Buffett – Don’t Buy Stocks Just Because They Are Undervalued

Buffett, like many other great investors, tends to be very discriminating-he avoids the temptation of buying a stock that seems alluring at the moment. Any stock can potential be a value if the price is right, but Buffett doesn’t allow himself to be fooled into buying stocks just because they are undervalued.

Eventually, each of the 10,000 or so U.S.-list stocks, including the Qualcomms and Oracles of the world, will trade at undervalued price, but only a small fraction of the 10,000 companies offer compelling long-term growth prospects. Most have poor fundamentals or an erratic growth history and should be shunned. Many others will provide periodic trading gains and then languish when the investment community tires of their stock and seeks short-term profits elsewhere. As you hone your stock picking over time, you will eventually whittle down your short list of buy candidates to a few dozen. Then, you can zero in on this list and purchase them, one at a time, as their prices fall to favorable levels.

You should avoided the temptation of buying stocks simply because you have cash on hand, Buffett believes. More often than not, a havey wallet invites mistakes. At the beginning of 1999, Buffett was holding more than $35 billion in cash and bonds in Berkshire Hathaway’s investment portfolio. He was content to hold this great sum of money, which was equal to the total yearly output of dozens of smaller countries, indefinitely until he found suitably priced companies to purchase. In contrast, most investors feel a psychological need to put their loose change to work almost immediately. Rather than patiently wait for their favroite stocks to decline, they purchase shares of lower quality companies without spending time to study their fundamental properties.

Buffett avoids this trap by identifying all the stocks he wishes to own over the next several years and buys them one at a time, but only when they fall to an attractive price. If the stocks do not fall to his desired price immediately, he takes no action. He knows that the odds favor a decline in price sooner or later. In the interim, he will devote his attention to other desirable companies whose prices may already have fallen to appealing levels.

To help you practice the taking-strike method, you should keep a list of your prospective stock prices. The list should include the maximum price you would willingly pay for the company today. Post this list in a convenient place and check it periodically.

The obvious advantage to warehousing stocks is that it forces you to be vigilant. Before buying, you must determine a reasonable value of the company, which means studying the enterprise. Putting some time into the valuation proves will greatly decrease your chance of buying prematurely. Buying companies in this manner also allows you to build the portfolio you really want and prevents you from adding undesirable stocks simply because you have idle money. In addition, the method harnesses your impatience and – most important- ensures top performance because you will be overpay for any company.

You should update your checklist periodically to make sure your target prices are reasonable. If a company’s growth prospects dwindle, the original buying price you set may be too high. Conversely, if the company’s fundamentals improve, the stock may not retreat to your buying level again. In such cases, you must reappraise the company to determine whether it is truly worth a higher share price.

The point is, when you don’t have to invest, don’t feel you should invest. Once you attain confidence in your own stock picking, you’ll naturally make fewer and fewer buy-and-sell decisions. Being a successful investor gives you the same luxury as having a 20-game lead over the second place team in September. You can rest the bat on your shoulder and take strikes indefinitely because it won’t change the outcome of the season.

PUT YOUR FAVORITE STOCKS IN INVENTORY.

More Than an Oracle – The Employee Engagement Practices of Warren Buffett

Warren Buffett is in the news these days after publicly expressing his confidence in the future of American corporations and recently investing $8 Billion Dollars to purchase interests in GE and Goldman Sachs. With the recent stock market turmoil, many look to the world’s wealthiest man for guidance, and rightly so. Buffett is widely recognized as an exceptional judge of corporate value. “The Oracle of Omaha,” as he is known, is arguably the most successful investor in history. Corporate leaders regularly make the trek to Omaha, Nebraska, seeking his wisdom. With so much attention on Buffett’s investment acumen, it’s easy to overlook another talent: motivating people. It’s one of a host of reasons his investments tend to outperform the market.

The talented managers who run Buffett’s companies remain with him because he keeps them engaged in their jobs. In Buffett’s own words, “Charlie [Charlie Munger, Buffett’s longtime business partner] and I mainly attend to capital allocation and the care and feeding of our key managers . . . Most of our managers are independently wealthy and it’s up to us to create a climate that encourages them to choose working with Berkshire over golfing or fishing.”

A closer look at Buffett shows, at least in part, how he does it.

He imparts an inspiring identity to members of the Berkshire Hathaway family. The vision he constantly communicates is that Berkshire companies are well managed and have great people. It’s not unusual to hear him tell employees to “just keep on doing what you’re doing . . . we’re never going to tell a .400 hitter to change his batting stance.” Who wouldn’t be flattered to be praised by Buffett?

Buffett shows that he values people in several ways. He is trusting and forgiving. By investing for long periods in the companies he owns, Buffett indicates that he trusts his managers. He delegates decision-making authority, in his own words, “to the point of abdication.” And when a manager makes an honest mistake, he keeps it in perspective. One manager who informed Buffett that his business had to write off $350 million was stunned when Buffett told him, “We all make mistakes . . . if you didn’t make mistakes, you can’t make decisions …You can’t dwell on them.”

Buffett models civility and respect for others. His secretary has said she hasn’t seen him mad once in the nine years she has worked for him. The one time I met Buffett at a meeting in New York City, he patiently waited around to speak with everyone who wanted to meet him. He was attentive and focused on them, never projecting the slightest hint of self-importance.

He is confident, yet humble. Buffett knows he’s very good at what he does, and he projects an easy confidence rather than superiority or arrogance. He credits his managers for his success, remains plain spoken, works in a modest office, lives in a modest house, and proclaims thrift as a virtue (the vanity plate on his former car read “Thrifty”).

Compare Warren Buffett to Donald Trump, for example. It’s hard to imagine Buffett prominently displaying his name all over everything he owns or relishing in telling someone “you’re fired.” Instead of everything being all about him, Buffett insists it’s all about others. He appears to be guided by the Golden Rule rather than Machiavelli’s The Prince.

Given the way Buffett treats people, it should come as no surprise that some private company owners report turning down more lucrative offers to join the Berkshire family. It is telling that no manager who sold a company to Buffett has ever left for a competitor, and several continue to work well into their eighties. Put simply, “people want to work for him,” proclaimed another satisfied manager, Rich Santulli, head of NetJets.

Buffett promotes communication by being approachable and candid. At the annual meeting he hosts in Omaha for Berkshire shareholders, Buffett and Charlie Munger sit on a platform, listening to shareholder opinions and answering questions for hours on end. In dealing with his managers he follows the data they provide him in periodic reports and makes himself available if they want to talk. Buffett writes and speaks with candor, even pointing out mistakes he made and what he learned from them.

Warren Buffett’s ways make the managers of Berkshire Hathaway feel proud to be affiliated with the company, feel valued as human beings and feel they can communicate openly and honestly with Buffett. These feelings (or emotions) make people want to give their best effort in their work and make them more energetic, optimistic, trusting and cooperative. Warren Buffett’s behavior reflects common sense and yet studies have shown that such behaviors are uncommon in practice among those with power in organizations. It is yet another reason why Buffett deserves to be called the Oracle of Omaha.

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