Buffett’s View of Catastrophic Risk: Mid-Continent Analysis Back to work………..
A Reader Asks about Buffett’s Analysis of Mid-Continental Tabulating Company
A reader asks an intelligent question on the Mid-Continent Tabulating Company case study found here at:
Reader: I’ve read this case study several times before, but I am not sure I fully grasp Schroeder’s point. I would like to compare notes with you.
Schroeder identifies 3 key steps in WEB’s investment process:
- The first filter is catastrophic risk
- The second is identification of the 1-2 factors that will determine the success of the investment
- The third is whether the company can hit his hurdle rate, 15% on $2M of sales.
Do you agree with me thus far? John Chew: Yes.
Reader: If so, step #1 makes perfect sense.
John Chew: Buffett, instead of looking at the attractiveness of the investment and then asking what could go wrong, begins with catastrophic risk as his first filter. Buffett initially saw start-up risk so he immediately passed.
Reader: I don’t fully understand step #2. Are we to assume that this company had a big cost advantage over its competitors? And WEB identified this cost advantage as the biggest factor in determining the success or failure of his investment? Why would this company have a big cost advantage? Presumably all market entrants are using the same Carroll Press. Was it the lower shipping costs because they were located in the Midwest and only serving customers in that region? If so, why didn’t WEB identify pricing power as the key factor? Wasn’t WEB concerned that other would see their 100% ROIC and rush into the business? What were the barriers to entry?
John Chew: I believe the company had regional economies of scale within a specific geographic region thus their cost structure including speed of service could be lower than other producers outside their area. Of course, high profit margins attract competition like bears on honey. Perhaps entrants would not see enough of a market to bother going into the mid-West or the cost to take market share was too onerous. We don’t have enough information like market share within the region or costs for shipping, but I am taking Schroeder’s words on faith. I presume from the fact that IBM had to divest the business and that the market may not have been large, these entrepreneurs had sizeable market share within their region. Thus, potential entrants may have seen taking market share away as too costly.
Reader: I’m also confused about #3. I think she is saying that he flips around a conventional DCF and looks at yield. This is not novel as WEB has talked many times about the “equity bond” concept. But why 15% on $2M of sales? Where does the $2M come from? Does WEB think that if this start-up can get to $2M in sales it has “made it?” That is, it has reached a comfortable level of substantiality? Beyond this why is he concerned with 15% net income on $2M of sales? I would think he would be more concerned with a 15% ROIC.
John Chew: I believe Ms. Schroeder says that with the business’ 70% historical growth rate and 36% to 40% net profit, Buffett could receive 15% or better return on his capital with a considerable margin of safety because net profit margins were more than double his targeted return and sales would reach $2 million within 18 months of his investment at a 70% annual compounded growth rate if current trends continue. I, on the other hand, would be concerned about reaching market saturation quickly–so the growth rate could be very rapid then decline even faster as the regional market is filled.
In addition, Buffett wouldn’t have to worry about what management would do with the excess cash flow since the business was self-financing and any excess cash could presumably be paid out to him.
Reader: Am I over thinking this and the key lesson learned is simply that WEB doesn’t model future earnings?
John Chew: Yes. Buffett doesn’t do DCFs or project future earnings. He looks at the history of the business and sees whether he has enough of a margin of safety in terms of returns on capital and competitive advantage to exceed his 15% hurdle rate. Here he had huge growth and profits margins–enough to drive a truck through–that his margin of error was great. Once the catastrophic risk was eliminated (a start-up competing against IBM), he saw how profitable this investment was.
Buffett invested $60,000 at the time–20% of his net worth–for 16% of the company. If Mid-Continental just continued to its 70% growth at 36% to 40% net profit margins, then his investment would be worth approximately $98,000 within a year for a 64% annual return ((($1 million x 1.70%) x 36% profit margin)) x 16% ownership share). He looked at historical data and he had this generic return that he wants on everything. It was a very easy decision for him. He relied totally on historical figures with no projections.
If you would like to ask Alice Shroeder to clarify further go here: http://www.aliceschroeder.com/ and ask.
Thanks for your questions.
Excerpt on Mid-Continent Tabulating Company
So when Wayne Ace and Warren Cleary who were two friends of Warren’s saw that IBM was going to have to divest in this business, and they thought, “We are going to buy a Carroll Press which was a press that makes these cards. And we are going to compete with IBM because we are based in the Mid West, we can ship faster. We can provide better service. And they went to Warren and they said, “Should we invest in this company and would you come in with us? And Warren said, “No.”
Well, why did he say no? He didn’t say no because it was a technology company. He said no because he went through the first step in his investing process. This is where I think what he does is very automatic but it isn’t well understood. He acted like a horse handicapper. The first stop in Warren’s investing process is always to say, “What are the odds that this business could be subject to any type of catastrophe risk—that could make it (the business) fail? And if there is any chance that any significant part of his capital would be subject to catastrophe risk, he just stops thinking. NO. He just won’t go there.
It is backwards the way most people think because most people find an interesting idea and figure out the math, they look at the financials, they do a project and then at the end, the ask, “What could go wrong?”
Warren starts with what could go wrong and here he thought that a start-up business competing with IBM can fail. Nope, pass, sorry. And he didn’t think anymore about it. But Wayne and Cleary went ahead anyway and within a year they were printing 35 million tab cards a month. At that point, they