This is from 1988, the beginning of the final leg of the Japanese bubble. Reminder that you can always find bull and bear arguments and rationalize what's going on.
News was good
Flows were good (money on the sidelines..)
What about valuation?
Actually, it's not as a bad as portrayed by bears because, wait for it, accounting is distorted
Look at cash flow, not earnings. It's not at "lunatic levels." But still 2x the US
Valuations may be high, but have you heard about the low interest rates?
The man who translated Ben Graham into Japanese thought "Western methods of valuation" were "wholly inappropriate."
Instead, look for potential for improvement (not a bad idea per se)
What about those crazy valuations? Portrayed as one-off, "when strong flows meet low float"
But also: banks went up 10x?
Mentioned in passing: government already pushing back on the massive real estate bubble
"They" were active during the 1987 crash. And "they" were interested in preventing losses.
Wild: they allowed some funds and companies to report stocks at cost or remove losers from reporting in an effort to bolster confidence
"What to buy in the Tokyo market" (aka what to buy in a bubble)
Forget value, look for excitement.
"Japanese like stocks with a story"
Also: indirect plays on real estate. Buy steel company for the land.
"Those foreigners are notoriously fans of low P/E"😂
For a write-up of the Japanese bubble check out @CapitalVoss
In 1987, Fortune found only four tech billionaires: Bill Gates, David Packard, Bill Hewlett, and Ross Perot. Gates was the only one still running his business!
Olsen of Digital Equipment would have been another but he sold 77% of his stock for $70k in the 50s (worth $5bn by 87).
Gates: "The company is a high-tech stock, and high tech stocks are volatile. The price is not a reflection of the contribution we're making."
Ben Rosen, VC who invested in Lotus and Compaq:
"It seems like the three companies grew very rapidly, but they really didn't at first. Hewlett and Packard, and Gates didn't have to sell their shares to raise capital, so they wound up owning a lot of their companies."
Bank One was being hit by the recession and loan losses were exploding.
"I was slow waking up to the problems" Dimon admitted.
"They said we'd peak losing 70 basis points. History told me it would be around 100," says Dimon. "The losses hit 180!" money.cnn.com/magazines/fort…
In his annual letter, Dimon starts with the bad news:
"Bank One had an extremely difficult year in 2000. We lost $511 million. ... These results are absolutely un acceptable — to you and to Bank One’s management."
Charlie Munger once sent a letter to Robert Cialdini with a single share of $BRKA
“Warren and I have read your books. We’ve made hundreds of millions of dollars. This is our way of saying thanks.”
Cialdini kept the share and is an avid reader of Buffett's shareholder letters.
"Every year, Warren establishes his credibility ... he mentioned something that went wrong that year. And then he says of course we learned from that, we will never do that again, and he moves on to of the strengths of the year all the things that went right"
"He establishes his truthfulness which makes me believe in what went right to truly process it deeply and believe it fully because he first was willing to tell me what went wrong. I now believe the next thing he said."
"My vision of the business is always to have a large one. When I had two stores, ten stores seemed like a lot. I'd like to believe that trees can grow to the sky. None have yet, but that doesn't mean it's impossible."
Lazard's Felix Rohatyn: "One of the most driven men I know."
Competitor: "Greatest merchandising talent in America."
Quit law school to join the family store in Columbus. Wanted to focus on bestselling merchandise - sportswear. Father: "You'll never be a merchant."
Opened first store in '63 with limited selection: Limited
1976: 100 stores
1985: 577
"The necessity to be continuously on the verge of some great new idea sows an endemic hurriedness that can be seen on people’s faces and heard in their voices.
This struck me as unhealthy for decision making (and perhaps even unhealthy, period)."
"I think of highest quality companies as a class of their own: the 99th percentile is not 10% better than the 90th percentile but 10x better. Linear thinking and analysis—though important in building a full understanding—are insufficient for revealing superlative quality."