, or an unforeseeable event.  You have to maintain equanimity despite inevitable mistakes:

If I carefully analyze a security and if my analysis is based on sufficiently large quantities of accurate information, I always will be making a correct decision.  Granted, the outcome of the decision might not be as I had wanted, but I know that decisions always are probabilistic and that subsequent unpredictable changes or events can alter outcomes.  Thus, I do my best to make decisions that make sense given everything I know, and I do not worry about the outcomes.  An analogy might be my putting game in golf.  Before putting, I carefully try to assess the contours and speed of the green.  I take a few practice strokes.  I aim the putter to the desired line.  I then putt and hope for the best.  Sometimes the ball goes in the hole…

 

CONTROLLING EMOTION

A person pointing to the words control your emotions.

(Photo by Jacek Dudzinski)

Wachenheim:

I have observed that when the stock market or an individual stock is weak, there is a tendency for many investors to have an emotional response to the poor performance and to lose perspective and patience.  The loss of perspective and patience often is reinforced by negative reports from Wall Street and from the media, who tend to overemphasize the significance of the cause of the weakness.  We have an expression that aiplanes take off and land every day by the tens of thousands, but the only ones you read about in the newspapers are the ones that crash.  Bad news sells.  To the extent that negative news triggers further selling pressures on stocks and further emotional responses, the negativism tends to feed on itself.  Surrounded by negative news, investors tend to make irrational and expensive decisions that are based more on emotions than on fundamentals. This leads to the frequent sale of stocks when the news is bad and vice versa.  Of course, the investor usually sells stocks after they already have materially decreased in price.  Thus, trading the market based on emotional reactions to short-term news usually is expensive””and sometimes very expensive.

Wachenheim agrees with Seth Klarman that, to a large extent, many investors simply cannot help making emotional investment decisions.  It’s part of human nature.  People overreact to recent news.

I have continually seen intelligent and experienced investors repeatedly lose control of their emotions and repeatedly make ill-advised decisions during periods of stress.

That said, it’s possible (for some, at least) to learn to control your emotions.  Whenever there is news, you can learn to step back and look at your investment thesis.  Usually the investment thesis remains intact.

 

IBM

A blue lit up room with people standing around.

(IBM Watson by Clockready, Wikimedia Commons)

When Greenhaven purchases a stock, it focuses on what the company will be worth in two or three years.  The market is more inefficient over that time frame due to the shorter term focus of many investors.

In 1993, Wachenheim estimated that IBM would earn $1.65 in 1995.  Any estimate of earnings two or three years out is just a best guess based on incomplete information:

“¦having projections to work with was better than not having any projections at all, and my experience is that a surprisingly large percentage of our earnings and valuation projections eventually are achieved, although often we are far off on the timing.

The positive development Wachenheim expected was that IBM would announce a concrete plan to significantly reduce its costs.  On July 28, 1993, the CEO Lou Gerstner announced such a plan.  When IBM’s shares moved up from $11½ to $16, Wachenheim sold his firm’s shares since he thought the market price was now incorporating the expected positive development.

Selling IBM at $16 was a big mistake based on subsequent developments.  The company generated large amounts of cash, part of which it used to buy back shares.  By 1996, IBM was on track to earn $2.50 per share.  So Wachenheim decided to repurchase shares in IBM at $24½.  Although he was wrong to sell at $16, he was right to see his error and rebuy at $24½.  When IBM ended up doing better than expected, the shares moved to $48 in late 1997, at which point Wachenheim sold.

Over the years, I have learned that we can do well in the stock market if we do enough things right and if we avoid large permanent losses, but that it is impossible to do nearly everything right.  To err is human””and I make plenty of errors.  My judgment to sell IBM’s shares in 1993 at $16 was an expensive mistake.  I try not to fret over mistakes.  If I did fret, the investment process would be less enjoyable and more stressful.  In my opinion, investors do best when they are relaxed and are having fun.

Finding good ideas takes time.  Greenhaven rejects the vast majority of its potential ideas.  Good ideas are rare.

 

INTERSTATE BAKERIES

A bakery with many shelves of baked goods.

(Photo of a bakery by Mohylek, Wikimedia Commons)

Wachenheim discovered that Howard Berkowitz bought 12 percent of the outstanding shares of Interstate Bakeries, became chairman of the board, and named a new CEO.  Wachenheim believed that Howard Berkowitz was an experienced and astute investor.  In 1967, Berkowitz was a founding partner of Steinhardt, Fine, Berkowitz & Co., one of the earliest and most successful hedge funds.  Wachenheim started analyzing Interstate in 1985 when the stock was at about $15:

Because of my keen desire to survive by minimizing risks of permanent loss, the balance sheet then becomes a good place to start efforts to understand a company.  When studying a balance sheet, I look for signs of financial and accounting strengths.  Debt-to-equity ratios, liquidity, depreciation rates, accounting practices, pension and health care liabilities, and ‘hidden’ assets and liabilities all are among common considerations, with their relative importance depending on the situation.  If I find fault with a company’s balance sheet, especially with the level of debt relative to the assets or cash flows, I will abort our analysis, unless there is a compelling reason to do otherwise.  

Wachenheim looks at management after he is done analyzing the balance sheet.  He admits that he is humble about his ability to assess management.  Also, good or bad results are sometimes due in part to chance.

Next Wachenheim examines the business fundamentals:

We try to understand the key forces at work, including (but not limited to) quality of products and services, reputation, competition and protection from future competition, technological and other possible changes, cost structure, growth opportunities, pricing power, dependence on the economy, degree of governmental regulation, capital intensity, and return on capital.  Because we believe that information reduces uncertainty, we try to gather as much information as possible.  We read and think””and we sometimes speak to customers, competitors, and suppliers.  While we do interview the managements of the companies we analyze, we are wary that their opinions and projections will be biased.

Wachenheim reveals that the actual process of analyzing a company is far messier than you might think based on the above descriptions:

We constantly are faced with incomplete information, conflicting information, negatives that have to be weighed against positives, and important variables (such as technological change or economic growth) that are difficult to assess and predict.  While some of our analysis is quantitative (such as a company’s debt-to-equity ratio or a product’s share of market), much of it is judgmental.  And we need to decide when to cease our analysis and make decisions.  In addition, we constantly need to be open to new information that may cause us to alter previous opinions or decisions.

Wachenheim indicates a couple of lessons learned.  First, it can often pay off when you follow a capable and highly incentivized business person into a situation.  Wachenheim made his bet on Interstate based on his confidence in Howard Berkowitz.  Interstate’s shares were not particularly cheap.

Years later, Interstate went bankrupt because they took on too much debt.  This is a very important lesson.  For any business, there will be problems.  Working through difficulties often takes much longer than expected.  Thus, having low or no debt is essential.

 

U.S. HOME CORPORATION

A group of people building a house on top of grass.

(Photo by Dwight Burdette, Wikimedia Commons)

Wachenheim describes his use of screens:

I frequently use Bloomberg’s data banks to run screens.  I screen for companies that are selling for low price-to-earnings (PE) ratios, low prices to revenues, low price-to-book values, or low prices relative to other relevant metrics.  Usually the screens produce a number of stocks that merit additional analyses, but almost always the additional analyses conclude that there are valid reasons for the apparent undervaluations. 

Wachenheim came across U.S. Home in mid-1994 based on a discount to book value screen.  The shares appeared cheap at 0.63 times book and 6.8 times earnings:

Very low multiples of book and earnings are adrenaline flows for value investors.  I eagerly decided to investigate further.

Later, although U.S. Home was cheap and produced good earnings, the stock price remained depressed.  But there was a bright side because U.S. Home led to another homebuilder idea…

 

CENTEX CORPORATION

A house under construction with wood framing.

(Photo by Steven Pavlov, Wikimedia Commons)

After doing research and constructing a financial model of Centex Corporation, Wachenheim had a startling realization:  the shares would be worth about $63 a few years in the future, and the current price was $12.  Finally, a good investment idea:

“¦my research efforts usually are tedious and frustrating.  I have hundreds of thoughts and I study hundreds of companies, but good investment ideas are few and far between.  Maybe only 1 percent or so of the companies we study ends up being part of our portfolios””making it much harder for a stock to enter our portfolio than for a student to enter Harvard.  However, when I do find an exciting idea, excitement fills the air””a blaze of light that more than compensates for the hours and hours of tedium and frustration.

Greenhaven typically aims for 30 percent annual returns on each investment:

Because we make mistakes, to achieve 15 to 20 percent average returns, we usually do not purchase a security unless we believe that it has the potential to provide a 30 percent or so annual return.  Thus, we have very high expectations for each investment.

In late 2005, Wachenheim grew concerned that home prices had gotten very high and might decline.  Many experts, including Ben Bernanke, argued that because home prices had never declined in U.S. history, they were unlikely to decline.  Wachenheim disagreed:

It is dangerous to project past trends into the future.  It is akin to steering a car by looking through the rearview mirror”¦

 

UNION PACIFIC

A yellow train is on the tracks near some mountains.

(Photo by Slambo, Wikimedia Commons)

After World War II, the construction of the interstate highway system gave trucks a competitive advantage over railroads for many types of cargo.  Furthermore, fewer passengers took trains, partly due to the interstate highway system and partly due to the commercialization of the jet airplane.  Excessive regulation of the railroads“”in an effort to help farmers“”also caused problems.  In the 1960s and 1970s, many railroads went bankrupt.  Finally, the government realized something had to be done and it passed the Staggers Act in 1980, deregulating the railroads:

The Staggers Act was a breath of fresh air.  Railroads immediately started adjusting their rates to make economic sense.  Unprofitable routes were dropped.  With increased profits and with confidence in their future, railroads started spending more to modernize.  New locomotives, freight cars, tracks, automated control systems, and computers reduced costs and increased reliability.  The efficiencies allowed the railroads to reduce their rates and become more competitive with trucks and barges”¦.

In the 1980s and 1990s, the railroad industry also enjoyed increased efficiencies through consolidating mergers.  In the west, the Burlington Northern merged with the Santa Fe, and the Union Pacific merged with the Southern Pacific.  

Union Pacific reduced costs during the 2001-2002 recession, but later this led to congestion on many of its routes and to the need to hire and train new employees once the economy had picked up again.  Union Pacific experienced an earnings shortfall, leading the shares to decline to $14.86.

Wachenheim thought that Union Pacific’s problems were temporary, and that the company would earn about $1.55 in 2006.  With a conservative multiple of 14 times earnings, the shares would be worth over $22 in 2006.  Also, the company was paying a $0.30 annual dividend.  So the total return over a two-year period from buying the shares at $14½ would be 55 percent.

Wachenheim also thought Union Pacific stock had good downside protection because the book value was $12 a share.

Furthermore, even if Union Pacific stock just matched the expected return from the S&P 500 Index of 9½ percent a year, that would still be much better than cash.

The fact that the S&P 500 Index increases about 9½ percent a year is an important reason why shorting stocks is generally a bad business.  To do better than the market, the short seller has to find stocks that underperform the market by 19 percent a year.  Also, short sellers have limited potential gains and unlimited potential losses.  On the whole, shorting stocks is a terrible business and often even the smartest short sellers struggle.

Greenhaven sold its shares in Union Pacific at $31 in mid-2007, since other investors had recognized the stock’s value.  Including dividends, Greenhaven earned close to a 24 percent annualized return.

Wachenheim asks why most stock analysts are not good investors.  For one, most analysts specialize in one industry or in a few industries.  Moreover, analysts tend to extrapolate known information, rather than define future scenarios and their probabilities of occurrence:

“¦in my opinion, most individuals, including securities analysts, feel more comfortable projecting current fundamentals into the future than projecting changes that will occur in the future.  Current fundamentals are based on known information.  Future fundamentals are based on unknowns.  Predicting the future from unknowns requires the efforts of thinking, assigning probabilities, and sticking one’s neck out””all efforts that human beings too often prefer to avoid.

Also, I believe it is difficult for securities analysts to embrace companies and industries that currently are suffering from poor results and impaired reputations.  Often, securities analysts want to see tangible proof of better results before recommending a stock.  My philosophy is that life is not about waiting for the storm to pass.  It is about dancing in the rain.  One usually can read a weather map and reasonably project when a storm will pass.  If one waits for the moment when the sun breaks out, there is a high probability others already will have reacted to the improved prospects and already will have driven up the price of the stock””and thus the opportunity to earn large profits will have been missed.

Wachenheim then quotes from a New York Times op-ed piece written on October 17, 2008, by Warren Buffett:

A simple rule dictates my buying:  Be fearful when others are greedy, and be greedy when others are fearful.  And most certainly, fear is now widespread, gripping even seasoned investors.  To be sure, investors are right to be wary of highly leveraged entities or businesses in weak competitive positions.  But fears regarding the long-term prosperity of the nation’s many sound companies make no sense.  These businesses will indeed suffer earnings hiccups, as they always have.  But most major companies will be setting new profit records 5, 10, and 20 years from now.  Let me be clear on one point:  I can’t predict the short-term movements of the stock market.  I haven’t the faintest idea as to whether stocks will be higher or lower a month””or a year””from now.  What is likely, however, is that the market will move higher, perhaps substantially so, well before either sentiment or the economy turns up.  So if you wait for the robins, spring will be over.

 

AMERICAN INTERNATIONAL GROUP

A close up of the aig sign on top of a building

(AIG Corporate, Photo by AIG, Wikimedia Commons)

Wachenheim is forthright in discussing Greenhaven’s investment in AIG, which turned out to be a huge mistake.  In late 2005, Wachenheim estimated that the intrinsic value of AIG would be about $105 per share in 2008, nearly twice the current price of $55.  Wachenheim also liked the first-class reputation of the company, so he bought shares.

In late April 2007, AIG’s shares had fallen materially below Greenhaven’s cost basis:

When shares of one of our holdings are weak, we usually revisit the company’s longer-term fundamentals.  If the longer-term fundamentals have not changed, we normally will continue to hold the shares, if not purchase more.  In the case of AIG, it appeared to us that the longer-term fundamentals remained intact.

When Lehman filed for Chapter 11 bankruptcy protection on September 15, 2008, all hell broke loose:

The decline in asset values caused financial institutions to mark down the carrying value of their assets, which, in turn, caused sharp reductions in their credit ratings.  Sharp reductions in credit ratings required financial institutions to raise capital and, in the case of AIG, to post collateral on its derivative contracts.  But the near freezing of the financial markets prevented the requisite raising of capital and cash and thus caused a further deterioration in creditworthiness, which further increased the need for new capital and cash, and so on… On Tuesday night, September 16, the U.S. government agreed to provide the requisite cash in return for a lion’s share of the ownership of AIG.  As soon as I read the agreement, it was clear to me that we had a large permanent loss in our holdings of AIG.

Wachenheim defends the U.S. government bailouts.  Much of the problem was liquidity, not solvency.  Also, the bailouts helped restore confidence in the financial system.

Wachenheim asked himself if he would make the same decision today to invest in AIG:

My answer was ‘yes'””and my conclusion was that, in the investment business, relatively unpredictable outlier developments sometimes can quickly derail otherwise attractive investments.  It comes with the territory.  So while we work hard to reduce the risks of large permanent loss, we cannot completely eliminate large risks.  However, we can draw a line on how much risk we are willing to accept””a line that provides sufficient apparent protection and yet prevents us from being so risk averse that we turn down too many attractive opportunities.  One should not invest with the precept that the next 100-year storm is around the corner.

Wachenheim also points out that when Greenhaven learns of a flaw in its investment thesis, usually the firm is able to exit the position with only a modest loss.  If you’re right 2/3 of the time and if you limit losses as much as possible, the results should be good over time.

 

LOWE’S

A lowe 's store front with the sign lit up.

(Photo by Miosotis Jade, Wikimedia Commons)

In 2011, Wachenheim carefully analyzed the housing market and reached an interesting conclusion:

I was excited that we had a concept about a probable strong upturn in the housing market that was not shared by most others.  I believed that the existing negativism about housing was due to the proclivity of human beings to uncritically project recent trends into the future and to overly dwell on existing problems.  When analyzing companies and industries, I tend to be an optimist by nature and a pragmatist through effort.  In terms of the proverbial glass of water, it is never half empty, but always half full””and, as a pragmatist, it is twice as large as it needs to be.

Next Wachenheim built a model to estimate normalized earnings for Lowe’s three years in the future (in 2014).  He came up with normal earnings of $3 per share.  He thought the appropriate price-to-earnings ratio was 16.  So the stock would be worth $48 in 2014 versus its current price (in 2011) of $24.  It looked like a bargain.

After gathering more information, Wachenheim revised his earnings model:

“¦I revise models frequently because my initial models rarely are close to being accurate.  Usually, they are no better than directional.  But they usually do lead me in the right direction, and, importantly, the process of constructing a model forces me to consider and weigh the central fundamentals of a company that will determine the company’s future value.

Wachenheim now thought that Lowe’s could earn close to $4.10 in 2015, which would make the shares worth even more than $48.  In August 2013, the shares hit $45.

In late September 2013, after playing tennis, another money manager asked Wachenheim if he was worried that the stock market might decline sharply if the budget impasse in Congress led to a government shutdown:

I answered that I had no idea what the stock market would do in the near term.  I virtually never do.  I strongly believe in Warren Buffett’s dictum that he never has an opinion on the stock market because, if he did, it would not be any good, and it might interfere with opinions that are good.  I have monitored the short-term market predictions of many intelligent and knowledgeable investors and have found that they were correct about half the time.  Thus, one would do just as well by flipping a coin.

I feel the same way about predicting the short-term direction of the economy, interest rates, commodities, or currencies.  There are too many variables that need to be identified and weighed.

As for Lowe’s, the stock hit $67.50 at the end of 2014, up 160 percent from what Greenhaven paid.

 

WHIRLPOOL CORPORATION

A clock with three different time zones on it.

(Photo by Steven Pavlov, Wikimedia Commons)

Wachenheim does not believe in the Efficient Market Hypothesis:

It seems to me that the boom-bust of growth stocks in 1968-1974 and the subsequent boom-bust of Internet technology stocks in 1998-2002 serve to disprove the efficient market hypothesis, which states that it is impossible for an investor to beat the stock market because stocks always are efficiently priced based on all the relevant and known information on the fundamentals of the stocks.  I believe that the efficient market hypothesis fails because it ignores human nature, particularly the nature of most individuals to be followers, not leaders.  As followers, humans are prone to embrace that which already has been faring well and to shun that which recently has been faring poorly.  Of course, the act of buying into what already is doing well and shunning what is doing poorly serves to perpetuate a trend.  Other trend followers then uncritically join the trend, causing the trend to feed on itself and causing excesses.

Many investors focus on the shorter term, which generally harms their long-term performance:

“¦so many investors are too focused on short-term fundamentals and investment returns at the expense of longer-term fundamentals and returns.  Hunter-gatherers needed to be greatly concerned about their immediate survival””about a pride of lions that might be lurking behind the next rock”¦ They did not have the luxury of thinking about longer-term planning”¦ Then and today, humans often flinch when they come upon a sudden apparent danger””and, by definition, a flinch is instinctive as opposed to cognitive.  Thus, over years, the selection process resulted in a subconscious proclivity for humans to be more concerned about the short term than the longer term.

By far the best thing for long-term investors is to do is absolutely nothing.  The investors who end up performing the best over the course of several decades are nearly always those investors who did virtually nothing.  They almost never checked prices.  They never reacted to bad news.

Regarding Whirlpool:

In the spring of 2011, Greenhaven studied Whirlpool’s fundamentals.  We immediately were impressed by management’s ability and willingness to slash costs.  In spite of a materially subnormal demand for appliances in 2010, the company was able to earn operating margins of 5.9 percent.  Often, when a company is suffering from particularly adverse industry conditions, it is unable to earn any profit at all.  But Whirlpool remained moderately profitable.  If the company could earn 5.9 percent margins under adverse circumstances, what could the company earn once the U.S. housing market and the appliance market returned to normal?

Not surprisingly, Wall Street analysts were focused on the short term:

“¦A report by J. P. Morgan dated April 27, 2011, stated that Whirlpool’s current share price properly reflected the company’s increased costs for raw materials, the company’s inability to increase its prices, and the current soft demand for appliances”¦

The J. P. Morgan report might have been correct about the near-term outlook for Whirlpool and its shares.  But Greenhaven invests with a two- to four-year time horizon and cares little about the near-term outlook for its holdings.

The bulk of Greenhaven’s returns has been generated by relatively few of its holdings:

If one in five of our holdings triples in value over a three-year period, then the other four holdings only have to achieve 12 percent average annual returns in order for our entire portfolio to achieve its stretch goal of 20 percent.  For this reason, Greenhaven works extra hard trying to identify potential multibaggers.  Whirlpool had the potential to be a multibagger because it was selling at a particularly low multiple of its potential earnings power.  Of course, most of our potential multibaggers do not turn out to be multibaggers.  But one cannot hit a multibagger unless one tries, and sometimes our holdings that initially appear to be less exciting eventually benefit from positive unforeseen events (handsome black swans) and unexpectedly turn out to be a complete winner.  For this reason, we like to remain fully invested as long as our holdings remain reasonably priced and free from large risks of permanent loss.

 

BOEING

A large airplane flying in the sky with clouds

(Photo by José A. Montes, Wikimedia Commons)

Wachenheim likes to read about the history of each company that he studies.

On July 4, 1914, a flight took place in Seattle, Washington, that had a major effect on the history of aviation.  On that day, a barnstormer named Terah Maroney was hired to perform a flying demonstration as part of Seattle’s Independence Day celebrations.  After displaying aerobatics in his Curtis floatplane, Maroney landed and offered to give free rides to spectators.  One spectator, William Edward Boeing, a wealthy owner of a lumber company, quickly accepted Maroney’s offer.  Boeing was so exhilarated by the flight that he completely caught the aviation bug””a bug that was to be with him for the rest of his life.

Boeing launched Pacific Aero Products (renamed the Boeing Airplane Company in 1917).  In late 1916, Boeing designed an improved floatplane, the Model C.  The Model C was ready by April 1917, the same month the United States entered the war.  Boeing thought the Navy might need training aircraft.  The Navy bought two.  They performed well, so the Navy ordered 50 more.

Boeing’s business naturally slowed down after the war.  Boeing sold a couple of small floatplanes (B-1’s), then 13 more after Charles Lindberg’s 1927 transatlantic flight.  Still, sales of commercial planes were virtually nonexistent until 1933, when the company started marketing its model 247.

The twin-engine 247 was revolutionary and generally is recognized as the world’s first modern airplane.  It had a capacity to carry 10 passengers and a crew of 3.  It had a cruising speed of 189 mph and could fly about 745 miles before needing to be refueled.

Boeing sold seventy-five 247’s before making the much larger 307 Stratoliner, which would have sold well were it not for the start of World War II.

Boeing helped the Allies defeat Germany.  The Boeing B-17 Flying Fortress bomber and the B-29 Superfortress bomber became legendary.  More than 12,500 B-17s and more than 3,500 B-29s were built (some by Boeing itself and some by other companies that had spare capacity).

Boeing prospered during the war, but business slowed down again after the war.  In mid-1949, the de Havilland Aircraft Company started testing its Comet jetliner, the first use of a jet engine.  The Comet started carrying passengers in 1952.  In response, Boeing started developing its 707 jet.  Commercial flights for the 707 began in 1958.

The 707 was a hit and soon became the leading commercial plane in the world.

Over the next 30 years, Boeing grew into a large and highly successful company.  It introduced many models of popular commercial planes that covered a wide range of capacities, and it became a leader in the production of high-technology military aircraft and systems.  Moreover, in 1996 and 1997, the company materially increased its size and capabilities by acquiring North American Aviation and McDonnell Douglas.

In late 2012, after several years of delays on its new, more fuel-efficient plane””the 787″”Wall Street and the media were highly critical of Boeing.  Wachenheim thought that the company could earn at least $7 per share in 2015.  The stock in late 2012 was at $75, or 11 times the $7.  Wachenheim believed that this was way too low for such a strong company.

Wachenheim estimated that two-thirds of Boeing’s business in 2015 would come from commercial aviation.  He figured that this was an excellent business worth 20 times earnings (he used 19 times to be conservative).  He reckoned that defense, one-third of Boeing’s business, was worth 15 times earnings.  Therefore, Wachenheim used 17.7 as the multiple for the whole company, which meant that Boeing would be worth $145 by 2015.

Greenhaven established a position in Boeing at about $75 a share in late 2012 and early 2013.  By the end of 2013, Boeing was at $136.  Because Wall Street now had confidence that the 787 would be a commercial success and that Boeing’s earnings would rise, Wachenheim and his associates concluded that most of the company’s intermediate-term potential was now reflected in the stock price.  So Greenhaven started selling its position.

 

SOUTHWEST AIRLINES

A southwest airlines airplane flying in the sky.

(Photo by Eddie Maloney, Wikimedia Commons)

The airline industry has had terrible fundamentals for a long time.  But Wachenheim was able to be open-minded when, in August 2012, one of his fellow analysts suggested Southwest Airlines as a possible investment.  Over the years, Southwest had developed a low-cost strategy that gave the company a clear competitive advantage.

Greenhaven determined that the stock of Southwest was undervalued, so they took a position.

The price of Southwest’s shares started appreciating sharply soon after we started establishing our position.  Sometimes it takes years before one of our holdings starts to appreciate sharply””and sometimes we are lucky with our timing.

After the shares tripled, Greenhaven sold half its holdings since the expected return from that point forward was not great.  Also, other investors now recognized the positive fundamentals Greenhaven had expected.  Greenhaven sold the rest of its position as the shares continued to increase.

 

GOLDMAN SACHS

A black and white photo of an older man.

(Photo of Marcus Goldman, Wikimedia Commons)

Wachenheim echoes Warren Buffett when it comes to recognizing how much progress the United States has made:

My experience is that analysts and historians often dwell too much on a company’s recent problems and underplay its strengths, progress, and promise.  An analogy might be the progress of the United States during the twentieth century.  At the end of the century, U.S. citizens generally were far wealthier, healthier, safer, and better educated than at the start of the century.  In fact, the century was one of extraordinary progress.  Yet most history books tend to focus on the two tragic world wars, the highly unpopular Vietnam War, the Great Depression, the civil unrest during the Civil Rights movement, and the often poor leadership in Washington.  The century was littered with severe problems and mistakes.  If you only had read the newspapers and the history books, you likely would have concluded that the United States had suffered a century of relative and absolute decline.  But the United States actually exited the century strong and prosperous.  So did Goldman exit 2013 strong and prosperous.

In 2013, Wachenheim learned that Goldman had an opportunity to gain market share in investment banking because some competitors were scaling back in light of new regulations and higher capital requirements.  Moreover, Goldman had recently completed a $1.9 billion cost reduction program.  Compensation as a percentage of sales had declined significantly in the past few years.

Wachenheim discovered that Goldman is a technology company to a large extent, with a quarter of employees working in the technology division.  Furthermore, the company had strong competitive positions in its businesses, and had sold or shut down sub-par business lines.  Wachenheim checked his investment thesis with competitors and former employees.  They confirmed that Goldman is a powerhouse.

Wachenheim points out that it’s crucial for investors to avoid confirmation bias:

I believe that it is important for investors to avoid seeking out information that reinforces their original analyses.  Instead, investors must be prepared and willing to change their analyses and minds when presented with new developments that adversely alter the fundamentals of an industry or company.  Good investors should have open minds and be flexible.

Wachenheim also writes that it’s very important not to invent a new thesis when the original thesis has been invalidated:

We have a straightforward approach.  When we are wrong or when fundamentals turn against us, we readily admit we are wrong and we reverse our course.  We do not seek new theories that will justify our original decision.  We do not let errors fester and consume our attention.  We sell and move on.

Wachenheim loves his job:

I am almost always happy when working as an investment manager.  What a perfect job, spending my days studying the world, economies, industries, and companies;  thinking creatively;  interviewing CEOs of companies”¦ How lucky I am.  How very, very lucky.

 

BOOLE MICROCAP FUND

An equal weighted group of micro caps generally far outperforms an equal weighted (or cap-weighted) group of larger stocks over time.  See the historical chart here:  https://boolefund.com/best-performers-microcap-stocks/

This outperformance increases significantly by focusing on cheap micro caps.  Performance can be further boosted by isolating cheap microcap companies that show improving fundamentals.  We rank microcap stocks based on these and similar criteria.

There are roughly 10-20 positions in the portfolio.  The size of each position is determined by its rank.  Typically the largest position is 15-20% (at cost), while the average position is 8-10% (at cost).  Positions are held for 3 to 5 years unless a stock approaches intrinsic value sooner or an error has been discovered.

The mission of the Boole Fund is to outperform the S&P 500 Index by at least 5% per year (net of fees) over 5-year periods.  We also aim to outpace the Russell Microcap Index by at least 2% per year (net).  The Boole Fund has low fees.

 

If you are interested in finding out more, please e-mail me or leave a comment.

My e-mail: jb@boolefund.com

 

 

 

Disclosures: Past performance is not a guarantee or a reliable indicator of future results. All investments contain risk and may lose value. This material is distributed for informational purposes only. Forecasts, estimates, and certain information contained herein should not be considered as investment advice or a recommendation of any particular security, strategy or investment product. Information contained herein has been obtained from sources believed to be reliable, but not guaranteed. No part of this article may be reproduced in any form, or referred to in any other publication, without express written permission of Boole Capital, LLC.

Invest Like Sherlock Holmes


January 21, 2024

Robert G. Hagstrom has written a number of excellent books on investing. One of his best is The Detective and the Investor (Texere, 2002).

Many investors are too focused on the short term, are overwhelmed with information, take shortcuts, or fall prey to cognitive biases. Hagstrom argues that investors can learn from the Great Detectives as well as from top investigative journalists.

Great detectives very patiently gather information from a wide variety of sources. They discard facts that turn out to be irrelevant and keep looking for new facts that are relevant. They painstakingly use logic to analyze the given information and reach the correct conclusion. They’re quite willing to discard a hypothesis, no matter how well-supported, if new facts lead in a different direction.

A man is reading a newspaper while another man sits in front of him.

(Illustration of Sherlock Holmes by Sidney Paget (1891), via Wikimedia Commons)

Top investigative journalists follow a similar method.

Outline for this blog post:

  • The Detective and the Investor
  • Auguste Dupin
  • Jonathan Laing and Sunbeam
  • Top Investigative Journalists
  • Edna Buchanan–Pulitzer Prize Winner
  • Sherlock Holmes
  • Arthur Conan Doyle
  • Holmes on Wall Street
  • Father Brown
  • How to Become a Great Detective

The first Great Detective is Auguste Dupin, an invention of Edgar Allan Poe. The financial journalist Jonathan Laing’s patient and logicalanalysis of the Sunbeam Corporation bears similarity to Dupin’s methods.

Top investigative journalists are great detectives. The Pulitzer Prize-winning journalist Edna Buchanan is an excellent example.

Sherlock Holmes is the most famous Great Detective. Holmes was invented by Dr. Arthur Conan Doyle.

Last but not least, Father Brown is the third Great Detective discussed by Hagstrom. Father Brown was invented by G. K. Chesterton.

The last section–How To Become a Great Detective–sums up what you as an investor can learn from the three Great Detectives.

 

THE DETECTIVE AND THE INVESTOR

Hagstrom writes that many investors, both professional and amateur, have fallen into bad habits, including the following:

  • Short-term thinking: Many professional investors advertise their short-term track records, and many clients sign up on this basis. But short-term performance is largely random, and usually cannot be maintained. What matters (at a minimum) is performance over rolling five-year periods.
  • Infatuation with speculation: Speculation is guessing what other investors will do in the short term. Investing, on the other hand, is figuring out the value of a given business and only buying when the price is well below that value.
  • Overload of information: The internet has led to an overabundance of information. This makes it crucial that you, as an investor, know how to interpret and analyze the information.
  • Mental shortcuts: We know from Daniel Kahneman (see Thinking, Fast and Slow) that most people rely on System 1 (intuition) rather than System 2 (logic and math) when making decisions under uncertainty. Most investors jump to conclusions based on easy explanations, and then–due to confirmation bias–only see evidence that supports their conclusions.
  • Emotional potholes: In addition to confirmation bias, investors suffer from overconfidence, hindsight bias, loss aversion, and several other cognitive biases. These cognitive biases regularly cause investors to make mistakes in their investment decisions. I wrote about cognitive biases here:https://boolefund.com/cognitive-biases/

How can investors develop better habits? Hagstrom:

The core premise of this book is that the same mental skills that characterize a good detective also characterize a good investor… To say this another way, the analytical methods displayed by the best fictional detectives are in fact high-level decision-making tools that can be learned and applied to the investment world.

(Illustration of Sherlock Holmes by Sidney Paget, via Wikimedia Commons)

Hagstrom asks if it is possible to combine the methods of the three Great Detectives. If so, what would the ideal detective’s approach to investing be?

First, our investor-detective would have to keep an open mind, be prepared to analyze each new opportunity without any preset opinions. He or she would be well versed in the basic methods of inquiry, and so would avoid making any premature and possibly inaccurate assumptions. Of course, our investor-detective would presume that the truth might be hidden below the surface and so would distrust the obvious. The investor-detective would operate with cool calculation and not allow emotions to distract clear thinking. The investor-detective would also be able to deconstruct the complex situation into its analyzable parts. And perhaps most important, our investor-detective would have a passion for truth, and, driven by a nagging premonition that things are not what they seem to be, would keep digging away until all the evidence had been uncovered.

 

AUGUSTE DUPIN

A man standing in front of a window with a horse.

(Illustration–byFrédéric Théodore Lix–to The Purloined Letter, via Wikimedia Commons)

The Murders in the Rue Morgue exemplifies Dupin’s skill as a detective. The case involves Madame L’Espanaye and her daughter. Madame L’Espanaye was found behind the house in the yard with multiple broken bones and her head almost severed. The daughter was found strangled to death and stuffed upside down into a chimney. The murders occurred in a fourth-floor room that was locked from the inside. On the floor were a bloody straight razor, several bloody tufts of grey hair, and two bags of gold coins.

Several witnesses heard voices, but no one could say for sure which language it was. After deliberation, Dupin concludes that they must not have been hearing a human voice at all. He also dismisses the possibility of robbery, since the gold coins weren’t taken. Moreover, the murderer would have to possess superhuman strength to stuff the daughter’s body up the chimney. As for getting into a locked room, the murderer could have gotten in through a window. Finally, Dupin demonstrates that the daughter could not have been strangled by a human hand. Dupin concludes that Madame L’Espanaye and her daughter were killed by an orangutan.

Dupin places an advertisement in the local newspaper asking if anyone had lost an orangutan. A sailor arrives looking for it. The sailor explains that he had seen the orangutan with a razor, imitating the sailor shaving. The orangutan had then fled. Once it got into the room with Madame L’Espanaye and her daughter, the orangutan probably grabbed Madame’s hair and was waving the razor, imitating a barber. When the woman screamed in fear, the orangutan grew furious and killed her and her daughter.

Thus Dupin solves what at first seemed like an impossible case. The solution is completely unexpected but is the only logical possibility, given all the facts.

Hagstrom writes that investors can learn important lessons from the Great Detective Auguste Dupin:

First, look in all directions, observe carefully and thoughtfully everything you see, and do not make assumptions from inadequate information. On the other hand, do not blindly accept what you find. Whatever you read, hear, or overhear about a certain stock or company may not necessarily be true. Keep on with your research; give yourself time to dig beneath the surface.

If you’re a small investor, it’s often best to invest in microcap stocks. (This presumes that you have access to a proven investment process.) There are hundreds of tiny companies much too small for most professional investors even to consider. Thus, there is much more mispricing among micro caps. Moreover, many microcap companies are relatively easy to analyze and understand. (The Boole Microcap Fund invests in microcap companies.)

 

JONATHAN LAING AND SUNBEAM

A red and white logo for sunbeam.

(Sunbeam logo, via Wikimedia Commons)

Hagstrom writes that, in the spring of 1997, Wall Street was in love with the self-proclaimed ‘turnaround genius’ Al Dunlap. Dunlap was asked to take over the troubled Sunbeam Corporation, a maker of electric home appliances. Dunlap would repeat the strategy he used on previous turnarounds:

[Drive] up the stock price by any means necessary, sell the company, and cash in his stock options at the inflated price.

Although Dunlap made massive cost cuts, some journalists were skeptical, viewing Sunbeam as being in a weak competitive position in a harsh industry. Jonathan Laing of Barron’s, in particular, took a close look at Sunbeam. Laing focused on accounting practices:

First, Laing pointed out that Sunbeam took a huge restructuring charge ($337 million) in the last quarter of 1996, resulting in a net loss for the year of $228.3 million. The charges included moving reserves from 1996 to 1997 (where they could later be recharacterized as income); prepaying advertising expenses to make the new year’s numbers look better; a suspiciously high charge for bad-debt allowance; a $90 million write-off for inventory that, if sold at a later date, could turn up in future profits; and write-offs for plants, equipment, and trademarks used by business lines that were still operating.

To Laing, it looked very much like Sunbeam was trying to find every possible way to transfer 1997 projected losses to 1996 (and write 1996 off as a lost year, claiming it was ruined by previous management) while at the same time switching 1996 income into 1997…

A calculator, magnifying glass and some graphs.

(Photo by Evgeny Ivanov)

Hagstrom continues:

Even though Sunbeam’s first-quarter 1997 numbers did indeed show a strong increase in sales volume, Laing had collected evidence that the company was engaging in the practice known as ‘inventory stuffing’–getting retailers to place abnormally large orders either through high-pressure sales tactics or by offering them deep discounts (using the written-off inventory from 1996). Looking closely at Sunbeam’s financial reports, Laing also found a hodgepodge of other maneuvers designed to boost sales numbers, such as delaying delivery of sales made in 1996 so they could go on the books as 1997 sales, shipping more units than the customer had actually ordered, and counting as sales orders that had already been canceled.

The bottom line was simply that much of 1997’s results would be artificial. Hagstrom summarizes the lesson from Dupin and Laing:

The core lesson for investors here can be expressed simply: Take nothing for granted, whether it comes from the prefect of police or the CEO of a major corporation. This is, in fact, a key theme of this chapter. If something doesn’t make sense to you–no matter who says it–that’s your cue to start digging.

By July 1998, Sunbeam stock had lost 80 percent of its value and was lower than when Dunlap took over. The board of directors fired Dunlap and admitted that its 1997 financial statements were unreliable and were being audited by a new accounting firm. In February 2001, Sunbeam filed for Chapter 11 bankruptcy protection. On May 15, 2001, the Securities and Exchange Commission filed suit against Dunlap and four senior Sunbeam executives, along with their accounting firm, Arthur Andersen. The SEC charged them with a fraudulent scheme to create the illusion of a successful restructuring.

Hagstrom points out what made Laing successful as an investigative journalist:

He read more background material, dissected more financial statements, talked to more people, and painstakingly pieced together what many others failed to see.

 

TOP INVESTIGATIVE JOURNALISTS

Hagstrom mentions Professor Linn B. Washington, Jr., a talented teacher and experienced investigative reporter. (Washington was awarded the Robert F. Kennedy Prize for his series of articles on drug wars in the Richard Allen housing project.) Hagstrom quotes Washington:

Investigative journalism is not a nine-to-five job. All good investigative journalists are first and foremost hard workers. They are diggers. They don’t stop at the first thing they come to but rather they feel a need to persist. They are often passionate about the story they are working on and this passion helps fuel the relentless pursuit of information. You can’t teach that. They either have it or they don’t.

…I think most reporters have a sense of morality. They are outraged by corruption and they believe their investigations have a real purpose, an almost sacred duty to fulfill. Good investigative reporters want to right the wrong, to fight for the underdog. And they believe there is a real responsibility attached to the First Amendment.

A magnifying glass over the word investigation.

(Photo by Robyn Mackenzie)

Hagstrom then refers to The Reporter’s Handbook, written by Steve Weinberg for investigative journalists. Weinberg maintains that gathering information involves two categories: documents and people. Hagstrom:

Weinberg asks readers to imagine three concentric circles. The outmost one is ‘secondary sources,’ the middle one ‘primary sources.’ Both are composed primarily of documents. The inner circle, ‘human sources,’ is made up of people–a wide range of individuals who hold some tidbit of information to add to the picture the reporter is building.

Ideally, the reporter starts with secondary sources and then primary sources:

At these two levels of the investigation, the best reporters rely on what has been called a ‘documents state of mind.‘ This way of looking at the world has been articulated by James Steele and Donald Bartlett, an investigative team from the Philadephia Inquirer. It means that the reporter starts from day one with the belief that a good record exists somewhere, just waiting to be found.

Once good background knowledge is accumulated from all the primary and secondary documents, the reporter is ready to turn to the human sources…

A word cloud of investigative journalism and the words investigate.
Photo by intheskies

Time equals truth:

As they start down this research track, reporters also need to remember another vital concept from the handbook: ‘Time equals truth.‘ Doing a complete job of research takes time, whether the researcher is a reporter following a story or an investor following a company–or for that matter, a detective following the evidence at a crime scene. Journalists, investors, and detectives must always keep in mind that the degree of truth one finds is directly proportional to the amount of time one spends in the search. The road to truth permits no shortcuts.

The Reporter’s Handbook also urges reporters to question conventional wisdom, to remember that whatever they learn in their investigation may be biased, superficial, self-serving for the source, or just plain wrong. It’s another way of saying ‘Take nothing for granted.‘ It is the journalist’s responsibility–and the investor’s–to penetrate the conventional wisdom and find what is on the other side.

The three concepts discussed above–’adopt a documents state of mind,’ ‘time equals truth,’ and ‘question conventional wisdom; take nothing for granted’–may be key operating principles for journalists, but I see them also as new watchwords for investors.

 

EDNA BUCHANAN–PULITZER PRIZE WINNER

Edna Buchanan, working for the Miami Herald and covering the police beat, won a Pulitzer Prize in 1986. Hagstrom lists some of Buchanan’s principles:

  • Do a complete background check on all the key players. Find out how a person treats employees, women, the environment, animals, and strangers who can do nothing for them. Discover if they have a history of unethical and/or illegal behavior.
  • Cast a wide net. Talk to as many people as you possibly can. There is always more information. You just have to find it. Often that requires being creative.
  • Take the time.Learning the truth is proportional to the time and effort you invest. There is always more that you can do. And you may uncover something crucial. Never take shortcuts.
  • Use common sense. Often official promises and pronouncements simply don’t fit the evidence. Often people lie, whether due to conformity to the crowd, peer pressure, loyalty (like those trying to protect Nixon et al. during Watergate), trying to protect themselves, fear, or any number of reasons. As for investing, some stories take a long time to figure out, while other stories (especially for tiny companies) are relatively simple.
  • Take no one’s word. Find out for yourself. Always be skeptical and read between the lines. Very often official press releases have been vetted by lawyers and leave out critical information. Take nothing for granted.
  • Double-check your facts, and then check them again. For a good reporter, double-checking facts is like breathing. Find multiples sources of information. Again, there are no shortcuts. If you’re an investor, you usually need the full range of good information in order to make a good decision.

In most situations, to get it right requires a great deal of work. You must look for information from a broad range of sources. Typically you will find differing opinions. Not all information has the same value. Always be skeptical of conventional wisdom, or what ‘everybody knows.’

 

SHERLOCK HOLMES

A man sitting in a rocking chair with a book.
Image by snaptitude

Sherlock Holmes approaches every problem by following three steps:

  • First, he makes a calm, meticulous examination of the situation, taking care to remain objective and avoid the undue influence of emotion. Nothing, not even the tiniest detail, escapes his keen eye.
  • Next, he takes what he observes and puts it in context by incorporating elements from his existing store of knowledge. From his encyclopedic mind, he extracts information about the thing observed that enables him to understand its significance.
  • Finally, he evaluates what he observed in the light of this context and, using sound deductive reasoning, analyzes what it means to come up with the answer.

These steps occur and re-occur in an iterative search for all the facts and for the best hypothesis.

There was a case involving a young doctor, Percy Trevelyan. Some time ago, an older gentleman named Blessington offered to set up a medical practice for Trevelyan in return for a share of the profits. Trevelyan agreed.

A patient suffering from catalepsy–a specialty of the doctor–came to the doctor’s office one day. The patient also had his son with him. During the examination, the patient suffered a cataleptic attack. The doctor ran from the room to grab the treatment medicine. But when he got back, the patient and his son were gone. The two men returned the following day, giving a reasonable explanation for the mix-up, and the exam continued. (On both visits, the son had stayed in the waiting room.)

Shortly after the second visit, Blessington burst into the exam room, demanding to know who had been in his private rooms. The doctor tried to assure him that no one had. But upon going to Blessington’s room, he saw a strange set of footprints. Only after Trevelyan promises to bring Sherlock Holmes to the case does Blessington calm down.

Holmes talks with Blessington. Blessington claims not to know who is after him, but Holmes can tell that he is lying. Holmes later tells his assistant Watson that the patient and his son were fakes and had some sinister reason for wanting to get Blessington.

Holmes is right. The next morning, Holmes and Watson are called to the house again. This time, Blessington is dead, apparently having hung himself.

But Holmes deduces that it wasn’t a suicide but a murder. For one thing, there were four cigar butts found in the fireplace, which led the policeman to conclude that Blessington had stayed up late agonizing over his decision. But Holmes recognizes that Blessington’s cigar is a Havana, but the other three cigars had been imported by the Dutch from East India. Furthermore, two had been smoked from a holder and two without. So there were at least two other people in the room with Blessington.

Holmes does his usual very methodical examination of the room and the house. He finds three sets of footprints on the stairs, clearly showing that three men had crept up the stairs. The men had forced the lock, as Holmes deduced from scratches on it.

Holmes also realized the three men had come to commit murder. There was a screwdriver left behind. And he could further deduce (by the ashes dropped) where each man sat as the three men deliberated over how to kill Blessington. Eventually, they hung Blessington. Two killers left the house and the third barred the door, implying that the third murderer must be a part of the doctor’s household.

All these signs were visible: the three sets of footprints, the scratches on the lock, the cigars that were not Blessington’s type, the screwdriver, the fact that the front door was barred when the police arrived. But it took Holmes to put them all together and deduce their meaning: murder, not suicide. As Holmes himself remarked in another context, ‘The world is full of obvious things which nobody by any chance ever observes.’

…He knows Blessington was killed by people well known to him. He also knows, from Trevelyan’s description, what the fake patient and his son look like. And he has found a photograph of Blessington in the apartment. A quick stop at policy headquarters is all Holmes needs to pinpoint their identity. The killers, no strangers to the police, were a gang of bank robbers who had gone to prison after being betrayed by their partner, who then took off with all the money–the very money he used to set Dr. Trevelyan up in practice. Recently released from prison, the gang tracked Blessington down and finally executed him.

Spelled out thus, one logical point after another, it seems a simple solution. Indeed, that is Holmes’s genius: Everything IS simple, once he explains it.

Hagstrom then adds:

Holmes operates from the presumption that all things are explainable; that the clues are always present, awaiting discovery.

The first step–gathering all the facts–usually requires a great deal of careful effort and attention. One single fact can be the key to deducing the true hypothesis. The current hypothesis is revisable if there may be relevant facts not yet known. Therefore, a heightened degree of awareness is always essential. With practice, a heightened state of alertness becomes natural for the detective (or the investor).

“Details contain the vital essence of the whole matter.”– Sherlock Holmes

Moreover, it’s essential to keep emotion out of the process of discovery:

One reason Holmes is able to see fully what others miss is that he maintains a level of detached objectivity toward the people involved. He is careful not to be unduly influenced by emotion, but to look at the facts with calm, dispassionate regard. He sees everything that is there–and nothing that is not. For Holmes knows that when emotion seeps in, one’s vision of what is true can become compromised. As he once remarked to Dr. Watson, ‘Emotional qualities are antagonistic to clear reasoning… Detection is, or ought to be, an exact science and should be treated in the same cold and unemotional manner. You have attempted to tinge it with romanticism, which produces much the same effect as if you worked a love story or an elopement into the fifth proposition of Euclid.’

A man holding two pipes in his hands.
Image by snaptitude

Holmes himself is rather aloof and even antisocial, which helps him to maintain objectivity when collecting and analyzing data.

‘I make a point of never having any prejudices and of following docilely wherever fact may lead me.’ He starts, that is, with no preformed idea, and merely collects data. But it is part of Holmes’s brilliance that he does not settle for the easy answer. Even when he has gathered together enough facts to suggest one logical possibility, he always knows that this answer may not be the correct one. He keeps searching until he has found everything, even if subsequent facts point in another direction. He does not reject the new facts simply because they’re antithetical to what he’s already found, as so many others might.

Hagstrom observes that many investors are susceptible to confirmation bias:

…Ironically, it is the investors eager to do their homework who may be the most susceptible. At a certain point in their research, they have collected enough information that a pattern becomes clear, and they assume they have found the answer. If subsequent information then contradicts that pattern, they cannot bring themselves to abandon the theory they worked so hard to develop, so they reject the new facts.

Gathering information about an investment you are considering means gather all the information, no matter where it ultimately leads you. If you find something that does not fit your original thesis, don’t discard the new information–change the thesis.

 

ARTHUR CONAN DOYLE

Arthur Conan Doyle was a Scottish doctor. One of his professors, Dr. Bell, challenged his students to hone their skills of observation. Bell believed that a correct diagnosis required alert attention to all aspects of the patient, not just the stated problem. Doyle later worked for Dr. Bell. Doyle’s job was to note the patients’ problem along with all possibly relevant details.

Doyle had a very slow start as a doctor. He had virtually no patients. He spent his spare time writing, which he had loved doing since boarding school. Doyle’s main interest was historical fiction. But he didn’t get much money from what he wrote.

One day he wrote a short novel, A Study in Scarlet, which introduced a private detective, Sherlock Holmes. Hagstrom quotes Doyle:

I thought I would try my hand at writing a story where the hero would treat crime as Dr. Bell treated disease, and where science would take the place of chance.

Doyle soon realized that he might be able to sell short stories about Sherlock Holmes as a way to get some extra income. Doyle preferred historical novels, but his short stories about Sherlock Holmes started selling surprisingly well. Because Doyle continued to emphasize historical novels and the practice of medicine, he demanded higher and higher fees for his short stories about Sherlock Holmes. But the stories were so popular that magazine editors kept agreeing to the fee increases.

A close up of the cover of a book
Photo by davehanlon

Soon thereafter, Doyle, having hardly a single patient, decided to abandon medicine and focus on writing. Doyle still wanted to do other types of writing besides the short stories. He asked for a very large sum for the Sherlock Holmes stories so that the editors would stop bothering him. Instead, the editors immediately agreed to the huge fee.

Many years later, Doyle was quite tired of Holmes and Watson after having written fifty-six short stories and four novels about them. But readers never could get enough. And the stories are still highly popular to this day, which attests to Doyle’s genius. Doyle has always been credited with launching the tradition of the scientific sleuth.

 

HOLMES ON WALL STREET

Sherlock Holmes is the most famous Great Detective for good reason. He is exceptionally thorough, unemotional, and logical.

Holmes knows a great deal about many different things, which is essential in order for him to arrange and analyze all the facts:

The list of things Holmes knows about is staggering: the typefaces used by different newspapers, what the shape of a skull reveals about race, the geography of London, the configuration of railway lines in cities versus suburbs, and the types of knots used by sailors, for a few examples. He has authored numerous scientific monographs on such topics as tattoos, ciphers, tobacco ash, variations in human ears, what can be learned from typewriter keys, preserving footprints with plaster of Paris, how a man’s trade affects the shape of his hands, and what a dog’s manner can reveal about the character of its owner.

A blue circle with various items surrounding it.

(Illustration of Sherlock Holmes with various tools, by Elena Kreys)

Consider what Holmes says about his monograph on the subject of tobacco:

“In it I enumerate 140 forms of cigar, cigarette, and pipe tobacco… It is sometimes of supreme importance as a clue. If you can say definitely, for example, that some murder has been done by a man who was smoking an Indian lunkah, it obviously narrows your field of search.”

It’s very important to keep gathering and re-gathering facts to ensure that you haven’t missed anything. Holmes:

“It is a capital mistake to theorize before you have all the evidence. It biases the judgment.”

“The temptation to form premature theories upon insufficient data is the bane of our profession.”

Although gathering all facts is essential, at the same time, you must be organizing those facts since not all facts are relevant to the case at hand. Of course, this is an iterative process. You may discard a fact as irrelevant and realize later that it is relevant.

Part of the sorting process involves a logical analysis of various combinations of facts. You reject combinations that are logically impossible. As Holmes famously said:

“When you have eliminated the impossible, whatever remains, however improbable, must be the truth.”

Often there is more than one logical possibility that is consistent with the known facts. Be careful not to be deceived by obvious hypotheses. Often what is ‘obvious’ is completely wrong.

Sometimes finding the solution requires additional research. Entertaining several possible hypotheses may also be required. Holmes:

“When you follow two separate chains of thought you will find some point of intersection which should approximate to the truth.”

But be careful to keep facts and hypotheses separate, as Holmes asserts:

“The difficulty is to detach the frame of absolute undeniable facts from the embellishments of theorists. Then, having established ourselves upon this sound basis, it is our duty to see what inferences may be drawn and what are the special points upon which the whole mystery turns.”

For example, there was a case involving the disappearance of a valuable racehorse. The chief undeniable fact was that the dog did not bark, which meant that the intruder had to be familiar to the dog.

Sherlock Holmes As Investor

How would Holmes approach investing? Hagstrom:

Here’s what we know of his methods: He begins an examination with an objective mind, untainted by prejudice. He observes acutely and catalogues all the information, down to the tiniest detail, and draws on his broad knowledge to put those details into context. Then, armed with the facts, he walks logically, rationally, thoughtfully toward a conclusion, always on the lookout for new, sometimes contrary information that might alter the outcome.

It’s worth repeating that much of the process of gathering facts can be tedious and boring. This is the price you must pay to ensure you get all the facts. Similarly, analyzing all the facts often requires patience and can take a long time. No shortcuts.

 

FATHER BROWN

Hagstrom opens the chapter with a scene in which Aristide Valentin–head of Paris police and the most famous investigator in Europe–is chasing Hercule Flambeau, a wealthy and famous French jewel thief. Both Valentin and Flambeau are on the same train. But Valentin gets distracted by the behavior of a very short Catholic priest with a round face. The priest is carrying several brown paper parcels, and he keeps dropping one or the other, or dropping his umbrella.

When the train reaches London, Valentin isn’t exactly sure where Flambeau went. So Valentin decides to go systematically to the ‘wrong places.’ Valentin ends up at a certain restaurant that caught his attention. A sugar bowl has salt in it, while the saltcellar contains sugar. He learns from a waiter that two clergymen had been there earlier, and that one had thrown a half-empty cup of soup against the wall. Valentin inquires which way the priests went.

Valentin goes to Carstairs Street. He passes a greengrocer’s stand where the signs for oranges and nuts have been switched. The owner is still upset about a recent incident in which a parson knocked over his bin of apples.

Valentin keeps looking and notices a restaurant that has a broken window. He questions the waiter, who explains to him that two foreign parsons had been there. Apparently, they overpaid. The waiter told the two parsons of their mistake, at which point one parson said, ‘Sorry for the confusion. But the extra amount will pay for the window I’m about to break.’ Then the parson broke the window.

Valentin finally ends up in a public park, where he sees two men, one short and one tall, both wearing clerical garb. Valentin approaches and recognizes that the short man is the same clumsy priest from the train. The short priest suspected all along that the tall man was not a priest but a criminal. The short priest, Father Brown, had left the trail of hints for the police. At that moment, even without turning around, Father Brown knew the police were nearby ready to arrest Flambeau.

Father Brown was invented by G. K. Chesterton. Father Brown is very compassionate and has deep insight into human psychology, which often helps him to solve crimes.

He knows, from hearing confessions and ministering in times of trouble, how people act when they have done something wrong. From observing a person’s behavior–facial expressions, ways of walking and talking, general demeanor–he can tell much about that person. In a word, he can see inside someone’s heart and mind, and form a clear impression about character…

His feats of detection have their roots in this knowledge of human nature, which comes from two sources: his years in the confessional, and his own self-awareness. What makes Father Brown truly exceptional is that he acknowledges the capacity for evildoing in himself. In ‘The Hammer of God’ he says, ‘I am a man and therefore have all devils in my heart.’

Because of this compassionate understanding of human weakness, from both within and without, he can see into the darkest corners of the human heart. The ability to identify with the criminal, to feel what he is feeling, is what leads him to find the identity of the criminal–even, sometimes, to predict the crime, for he knows the point at which human emotions such as fear or jealousy tip over from acceptable expression into crime. Even then, he believes in the inherent goodness of mankind, and sets the redemption of the wrongdoer as his main goal.

While Father Brown excels in understanding human psychology, he also excels at logical analysis of the facts. He is always open to alternative explanations.

A painting of two men in court, one is sitting at the judge 's bench and the other is standing up.

(Frontispiece to G. K. Chesterton’s The Wisdom of Father Brown, Illustration by Sydney Semour Lucas, via Wikimedia Commons)

Later the great thief Flambeau is persuaded by Father Brown to give up a life of crime and become a private investigator. Meanwhile, Valentin, the famous detective, turns to crime and nearly gets away with murder. Chesterton loves such ironic twists.

Chesterton was a brilliant writer who wrote in an amazing number of different fields. Chesterton was very compassionate, with a highly developed sense of social justice, notes Hagstrom. The Father Brown stories are undoubtedly entertaining, but they also deal with questions of justice and morality. Hagstrom quotes an admirer of Chesterton, who said: ‘Sherlock Holmes fights criminals; Father Brown fights the devil.’ Whenever possible, Father Brown wants the criminal to find redemption.

Hagstrom lists what could be Father Brown’s investment guidelines:

  • Look carefully at the circumstances; do whatever it takes to gather all the clues.
  • Cultivate the understanding of intangibles.
  • Using both tangible and intangible evidence, develop such a full knowledge of potential investments that you can honestly say you know them inside out.
  • Trust your instincts. Intuition is invaluable.
  • Remain open to the possibility that something else may be happening, something different from that which first appears; remember that the full truth may be hidden beneath the surface.

Hagstrom mentions that psychology can be useful for investing:

Just as Father Brown’s skill as an analytical detective was greatly improved by incorporating the study of psychology with the method of observations, so too can individuals improve their investment performance by combining the study of psychology with the physical evidence of financial statement analysis.

 

HOW TO BECOME A GREAT DETECTIVE

Hagstrom lists the habits of mind of the Great Detectives:

Auguste Dupin

  • Develop a skeptic’s mindset; don’t automatically accept conventional wisdom.
  • Conduct a thorough investigation.

Sherlock Holmes

  • Begin an investigation with an objective and unemotional viewpoint.
  • Pay attention to the tiniest details.
  • Remain open-minded to new, even contrary, information.
  • Apply a process of logical reasoning to all you learn.

Father Brown

  • Become a student of psychology.
  • Have faith in your intuition.
  • Seek alternative explanations and re-descriptions.

Hagstrom argues that these habits of mind, if diligently and consistently applied, can help you to do better as an investor over time.

Furthermore, the true hero is reason, a lesson directly applicable to investing:

As I think back over all the mystery stories I have read, I realize there were many detectives but only one hero. That hero is reason. No matter who the detective was–Dupin, Holmes, Father Brown, Nero Wolfe, or any number of modern counterparts–it was reason that solved the crime and captured the criminal. For the Great Detectives, reason is everything. It controls their thinking, illuminates their investigation, and helps them solve the mystery.

Two coins with the letters a and s on them.
Illustration by yadali

Hagstrom continues:

Now think of yourself as an investor. Do you want greater insight about a perplexing market? Reason will clarify your investment approach.

Do you want to escape the trap of irrational, emotion-based action and instead make decisions with calm deliberation? Reason will steady your thinking.

Do you want to be in possession of all the relevant investment facts before making a purchase? Reason will help you uncover the truth.

Do you want to improve your investment results by purchasing profitable stocks? Reason will help you capture the market’s mispricing.

In sum, conduct a thorough investigation. Painstakingly gather all the facts and keep your emotions entirely out of it. Skeptically question conventional wisdom and ‘what is obvious.’ Carefully use logic to reason through possible hypotheses. Eliminate hypotheses that cannot explain all the facts. Stay open to new information and be willing to discard the best current hypothesis if new facts lead in a different direction. Finally, be a student of psychology.

BOOLE MICROCAP FUND

An equal weighted group of micro caps generally far outperforms an equal weighted (or cap-weighted) group of larger stocks over time. See the historical chart here: https://boolefund.com/best-performers-microcap-stocks/

This outperformance increases significantly by focusing on cheap micro caps. Performance can be further boosted by isolating cheap microcap companies that show improving fundamentals. We rank microcap stocks based on these and similar criteria.

There are roughly 10-20 positions in the portfolio. The size of each position is determined by its rank. Typically the largest position is 15-20% (at cost), while the average position is 8-10% (at cost). Positions are held for 3 to 5 years unless a stock approachesintrinsic value sooner or an error has been discovered.

The mission of the Boole Fund is to outperform the S&P 500 Index by at least 5% per year (net of fees) over 5-year periods. We also aim to outpace the Russell Microcap Index by at least 2% per year (net). The Boole Fund has low fees.

 

If you are interested in finding out more, please e-mail me or leave a comment.

My e-mail: jb@boolefund.com

 

 

 

Disclosures: Past performance is not a guarantee or a reliable indicator of future results. All investments contain risk and may lose value. This material is distributed for informational purposes only. Forecasts, estimates, and certain information contained herein should not be considered as investment advice or a recommendation of any particular security, strategy or investment product. Information contained herein has been obtained from sources believed to be reliable, but not guaranteed.No part of this article may be reproduced in any form, or referred to in any other publication, without express written permission of Boole Capital, LLC.