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The Conservative Income Investor | Aside from the usual recommendations to own companies with dominant market positions, strong balance sheets, and high earnings growth, what is something that investors should keep in mind over the next 20+ years of investing that maybe didn't matter as much in the past? My view is that investors should be taking to heart the 1970s recommendations of Peter Drucker who predicted that one of the endings of perpetual technological development is that friction will cease to exist between the original source of a product and the consumer. This means that you should be wary about investing in companies that act as middlemen. Take something like Dick's Sporting Goods (DKS). It's a $5.3 billion company that is divided into 114 million pieces that trade at $47 per share each. It earns a profit of $350 million, or $3.07 per share. The valuation of 15x earnings is pretty low for a company that has ten-year top-line growth of 11.5%, ten-year earnings per share growth of 16.5%, and a valuation of 19-23x earnings during that time. Since the $3 per share IPO in October 2002, the stock has grown a $10,000 investment into $151,000 in just fourteen years. That is especially impressive when you consider that the current valuation of the stock is competitive with the recession-level P/E ratio level and is otherwise the cheapest opportunity to buy Dick's Sporting Goods since the IPO. Yet, when I study Dick's Sporting Goods, there is a limitation on the type of way it should be considered. It's not something like General Electric, Coca-Cola, Colgate-Palmolive, Nestle, or Brown Forman where you can buy the shares, and then set it and collect the dividends for the rest of your life knowing with a high probability that something will be there decades from now. There will come an expiration date for the company because the original source goods--the Nike and Under Armour products that get customers through the door--are now beginning to contact customers directly without the need for a vendor middleman like Dick's Sporting Goods to act as an intermediary to connect Nike shoes and golf clubs to the consumer. At first, I noticed that Nike and Under Armour were beginning to sell their own products directly to consumers online. That was something that would compete with Dick's Sporting Goods, but not necessarily in a mutually exclusive way--it is conceivable to think of a world where Nike and Under Armour's online sales grow while Dick's Sporting Goods also earns a tidy growing profit selling those goods to customers as well. That's because shoes, jackets, shirts, pants, and so on are the type of good you like to see firsthand and get a feel for--it's distinguishable from buying a book on Amazon because there is a certain in-person customization that enough customers will require. But what has bothered me, from the perspective of someone studying the business model at Dick's Sporting Goods, is that Nike and Under Armour have successfully opened their open stores that sell their products directly to consumers. If there is a pair of Nike shoes that you want, why not just go to Nike instead of an intermediary that will have to raise the price enough to own their own keep as well? The coherence of the intermediary's business model takes on a substantial impairment when the end products that a customer desires can be purchased through the end company itself. There are three reasons why a business earns a profit over the long term. You may buy something because it is cheap, you may buy something because it is convenient, and you may buy something because you want the specific product itself. An example of the first category is airlines--unless you belong to a frequent flyer program, you will choose which airline to travel based on price. If Delta tickets cost $139, and Southwest tickets cost $129, you're going to choose Southwest unless there is some other externality weighing on your decision--e.g. maybe you had a bad experience flying Southwest before, maybe the Delta routes are more timely, etc. Absent an intervening externality, price wins out. Convenience is the second moat, and this is the weakest of them all. You might frequent a grocery store because it's by your house--you wouldn't actively choose it based on price, and you don't seek out the grocery store for it's own sake, but it's only a five minute drive away so you go there anyway. And the third type of business is the strongest--when you want the specific product itself. You don't just want shoes--you want Nike shoes. You don't just want soda--you want something sold through Coca-Cola, Pepsi, or Dr. Pepper. You don't just want acetaminophen--you want Johnson & Johnson's Tylenol. Using our Dick's Sporting Goods example, you can see that the profits are built on convenience. People don't want Nike shoes because they bought them at Dick's Sporting Goods; they buy them at Dick's Sporting Goods because that is the most convenient way to get Nike shoes with the immediate knowledge that they fit. This is the type of business model that is the most vulnerable to disruption. It doesn't mean that you shouldn't buy Dick's Sporting Goods--the current price around $47 per share does offer some protection, but it's the kind of company that you may not want to hold beyond five years. A quick 40% pop, or the spotting of a branded company with a similar valuation to Dick's, is enough justification to get out of the company because firms built on convenience exclusively are not inherently meant to be lifetime holdings. This observation usually leads to a follow-up like: So what do you do if you own Wal-Mart stock? There are three things that Wal-Mart has going for it that might distinguish from an investment in a firm like Dick's Sporting Goods. It sells products that don't face competition from the branded source; it has the additional benefit of cost advantages in addition to convenience advantages; and the firm is 50% owned by the Walton family which reduces the inherent conflict of self-interests that exists in a corporation where there is a disunity between management and shareholders. Although Wal-Mart faces convenient and price competition from Amazon, and in some instances, Aldi and Kroger, it still offers enough of a price advantage on a decent number of offerings that it may be the preferred choice of customers not only because it is close by but also because you want to see the oranges and bananas before you buy them and there's probably not a better price if you look elsewhere either. The Wal-Mart business model isn't just built on convenience; it's built on the mixture of cost and convenience. Also, anytime you buy stock in a company, you also face the disadvantage of not fully knowing what's going on inside the company. When you buy a few hundred or a few thousand shares of a billion-dollar corporation, you can't quite measure the management team's survivalist instinct and know the specifics of how that instinct (if it exists) translates into a sound strategy that will serve shareholders well. With the Walton family collectively owning over $100 billion of the company's $214 billion in market value, you can strongly presume that the survivalist instinct exists at the management level (because the Walton family's control of the board permits them to choose officers) so the only unknown is whether the survivalist instinct translates into a strategy that permits shareholders to prosper. It's one set of unknowns instead of a double set of unknowns. The most straightforward way to solve this problem--recognizing that Wal-Mart has a strong cost and convenience advantage but unsure whether it is built to withstand the decades--is to take your Wal-Mart dividends if Wal-Mart is a meaningful position you hold and then invest them in companies that more clearly have generational-holding characteristics. If the Wal-Mart business model is only meant to grow earnings for 23 more years, well, you get at least 92 dividend payments to mitigate that final outcome. But if you're trying to figure out what should be your investing north star for the next two decades, and have concerns about the rate of disruption brought about by technological change, then you should focus on companies where people seek it out to specifically acquire the products that they sell. Strong brands should be your first priority, and can easily fill two thirds of a portfolio. Then, you focus on the low-cost producers in an industry that have some type of cost advantage--companies with the GEICO, Wells Fargo, U.S. Bancorp, Exxon business model. That can take up anywhere from 10% to 30% of your selections. And lastly, you should aim to keep less than 10% of your wealth that is earmarked for long-term business ownership towards those companies that are exclusively about convenience. Those are the businesses most susceptible to shareholder wipeout, and therefore, should be a disfavored investment category.
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Wendy Given With a production of vivid, uncanny contemporary photography, drawing, sculpture and installation, my practice stems from a profound interest guided by nature, history, folklore, myth and magic—magic as a term meant to conjure the notion of the interconnectedness of all life forces. My work also possesses a keen sensibility in observing, documenting and seamlessly merging the natural with the otherworldly. Nature is prescribed as a foundation of power, verity and mystery in the work—both intelligible and arcane. I give significant credence to the animal kingdom, minerals, plants, earth, water and sky—the known (the familiar), the unknown and the essential. These ancient and sentient entities carry innate unspoken cues that continue to inform pivotal roles within modern life and art. My work is not fantasy pastiche merely referencing antiquated belief systems and iconographies, nor is it basic field documentation. I am constructing a current and substantial visual mode in order to reveal the ironies implicit in desiring a life within society where one can continue to be ruled by the unexplainable and retain a deep, unmoving respect and awe of nature and our environment. I purvey highly crafted images and objects that resonate in the dark, unstable ground between consciousness and collective memory. While my subject matter dwells on primeval belief systems, the resulting constructions and installations are distinctively contemporary—reflective of modern culture’s mode of assimilating and processing myth. Upon careful observation, the images and sculptures I construct are overtly multifaceted, providing a lively host for the engagement of lush, multilayered narratives. Most importantly, my visual craft conveys an intense yearning to honor and utilize our inherent awareness—to regain unspoken understanding and to be conscientious of the fact that we are all, and always will be (as humans), integral to and dependent on the natural world.
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DW Studio Ltd - High-end CGI video and stills to promote high-end products and brands. DW Studio is a creative CGI visualisation company based in the UK. We provide high-end CGI videos and stills to promote high-end products and brands across the globe. Effective communication and design is at the core of everything we produce. Coupled with our technical knowledge, we love to challenge the creative boundaries to achieve unique solutions, elevating our client’s products and services above the competition. We are very proud of our existing international client base and are keen to continue working with new and exciting companies that share our enthusiasm for quality and effective marketing. We are passionate about working closely and directly with our clients and we are renowned for delivering effective solutions on-time and within budget. Our substantial in-house render facility allows us to offer these high-end solutions for all types of projects, from high-resolution stills to long-format product demonstration videos.
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Trusted Company For Production Fulfilment | PT Yakin Maju Sentosa PT. Yakin Maju Sentosa is a leading industrial distribution company in Indonesia that provides engineering solutions to a substantial client base in the automotive, aerospace, marine and general production industries
Home 於1970年馬榮駒先生加入第一品牌“萬寶路”煙草公司為市場營銷員。其後為配合煙草公司業務發展策略，馬先生於80年代初開始參與公司新開發之戶外廣告業務。在短短數年間，從零開始，馬先生為公司建立起一個超過三百個廣告位的網絡。這出色的成績吸引了戶外廣告先鋒麥兆棠博士的注意和垂青，在1993年麥博士邀請馬先生加入權威集團。不足十年間，權威公司已迅速發展成為香港戶外廣告業界表表者。 在權威集團工作期間，馬先生多番深入參與各項接觸法團、商界、政府官員和個別獨立業戶活動。他帶領公司團隊與政府相關部門交往，例如政府產業署、海洋公園、迪士尼樂園、香港旅發局、醫管局和房屋署（現由領匯管理）；更多為私營發展商方面包括新鴻基、恆基、長江集團、信和地產、天星小輪、新世界第一渡輪、三號幹線。至於管業公司則有第一太平、康業、佳定、置邦和地鐵等等。 不僅負責對外事務，馬先生是拓展、市場、製作、甚至構建廣告牌決策者，他對於戶外廣告行業的認知是全面和豐富的，他有敏銳觸覺，特別是發掘有潛質廣告位。事實證明多次有業戶採納他的構建廣告牌建議而獲得巨大穩定收益。 麥博士於2013年辭世，一年後，馬先生決定與舊日權威伙伴劉志賢先生合創貝思高廣告有限公司。貝思高專注戶外廣告業務，並為客戶提供一站式服務。在經歷了多達20多年工作經驗，馬先生已累積相當龐大數量廣告位與客戶選用，不單限於香港，境外特別是大量澳門廣告位，必定能滿足客戶需求。在擁有全方位資源優勢下，馬先生對未來能夠提供良好滿意服務予客戶充滿信心及期待！ William first started with sales and marketing business in a tobacco company with No. 1 brand “Marlboro” in year 1970. To cope with marketing strategy, he began to involve in new business development - outdoor advertising in early 80’. Only in several years, William had built up a network of advertising station from zero to more than three hundred for his working company. This remarkable result had attracted the attention of Dr. Mak Siu Tong, the one at the end of the day being recognized as pioneer of Hong Kong outdoor advertising business. William was invited by Dr. Mak to join Convey Group in 1993. Within a decade Convey had already developed to become one of the leading local outdoor advertising companies. During his service in Convey, William had deeply involved in participation in all sorts of activities with Incorporated Owners, Commercial Groups, Government Officials and independent landlords as well. William was the leader of the group to handle with Government Department such as Government Property Agency, Ocean Park, HK Tourism Board, Hospital Authority and Housing Authority (now markets by Link). There were much more in private sector such as SHK, Henderson Property, Cheung Kong Group, Sino Property, Star Ferry, New World First Ferry, Route 3, and for those management offices such as First Pacific Savills, Hong Yip, ISS Eastpoint and MTR, …. etc. Not only dealing with external, William was the decision maker for sourcing, marketing, production and even construction of structural frame. His knowledge of outdoor advertising business is comprehensive and profound. He has a sensitive awareness to those potential locations and on many occasions acquired substantial steady income to landlord by adopting his proposition for erection of advertising structure. One year after Dr. Mak passed away in 2013, William determined to have his own company and with C Y Lau set up Bestco, a company focuses on outdoor advertising activities and provides one stop service for all customers. Over 20 years’ lengthy experience, William had accumulated a very substantial number of advertising location ready for serving clients, not only in Hong Kong but also outside Hong Kong especially in Macau. With this all-round source, William is having full confidence to serve clients well and satisfaction in the forthcoming future.
BTLG|Maryland Business Lawyers|Trial Attorneys|Litigation, Contracts, Collections, Employment, Intellectual Property, Software, Technology, Government Contracts, Real Estate, Corporate Law BTLG is a full-service Maryland business law firm. Business & Technology Law Group business lawyers provide experienced representation to businesses and entrepreneurs from local small business to international firms with local needs
Campden Research Campden Research's proprietary research projects provides valuable data and insightful analysis on topics of strategic significance & operates at the forefront of innovation for substantial financial and business-owning families.
Süp | Soup • Salad • Sandwiches A scrumptious eatery on Virginia St in the heart of Midtown Reno. Join us inside or on our beautiful outdoor patio. Expect delicious soup served alongside substantial salads and sandwiches.
Ettro Capital Management | Real Estate | Portland, Oregon Ettro Capital Management is a strategic real estate firm located in Portland, OR, and have a unique approach to real estate investment. Learn more about our services today.
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Lou Sio Fong Lawyers and Associates Lou Sio Fong Lawyers & Associates is a law firm established by a Macau local Chinese lawyer. Our partners and lawyers with Macau and Portuguese legal knowledge and substantial practical experience are all graduated from reputable law faculties and universities.
Nili Capital Partners | Home Empowering Small Companies to Grow, Globally We are a Private Equity firm committed to strengthening lower middle market companies through cross border consolidation. Our focus is on helping profitable companies with $10-$25 million in revenue grow organically and through add-on acquisitions in the US, Israel and Europ
Hull Counselling and Psychotherapy - Counselling Hull Hull counselling and psychotherapy offers counselling in Hull. I am a humanistic counsellor and psychotherapist in Hull with over 25 years experience.
Los Angeles Accident & Injury Attorneys | Custodio & Dubey LLP The partners and associates at Custodio & Dubey LLP have an unparalleled track record of success and have recovered substantial compensation for their clients’ personal injury and car accident cases in Los Angeles.
Compass Partnership - Management Consultants We are a group of management consultants committed to making a significant impact on the management and governance of civil society organisations and their funders.We aim to make a substantial and sustainable improvement in the performance of these organisations.
THE OFFICIAL WEBSITE of ELIZABETH DURACK · australian artist · 1915-2000 The Official Archival Website for Australian Artist ELIZABETH DURACK (1915-2000). The art of Elizabeth Durack is an integral part of Australia’s cultural heritage — part of our ''blood’s country''. Long before it became acceptable or even fashionable her art challenged our perceptions of our land and its people... Elizabeth was the third of six children born to Michael Patrick Durack and Bess Ida Muriel (b. Johnstone); and a granddaughter of the pioneer Irishman Patrick (Patsy) Durack, a figure immortalised by Mary Durack in the Australian classic Kings in Grass Castles. Durack''s art evolved from simple line drawings, through lyrical watercolours, part-abstract and metaphorical works, to the transcendent Eddie Burrup series of her last creative phase. A substantial body of writing complements the visual works.
Home Michael Grudecki is a successful Marketing and Sales strategist with a proven ability to grow revenues and market share for companies of varying sizes within multiple industries. This Corporate Executive is known for his ability to position organizations and products for substantial growth. Michael has a proven track record of strategic positioning, creative conceptualization and motivational leadership combined with an innate ability to build and maintain strong client relationships.