<?xml version="1.0" encoding="utf-8"?>
<?xml-stylesheet href="/xsl/rss.xsl" type="text/xsl" media="screen"?>
<rss version="2.0" 
	xmlns:content="http://purl.org/rss/1.0/modules/content/"
	xmlns:wfw="http://wellformedweb.org/CommentAPI/"
	xmlns:dc="http://purl.org/dc/elements/1.1/"
	>

	<channel>
		<title>洋洋</title>
		<link>http://frank88.blog.sohu.com/</link>
		<description><![CDATA[茶杯里的财经]]></description>
		<pubDate>Fri, 4 Jul 2008 18:41:29 +0800</pubDate>
		<generator>搜狐博客</generator>
		<image>
			<title>http://blog.sohu.com</title>
			<url>http://js.pp.sohu.com/ppp/blog/images/common/logo_150_60.gif</url>
			<link>http://blog.sohu.com/</link>
			<width>100</width>
			<height>43</height>
			<description>搜狐博客</description>
		</image>
		<item>
			<title>中国散户缺什么？</title>
			<link>http://frank88.blog.sohu.com/93683784.html</link>
			<comments>http://frank88.blog.sohu.com/93683784.html#comment</comments>
			<dc:creator>洋洋</dc:creator>
			<pubDate>Fri, 4 Jul 2008 18:41:29 +0800</pubDate>
			<category>财经随笔</category>
			<guid>http://frank88.blog.sohu.com/93683784.html</guid>
			<description><![CDATA[<p><font color="#000000" size="4">从06年至今借用搜狐这个平台开博已经两年了，最初我只是想借用这个平台发一些&ldquo;非主流&rdquo;的东西，同时与家人和朋友分享一些投资的观点和看法。其间恰逢A股大牛，接着今年又遇大熊，在大喜和大悲之间，我的博文也在不知不觉中&ldquo;随行就市&rdquo;了。这多少偏离了我开博的初衷，当初开博只是想写一些轻松的类似于&ldquo;茶杯里的财经&rdquo;，但随着读者群的扩大，在与散户投资者的互动中我强烈感受到了他们对投资资讯极度的渴望和巨大的需求。这也让我意识到中国的散户缺什么或需要什么。</font></p>
<p><font color="#000000" size="4"><strong>缺乏有效的、专业的投资资讯</strong></font></p>
<p><font color="#000000" size="4">在与博友的互动中，我发现很多投资者已经越来越理性，而且开始认同价值投资的理念。这些投资者已经不满足于一些浅层次的&ldquo;消息&rdquo;和由非专业人士作的&ldquo;个股评论和专业分析&rdquo;。他们需要有效的、专业的、有一定深度的投资资讯。在经过十多年股票市场的打磨后，一些早悟的中小投资者慢慢意识到靠&ldquo;听消息，看图表&rdquo;并不能让他们做出正确的投资判断。在投资者日益趋于成熟和理性的进程中，他们需要更专业和理性的投资资讯，以利于做出独立的、理性的投资决策。</font></p>
<p><font color="#000000" size="4"><strong>传统的和新兴的财经媒体的现状</strong></font></p>
<p><font color="#000000" size="4">但遗憾的是，无论是传统的或新兴的媒体都很难对中小投资者提供专业的和有效的投资资讯。现在充斥于市场上的大多是一些&ldquo;消息类的行货&rdquo;，而且是千人一面。缺乏独立的有深度的财经分析和报道。在投资资讯的供给者(suppliers)方面，传统媒体还是扮演了&ldquo;主流&rdquo;，如：电视的财经节目和财经杂志。这些传统的媒体影响力虽然很大，但能真正为投资者提供有效财经资讯的节目并不多。现在电视媒体提供的一些财经节目，或流于&ldquo;娱乐化&rdquo;，或流于&ldquo;业余化（或简单化）&rdquo;。&ldquo;娱乐化&rdquo;表现在，弄了一大帮财经大腕（包括国内外的），然后由一个&ldquo;专业的主持人（业余的财经人）&rdquo;，提一大堆简单的，娱乐化的，有时甚至是弱智的问题，让这些财经大腕们回答。这些节目的资讯且不说&ldquo;专业或有效&rdquo;，有时看得你着急得直起鸡皮疙瘩。我们缺少像凤凰台的曾子墨那样的财经访谈节目，既由有财经专业背景的主持人，向专业财经人士，提专业的问题。如：曾子墨对樊纲、谢国忠、胡祖六的访谈就颇具专业水准和可看性。一些电视媒体的证券节目更是惨不忍睹，既缺乏专业的谨慎，又缺乏媒体的职业道德。所以我常劝一些投资者千万不要看电视证券节目买卖股票。</font></p>
<p><font color="#000000" size="4">现在有一些财经的刊物办得还不错，有一些较为严谨的、专业的、独立的和有深度的财经报道。即使这样，大部分的财经资讯还是太过空泛和政治化解读。对宏观面和政策面的解读过多；而对单个企业竞争力和财务面的微观分析太少。大而空的&ldquo;政治经济&rdquo;评论员太多；而踏踏实实用数据说话的微观分析师太少。当今的中国媒体十分缺乏像香港《信报》那样具有影响力的财经媒体，同时更缺乏像林行止那样既具有良好财经背景，又具有国际视野的大写手；和像曹仁超那样理论与实践具备的股评家。财经刊物能提供给中小投资者的有效资讯业十分有限。</font></p>
<p><font color="#000000" size="4">现在的新兴媒体&mdash;&mdash;门户及财经网站，渐渐显露出超越传统媒体的，代表未来发展趋势的一些特性：如即时性；互动性。我相信，未来最有可能为中小投资者提供有效资讯的一定是基于网络的财经和投资的资讯平台。但，现在还没有。现在无论是门户网站的财经版或专门的财经门户或投资理财网站，基本都是由IT人或媒体人创办的，由于这些创办人专业背景的局限性，他们提供的投资和财经资讯与传统媒体并没有大的区别。每天提供的资讯量都很大，更新也及时，但投资者要从中选择有用的资讯则如大海捞针。这些新兴媒体的盈利模式与传统媒体基本相似，还是通过吸引注意力和读者来获得广告商的青睐。</font></p>
<p><font color="#000000" size="4">现在也有一些投资理财网站在出售一些资讯和软件来盈利，但相当一部分是&ldquo;李鬼&rdquo;而非李逵。这些资讯多是一些所谓的&ldquo;黑马&rdquo;，&ldquo;内部消息&rdquo;或&ldquo;包赚不赔的（一周赚10%）投资软件&rdquo;，上钩者多是一些初哥初姐。成熟的投资者显然不会落套。</font></p>
<p><font color="#000000" size="4">其实在国外的中小投资者基本都可以获得较充分投资资讯，这些资讯如：各股分析、行业分析、市场趋势分析、投资策略、投资组合、风险管理等。这些资讯多由一些中小型的投资顾问公司和一些专门的投资理财网站有偿提供。比如：在雅虎的财经网站上你可以花几十到几百美金买一份关于某公司的评级或财务分析报告。如：一份关于瑞银（UBS）的报告价格从$18-$299（8-507页）。也有些投资理财网站会以套餐的形式提供专业的服务和报告，月费由几百美元到几千美元不等。这些资讯主要还是集中于专业的财务和竞争力分析，也会有一些投资策略的建议。但绝没有&ldquo;包赚不赔的内部消息&rdquo;，因为在大部分的国家和地区，如果出售误导性的资讯是要冒着负刑事责任的风险。当然在相对成熟的市场，也不会有投资者会相信一条&ldquo;包赚不赔的内部消息&rdquo;便宜到只值几千块钱。</font></p>
<p><font color="#000000" size="4">面对投资者的这种日渐增长的需求，其中孕育着一个巨大的商机，既建立一个面向广大中小投资者的，能有偿提供有效的、专业的投资资讯平台。我相信，如果在中国建立一个类似于fool.com那样的个人投资理财网站会有十分广阔的前景。<br /></font></p>]]></description>
		</item>
		    
		
		<item>
			<title>巴菲特也被&#8220;熊&#8221;啃</title>
			<link>http://frank88.blog.sohu.com/93566493.html</link>
			<comments>http://frank88.blog.sohu.com/93566493.html#comment</comments>
			<dc:creator>洋洋</dc:creator>
			<pubDate>Thu, 3 Jul 2008 11:28:44 +0800</pubDate>
			<category>财经随笔</category>
			<guid>http://frank88.blog.sohu.com/93566493.html</guid>
			<description><![CDATA[<p><font color="#000000" size="4">华尔街对&ldquo;熊市&rdquo;有一个通常的定义：一个市场（或个股）如果比高峰时下跌幅度超过20%，既进入熊市</font><font color="#000000" size="4">。道指从去年10月14,000点的高点跌到昨天的11,215.15跌幅刚好20%。</font></p>
<p><font color="#000000" size="4">同期巴菲特的Berkshire Hathaway也从去年12月的$149,200高峰跌到昨天的$118,665，跌幅也超过了20%</font><font color="#000000" size="4">。今年的头六个月Berkshire Hathaway的股价跌了14.7%，是18年来该公司股价在上半年里最糟糕的表现</font><font color="#000000" size="4">。Berkshire Hathaway大部分的资产集中于金融保险业，这一轮的次贷危机，重灾区恰恰是金融保险业</font><font color="#000000" size="4">，所以其股价被熊啃去一块是必然的。显然在熊市里巴菲特也难免不被熊啃。这不是巴菲特第一次被熊</font><font color="#000000" size="4">啃，在之前的42年里（1965&mdash;&mdash;2007）历经了几次熊市，也都多次被&ldquo;啃&rdquo;，但这一次算是伤得比较重</font><font color="#000000" size="4">的一次。作为一个长期投资者，常在林中走，哪能不被熊啃？</font></p>
<p><font color="#000000" size="4">在1973-74年的大熊市中，道指跌幅分别达14.8%和26.4%；而Berkshire Hathaway则分别上涨4.7%和5.5%</font><font color="#000000" size="4">，超逾大市19.5%和31.9%。2002年道指跌22.1%；Berkshire Hathaway上涨10%，超逾大市32.1%。在每一</font><font color="#000000" size="4">次的熊市里我们都可以看到Berkshire Hathaway的股价跌幅往往都小于大市（战胜市场）这一次是否也</font><font color="#000000" size="4">不例外？这需要等到年底方能见分晓。但在过去极度动荡的一年，尽管Berkshire Hathaway股价也大幅</font><font color="#000000" size="4">下挫，但其表现还是优于大市。</font></p>
<p><font color="#000000" size="4">不过许多人还是怀疑，这一次巴菲特是否还能那么幸运，因此媒体发出了：Buffett's Berkshire Feels </font><font color="#000000" size="4">the Bear's Bite。</font></p>
<p><font color="#000000" size="4">在这个时候，如果看到那个一向被我们尊重的，77岁的老猎人都被熊啃了，我们这些被熊撕扯得不成样子的小股民是否可以找到一丝的安慰？？共勉了.....</font></p>
<p><font color="#000000" size="4">**近来有投资者问：这个时候如果要建仓，如何买入？</font></p>
<p><font color="#000000" size="4">我的建议是：一定要分批买入，因为你不知道</font><font color="#000000" size="4">那个&ldquo;底&rdquo;在那里，分批买入有可能让你接近于那个平均的市场价格。分批买入可以选择两种简单的方</font><font color="#000000" size="4">法：一种是按时间序列定期买入；假如分五批买入，可以确定每周（或每两周）买入1/5；这种策略的假</font><font color="#000000" size="4">设前提是市场会在底部震荡整理1-2个月。另一个方法是指数每下跌100或150点买入1/5；这一策略的假</font><font color="#000000" size="4">设前提是市场继续下跌的可能性大于反弹的可能性。（上述意见仅供参考）。</font></p>
<p><font color="#000000" size="4">&nbsp;这个时候如果有人告诉你：底部是XXXXX点。姑妄听之。如果他真的知道那个&ldquo;底&rdquo;，那他一定到过&ldquo;十八层&rdquo;！？</font></p>
<p><font size="4">***过去一年Berkshire Hathaway股价与道指的比较图：</font></p>
<p><font color="#000000" size="4"><img height="288" alt="Chart for DOW JONES INDUSTRIAL AVERAGE IN (^DJI)" src="http://ichart.finance.yahoo.com/z?s=%5EDJI&t=1y&q=l&l=on&z=m&c=BRK-A,%5EDJI&a=v&p=s" width="512" border="0" /><br /></font></p>]]></description>
		</item>
		    
		
		<item>
			<title>是否要接&#8220;下落的刀子&#8221;？</title>
			<link>http://frank88.blog.sohu.com/91327120.html</link>
			<comments>http://frank88.blog.sohu.com/91327120.html#comment</comments>
			<dc:creator>洋洋</dc:creator>
			<pubDate>Sun, 29 Jun 2008 00:13:43 +0800</pubDate>
			<category>财经随笔</category>
			<guid>http://frank88.blog.sohu.com/91327120.html</guid>
			<description><![CDATA[<p><font color="#000000" size="4">华尔街有一句名言：Never try and catch a falling knife(千万不要试图接住下落的刀子）。即劝告</font><font color="#000000" size="4">投资者不要在股市（或个股）大跌的时候入市，特别是当市场恐惧的时候。在这个时候入市无异于：接</font><font color="#000000" size="4">落下的刀子！</font></p>
<p><font color="#ff0000" size="6"><strong>？？？</strong></font></p>
<p><img src="http://www.itulip.com/images/financialsknife.gif" border="0" /></p>
<p><font color="#000000" size="4">近期股市持续暴跌，现在很多专家可能也会告诫投资者：千万不要现在入市，要等到大市稳定，出现明</font><font color="#000000" size="4">显反弹趋势时，才可入市。更形象的说法是：别以为现在买的是地板价，地板下面还有地下室，地下室</font><font color="#000000" size="4">下面地狱还有十八层....。总之市况不好不能买。这段时间入市的投资者可能会发现，一买就被套。更</font><font color="#000000" size="4">有砖家发明这叫&ldquo;买套市&rdquo;。</font></p>
<p><font color="#000000" size="4">&ldquo;不要接下落的刀子&rdquo;似乎是一个投资的常识（common sense),但常识往往是错的。特别在投资领域里</font><font color="#000000" size="4">，真理往往掌握在少数人的手里。这也就是为什么赢家只是少数，而大部分的人只是凭借&ldquo;常识&rdquo;在股</font><font color="#000000" size="4">市里&ldquo;跑跑&rdquo;而已！</font></p>
<p><font color="#000000" size="4">关于是否要接下落的刀子，其实有研究表明：下落的刀子还是值得一接。一项最有名的研究是由一家独</font><font color="#000000" size="4">立的研究机构Brands Institute在2004年，做的一个《Falling Knives Around The World（环顾全球下</font><font color="#000000" size="4">落的刀子）》研究报告。该项报告跟踪比较1980-2003年间，1904家美国公司和22个国家列入MSCI指数的</font><font color="#000000" size="4">934家（非美国）公司，这些公司都是在短期内（6个月）股价大幅滑落（60%）的公司，即地道的</font><font color="#000000" size="4">&ldquo;falling knives&quot;。结果表明这些&ldquo;下落的刀子&rdquo;在随后1-3年的股价表现远远高于大盘&mdash;&mdash;S&amp;P500的</font><font color="#000000" size="4">表现，超逾大盘7.7%。该项研究的结果：</font></p>
<p><font color="#000000" size="4"><strong>*美国公司（研究样本1904家公司）下落刀子与大盘三年收益比较</strong></font></p>
<p><font color="#000000" size="4">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 第一年&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 第二年&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 第三年</font></p>
<p><font color="#000000" size="4">&ldquo;下落的刀子&rdquo;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 14.2%&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 13.2%&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 11.2%<br />大盘 S&amp;P500&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 13.3%&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 7.6%&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 4.6%</font></p>
<p><font color="#000000" size="4"><strong>*非美国公司（研究样本934家公司）下落刀子与大盘三年收益比较</strong></font></p>
<p><font color="#000000" size="4">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 第一年&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 第二年&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 第三年</font></p>
<p><font color="#000000" size="4">&ldquo;下落的刀子&rdquo;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 12.5%&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 15.7%&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 10.8%<br />大盘 S&amp;P500&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 5.7%&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 8.6%&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; 5.3%</font></p>
<p><font color="#000000" size="4"><strong>该项研究有几个特点值得注意：</strong></font></p>
<p><font color="#000000" size="4">1.随着时间的递增，&ldquo;下落刀子&rdquo;的收益与大盘的收益差距拉大。如果把时间缩短到一个季度或一个月</font><font color="#000000" size="4">或一周，则可以肯定我们会得出相反的结论。这也就可以解释为什么&ldquo;不要接下落的刀子&rdquo;可以成为大</font><font color="#000000" size="4">部分人的&ldquo;常识&rdquo;，因为短期来看&ldquo;一买就被套&rdquo;的概率远高于&ldquo;一买就赚&rdquo;的概率。大部分人并不愿</font><font color="#000000" size="4">意冒短期被划伤的风险，他们更愿意接受&ldquo;今天买，明天就赚&rdquo;的短期愉悦。这也就是为什么大众会&ldquo;</font><font color="#000000" size="4">追涨&rdquo;，而不会&ldquo;买跌&rdquo;。但，享受这种&ldquo;一买就涨&rdquo;的短期愉悦成本是极其昂贵的。这种一买就涨的</font><font color="#000000" size="4">黄金岁月就是大盘在5000-6000点的时候。这种&ldquo;追涨&rdquo;的机会成本就更高了。</font></p>
<p><font color="#000000" size="4">2.该项研究也特别提醒的是，&ldquo;下落刀子&rdquo;的最大风险是破产。因为短期内一些各股的超常下跌，往往</font><font color="#000000" size="4">意味着公司的财务危机。在研究的1904家美国公司中有165家破产（占0.87%）；934家非美国公司中破产</font><font color="#000000" size="4">的有16家（占0.17%）。这个比例远高于上市公司破产的比例。所以，在选择下落刀子的时候如果能避开</font><font color="#000000" size="4">可能破产的公司，既以规避了主要的风险。</font></p>
<p><font color="#000000" size="4">这项研究的结果给我们的一个启示既：<font color="#ff0000"><strong>小心选择性地接住下落的刀子还是值得的</strong></font>。</font></p>
<p><font color="#000000" size="4"><strong>如何接住下落的刀子？</strong></font></p>
<p><font color="#000000" size="4"><strong>1. 不是所有下落的刀子都值得接<br /></strong>在A股市场，现在落下的刀子上千把，值得冒险一接的刀子并不多。那些亏损的ST和概念股虽然有些跌了</font><font color="#000000" size="4">70-80%，但价格并不便宜，特别有一些业绩靠炒股收益支撑的公司，在这个时候的风险更高，很可能&ldquo;</font><font color="#000000" size="4">爆肚&rdquo;。</font></p>
<p><font color="#000000" size="4"><strong>2.选择的几个标准<br /></strong>低市盈率是一个简单适用的标准，10-12倍是一个安全的边际；每股盈利0.50/年以上；市值规模50亿元</font><font color="#000000" size="4">以上；如果过去三年的盈利增长20-30%更好；行业龙头或老二。按这个标准选股，如果在一年前，简直</font><font color="#000000" size="4">不可能，但现在则不难选。在接下落刀子的时候应该考虑一个分散的原则，既选5把左右为宜。因为即使</font><font color="#000000" size="4">不小心有一把刀子划破了手，其他4把刀子的回报也足以弥补你的伤口。其实如果按上述标准选择接&ldquo;下</font><font color="#000000" size="4">落的刀子&rdquo;无异于带了手套，安全边际还是足够的。另外，在接刀子的时候需要考虑的持有时间至少应</font><font color="#000000" size="4">该在12个月以上，<strong>而且时间越长则越安全</strong>。</font></p>
<p><font color="#000000" size="4">近期老有投资者问我是否可买入，我选了几把&ldquo;下落的刀子&rdquo;供大家参考，这些&ldquo;刀子&rdquo;大多比高峰的</font><font color="#000000" size="4">时候下落了60-70%，而且短期内还可能继续下落，但这个时候冒一点险也许是值得的：</font></p>
<p><font color="#000000" size="4">中国船舶；广船国际；中信证券；民生银行；招商银行；浦发银行；宁波银行；中国铝业；驰宏锌锗；万科；振华港机；福耀玻璃；鞍钢股份；雅戈</font><font color="#000000" size="4">尔</font></p>
<p><font color="#000000" size="4">如果投资者已经握有上述刀子，而且被割伤了手，那就握得更紧一点，因为在4000点5000点都没抛，为</font><font color="#000000" size="4">什么要在2000多点抛呢？</font></p>
<p><font color="#000000" size="4">现在&ldquo;买跌&rdquo;似乎风险很高，但远比在5000点-6000点追涨（坐火箭）要安全得多。&ldquo;接刀子&rdquo;承受的是</font><font color="#000000" size="4">短暂的痛苦；&ldquo;坐火箭&rdquo;享受的是短暂的欢愉。</font></p>
<p><font color="#000000" size="4">其后面的逻辑并不复杂，当一个股票或一个市场出现暴跌的时候，大部分投资者的决定往往是情绪化或</font><font color="#000000" size="4">非理性的，过度沽空下跌的股票是一个市场的过度反应（overeact)。群体的恐慌情绪会相互传染，才可能</font><font color="#000000" size="4">使市场上出现打&ldquo;恐慌折扣&rdquo;的便宜货。这个时候才是真正的价值投资者入市捡便宜的好时机。当</font><font color="#000000" size="4">然这个机会并不适合哪些&ldquo;价值投机者&rdquo;。在去年很多人，包括很多机构投资者都在高唱&ldquo;价值投资&rdquo;</font><font color="#000000" size="4">，但现在这些人都一改腔调，要&ldquo;炒波段&rdquo;&ldquo;顺势而为&rdquo;。显然他们不过是&ldquo;价值投机客&rdquo;。</font><font color="#000000" size="4">价值投资就是&ldquo;低买高卖&rdquo;，只有当市场出现恐慌时，才有可能出现具有&ldquo;安全边际</font><font color="#000000" size="4">&rdquo;和&ldquo;打折&rdquo;的股票，也才有机会&ldquo;低买&rdquo;；而当市场出现疯狂和贪婪的时候，也才有机会&ldquo;高卖&rdquo;。但</font><font color="#000000" size="4">大部分人在贪婪和恐惧的驱使下，往往是&ldquo;高买（追涨）低卖（止损）&rdquo;。价值投资的理念虽然被很多人认同，但真正实行的并不多。&ldquo;价值投资&rdquo;更多的时候是雅士们挂在墙上的&ldquo;龙&rdquo;，那是给别人看的，或只是他们投资百宝箱里一个备选的工具，其功能不过如K线分析。</font></p>
<p><font color="#000000" size="4"><strong>价值投资确实是个知易行难</strong></font><font color="#000000" size="4"><strong>的永久命题。</strong></font></p>
<p><font color="#000000" size="4"><strong>**2008年6月27日收市价（立此为碑）</strong></font></p><font color="#000000" size="4">
<p><font color="#000000" size="4">中国船舶/75.07；广船国际/25.07；中信证券/24.55；民生银行/5.74；招商银行/24.63；浦发银行/22.99；宁波银行/11.03；中国铝业/13.19；驰宏锌锗/15.75；万科/9.04；振华港机/10.45；福耀玻璃/6.47；鞍钢股份/13.50；雅戈</font><font color="#000000" size="4">尔/10.44</font></p>
<p><font color="#000000">如果把上述股票作一个投资组合，让我来下注的话，在一个月内赢的概率约40%；三个月赢的概率为60%；6个月赢的概率为80%；12个月赢的概率为95%；36个月赢的概率约99%。如果有人愿意对赌的话，我敢应读，但赌期一定是6个月以上，哈哈哈..... 。</font></p>
<p><br />&nbsp;</p></font>]]></description>
		</item>
		    
		
		<item>
			<title>巴菲特与一般PE的区别</title>
			<link>http://frank88.blog.sohu.com/91166497.html</link>
			<comments>http://frank88.blog.sohu.com/91166497.html#comment</comments>
			<dc:creator>洋洋</dc:creator>
			<pubDate>Thu, 26 Jun 2008 17:33:13 +0800</pubDate>
			<category>财经随笔</category>
			<guid>http://frank88.blog.sohu.com/91166497.html</guid>
			<description><![CDATA[<p><font color="#000000" size="4">近几个月来，77岁的巴菲特一直在世界各地商务旅游，频频出镜，高调表示，有意收购大型私人企业，</font><font color="#000000" size="4">特别是一些有悠久历史的家族企业。继5月的欧洲之旅后，昨天又来到加拿大。</font></p>
<p><font color="#000000" size="4">昨天（6月25日），他在多伦多出席一个与300位企业高管的聚会，有一位企业高管问巴菲特：有什么理</font><font color="#000000" size="4">由可以让私人企业家愿意将企业卖给他，而不是其他的股权并购基金（PE）。</font></p>
<p><font color="#000000" size="4">巴菲特有一段极精彩的回答：</font></p>
<p><font color="#000000" size="4">&ldquo;潜在的卖家大可把自己的公司当作一项艺术品。如果你卖给Berkshire公司，则我们会将它置于大都会博物馆，它会享有一个独立的（展示）舞台，它会永远保存于大都会。&rdquo;<br />&ldquo;当然，你也可以选择卖给&lsquo;成人店（Porn shop/色情店）&rsquo;。成人店老板会对&ldquo;她&rdquo;进行一番修饰和打扮，加一点纹身，把乳房弄得大一点，贴在窗户上，吸引路过的好色之徒，把&lsquo;她&rsquo;买下。&rdquo;</font></p>
<p><font color="#000000" size="4"><strong>巴菲特Berkshire的并购</strong></font></p>
<p><font color="#000000" size="4">这段话虽然有点刻薄，但却幽默形象地勾勒出了巴菲特与一般PE并购企业的区别。巴菲特在控股一家私</font><font color="#000000" size="4">人企业或家族公司时，基本会保持原来的经营团队和经营风格，基本不会过多干涉企业的经营，扮演的</font><font color="#000000" size="4">是一个&ldquo;被动的财务投资者&rdquo;。他选择的这些家族企业一般都有几十年的经营历史，巴菲特在买入时就</font><font color="#000000" size="4">已经考虑到这是一个&ldquo;天长地久&rdquo;的承诺。他爱的是她的全部，而不会挑剔她的某一个部位是否隆起或</font><font color="#000000" size="4">性感。巴菲特很清楚，一个好的企业就像一个艺术品，讲究的是整体的美感，任何的装饰都可能多余。</font><font color="#000000" size="4">特别是过分的财务包装，无疑是添足之笔。</font></p>
<p><font color="#000000" size="4">巴菲特收购公司秉持的是&ldquo;buy a business&rdquo;，其获利不在于企业&ldquo;卖出&rdquo;的时候，而是&ldquo;买入&rdquo;的时</font><font color="#000000" size="4">候就已经赚了。</font></p>
<p><font color="#000000" size="4"><strong>一般PE的并购 </strong></font></p>
<p><font color="#000000" size="4">一般专职并购的PE们，收购一个公司并不会在乎&ldquo;天长地久&rdquo;，而仅仅在意于&ldquo;曾经拥有&rdquo;。&ldquo;买入&rdquo;</font><font color="#000000" size="4">是为了&ldquo;卖出&rdquo;，只有&ldquo;卖出&rdquo;才能实现价值的套现。他们扮演的是一个&ldquo;主动的财务投资者&rdquo;。一般买入一个公司到卖出约3-5年的时间，当然碰</font><font color="#000000" size="4">到合适的出价者也可以今天买明天卖。一般PE选择并购的目标不一定是一流的&ldquo;美女&rdquo;，有时往往是一</font><font color="#000000" size="4">些有缺陷的&ldquo;潜在美人&rdquo;，只要价格合适都可以买入。买入后，经过投资银行家的一番雕琢，如：隆胸</font><font color="#000000" size="4">，瘦臀，束腰之后，方显袅袅身姿，如此一来则可转手卖个好价钱。</font></p>
<p><font color="#000000" size="4">为了吸引潜在的买家和能卖出好价钱，PE在并购企业后，会进行一定的重整和包装。但正是由于这种非常短视和十分工利考量的操作，往往会产生一些过分雕琢的败笔。像这类由PE发起的并购也往往会</font><font color="#000000" size="4">受到资本市场的质疑，喝倒彩的大有人在。在A股市场上，也不乏并购之后画蛇添足的败笔。比如:德隆；科龙；健力宝等都是哪些着魔于&ldquo;资本运营&rdquo;的丑陋之作。像这种为卖而买的，过分商业操作的行为，在海内外的资本市场上都不乏案例。只不过在A股市场上，这类操作多了一些权术和舞弊的粗鄙；而少了一些专业的技术含量。这也就是为什么巴菲特会把这类PE比喻为&ldquo;成人店（或色情店）&rdquo;，即打扮一个女人是为了向客户卖个好价钱。</font></p>
<p><font color="#000000" size="4">当然，相当一部分PE的并购项目还是成功的。他们确实将一些原来有缺陷的&ldquo;女人&rdquo;，经过一定的整容和包装后，变成了&ldquo;窈窕素女&rdquo;，并为其找了个好人家。 </font></p>
<p><font color="#000000" size="4">好的企业往往像一个艺术品，适当的包装可以增加美感，但过度的操作则会毁了企业的价值。昨天不经意在网上看到&ldquo;天仙妹妹&rdquo;的近照，只能用&ldquo;惨不忍睹&rdquo;来形容。原本一个纯朴的山里姑娘，被过分的商业操作后变成了一个普通的&ldquo;乡镇姑娘&rdquo;，其原本&ldquo;纯真&rdquo;的商业价值早就烟消云散。现在谁还会请她拍广告呢？现在倒是可以请那位背后的操作人到大学里讲课，题目&ldquo;画蛇添足的商业包装&rdquo;。可惜毁了一个清纯山里姑娘！</font></p>
<p><font color="#000000" size="4">一些被过度商业操作的企业并购，也像是&ldquo;天仙妹妹&rdquo;过度商业包装的悲剧，即失去了商业价值，又丧失了纯真本色。</font></p>
<p><font color="#000000" size="4">今天，许多海外的财经媒体都把巴菲特昨天在多伦多的那段话作为标题：<strong><font color="#ff0000">卖给我，别卖给成人店！（Sell to Me, Not `Porn Shop,' )</font></strong> </font></p>
<p><font color="#000000" size="4">**<br />``You can sell it to Berkshire, and we'll put it in the Metropolitan Museum; it'll have a </font><font color="#000000" size="4">wing all by itself; it'll be there forever,'' he says at the February meeting. ``Or you can </font><font color="#000000" size="4">sell it to some porn shop operator, and he'll take the painting and he'll make the boobs a </font><font color="#000000" size="4">little bigger and he'll stick it up in the window, and some other guy will come along in a </font><font color="#000000" size="4">raincoat, and he'll buy it.'' <br /></font></p>]]></description>
		</item>
		    
		
		<item>
			<title>当指数跌破2800</title>
			<link>http://frank88.blog.sohu.com/90591369.html</link>
			<comments>http://frank88.blog.sohu.com/90591369.html#comment</comments>
			<dc:creator>洋洋</dc:creator>
			<pubDate>Sat, 21 Jun 2008 08:00:37 +0800</pubDate>
			<category>财经随笔</category>
			<guid>http://frank88.blog.sohu.com/90591369.html</guid>
			<description><![CDATA[<p><font color="#000000" size="4">昨天指数结结实实地跌穿了2800点，恐惧笼罩着整个市场，各种传言在市场内外飞扬。现在所有的股评</font><font color="#000000" size="4">家和预言家开始比着估低，你说2500....我就说2300....接着1800....1500...。请记住：同样一批专家</font><font color="#000000" size="4">在一年前，可是比着猜顶游戏的，你说6500，我说8000，赢家是开价10000的！</font></p>
<p><font color="#000000" size="4">同样是这些人，用近乎文学的语言在做中国股市前景的描述，词藻之优美华丽，让我们这些玩弄数据的</font><font color="#000000" size="4">粗人汗颜。当时，唱好股市的一个重要理由就是人民币升值&mdash;&mdash;导致人民币资产的重估。如今，人民币</font><font color="#000000" size="4">兑美元的汇率已经从8.00升到6.88，按理人民币资产也应随之上升？？近一年来，宏观经济面虽然出现</font><font color="#000000" size="4">了一些变化，但支撑上市公司盈利的一些基本因素并没有颠覆性的逆转。有的变化只能是公司盈利的高</font><font color="#000000" size="4">速增长开始趋缓。本来去年那种超常规的增长速度就是不可持续的，今年如果回落到20-30%，才能反映</font><font color="#000000" size="4">中国经济的基本面。即使增长10%，在全球范围内也是靓丽的。上市公司盈利增长的基本面并没有实质性</font><font color="#000000" size="4">逆转，变化的只是增长的速度。但，现在几乎所有的机构和专家在一夜之间都开始看空。其实，今年中</font><font color="#000000" size="4">国经济还是保持了高速发展，上市公司的盈利增长也将与经济增长同步，这些基本因素并没有出现根本</font><font color="#000000" size="4">性的逆转。现在唯一变化的是投资者的&ldquo;情绪&rdquo;&mdash;&mdash;由6000点时的极度乐观亢奋和贪婪，变为2800点时</font><font color="#000000" size="4">的极度恐惧。&ldquo;贪婪和恐惧&rdquo;的这种戏剧化转变的，不仅仅是中小投资者，一些基金经理表现更甚。这</font><font color="#000000" size="4">几天大手做空的恰恰是那些在5000-6000点大手买入的专业机构投资者！</font></p>
<p><font color="#000000" size="4">千万不要轻信一些财经评论员或专家，尤其名声大者，这些人更多时候扮演了群众的<font color="#ff0000">&ldquo;<strong>情绪放大器</strong>&rdquo;。</font>当市场乐观时，它比所有的人都癫狂；当市场悲观时，它比所有人都更悲观。他们不过是用情绪化的语言表达和宣泄大部分人的情绪，在这一点上可谓&ldquo;人民的喉舌&rdquo;。一个冷静的投资者应该避&ldquo;喉舌&rdquo;，而根据个人的资金状况坚持独立判断。在这个时候，如果听多了这种极度情绪化的语言，你只会跟着&ldquo;瞎跑跑&rdquo;，人家赚了稿费，你则赔了明天的早餐。赢家一定是那些独立的思考者！&ldquo;跑跑们&rdquo;一定是输家！</font></p>
<p><font color="#000000" size="4">像这样戏剧性转变情绪的故事，在中外股市上一次又一次的重复上演，几乎没有什么新意。现在这个时</font><font color="#000000" size="4">候，投资者何去何从？不必寄希望于政策，更不要寄希望于基金经理，唯一应该的就是坚持自己的理性</font><font color="#000000" size="4">，千万不要人云亦云，跟着&ldquo;瞎跑跑&rdquo;。关注价值低估的公司，现在才是可以买入的时候！买入的一个前提条件就是：至少稳定持有6-12个月。如果只是冀望于搏短线反弹，那最好还是做壁上观，因为没有人敢保证：短期一定反弹，或现在就是众人寻寻觅觅的那个&ldquo;底&rdquo;。</font></p>
<p><font color="#000000" size="4">借用巴菲特的一句话：&quot;Like an oversexed guy in a harem,this is the time to start investing.(</font><font color="#000000" size="4">就像一个深陷美女中的纵欲男子，放纵吧）&quot;。在1974年，当道琼斯指数从年初的900点跌到580点时，《</font><font color="#000000" size="4">福布斯》采访巴菲特时，问及当股市暴跌，出现恐慌时，应该采取什么策略，巴菲特说了上述的&ldquo;淫语</font><font color="#000000" size="4">&rdquo;。现在A股市场中，确实有不少具有&ldquo;安全边际&rdquo;的&ldquo;美女&rdquo;，但，谁又是哪个胆大的oversexed guy</font><font color="#000000" size="4">？</font></p>
<p><font color="#000000">一个简单可供参考的决策工具：</font></p>
<p><font color="#000000">假定：A股沪指未来6个月走势发生的概率：<br />&nbsp;<br />&nbsp;&nbsp;&nbsp;&nbsp; 1800/5%；2200/10%；2500/20%；3000/20%；3500/30%；4000/10%；4500/5%</font></p>
<p><font color="#000000">则&nbsp;&nbsp; 6个月预期的风险回报率<br />=（-0.35x0.05）+（-0.20x0.1）+（-0.09x0.2）+（0.09x0.2）+（0.27x0.3）+（0.46x0.1）+ （0.64x0.05）<br />= -0.0175-0.02-0.018+0.018+0.081+0.046+0.032<br />= +0.1215</font></p>
<p><font color="#000000" size="4">如果你相信上述假设条件成立，或你的预测更乐观，那半年的预期回报率有12%。要实现这个目标简单安全的方法：买指数基金。现在下注，赢面很高。但，要留有足够的震荡空间（心理上要预留10-20%的下跌空间）。投资各股，可以采取分期分批的买入策略。</font></p>
<p><font color="#000000" size="4">在现阶段，如果你不认同上述假设，或更悲观，即使不买入，但最起码也不要做&ldquo;瞎跑跑&rdquo;.....</font></p>
<p><font color="#000000" size="4">在去年股指在5000-6000点时，我心怀恐惧和谨慎；但在4000点以下时，我渐渐乐观；在3000点以下时，我开始坦然；在2800点以下时我是否可以放纵...癫狂...？</font></p>
<p><font color="#000000" size="4">**链接一篇《华尔街日报》关于中国股市的评论，看看&ldquo;外国喉舌&rdquo;是否比我们的&ldquo;喉舌&rdquo;理性&nbsp;？<u>灾难和机遇</u>&nbsp;&nbsp; </font><font color="#000000" size="4"><u>&nbsp; </u><a href="http://chinese.wsj.com/gb/blogshare.asp">http://chinese.wsj.com/gb/blogshare.asp</a></font></p>
<p><font size="4"><u>***</u>&nbsp;我去年九月的一篇博客 <u>2007-09-24&nbsp;|&nbsp;</u><a href="http://frank88.blog.sohu.com/64986216.html" target="_blank">现在不宜买入</a>&nbsp; <a href="http://frank88.blog.sohu.com/64986216.html">http://frank88.blog.sohu.com/64986216.html</a></font></p>
<p><font size="4">&nbsp;</font></p>
<div><span></span></div>
<p><font color="#000000" size="4"><u></u><br />&nbsp;</font></p>]]></description>
		</item>
		    
		
		<item>
			<title>投资&#8220;善良&#8221;，必有&#8220;好报&#8221;</title>
			<link>http://frank88.blog.sohu.com/90434609.html</link>
			<comments>http://frank88.blog.sohu.com/90434609.html#comment</comments>
			<dc:creator>洋洋</dc:creator>
			<pubDate>Thu, 19 Jun 2008 09:22:57 +0800</pubDate>
			<category>财经随笔</category>
			<guid>http://frank88.blog.sohu.com/90434609.html</guid>
			<description><![CDATA[<p><font color="#000000" size="4">刊于6月16日《投资者报》</font></p>
<p><font color="#000000"><font size="4">中国有句俗话：善有善报；恶有恶报。这句话放在投资里也同样适用。这并非只是宗教意义上的因果报</font><font size="4">应，而是实实在在的财务回报。近年来的一些研究数据表明：投资人如果坚持长期投资&ldquo;善良&rdquo;的企业</font><font size="4">，必将有&ldquo;好报（好的财务回报）&rdquo;。很多人会有疑问，投资并非行善，只要能赚钱，何必理会善恶。</font><font size="4">其实不然。 </font></font></p>
<p><font color="#000000"><font size="4">人有善恶，企业也有善恶。所谓&ldquo;善良&rdquo;的企业，最主要的表现在：一是具有社会责任感（善待社会）</font><font size="4">；二是善待员工；三是善待股东。</font></font></p>
<p><font color="#000000"><font size="4">现在有越来越多的大型企业注意到：提高企业的社会责任感（或投入）与提高股东价值并不矛盾，从长</font><font size="4">期来说，两者往往是一致的。如：雀巢公司就开宗明义地提出：（提高）企业社会责任是提高股东价值</font><font size="4">的途径（Creating Shared Value - an approach to Corporate Social Responsibility）。有社会责</font><font size="4">任感的公司一方面既要守法，另一方面则是遵守社会契约，做一个良好的企业公民。具有社会责任感的</font><font size="4">公司会获得一项额外的&ldquo;信任资产&rdquo;，&ldquo;信任资产&rdquo;的积淀便形成长期的品牌价值。这些具有潜在品牌</font><font size="4">价值的公司，正是价值投资者所要寻找的具有&ldquo;有护城河&rdquo;概念的投资标的。</font></font></p>
<p><font color="#000000"><font size="4">善待员工，即提高员工就业的满意度。在传统的管理理论中，员工是被当作一般普通的变量来对待的&mdash;</font><font size="4">&mdash;用最少的成本来从他们身上获得最大的收益。提高员工满意度，即意味着成本的增加，由此可能导致</font><font size="4">企业盈利的减少。但，近期的一些研究的结果颠覆了这个传统的管理逻辑。</font></font></p>
<p><font color="#000000"><font size="4">最近，如：沃顿商学院金融学教授埃里克斯.爱德孟（Alex Edmands）一项关于《员工满意度和股权价格</font><font size="4">》（Employee Satisfaction and Equity Prices）的研究表明：受到员工好评的公司，其收益达到了市</font><font size="4">场平均水平的两倍以上。该项研究选择《财富》杂志评选出的1998年到2005年期间&ldquo;100家最受员工欢迎</font><font size="4">美国公司&rdquo;的评比列表显示，这些公司的年收益率为14%，而整个市场的收益平均水平为6%。</font></font></p>
<p><font color="#000000"><font size="4">埃德孟的研究用大量数据和经济理论证明了，那些在提升员工的满意度方面下功夫的公司，长期收益是</font><font size="4">相当可观的。对员工满意度的投资也许是回报最高的投资。员工满意度越高，公司业绩越好，因而股权</font><font size="4">回报越高。对员工满意度的投资不仅仅是靠提高工资，最主要的还是在对员工的培训，尊重员工，营造</font><font size="4">良好的人文氛围。</font></font></p>
<p><font color="#000000"><font size="4">典型的例子就是著名的Google公司，在最近的一次《财富》杂志&ldquo;100家最受员工欢迎<font size="4">美国公司&quot;</font>调查表中，Goolge高居第一，其除了十分</font><font size="4">重视员工的福利之外，还十分注意公司对社会所应尽的责任。如果从2004年8月上市到今天, 投资Google</font><font size="4">（不到4年）年复式收益率为51%。</font></font></p>
<p><font color="#000000"><font size="4">善待股东，即主要是指两个层面的问题：一是管理团队要诚实对待股东，恪守&ldquo;信托责任&rdquo;；二是大股</font><font size="4">东要善待小股东。在这方面，巴菲特可以成为楷模。巴菲特既是公司大股东，又是公司的管理者，巴菲特</font><font size="4">对股东的诚实和坦率已经到了别人认为&ldquo;说傻话&rdquo;的地步。他憎恨用财务技巧粉饰业绩；从不闪烁其</font><font size="4">词掩饰任何的失误。</font></font></p>
<p><font color="#000000"><font size="4">在作一个上市公司的财务分析时，我有一个习惯，即首先检索这个公司有无违规记录，如：监管部门的</font><font size="4">谴责；财务造假；发布虚假消息；大股东占款或挪用等。如果一旦发现大股东或现任管理层主要人员有</font><font size="4">不良记录，我基本会放弃作进一步的财务分析或跟进。在A股市场上，做这样一个&ldquo;不良记录检索&rdquo;尤其</font><font size="4">重要。对一些不善良的大股东或管理层，如果惹不起，但还能躲得起。若投资这类公司无异是一种&ldquo;恶</font><font size="4">行&rdquo;或&ldquo;助恶&rdquo;，也必会遭&ldquo;恶报&rdquo;。</font></font></p>
<p><font color="#000000"><font size="4">投资一个公司，即意味着选择一个生意伙伴（business partner），如果人选错了，那一切都错了。一</font><font size="4">个成功的投资者既要学会read the company，还要学会read the people。投资&ldquo;善良&rdquo;的公司也是一种</font><font size="4">&ldquo;善行&rdquo;，所以必有&ldquo;善报&rdquo;。如果不幸，误投了&ldquo;恶的公司&rdquo;，如：银广厦们，遭&ldquo;恶报&rdquo;也就在所难免。</font></font></p>
<p><font color="#000000" size="4"><font color="#000000">特别在A股市场里，过去很长一个时期实行的是一个&ldquo;丛林法则&rdquo;，不管用什么手段，圈到钱既为真豪杰，那些&ldquo;恶的公司&rdquo;&ldquo;恶的团队&rdquo;确也曾经受到众多投资者的&ldquo;前呼后拥&rdquo;。银广厦就是在这种&ldquo;恶&rdquo;文化中长出的怪胎。投资者的善行将有利于净化我们的丛林。毕竟现在投资者的眼光也越来越亮，而且善良的公司和善良的团队也越来越多了。</font></font></p>]]></description>
		</item>
		    
		
		<item>
			<title>你能成为巴菲特吗？（英文转摘）</title>
			<link>http://frank88.blog.sohu.com/89975813.html</link>
			<comments>http://frank88.blog.sohu.com/89975813.html#comment</comments>
			<dc:creator>洋洋</dc:creator>
			<pubDate>Tue, 17 Jun 2008 17:11:04 +0800</pubDate>
			<category>英文财经摘要</category>
			<guid>http://frank88.blog.sohu.com/89975813.html</guid>
			<description><![CDATA[<p align="left"><font size="3"><font face="宋体"><font color="#000000"><span style="LINE-HEIGHT: 150%; FONT-FAMILY: 楷体_GB2312; mso-bidi-font-size: 10.5pt; mso-hansi-font-family: 宋体">马克&middot;塞勒尔</span><span style="COLOR: black">，对冲基金<span>Sellers Capital Fund</span></span><span>创始人，曾在晨星担任首席股权战略师，本文为其去年在哈佛所做演讲。今天在市场近于崩溃的时候，对照马克文中所提到的成为伟大投资者的&ldquo;七个先天性制约因素&rdquo;，很多人都可以对号入座。投资者若要战胜市场，首先就要战胜自己&mdash;&mdash;人性的弱点。 要成为伟大的投资者，需要&ldquo;人格的重朔&rdquo;，这对大部分人来说几乎是一个&ldquo;不可能完成的使命&rdquo;。当然，大家也不必沮丧，不能成为&ldquo;伟大的投资者&rdquo;，至少还可以成为&ldquo;聪明的投资者&rdquo;。共勉了.......</span></font></font></font></p>
<p align="left"><font size="3"><font face="宋体"><font color="#000000"><span></span></font></font></font><font size="3"><font face="宋体"><span></span></font></font><strong><font color="#000000">So You Want To Be The Next Warren Buffett? </font></strong></p>
<p align="left"><font color="#000000">How's Your Writing?<br /></font></p>
<p align="left"><font color="#000000">By Mark Sellers<br /></font></p>
<p align="left"><font color="#000000">First of all, I want to thank Daniel Goldberg for asking me to be here today and all of you<br />for actually showing up. I haven't been to Boston in a while but I did live here for a short<br />time in 1991 &amp; 1992 when I attended Berklee School of Music. I was studying to be a<br />jazz piano player but dropped out after a couple semesters to move to Los Angeles and<br />join a band. I was so broke when I lived here that I didn't take advantage of all the things<br />there are to do in Boston, and I didn't have a car to explore New England. I mostly spent<br />10-12 hours a day holed up in a practice room playing the piano. So whenever I come<br />back to visit Boston, it's like a new city to me.<br /></font></p>
<p align="left"><font color="#000000">One thing I will tell you right off the bat: I'm not here to teach you how to be a great<br />investor. On the contrary, I'm here to tell you why very few of you can ever hope to<br />achieve this status.<br /></font></p>
<p align="left"><font color="#000000">If you spend enough time studying investors like Charlie Munger, Warren Buffett, Bruce<br />Berkowitz, Bill Miller, Eddie Lampert, Bill Ackman, and people who have been similarly<br />successful in the investment world, you will understand what I mean.<br /></font></p>
<p align="left"><font color="#000000">I know that everyone in this room is exceedingly intelligent and you've all worked hard<br />to get where you are. You are the brightest of the bright. And yet, there's one thing you<br />should remember if you remember nothing else from my talk: You have almost no<br />chance of being a great investor. You have a really, really low probability, like 2% or<br />less. And I'm adjusting for the fact that you all have high IQs and are hard workers and<br />will have an MBA from one of the top business schools in the country soon. If this<br />audience was just a random sample of the population at large, the likelihood of anyone<br />here becoming a great investor later on would be even less, like 1/50th of 1% or<br />something. You all have a lot of advantages over Joe Investor, and yet you have almost<br />no chance of standing out from the crowd over a long period of time.<br /></font></p>
<p align="left"><font color="#000000">And the reason is that it doesn't much matter what your IQ is, or how many books or<br />magazines or newspapers you have read, or how much experience you have, or will have<br />later in your career. These are things that many people have and yet almost none of them<br />end up compounding at 20% or 25% over their careers.<br /></font></p>
<p align="left"><font color="#000000">I know this is a controversial thing to say and I don't want to offend anyone in the<br />audience. I'm not pointing out anyone specifically and saying: You have almost no<br />chance to be great. There are probably one or two people in this room who will end up<br />compounding money at 20% for their career, but it's hard to tell in advance who those<br />will be without knowing each of you personally.<br /></font></p>
<p align="left"><font color="#000000">On the bright side, although most of you will not be able to compound money at 20% for<br />your entire career, a lot of you will turn out to be good, above average investors because<br />you are a skewed sample, the Harvard MBAs. A person can learn to be an above-average<br />investor. You can learn to do well enough, if you're smart and hard working and<br />educated, to keep a good, high-paying job in the investment business for your entire<br />career. You can make millions without being a great investor. You can learn to<br />outperform the averages by a couple points a year through hard work and an aboveaverage<br />IQ and a lot of study. So there is no reason to be discouraged by what I'm saying<br />today. You can have a really successful, lucrative career even if you're not the next<br />Warren Buffett.<br /></font></p>
<p align="left"><font color="#000000">But you can't compound money at 20% forever unless you have that hard-wired into your<br />brain from the age of 10 or 11 or 12. I'm not sure if it's nature or nurture, but by the time<br />you're a teenager, if you don't already have it, you can't get it. By the time your brain is<br />developed, you either have the ability to run circles around other investors or you don't.<br />Going to Harvard won't change that and reading every book ever written on investing<br />won't either. Neither will years of experience. All of these things are necessary if you<br />want to become a great investor, but in and of themselves aren't enough because all of<br />them can be duplicated by competitors.<br /></font></p>
<p align="left"><font color="#000000">As an analogy, think about competitive strategy in the corporate world. I'm sure all of<br />you have had, or will have, a strategy course while you're here. Maybe you'll study<br />Michael Porter's research and his books, which is what I did on my own before I entered<br />business school. I learned a lot from reading his books and still use it all the time when<br />analyzing companies.<br /></font></p>
<p align="left"><font color="#000000">Now, as a CEO of a company, what are the types of advantages that help protect you<br />from the competition? How do you get to the point where you have a wide &quot;economic<br />moat&quot;, as Buffett calls it?<br /></font></p>
<p align="left"><font color="#000000">Well one thing that isn't a source of a moat is technology because that can be duplicated<br />and always will be, eventually, if that's the only advantage you have. Your best hope in a<br />situation like this is to be acquired or go public and sell all your shares before investors<br />realize you don't have a sustainable advantage. Technology is one type of advantage<br />that's short-lived. There are others, such as a good management team or a catchy<br />advertising campaign or a hot fashion trend. These things produce temporary advantages<br />but they change over time, or can be duplicated by competitors.<br /></font></p>
<p align="left"><font color="#000000">An economic moat is a structural thing. It's like Southwest Airlines in the 1990s&nbsp;' it was<br />so deeply ingrained in the company culture, in every employee, that no one could copy it,<br />even though everyone kind of knew how Southwest was doing it. If your competitors<br />know your secret and yet still can't copy it, that's a structural advantage. That's a moat.<br />The way I see it, there are really only four sources of economic moats that are hard to<br />duplicate, and thus, long-lasting. One source would be economies of scale and scope.<br />Wal-Mart is an example of this, as is Cintas in the uniform rental business or Procter &amp;<br />Gamble or Home Depot and Lowe's. Another source is the network affect, ala eBay or<br />Mastercard or Visa or American Express. A third would be intellectual property rights,<br />such as patents, trademarks, regulatory approvals, or customer goodwill. Disney, Nike, or<br />Genentech would be good examples here. A fourth and final type of moat would be high<br />customer switching costs. Paychex and Microsoft are great examples of companies that<br />benefit from high customer switching costs.<br /></font></p>
<p align="left"><font color="#000000">These are the only four types of competitive advantages that are durable, because they are<br />very difficult for competitors to duplicate. And just like a company needs to develop a<br />moat or suffer from mediocrity, an investor needs some sort of edge over the competition<br />or he'll suffer from mediocrity.<br /></font></p>
<p align="left"><font color="#000000">There are 8,000 hedge funds and 10,000 mutual funds and millions of individuals trying<br />to play the stock market every day. How can you get an advantage over all these people?<br />What are the sources of the moat?<br /></font></p>
<p align="left"><font color="#000000">Well, one thing that is not a source is reading a lot of books and magazines and<br />newspapers. Anyone can read a book. Reading is incredibly important, but it won't give<br />you a big advantage over others. It will just allow you to keep up. Everyone reads a lot in<br />this business. Some read more than others, but I don't necessarily think there's a<br />correlation between investment performance and number of books read. Once you reach<br />a certain point in your knowledge base, there are diminishing returns to reading more.<br />And in fact, reading too much news can actually be detrimental to performance because<br />you start to believe all the crap the journalists pump out to sell more papers.<br /></font></p>
<p align="left"><font color="#000000">Another thing that won't make you a great investor is an MBA from a top school or a<br />CFA or PhD or CPA or MS or any of the other dozens of possible degrees and<br />designations you can obtain. Harvard can't teach you to be a great investor. Neither can<br />my alma mater, Northwestern University, or Chicago, or Wharton, or Stanford. I like to<br />say that an MBA is the best way to learn how to exactly, precisely, equal the market<br />return. You can reduce your tracking error dramatically by getting an MBA. This often<br />results in a big paycheck even though it's the antithesis of what a great investor does.<br />You can't buy or study your way to being a great investor. These things won't give you a<br />moat. They are simply things that make it easier to get invited into the poker game.<br />Experience is another over-rated thing. I mean, it's incredibly important, but it's not a<br />source of competitive advantage. It's another thing that is just required for admission. At<br />some point the value of experience reaches the point of diminishing returns. If that wasn't<br />true, all the great money managers would have their best years in their 60s and 70s and<br />80s, and we know that's not true. So some level of experience is necessary to play the<br />game, but at some point, it doesn't help any more and in any event, it's not a source of an<br />economic moat for an investor. Charlie Munger talks about this when he says you can<br />recognize when someone 'gets it'right away, and sometimes it's someone who has<br />almost no investing experience.<br /></font></p>
<p align="left"><font color="#000000">So what are the sources of competitive advantage for an investor? Just as with a company<br />or an industry, the moats for investors are structural. They have to do with psychology,<br />and psychology is hard wired into your brain. It's a part of you. You can't do much to<br />change it even if you read a lot of books on the subject.<br />The way I see it, there are at least seven traits great investors share that are true sources<br />of advantage because they can't be learned once a person reaches adulthood. In fact,<br />some of them can't be learned at all; you're either born with them or you aren't.<br /></font></p>
<p align="left"><font color="#000000">Trait #1 is the ability to buy stocks while others are panicking and sell stocks while others<br />are euphoric. Everyone thinks they can do this, but then when October 19, 1987 comes<br />around and the market is crashing all around you, almost no one has the stomach to buy.<br />When the year 1999 comes around and the market is going up almost every day, you<br />can't bring yourself to sell because if you do, you may fall behind your peers. The vast<br />majority of the people who manage money have MBAs and high IQs and have read a lot<br />of books. By late 1999, all these people knew with great certainty that stocks were<br />overvalued, and yet they couldn't bring themselves to take money off the table because of<br />the &quot;institutional imperative,&quot; as Buffett calls it.<br /></font></p>
<p align="left"><font color="#000000">The second character trait of a great investor is that he is obsessive about playing the<br />game and wanting to win. These people don&rsquo;t just enjoy investing; they live it. They wake<br />up in the morning and the first thing they think about, while they're still half asleep, is a<br />stock they have been researching, or one of the stocks they are thinking about selling, or<br />what the greatest risk to their portfolio is and how they're going to neutralize that risk.<br />They often have a hard time with personal relationships because, though they may truly<br />enjoy other people, they don't always give them much time. Their head is always in the<br />clouds, dreaming about stocks. Unfortunately, you can't learn to be obsessive about<br />something. You either are, or you aren't. And if you aren't, you can't be the next Bruce<br />Berkowitz.<br /></font></p>
<p align="left"><font color="#000000">A third trait is the willingness to learn from past mistakes. The thing that is so hard for<br />people and what sets some investors apart is an intense desire to learn from their own<br />mistakes so they can avoid repeating them. Most people would much rather just move on<br />and ignore the dumb things they?ve done in the past. I believe the term for this is<br />&quot;repression&quot;. But if you ignore mistakes without fully analyzing them, you will<br />undoubtedly make a similar mistake later in your career. And in fact, even if you do<br />analyze them it's tough to avoid repeating the same mistakes.<br /></font></p>
<p align="left"><font color="#000000">A fourth trait is an inherent sense of risk based on common sense. Most people know the<br />story of Long Term Capital Management, where a team of 60 or 70 PhDs with<br />sophisticated risk models failed to realize what, in retrospect, seemed obvious: they were<br />dramatically overleveraged. They never stepped back and said to themselves, &quot;Hey, even<br />though the computer says this is ok, does it really make sense in real life?&quot; The ability to<br />do this is not as prevalent among human beings as you might think. I believe the greatest<br />risk control is common sense, but people fall into the habit of sleeping well at night<br />because the computer says they should. They ignore common sense, a mistake I see<br />repeated over and over in the investment world.<br /></font></p>
<p align="left"><font color="#000000">Trait #5: Great investors have confidence in their own convictions and stick with them,<br />even when facing criticism. Buffett never get into the dot-com mania thought he was<br />being criticized publicly for ignoring technology stocks. He stuck to his guns when<br />everyone else was abandoning the value investing ship and Barron's was publishing a<br />picture of him on the cover with the headline &quot;What's Wrong, Warren?&quot; Of course, it<br />worked out brilliantly for him and made Barron's look like a perfect contrary indicator.<br />Personally, I'm amazed at how little conviction most investors have in the stocks they<br />buy. Instead of putting 20% of their portfolio into a stock, as the Kelly Formula might say<br />to do, they'll put 2% into it. Mathematically, using the Kelly Formula, it can be shown<br />that a 2% position is the equivalent of betting on a stock has only a 51% chance of going<br />up, and a 49% chance of going down. Why would you waste your time even making that<br />bet? These guys are getting paid $1 million a year to identify stocks with a 51% chance<br />of going up? It's insane.<br /></font></p>
<p align="left"><font color="#000000">Sixth, it's important to have both sides of your brain working, not just the left side (the<br />side that's good at math and organization.) In business school, I met a lot of people who<br />were incredibly smart. But those who were majoring in finance couldn't write worth a<br />damn and had a hard time coming up with inventive ways to look at a problem. I was a<br />little shocked at this. I later learned that some really smart people have only one side of<br />their brains working, and that is enough to do very well in the world but not enough to be<br />an entrepreneurial investor who thinks differently from the masses. On the other hand, if<br />the right side of your brain is dominant, you probably loath math and therefore you don't<br />often find these people in the world of finance to begin with. So finance people tend to be<br />very left-brain oriented and I think that's a problem. I believe a great investor needs to<br />have both sides turned on. As an investor, you need to perform calculations and have a<br />logical investment thesis. This is your left brain working. But you also need to be able to<br />do things such as judging a management team from subtle cues they give off. You need<br />to be able to step back and take a big picture view of certain situations rather than<br />analyzing them to death. You need to have a sense of humor and humility and common<br />sense. And most important, I believe you need to be a good writer. Look at Buffett; he's<br />one of the best writers ever in the business world. It's not a coincidence that he's also one<br />of the best investors of all time. If you can't write clearly, it is my opinion that you don't<br />think very clearly. And if you don't think clearly, you're in trouble. There are a lot of<br />people who have genius IQs who can't think clearly, though they can figure out bond or<br />option pricing in their heads.<br /></font></p>
<p align="left"><font color="#000000">And finally the most important, and rarest, trait of all: The ability to live through<br />volatility without changing your investment thought process. This is almost impossible<br />for most people to do; when the chips are down they have a terrible time not selling their<br />stocks at a loss. They have a really hard time getting themselves to average down or to<br />put any money into stocks at all when the market is going down. People don't like shortterm<br />pain even if it would result in better long-term results. Very few investors can<br />handle the volatility required for high portfolio returns. They equate short-term volatility<br />with risk. This is irrational; risk means that if you are wrong about a bet you make, you<br />lose money. A swing up or down over a relatively short time period is not a loss and<br />therefore not risk, unless you are prone to panicking at the bottom and locking in the loss.<br />But most people just can't see it that way; their brains won't let them. Their panic instinct<br />steps in and shuts down the normal brain function.<br /></font></p>
<p align="left"><font color="#000000">I would argue that none of these traits can be learned once a person reaches adulthood.<br />By that time, your potential to be an outstanding investor later in life has already been<br />determined. It can be honed, but not developed from scratch because it mostly has to do<br />with the way your brain is wired and experiences you have as a child. That doesn&rsquo;t mean<br />financial education and reading and investing experience aren&rsquo;t important. Those are<br />critical just to get into the game and keep playing. But those things can be copied by<br />anyone. The seven traits above can&rsquo;t be.<br />Ok, I know that's a lot of information and I want to leave time for questions so I'll stop<br />there.<br />Copyright, Mark Sellers, 2007</font></p>
<p align="center"><b><font color="#000000">阻碍你成为伟大投资者的七个先天因素</font></b></p>
<p align="left"><font color="#000000" size="3">我即将告诉你们的是：我不是来教你们怎样成为一个伟大投资者的。相反，我是来告诉你们，为何你们中只有极少人敢奢望成为这样的人。 </font></p>
<p><font color="#000000" size="3">如果你花了足够的时间去研究查理&middot;芒格、沃伦&middot;巴菲特 、布鲁斯&middot;博克维茨、 比尔&middot;米勒、埃迪&middot;兰伯特和比尔&middot;阿克曼等投资界巨子，你们就会明白我是什么意思。</font></p>
<p><font color="#000000" size="3">我知道这里的每一个人都有超越常人的智力，并且是经过艰苦的努力才达到今天的水平。你们是聪明人中最聪明的人。不过，即便我今天说的其他东西你们都没听进去，至少应该记住一件事：你们几乎已经没有机会成为一个伟大的投资者。你们只有非常、非常低的可能性，比如2%，甚至更少。这已经考虑到你们都是高智商且工作努力的人，并且很快就能从这个国家最顶级的商学院之一拿到MBA学位的事实。如果在座的仅仅是从大量人口中随机抽取的一个样本，那么成为伟大投资者的可能性将会更小，比如5000分之一。你们会比一般投资者拥有更多优势，但长期来说你们几乎没有机会从人群中脱颖而出。</font></p>
<p><font color="#000000" size="3"></font></p>
<p><font color="#000000" size="3"></font></p>
<p><font color="#000000" size="3">其原因是，你的智商是多少、看过多少书报杂志、拥有或者在今后的职业中将拥有多少经验，都不起作用。很多人都有这些素质，但几乎没有人在整个职业生涯中使复合回报率达到20%或25%。</font></p>
<p><font color="#000000" size="3">我知道有人会不同意这个观点，我也无意冒犯在座诸位。我不是指着某个人说：&ldquo;你几乎没有机会变得伟大了。&rdquo; 这个房间中可能会出现一两个能在职业生涯中实现20%复合回报率的人，但在不了解你们的情况下很难提前断言那会是谁。</font></p>
<p><font color="#000000" size="3">往好的方面讲，虽然你们中的大多数人都无法在职业生涯中达到20%的复合回报率，但你们依然会比普通投资者做得好，因为你们是哈佛的MBA。一个人能学会如何成为一般级别之上的投资者。如果你们聪明、勤奋又受过教育，就能做得足够好，在投资界保住一份高薪的好工作。不用成为伟大投资者，你们也可以赚取百万美元。通过一年的努力工作、高智商和努力钻研，你就可以学会在某几个点上超越平均水平。因此无须为我今天说的话而沮丧，即使不是巴菲特，你们也将会有一份真正成功且收入不菲的职业。</font></p>
<p><font color="#000000" size="3">但是你们不可能永远以20%的复合回报率让财富增值，除非你的脑子在十一二岁的时候就有某种特质。我不确定这是天生的还是后天习得的，但如果你到青少年时期还没有这种特质，那么你就再不会有了。在大脑发育完成之前，你可能有能力超过其他投资者，也可能没有。来到哈佛并不会改变这一点，读完每一本关于投资的书不会，多年的经验也不会。如果你想成为伟大投资者，那些只是必要条件，但还远远不够，因为它们都能被竞争对手复制。</font></p>
<p><font color="#000000" size="3">作个类比，想想企业界的各种竞争策略吧。我相信你们在这里已经上过或者将要上战略课程。你们或许会研习迈克尔&middot;波特的文章和书籍，这是我在进商学院之前就自学过的。我从他的书里受益匪浅，在分析公司时仍然总会用到这些知识。</font></p>
<p><font color="#000000" size="3">现在，作为公司的CEO，什么样的优势才能使你们免受残酷的竞争？如何找到合适的点来建立起广泛的巴菲特所说的&ldquo;经济护城河&rdquo;（economic moat）&quot;</font></p>
<p><font color="#000000" size="3">如果技术是你唯一的优势，那么它并不是建立&ldquo;护城河&rdquo;的资源，因为它是可以、而且最终总是会被复制的。这种情况下，你最好的希望是被收购或者上市，在投资者认识到你并没有可持续性优势之前卖掉所有股份。科技是那种寿命很短的优势。还有其他的，像一个好的管理团队、一场鼓动人心的广告行动，或是一股高热度的流行趋势。这些东西制造的优势都是暂时的，但它们与时俱变，而且能被竞争者复制。</font></p>
<p><font color="#000000" size="3">&nbsp;&ldquo;经济护城河&rdquo;是一种结构性（structural）的优势，就像1990年代的西南航空。它深植于公司文化和每一个员工身上，即使每个人都多少知道西南航空做的是什么，却没有别人能复制。如果你的竞争者知道你的秘密却不能复制，那就是一种结构性的优势，就是一条&ldquo;护城河&rdquo;。</font></p>
<p><font color="#000000" size="3">在我看来，实际只有4种难以复制且能持久的&ldquo;经济护城河&rdquo;。一种是规模经济，沃尔玛、宝洁、家得宝就是例子。另一种资源是网络效应，如eBay、万事达、维萨或美国运通。第三种是知识产权，比如专利、商标、政府许可或者客户忠诚度，迪斯尼、耐克和Genentech即是此中典范。最后一种是高昂的用户转移成本，薪资处理服务公司沛齐（Paychex）和微软就受益于此，因为用户转向其他产品的成本实在高昂。</font></p>
<p><font color="#000000" size="3">就像公司要么建立一条&ldquo;护城河&rdquo;，要么就忍受平庸，投资者也需要一些超越竞争者的优势，否则他就沦为平庸。</font></p>
<p><font color="#000000" size="3">现在有8000多家对冲基金和1万家共同基金，每天还有数百万计的个人投资者试图玩转股票市场。你们如何比这些人更有优势？&ldquo;护城河&rdquo;由何而来？</font></p>
<p><font color="#000000" size="3">首先，大量阅读书籍、杂志、报纸并不是建立&ldquo;护城河&rdquo;的资源。任何人都会读书。阅读自然无比重要，但不会赋予你高过他人的强劲优势，只能让你不落在别人后面。投资界的人都有大量阅读的习惯，有的人阅读量更是超群，但是我不认为投资表现与阅读数量之间呈正相关关系，你的知识积累达到某个关键点后，再多阅读就会呈收益递减效应。事实上，读太多新闻反而会伤害你的投资表现，因为那说明你开始相信记者们为了报纸销量而倾泻的所有废话。</font></p>
<p><font color="#000000" size="3">另外，任凭你是顶尖学校的MBA，或者拥有注册金融分析师资格、博士学位、注册会计师证书等等数十种可能得到的学位和证书，都不可能让你成为伟大的投资者。哈佛也无法把你教成这样的人，西北大学、芝加哥大学、沃顿商学院、斯坦福也不能。我要说的是，MBA是学习如何精确地获得市场平均回报率的最好途径。你可以通过MBA的学习极大地减少前进道路上的错误。这经常能使你得到丰厚的薪水，即使你离成为伟大投资者越来越远。你不可能花钱买到或是通过读书学习而成为伟大的投资者。这些都不会让你建起&ldquo;护城河&rdquo;，只是让你更容易获得进入这场赌局的邀请而已。</font></p>
<p><font color="#000000" size="3">经验是另一件被高估的事情。经验的确很重要，但并不是获得竞争优势的资源，它仅仅是另一张必需的入场券。经验积累到某一点后，其价值就开始收益递减。如果不是这样，那么60岁、70岁和80岁就应该是所有伟大资金操纵者的黄金时代。我们都知道事实并非如此。因此一定程度的经验是玩这个游戏所必需的，但到了一定时候，它就不再有更多帮助。它不是投资者的经济&ldquo;护城河&rdquo;。查理&middot;芒格说过，你们可以辨别出谁能正确地&ldquo;理解&rdquo;，有时那会是一个几乎没有投资经验的人。</font></p>
<p><font color="#000000" size="3">因此什么是投资者必备的竞争优势呢？就像一个公司或者一个行业，投资者的&ldquo;护城河&rdquo;也应该是结构性的。它们与一些心理学因素有关，而心理因素是深植在你的脑子里的，是你的一部分，即使你阅读大量相关书籍也无法改变。</font></p>
<p><font color="#000000" size="3"></font></p>
<p><font color="#000000" size="3">我认为，至少有7个特质是伟大投资者的共同特征，是真正的优势资源，而且是你一旦成年就再无法获得的。事实上，其中几个特质甚至丝毫没有学习的可能，你必须天生具备，若无就此生难寻。</font></p>
<p><font color="#000000" size="3"><strong>第一个特质是，在他人恐慌时果断买入股票、而在他人盲目乐观时卖掉股票的能力</strong>。</font></p>
<p><font color="#000000" size="3">每个人都认为自己能做到这一点，但是当1987年10月19日这天到来的时候（历史上著名的&ldquo;黑色星期一&rdquo;），市场彻底崩溃，几乎没人有胆量再买入股票。而在1999年（次年即是纳斯达克大崩盘），市场几乎每天都在上扬，你不会允许自己卖掉股票，因为你担心会落后于他人。绝大多数管理财富的人都有MBA学位和高智商，读过很多书。到1999年底，这些人也都确信股票被估值过高，但他们不能允许自己把钱撤离赌台，其原因正是巴菲特所说的&ldquo;制度性强制力&rdquo;（institutional imperative）。</font></p>
<p><font color="#000000" size="3"><strong>第二个特质是，伟大投资者是那种极度着迷于此游戏，并有极强获胜欲的人。</strong></font></p>
<p><font color="#000000" size="3">他们不只是享受投资的乐趣&mdash;&mdash;投资就是他们的生命。他们清晨醒来时，即使还在半梦半醒之间，想到的第一件事情就是他们研究过的股票，或者是他们考虑要卖掉的股票，又或者是他们的投资组合将面临的最大风险是什么以及如何规避它。他们通常在个人生活上会陷入困境，尽管他们也许真的喜欢其他人，也没有太多的时间与对方交流。他们的头脑始终处在云端，梦想着股票。不幸的是，你们无法学习这种对于某种东西的执迷，这是天生的。如果你没有这样的强迫症，你就不可能成为下一个布鲁斯&middot;博克维茨（ Fairholme Funds的创始人，选股思路深受巴菲特影响，组合集中、低换手率、很少越界）。</font></p>
<p><font color="#000000" size="3"><strong>第三个特质是，从过去所犯错误中吸取教训的强烈意愿。</strong></font></p>
<p><font color="#000000" size="3">这点对于人们来说是难以做到的，让伟大投资者脱颖而出的正是这种从自己过去错误中学习以避免重犯的强烈渴望。大多数人都会忽略他们曾做过的愚蠢决定，继续向前冲。我想用来形容他们的词就是&ldquo;压抑&rdquo;（repression）。但是如果你忽略往日的错误而不是全面分析它，毫无疑问你在将来的职业生涯中还会犯相似的错。事实上，即便你确实去分析了，重复犯错也是很难避免的。</font></p>
<p><font color="#000000" size="3"><strong>第四个特质是，基于常识的与生俱来的风险嗅觉。</strong></font></p>
<p><font color="#000000" size="3">大部分人都知道美国长期资本管理公司（1990年代中期的国际四大对冲基金之一，1998年因为俄罗斯金融风暴而濒临破产）的故事，一个由六七十位博士组成的团队，拥有最精妙的风险分析模型，却没能发现事后看来显见的问题：他们承担了过高的风险。他们从不停下来问自己一句：&ldquo;嗨，虽然电脑认为这样可行，但在现实生活中是否真的行得通呢？&rdquo;这种能力在人类中的常见度也许并不像你认为的那样高。我相信最优秀的风险控制系统就是常识，但是人们却仍会习惯听从电脑的意见，让自己安然睡去。他们忽视了常识，我看到这个错误在投资界一再上演。</font></p>
<p><font color="#000000" size="3"><strong>第五个特质是，伟大的投资家都对于他们自己的想法怀有绝对的信心，即使是在面对批评的时候。</strong></font></p>
<p><font color="#000000" size="3">巴菲特坚持不投身疯狂的网络热潮，尽管人们公开批评他忽略科技股。当其他人都放弃了价值投资的时候，巴菲特依然岿然不动。《巴伦周刊》为此把他做成了封面人物，标题是&ldquo;沃伦，你哪儿出错了？&rdquo;当然，事后这进一步证明了巴菲特的智慧，《巴伦周刊》则变成了完美的反面教材。就个人而言，我很惊讶于大多数投资者对他们所买股票的信心之微弱。根据凯利公式（Kelly Formula，一个可用于判断投资和赌博风险的数学公式），投资组合中的20%可以放在一支股票上，但很多投资人只放2%。从数学上来说，运用凯利公式，把2%的投资放在一支股票上，相当于赌它只有51%的上涨可能性，49%的可能性是下跌。为何要浪费时间去打这个赌呢？这帮人拿着100万美元的年薪，只是去寻找哪些股票有51%的上涨可能性？简直是有病。</font></p>
<p><font color="#000000" size="3"><strong>第六个特质是，左右脑都很好用，而不仅仅是开动左脑（左脑擅长数学和组织）。</strong></font></p>
<p><font color="#000000" size="3">在商学院，我曾经遇到过很多天资聪颖的人。不过主修金融的人，写的东西一文不值，他们也无法创造性地看待问题，对此我颇感震惊。后来我明白了，一些非常聪明的人只用一半大脑思考，这样足以让你在世上立足，可是如果要成为一个和主流人群思考方式不同的富有创新精神的企业投资家，这还远远不够。另一方面，如果你是右脑占主导的人，你很可能讨厌数学，然后通常就无法进入金融界了。所以金融人士很可能左脑极其发达，我认为这是个问题。我相信一个伟大投资家的两边大脑都发挥作用。作为一个投资家，你需要进行计算，要有逻辑合理的投资理论，这都是你的左脑做的事情。但是你也需要做一些另外的事情，比如根据微妙线索来判断该公司的管理团队。你需要静下心来，在脑中勾画出当前情势的大图景，而不是往死里去分析。你要具备幽默感、谦卑的心态和基本常识。还有最重要的，我认为你也得是一个好的写作者。看看巴菲特，他是商业世界里最杰出的写作者之一，他同时也是古往今来最好的投资家之一绝非偶然。如果你无法清晰地写作，我认为你也不能清楚地思考。如果不能清楚地思考，你就会陷入麻烦。很多人拥有天才般的智商，却不能清楚地思考问题，尽管他们心算就能得出债券或者期权的价格。</font></p>
<p><font color="#000000" size="3"><strong>最后、最重要的，同时也是最少见的一项特质：在投资过程中，大起大落之中却丝毫不改投资思路的能力。</strong></font></p>
<p><font color="#000000" size="3">这对于大多数人而言几乎是不可能做到的。当股票开始下跌，人们很难坚持承受损失而不抛出股票。市场整体下降时，人们很难决定买进更多股票以使成本摊薄，甚至很难决定将钱再投入股票中。人们不喜欢承受暂时性的痛苦，即便从长远来看会有更好的收益。很少有投资家能应对高回报率所必须经历的短期波动。他们将短期波动等同于风险。这是极不理性的。风险意味着你若押错了宝，就得赔钱。而相对短时期内的上下波动并不等于损失，因此也不是风险，除非你在市场跌到谷底时陷入恐慌，被损失吓得大乱阵脚。但是多数人不会以这种方式看问题，他们的大脑不容许他们这么想。恐慌本能会入侵，然后切断正常思考的能力。</font></p>
<p><font color="#000000" size="3">我必须申明，人们一旦步入成年期就无法再学到上述特质。这个时候，你在日后成为卓越投资者的潜力已经被决定了。这种潜力经过锻炼可以获得，但是无法从头建立，因为这与你脑组织的结构以及孩童时期的经历密切相关。这不是说金融教育、阅读以及投资经验都不重要。这些很重要，但只能让你够资格进入这个游戏并玩下去。那些都是可以被任何人复制的东西，而上述7个特质却不可能。</font></p>
<p><font color="#000000" size="3"><img src="http://www.gemag.com.cn/gemag/eWebEditor/UploadFile/2008311103647251.jpg" border="0" /></font></p>
<p><font color="#000000">&nbsp;</font></p>]]></description>
		</item>
		    
		
		<item>
			<title>美股暴跌将引发亚太市场动荡</title>
			<link>http://frank88.blog.sohu.com/89483876.html</link>
			<comments>http://frank88.blog.sohu.com/89483876.html#comment</comments>
			<dc:creator>洋洋</dc:creator>
			<pubDate>Sat, 7 Jun 2008 10:56:50 +0800</pubDate>
			<category>财经随笔</category>
			<guid>http://frank88.blog.sohu.com/89483876.html</guid>
			<description><![CDATA[<p><font color="#000000" size="4">昨晚美国股市在失业率出乎意料高企和油价的急速反弹夹击下，大幅下挫。三大指数分别，道指跌394.64点，跌幅3.13%；纳斯达克跌75.38，跌幅2.96%；标普500跌43.37，跌幅3.09%。</font></p>
<p><font color="#000000" size="4">美国5月份的失业率由4月的5%跳升到5.5%，是22年来的最大单月升幅。油价首次触及140美元的历史高位。周五有&ldquo;恐惧指数（fear index)/敏感性指数&rdquo;之称的VIX指数（The Chicago Board Options Exchange's volatility index）跳升26.5% ，其反映了投资者对后市的敏感和担忧。</font></p>
<p><font color="#000000" size="4">预计下周亚太股市也将随美股出现较大幅度的波动。近期亚太股市中越南和印度都出现较大幅度的调整，特别是越南已出现金融危机的征兆，这个时候亚太的&ldquo;屋漏&rdquo;却偏遇上了美国的&ldquo;连夜雨&rdquo;，看来好不了。</font></p>
<p><font color="#000000" size="4">A股是否能幸免，则要看运气。这个&ldquo;运气&rdquo;就是一些在4月踏空的机构不要借机推波助澜。这些机构做空的动机或动力都一直存在，他们缺的只是一点点&ldquo;借口&rdquo;。这不一定是什么&ldquo;阴谋&rdquo;，而只是市场博弈的&ldquo;阳谋&rdquo;。关键这些做空者要小心把握&ldquo;度&rdquo;，否则可能砸翻了桌子.....</font></p>
<p><font color="#000000" size="4"><img style="WIDTH: 679px; HEIGHT: 313px" height="288" alt="Chart for DOW JONES INDUSTRIAL AVERAGE IN (^DJI)" src="http://ichart.finance.yahoo.com/z?s=%5EDJI&t=1d&q=l&l=on&z=m&c=vix,%5EGSPC,%5EIXIC&a=v&p=s" width="512" border="0" /></font></p>
<p><font color="#000000" size="4">**VIX&nbsp;</font></p>
<p><font color="#000000" size="4"><img height="250" src="http://apps.cnbc.com/cgi-bin/upload.dll/file.gif?z0102210aze21069903a134beeadd16f3b4ef7bd9b" width="606" border="0" />&nbsp;<br /></font></p>
<p><font color="#000000" size="4">&nbsp;</font></p>]]></description>
		</item>
		    
		
		<item>
			<title>OTC市场成功的关键是什么？</title>
			<link>http://frank88.blog.sohu.com/89295829.html</link>
			<comments>http://frank88.blog.sohu.com/89295829.html#comment</comments>
			<dc:creator>洋洋</dc:creator>
			<pubDate>Thu, 5 Jun 2008 08:57:31 +0800</pubDate>
			<category>财经随笔</category>
			<guid>http://frank88.blog.sohu.com/89295829.html</guid>
			<description><![CDATA[<p><font color="#000000" size="4">近来，随着A股市场股改进程的告一段落，OTC/柜台交易市场的建立也逐步展开。OTC市场的建设，是构</font><font color="#000000" size="4">建一个多层次资本市场的重要一环，是资本市场的一项基础性建设。在某种意义上OTC市场的建设要重于</font><font color="#000000" size="4">创业板的建设。从美国纳斯达克的发展和成功的经验可以看到，纳斯达克的成功是建基于OTC市场之上的</font><font color="#000000" size="4">，纳斯达克本身就是OTC市场的一部分。举目全球的创业板市场为什么鲜有成功的，一个重要的原因在于</font><font color="#000000" size="4">：缺乏一个广阔的，自由的OTC作为创业板市场的纵深腹地。</font></p>
<p><font color="#000000" size="4">中国从九十年代开始，各省市就办了形形色色的&ldquo;产权交易中心&rdquo;，其实这些&ldquo;产权交易中心&rdquo;就是有</font><font color="#000000" size="4">其形无其实的OTC。这些产权中心的建立无不延续了这样一种模式：官批&mdash;&mdash;官办&mdash;&mdash;盖楼（盖中心）&mdash;</font><font color="#000000" size="4">&mdash;项目审批&mdash;&mdash;.....最终变为&ldquo;有楼无市&rdquo;....... </font><font color="#000000" size="4">这种官批官办的产权交易市场之所以&ldquo;有楼无市&rdquo;，一个重要的原因即：市场的灵魂&mdash;&mdash;自由，被&ldquo;闲</font><font color="#000000" size="4">不住的手&rdquo;抽掉了。</font></p>
<p><font color="#000000" size="4"><strong>自由，是OTC市场的灵魂</strong></font></p>
<p><font color="#000000" size="4">我们回过头来看美国资本市场的发展的历史，早期的华尔街，所有的交易都是从路边开始的，交易商们</font><font color="#000000" size="4">站在不同的路边街灯下交易不同的股票，后来进了咖啡厅，最后进入交易大厅，直至电子交易系统。最</font><font color="#000000" size="4">早的股票交易也和其他商品的交易一样，遵循的都是一个原则：自由市场原则。华尔街成为世界金融中</font><font color="#000000" size="4">心是一个市场力量相互博弈，自然形成的过程。</font></p>
<p><font color="#000000" size="4">华尔街的许多规则和法律都是市场力量博弈的产物，规则和法律是在市场发展之后，而不是之前的过多</font><font color="#000000" size="4">设定。最著名的就是1792年在华尔街68号的一棵梧桐树下签订的《梧桐树协议（The Buttonwood </font><font color="#000000" size="4">Agreement)》，这个协议在实行了183年后的1975年解除。这个协议从订立到解除都是市场力量博弈的结</font><font color="#000000" size="4">果，或市场的选择，而不是某种外力的介入。</font></p>
<p><font color="#000000" size="4"><strong>活跃的证券经纪人（公司）是关键</strong></font></p>
<p><font color="#000000" size="4">任何市场的形成，特别是初期都需要聚人气。产权交易市场首先要聚集的&ldquo;人气&rdquo;，就是大量的撮合交</font><font color="#000000" size="4">易的证券经纪人（broker)或投资顾问公司。产权交易不同于一般的商品交易，中间人的居间撮合是达成</font><font color="#000000" size="4">交易的关键。早期的华尔街就是聚集了大量的中间人（broker)，这些中间人既撮合股权交易，也撮合进</font><font color="#000000" size="4">出口生意。华尔街的经纪人公司大部分都采取合伙人制，无论是美林还是高盛都是由合伙人公司成长为</font><font color="#000000" size="4">今天的投行巨人。今天活跃在美国OTCBB市场上的broker，主要还是大量的中小型经纪公司。</font></p>
<p><font color="#000000" size="4">我们现在很多产权交易中心的制度设计都是一种&ldquo;排除中间人&rdquo;的制度安排，即产权交易中心就是最大</font><font color="#000000" size="4">的唯一的&ldquo;中间人&rdquo;。所有要融资的企业在产权中心登记挂牌，然后投资者直接找交易企业洽谈。这种</font><font color="#000000" size="4">景象无异于&ldquo;人口市场&rdquo;，融资企业在头上插根草标：我需要xxxxx钱，我可以出让xxxx股份。完全是一</font><font color="#000000" size="4">种自己卖自己的原始做法。</font></p>
<p><font color="#000000" size="4">在OTC市场上，专业经纪人（顾问公司；证券公司），中介机构（证券律师；会计师等）是构成市场的基</font><font color="#000000" size="4">本元素。市场的制度建设不仅要有利于保护投资者，还要有利于建立了一个适合经纪人生存的宽松环境</font><font color="#000000" size="4">。OTC市场建设的基础就是要提供一个宽松的环境吸引和留住专业的金融机构和人才，只要能吸引这些专</font><font color="#000000" size="4">业的机构，他们自然会去寻找卖家（融资企业）和买家（投资者）。我们现在很多产权交易中心的制度</font><font color="#000000" size="4">设计是完全颠倒的，他们是先找了一大堆的卖家（融资企业）和买家（投资者），而将居间者（broker</font><font color="#000000" size="4">）排除在外。</font></p>
<p><font color="#000000" size="4">近期，我看到关于OTC市场设立的一些初期步骤和安排，不幸的是：仍旧延续了&ldquo;产权中心&rdquo;的惯性思维</font><font color="#000000" size="4">和做法。官方指定&mdash;&mdash;官方牵头&mdash;&mdash;高门槛（审批）&mdash;&mdash;.....</font></p>
<p><font color="#000000" size="4">我担心，这样产生的OTC市场可能只是&ldquo;北之枳，而不是南之橘&rdquo;。我倒认为，今后中国的OTC市场最可能在一个非官方指定的，不起眼的边缘城市自然形成。这几年形成的很多特种商品的集散市场都是市场力量自然形成的结果，而那些由官方指定，并拔苗助长的所谓&ldquo;中心&rdquo;多成了地产商忽悠的圈钱项目。要形成一个市场，特别是产权市场，其实政府唯一要做的就是给与：自由-或放水养鱼。</font></p>
<p><strong><u>美国证券市场是一个多层次全方位的市场体系，其结构图如下:</u></strong> </p>
<p align="center"><img height="172" src="http://www.otcbb.com.cn/ussem480.jpg" width="347" border="0" /></p>
<p><br /><font color="#000000" size="4">&nbsp;</font></p>]]></description>
		</item>
		    
		
		<item>
			<title>中集&#8212;&#8212;中国企业国际化的先锋</title>
			<link>http://frank88.blog.sohu.com/88875332.html</link>
			<comments>http://frank88.blog.sohu.com/88875332.html#comment</comments>
			<dc:creator>洋洋</dc:creator>
			<pubDate>Sat, 31 May 2008 10:02:16 +0800</pubDate>
			<category>财经摘要</category>
			<guid>http://frank88.blog.sohu.com/88875332.html</guid>
			<description><![CDATA[
<div>
<div>
<div>
<div>
<div>
<div>
<div>
<h4><span><strong><font color="#000000"></font></strong></span></h4></div>
<p><font color="#000000"></font></p><!-- article title -->
<h3><font color="#000000" size="3">如果把中集公司誉为&ldquo;中国企业国际化的先锋&rdquo;应该是实至名归。兹摘要一篇麦肯锡周刊对中集总裁麦伯良的采访录：</font></h3>
<h3><font color="#000000">A pioneer in Chinese globalization: An interview with CIMC's president</font></h3><!-- article dek -->
<p><font color="#000000">A company that has already disrupted the container business is moving into transportation equipment and services.</font></p><!-- byline -->
<p><span><font color="#000000">Martin Joerss and Henry Zhang</font></span></p><!-- issue information -->
<p><font color="#000000">May 2008</font></p>
<div><!-- begin article body -->




<p><font color="#000000"><span>About 20 years ago,</span> China International Marine Containers (CIMC) was a small, little-known container manufacturer with just 59 employees. Since then, under the leadership of Mai Boliang, the company has become the industry&rsquo;s global leader. It has succeeded thanks to an aggressive domestic and global M&amp;A program, a successful human-resources approach that stresses the retention of local talent to run its overseas operations, and a relentless push to innovate and to disrupt the status quo.</font></p>
<p><font color="#000000">CIMC is the world&rsquo;s largest manufacturer of dry-cargo and refrigerated containers. The most important sea- and land-based logistics systems in Asia, Europe, and North America use its products, which range from regular containers to shipping equipment for energy, chemicals, and food. In 2007, the company had sales of about 50 billion renminbi ($7.14 billion), owned over 100 domestic and international subsidiaries, and employed nearly 60,000 people.</font></p>
<p><font color="#000000">Mai Boliang, CIMC&rsquo;s president, recently talked with Martin Joerss and Henry Zhang, a McKinsey principal and associate principal, respectively, in Boliang&rsquo;s office, in Shenzhen, China.</font></p>
<div style="#">
<div style="FLOAT: left; WIDTH: 145px"><font color="#000000"><img style="BORDER-RIGHT: #666 1px solid; BORDER-TOP: #666 1px solid; MARGIN-BOTTOM: 10px; BORDER-LEFT: #666 1px solid; WIDTH: 145px; BORDER-BOTTOM: #666 1px solid" src="http://www.mckinseyquarterly.com/image/article/spot/spot_MaiBoliang_cimc08.jpg" /> </font>
<h5 style="WIDTH: 145px"><font color="#000000">Mai Boliang</font></h5></div>
<div style="FLOAT: right; WIDTH: 338px"><font color="#000000"><span>Vital statistics</span> </font>
<p><font color="#000000">Born January 1959, in Zhaoqing, Guangzhou Province</font></p><font color="#000000"><span>Education</span> </font>
<p><font color="#000000">Graduated with BS in mechanical engineering in 1982 from South China University of Technology, in Guangzhou</font></p><font color="#000000"><span>Career highlights</span> </font>
<p><font color="#000000"><strong>China International Marine Containers </strong>(1992&ndash;present)</font></p>
<ul>
<li><font color="#000000">Member of board of directors and president (2004&ndash;present) </font>
</li><li><font color="#000000">Acting general manager (1990&ndash;92) </font>
</li><li><font color="#000000">Vice general manager (1987&ndash;90) </font></li></ul>
<p><font color="#000000"><span>Fast facts</span> </font>
</p><p><font color="#000000"></font>
<ul>
<li><font color="#000000">Executive director of China Container Industry Association (CCIA) </font>
</li><li><font color="#000000">Vice president of China Society of Economic Reform (CSER) </font>
</li><li><font color="#000000">Vice president of China Logistics Association (CLA) </font>
</li><li><font color="#000000">Received CCTV &ldquo;Magnificent Ten of the Chinese Economy&rdquo; award (2004) </font>
</li><li><font color="#000000">Ranked among top 25 most powerful businessmen in China by Fortune China (2005) </font></li></ul></p></div></div>
<p><font color="#000000">&nbsp;</font></p>
<p><font color="#000000"><span>The <em>Quarterly</em>:</span> What do you consider to be the drivers of CIMC&rsquo;s success?</font></p>
<p><font color="#000000"><span>Mai Boliang:</span> First of all, the reform and opening up of China. This enabled China&rsquo;s economy and foreign trade to take off, and the sustained growth of foreign trade has made it possible for China to become a global container-manufacturing center.</font></p>
<p><font color="#000000">A second reason for CIMC&rsquo;s success was its ability to predict and promptly react to business megatrends. In 1990, I predicted that China would become the global center of container manufacturing, replacing South Korea, the world&rsquo;s number-one dry-cargo-container manufacturer at the time. I based my prediction on how the growth of world trade, and China&rsquo;s role in it, would spur demand for containers, as well as the pricing advantage we would have over any foreign player. I recognized this possibility earlier than my South Korean competitors and preempted them by establishing a manufacturing footprint along China&rsquo;s coastal areas.</font></p>
<p><font color="#000000">The company&rsquo;s ownership structure has also contributed to our success. We have two majority shareholders&mdash;COSCO and China Merchants.</font><a href="http://www.mckinseyquarterly.com/Strategy/Globalization/China_CIMC_2150#foot1" name="foot1up"><sup><font color="#000000">1</font></sup></a><font color="#000000"> This is an unusual arrangement among Chinese state-owned enterprises, which usually have just one parent. We have found that the dual-shareholding structure has given us more of an opportunity to pursue medium- to long-term strategies, and we can worry less about short-term performance.</font></p>
<p><font color="#000000"><span>The <em>Quarterly</em>:</span> What was the greatest difficulty at the beginning?</font></p>
<p><font color="#000000"><span>Mai Boliang:</span> We didn&rsquo;t have much money, but we did have a very clear strategy, position, and objective back in 1990&mdash;to be the world&rsquo;s leading company in container manufacturing. However, the board and shareholders would not give me funding, so I had to figure out a way to expand without money. I put a lot of effort into doing an initial public offering as soon as possible to raise funds; CIMC was listed in Hong Kong in 1993.</font></p>
<div>

<font color="#000000">
</font>
<p></p>
<p>Your javascript is turned off. Javascript is required to view exhibits.</p>
</div>
<p><font color="#000000"><span>The <em>Quarterly</em>:</span> How did you carry out your expansion strategy when financial resources were insufficient?</font></p>
<p><font color="#000000"><span>Mai Boliang:</span> We signed agreements with other manufacturing companies under which we operated their businesses, paid them lease fees for the opportunity, and pocketed whatever was left over. At the beginning, we focused on building dry-cargo containers&mdash;these were low in cost and had low entry barriers, technically speaking, but the business was also extremely competitive and margins were falling all the time. Using this model allowed us to operate with little cash-flow pressure and to build our business organically before beginning to consolidate the other domestic players through mergers and acquisitions.</font></p>
<p><font color="#000000">From 1993, CIMC merged over ten container makers along China&rsquo;s coast, including those in Qingdao, Dalian, Tianjin, Shanghai, Nantong, and Xinhui; there were about 40 domestic makers in China at the height of our domestic merger activity. As a result, we won a more than 20 percent market share in the dry-cargo-container market and disrupted South Korea&rsquo;s dominance in the global industry. Among our advantages were our price per container&mdash;a few hundred dollars less than the Koreans charged&mdash;and our location, since China had a trade surplus, and shipping clients wanted to buy the containers at the locations where they could ship right away rather than moving the containers around.</font></p>
<p><font color="#000000"><span>The <em>Quarterly</em>:</span> What happened next?</font></p>
<p><font color="#000000"><span>Mai Boliang:</span> We only had a single product line&mdash;dry-cargo containers&mdash;and low technology. Under these circumstances, no one could say we were number one in the world. So we diversified into refrigerated containers, or &ldquo;reefers.&rdquo; The technical barriers were high, and the market was dominated by Japan, which had 95 percent of the reefer market with its aluminum containers. Germany, which produced stainless-steel reefers, had the minority share of the market. In 1995, we did a joint venture with Graaff, of Germany&mdash;the first of our international M&amp;A efforts. By working with the Germans and gradually improving on their technology, CIMC made steel reefers the norm for the global market after eight years. That ended Japanese dominance in this field.</font></p>
<p><font color="#000000">Later, we expanded into tank and collapsible containers, gradually becoming the company with the most comprehensive range of goods in the industry.</font></p>
<p><font color="#000000"><span>The <em>Quarterly</em>:</span> Now that the company has secured a dominant position, what comes next for CIMC?</font></p>
<p><font color="#000000"><span>Mai Boliang:</span> When our market share approached 55 percent, I felt that we had reached the ceiling to growth&mdash;it is unlikely that our container-manufacturing business will grow as quickly now. We have to identify new areas for growth. However, given CIMC&rsquo;s own strengths and weaknesses and the highly competitive environment in the industry, we are certain of one thing: we cannot do container shipping or leasing. Moreover, we should especially avoid moving upstream to make steel, the raw material of containers.</font></p>
<p><font color="#000000">We realized that CIMC&rsquo;s core advantages lie in manufacturing in China&mdash;that is, in our ability to control manufacturing costs. Therefore, the company was repositioned to supply modern transportation equipment and services. This new positioning has greatly expanded the scope of our business and made it possible for us to produce road transportation vehicles, as well as tanks for use in the energy, chemical, and food industries. With this repositioning, we placed on our agenda the possibility of building trains and ships. In other words, we will look closely at manufacturing a variety of transportation equipment.</font></p>
<p><font color="#000000"><span>The <em>Quarterly</em>:</span> What role has innovation played in CIMC&rsquo;s global strategy?</font></p>
<p><font color="#000000"><span>Mai Boliang:</span> Innovation has been essential to each of CIMC&rsquo;s successes. Our slogan is &ldquo;learn, improve, and disrupt.&rdquo; CIMC is a latecomer in every field in which we are involved. There is only one way for the latecomers to catch up with and outpace the forerunners&mdash;to disrupt their practices&mdash;and only innovation can make the disruption possible.</font></p>
<p><font color="#000000">Take the production of reefers. Aluminum reefers, a market dominated by the Japanese, used to be the industry standard. CIMC imported sandwich-foaming technology from Germany, improved the reefer production process, reduced capital inputs, and improved capacity and efficiency by leveraging automotive technology. Production volume was expanded 1.5 times with merely 20 percent of the original capital input. Productivity improved to nearly 5 minutes per container from the previous rate of over 20 minutes. Innovation by CIMC in the areas of labor and materials costs, technology, and engineering processes has enabled steel reefers&mdash;which are inexpensive to maintain, high strength, and corrosion proof&mdash;to completely replace Japanese aluminum reefers and upset the old order.</font></p>
<p><font color="#000000">Let me tell you another story about our operational innovations. Chassis for one type of container used to be produced and supplied in the United States. Later, they were made in South Korea and shipped, partially assembled, to the United States for assembly. We are now producing them 100 percent in China. All spare parts and materials are sourced in China, and all products are completed here before they are finally shipped to the United States. All US factories producing chassis had no choice but to shut down because of the fundamental changes we made in their production. CIMC captured a dominant position in the North American market for this product in three years, with a 60 percent market share. If we had refused to change the operational model, it would have been hard to exploit China&rsquo;s advantages, and CIMC would not enjoy the market position it has now.</font></p>
<p><font color="#000000"><span>The <em>Quarterly</em>:</span> CIMC has acquired quite a few overseas enterprises in recent years. Would you share with us your experience in integrating these companies?</font></p>
<p><font color="#000000"><span>Mai Boliang:</span> Global competition is transforming the world into a single economic community, in which production activities are integrated and all resources are optimized globally. When we buy a company, we integrate it with this megatrend in mind. We see all our operating units as part of a single CIMC, and we share the same vision across those units. We must have a common understanding and consensus, so when we buy a company, we prefer to use one brand&mdash;CIMC.</font></p>
<p><font color="#000000">At the operational level, our teams around the world must align themselves with the corporate business strategy. For example, everyone acknowledges that the Chinese team has a competitive edge in costs and manufacturing, while our overseas teams have a competitive edge in technology, management, and marketing. This common understanding is the basis for our work after we integrate other companies.</font></p>
<p><font color="#000000"><span>The <em>Quarterly</em>:</span> What have you done to make the acquired companies feel a part of CIMC?</font></p>
<p><font color="#000000"><span>Mai Boliang:</span> Under the rubric of One CIMC and One Shared Vision, we launched two initiatives&mdash;China&ndash;US interaction and China&ndash;Europe interaction&mdash;that brought overseas teams to China to improve communication and to develop more effective interactions. When overseas teams see what we mean by sincere cooperation, sharing competitive advantage, and mutual growth, why wouldn&rsquo;t they believe that One CIMC will help everyone? In return, Chinese engineers were sent to Europe to get first-hand information about its markets and to conduct research and development. CIMC Europe has also sent people here to help with product quality control.</font></p>
<p><font color="#000000">This has quickly and significantly improved our competitiveness in Europe. The acquired companies, now called European teams, were not comfortable with providing standard products, since their pricing was not competitive. Now they can leverage CIMC&rsquo;s labor cost advantage, so they have full confidence in their ability to capture 50 percent of the European market for standard products. With the newly improved confidence and the ability to capture a bigger market share, why wouldn&rsquo;t Europeans embrace the CIMC identity?</font></p>
<p><font color="#000000"><span>The <em>Quarterly</em>:</span> How does CIMC meet the demand for global management talent?</font></p>
<p><font color="#000000"><span>Mai Boliang:</span> The CIMC staff is a global staff. There is a general belief among Chinese executives that whenever a foreign company is acquired, Chinese executives have to be sent to manage it. I don&rsquo;t think a Chinese team has to be assigned to Europe to manage companies acquired there. Many Chinese companies have failed in their overseas ventures because of this mind-set.</font></p>
<p><font color="#000000">It would take three years, at least, for a Chinese team to get oriented to and acquainted with a foreign territory. How can that be efficient and profitable? In Europe, why don&rsquo;t we simply hire Europeans? In fact, the optimization of global resources also includes the optimization of talent. After CIMC acquired Burg Industries, in Europe, someone at CIMC asked me whom we would send to Europe. I replied that we should look to the Europeans for our talent. Through Burg, we acquired 1,600 staff members in Europe. They are all CIMC people. Our European management team, which understands the local economy, market, and human environment, has managed this company well. Is there any need to send anyone from China there?</font></p>
<p><font color="#000000">Indeed, we treat our European employees as core CIMC staff. Whatever I can offer is offered to them, including bonuses, stock options, and stocks. We provide the Europeans with as much as&mdash;or even more than&mdash;what they used to have from their previous, European employers. Of course, I have to tie their compensation to performance measured with key performance indicators.</font></p>
<p><font color="#000000">It has been over four years since CIMC acquired its first foreign company. Every one we acquired has successfully survived the integration and is doing well.</font></p>
<p><font color="#000000"><span>The <em>Quarterly</em>:</span> What are the biggest challenges facing the company?</font></p>
<p><font color="#000000"><span>Mai Boliang:</span> Although we use as much local talent as we can, we still have a talent-development problem. CIMC operates in broader geographies, on a larger scale, and in more diversified fields than it did in the past, and that poses more severe challenges. Talent developed in our conventional Chinese manufacturing setting&mdash;just emphasizing the improvement of technical skills&mdash;will find it hard to deal with the new situations demanded by our increasingly sophisticated global context. For example, we find that the starting point of Chinese staff members who are developed internally, often from the shop floor, is relatively low and that it takes them longer than better-educated people to reach the point we think is sufficient for work at an international level.</font></p>
<p><font color="#000000">Another challenge is how to capture the mainstream market for semitrailers, which CIMC began to manufacture for the first time in 2002, in Europe and the United States. We built our manufacturing base, added capacity through M&amp;A in China, and later continued to expand our production and service base in the US market. For example, we set up a US subsidiary, Vanguard National Trailer, and later bought HPA Monon, a semitrailer and chassis manufacturer in the state of Indiana. Now CIMC is one of the largest companies in the world in terms of annual sales of all types of semitrailers. Still, the real challenge for me is how this business can gain recognition in mainstream markets and from mainstream customers and how CIMC&rsquo;s design, technology, and engineering processes can shape the standards and the changing trends in this industry globally. <img height="20" alt="" src="http://www.mckinseyquarterly.com/img/widget_q-gold.gif" width="17" /></font></p>
<div>
<h5><span><font color="#000000">About the Authors</font></span></h5>
<p><font color="#000000"><strong>Martin Joerss</strong> is a principal in McKinsey&rsquo;s Beijing office, and <strong>Henry Zhang</strong> is an associate principal in the Hong Kong office.</font></p></div>
<div>
<h6><span><font color="#000000">Notes</font></span></h6>
<p><a href="http://www.mckinseyquarterly.com/Strategy/Globalization/China_CIMC_2150#foot1up" name="foot1"><sup><font color="#000000">1</font></sup></a><font color="#000000">China Ocean Shipping (Group) Company (COSCO), a $17 billion corporation, specializes in shipping and modern logistics and also serves as a shipping agency by providing services in freight forwarding, building and repairing ships, and operating terminals. The Hong Kong&ndash;based China Merchants is the major investor and operator of transportation infrastructure in the mainland and Hong Kong. It ranks among the world&rsquo;s top three public port operators, with total assets of $14.6 billion and total assets under management of nearly $131 billion.</font></p></div>
<p><font color="#000000"><img height="1" alt="" src="#" width="1" border="0" /> <!-- End SiteCatalyst code version: G.6. --><!-- End Omniture SiteCatalyst code --></font></p></div></div></div></div></div></div><!-- === Footer Ends === --></div>
<!-- === Lower Content Area Ends === -->
<div><font color="#000000">&nbsp;</font></div>



]]></description>
		</item>
		    
		
	</channel>
</rss>
