1/x In 2019, we covered a lot of ground in our posts. We tackled position sizing, introduced a diagram illustrating our investment philosophy, reported on our trip to China, and more. You can explore posts from earlier years in the retweeted threads below.
2/x We started the year talking about "hyperbolic discounting", a "$5 phrase" that explains a lot about investor behavior. intrinsicinvesting.com/2019/01/02/tak…
3/x We sent Arif on a research trip to Italy to have the Ferrari experience first hand. What he came back with was the realization that their business model is best understood as a global "club". intrinsicinvesting.com/2019/01/10/joi…
4/x We wrote about the myth of the "Uber for X" framing of startups. This post offers some useful context for thinking about $ABNB today. intrinsicinvesting.com/2019/01/25/the…
5/x We wrote a multipart series, including a case study of an investment gone wrong, looking at why low growth companies present unexpectedly large risks to investors. intrinsicinvesting.com/2019/02/22/the…
6/x And another multipart series on position sizing, a topic we think investors do not pay nearly enough attention to. intrinsicinvesting.com/2019/04/22/how…
7/x We looked at corporate culture and its role in competitive moat analysis, concluding that the erosion of moats often begins inside the company rather than from a competitive assault. intrinsicinvesting.com/2019/06/17/moa…
8/x As Disney Plus launched and the market was deeply skeptical of Netflix's ability to protect their subscriber base, we explained why they'd be just fine. intrinsicinvesting.com/2019/09/05/the…
9/x We released a diagram illustrating our investment philosophy. For us, these are the key points we look for in any investment. intrinsicinvesting.com/2019/09/18/dia…
10/x And as 2019 came to a close, before we knew a pandemic would sweep the world, we traveled to China as part of a long term effort to increase our circle of competence. intrinsicinvesting.com/2019/10/23/ens…
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1/x We recently got a request from new reader @NMPCap to tweet some of our top blog posts from the past. Honestly, nobody was reading our blog back in 2016! So here's some of our early posts you may have missed.
The big inflection in video game end markets is first generation of people who grew up as gamers are now parents. So the whole family games and it is no longer seen as a “vice” for young kids.
If you were born in 1980 you were 5 when Super Mario came out. But 1990 was peak birth year for Millennial Generation. So we have a decade of rising number of gamer-parents ahead of us.
1.1/x On value creation & dynamic capital allocation, @thirdpoint’s Daniel Loeb sent an insightful letter to $DIS prodding management to double down on its Disney+ direct to consumer (DTC) streaming business bit.ly/35LbUWe
2.2/x He argues $DIS should permanently stop dividends & reinvest cash into accelerated content creation & make Disney+ 1st landing site for all $DIS content instead of 2nd after box office, potentially forgoing $B’s in lost box office revenue (moot for now)
3.3/x Making Disney+ first drop for new franchise blockbuster content would fuel subscriber growth to scale into $NFLX league of 100MM’s of subscribers quickly, while bringing accelerated content velocity would keep them engaged, lowering churn
There are two CEO archetypes: Visionaries and Optimizers. Both types can create substantial value for shareholders, but require different evaluation tools.
Here’s how we think about it: 1/15
A Visionary is best described as a rule breaker. They are ideally suited for situations in which there is no blueprint for success. They are creating opportunities where none existed. 2/ intrinsicinvesting.com/2018/09/18/see…
Precisely because their approach is unconventional, Visionary personalities and management styles tend to look weird or are off-putting to most observers. V-led companies often have a unique, insular, and quirky culture. 3/ intrinsicinvesting.com/2018/05/04/cor…
1/ Why Value & Growth is no longer just about valuation.
The nature of business is not static. While core principals are often timeless, the underlying dynamics can change dramatically over time. Case in point, this is one of the most important charts in investing.
2/ Because GAAP accounting treats corporate investment in tangible assets differently than intangible assets, this shift changes what is deemed “earnings” and thus the meaning of many valuation measures.
3/ The market gets this and has assigned less and less relevance to accounting earnings over time.
This is the classic Christensen cultural/financial issue incumbents have in adapting to disruption... 2/x bloom.bg/36aKtHk
In contrast to Viacom+most incumbents, @Netflix’s culture enabled it to accept the pain of -75% decline in its stock price in 2011 to transition effectively from legacy DVD by mail… after winning rental battle with Blockbuster 3/x