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Stock Analysis Compilation
Vulcan Value Partners on Ibstock $IBST LN
Thesis: Ibstock’s leading market position and strong pricing power set it up for a rebound, as policy changes and interest rate cuts revive the U.K. housing market.
(Extract from their Q3 letter) https://t.co/8VbdJgoCQz
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Vulcan Value Partners on Ibstock $IBST LN
Thesis: Ibstock’s leading market position and strong pricing power set it up for a rebound, as policy changes and interest rate cuts revive the U.K. housing market.
(Extract from their Q3 letter) https://t.co/8VbdJgoCQz
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Offshore
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Startup Archive
Ben Horowitz shares 4 principles for choosing a cofounder
The first and most important principle is to not let anxiety drive your decision. Ben recalls the feeling when you first start a startup:
“You’re like, ‘Oh my god, what if this doesn’t work?’… Your guts are boiling, you’re feeling very uneasy. And so there’s a tendency to grab the closest cofounder you can find to say, ‘Okay it’s not just me now. Whew!’ That’s a big mistake.”
Ben’s second principle for choosing a cofounder comes from John D. Rockefeller who said:
“A friendship founded on business is better than a business founded on friendship.”
Ben advises founders to be careful about going into business with your friends. Friendship is generally bad reason to choose someone as a cofounder.
The third principle Ben argues for is to work with people you’ve known for a while and truly respect. This is how The Beetles were formed, and they went on to be one of the greatest bands of all time. Ben juxtaposes with The Monkees who were put together by the record company:
“The Monkees were actually pretty successful for a little while but there was something just fundamentally inauthentic about them… You are generally better off being The Beatles than The Monkees. Work with people who you’ve known for a while, respect, and feel like you can be teammates with for a long, long time.”
The last point Ben makes is about equity splits:
“If you’re not willing to equally split the company from an equity standpoint with your founders, that’s probably a mistake.”
You also have to decide who is going to be CEO. Ben generally will not fund startups without a clear CEO:
“When you choose to share command, it’s because you can’t agree with your cofounder who should run the company. But everybody in the company is going to suffer because of that — you don’t have clear command and decisions have to get made twice.”
Video source: @StartupGrind (2014)
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Ben Horowitz shares 4 principles for choosing a cofounder
The first and most important principle is to not let anxiety drive your decision. Ben recalls the feeling when you first start a startup:
“You’re like, ‘Oh my god, what if this doesn’t work?’… Your guts are boiling, you’re feeling very uneasy. And so there’s a tendency to grab the closest cofounder you can find to say, ‘Okay it’s not just me now. Whew!’ That’s a big mistake.”
Ben’s second principle for choosing a cofounder comes from John D. Rockefeller who said:
“A friendship founded on business is better than a business founded on friendship.”
Ben advises founders to be careful about going into business with your friends. Friendship is generally bad reason to choose someone as a cofounder.
The third principle Ben argues for is to work with people you’ve known for a while and truly respect. This is how The Beetles were formed, and they went on to be one of the greatest bands of all time. Ben juxtaposes with The Monkees who were put together by the record company:
“The Monkees were actually pretty successful for a little while but there was something just fundamentally inauthentic about them… You are generally better off being The Beatles than The Monkees. Work with people who you’ve known for a while, respect, and feel like you can be teammates with for a long, long time.”
The last point Ben makes is about equity splits:
“If you’re not willing to equally split the company from an equity standpoint with your founders, that’s probably a mistake.”
You also have to decide who is going to be CEO. Ben generally will not fund startups without a clear CEO:
“When you choose to share command, it’s because you can’t agree with your cofounder who should run the company. But everybody in the company is going to suffer because of that — you don’t have clear command and decisions have to get made twice.”
Video source: @StartupGrind (2014)
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App Economy Insights
🍿 Streaming Earnings Visualized:
🏰 $DIS Disney: DTC Profits Rise
🏀 $WBD Warner Bros: Box Office Woes
🏔️ $PARA Paramount: Streaming Growth
🦚 $CMCSA Comcast: Cable Restructuring
https://t.co/66YWVqqjWX
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🍿 Streaming Earnings Visualized:
🏰 $DIS Disney: DTC Profits Rise
🏀 $WBD Warner Bros: Box Office Woes
🏔️ $PARA Paramount: Streaming Growth
🦚 $CMCSA Comcast: Cable Restructuring
https://t.co/66YWVqqjWX
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Stock Analysis Compilation
Stock Analysis Compilation #64 is in your inbox 🔥
(link in bio)
44 stock pitches from the best hedge funds & newsletters :
$APG $ASPI $BIDU $BGCP $BFH $CALM $CLBT $DG $PLOW $ELF $EBAY $EAF $HIMS $HIMS $MELI $MOH $MNDY $NNI $NU $NVDA $PLTR $PESI $RKLB $SE $SMC $TEVA $V and many more
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Stock Analysis Compilation #64 is in your inbox 🔥
(link in bio)
44 stock pitches from the best hedge funds & newsletters :
$APG $ASPI $BIDU $BGCP $BFH $CALM $CLBT $DG $PLOW $ELF $EBAY $EAF $HIMS $HIMS $MELI $MOH $MNDY $NNI $NU $NVDA $PLTR $PESI $RKLB $SE $SMC $TEVA $V and many more
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Dimitry Nakhla | Babylon Capital®
6 Stocks Trading Near My Buy Range 📈
1️⃣ Thermo Fisher Scientific $TMO
•NTM P/E: 23.34x
•NTM FCF Yield: 4.15%
2️⃣ ASML Holding $ASML
•NTM P/E: 28.41x
•NTM FCF Yield: 3.20%
3️⃣ Alphabet $GOOG $GOOGL
•NTM P/E: 20.58x
•NTM FCF Yield: 4.25%
4️⃣ IDEXX Laboratories $IDXX
•NTM P/E: 36.32x
•NTM FCF Yield: 2.76%
5️⃣ Intuit $INTU
•NTM P/E: 36.67x
•NTM FCF Yield: 3.03%
6️⃣ Visa $V
•NTM P/E: 27.51x
•NTM FCF Yield: 3.81%
#stocks #investing
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6 Stocks Trading Near My Buy Range 📈
1️⃣ Thermo Fisher Scientific $TMO
•NTM P/E: 23.34x
•NTM FCF Yield: 4.15%
2️⃣ ASML Holding $ASML
•NTM P/E: 28.41x
•NTM FCF Yield: 3.20%
3️⃣ Alphabet $GOOG $GOOGL
•NTM P/E: 20.58x
•NTM FCF Yield: 4.25%
4️⃣ IDEXX Laboratories $IDXX
•NTM P/E: 36.32x
•NTM FCF Yield: 2.76%
5️⃣ Intuit $INTU
•NTM P/E: 36.67x
•NTM FCF Yield: 3.03%
6️⃣ Visa $V
•NTM P/E: 27.51x
•NTM FCF Yield: 3.81%
#stocks #investing
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App Economy Insights
$BABA Alibaba Q2 FY25 (ending Sept.).
• Revenue +5% Y/Y to $33.7B ($0.5B beat).
• Operating margin 15% (flat Y/Y).
• Free cash flow margin 6% (-14pp Y/Y).
• Non-GAAP EPADS of $2.15 ($0.10 beat). https://t.co/YaKqu3pjm5
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$BABA Alibaba Q2 FY25 (ending Sept.).
• Revenue +5% Y/Y to $33.7B ($0.5B beat).
• Operating margin 15% (flat Y/Y).
• Free cash flow margin 6% (-14pp Y/Y).
• Non-GAAP EPADS of $2.15 ($0.10 beat). https://t.co/YaKqu3pjm5
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Stock Analysis Compilation
Miller Value Fund on Bread Financial Holdings $BFH
Thesis: With loan growth, debt reduction, and a rapidly expanding funding base, BFH is positioned for robust earnings growth, trading at a deep discount to peers.
(Extract from their Q3 letter, link to the analysis in SAC#64) https://t.co/X7dWF0dROB
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Miller Value Fund on Bread Financial Holdings $BFH
Thesis: With loan growth, debt reduction, and a rapidly expanding funding base, BFH is positioned for robust earnings growth, trading at a deep discount to peers.
(Extract from their Q3 letter, link to the analysis in SAC#64) https://t.co/X7dWF0dROB
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Quiver Quantitative
I recently created a "DC Insider Score" by combining data on:
- Congressional trading
- Corporate lobbying
- Government contracts
It quantifies how closely companies are tied to the US government.
CURRENT TOP 15:
1. Lockheed Martin
2. Northrop Grumman
3. Microsoft
4. Honeywell
5. Ford
6. Accenture
7. Pfizer
8. Raytheon
9. IBM
10. UPS
11. Abbott Laboratories
12. Southern Co
13. FedEx
14. Oracle
15. Merck
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I recently created a "DC Insider Score" by combining data on:
- Congressional trading
- Corporate lobbying
- Government contracts
It quantifies how closely companies are tied to the US government.
CURRENT TOP 15:
1. Lockheed Martin
2. Northrop Grumman
3. Microsoft
4. Honeywell
5. Ford
6. Accenture
7. Pfizer
8. Raytheon
9. IBM
10. UPS
11. Abbott Laboratories
12. Southern Co
13. FedEx
14. Oracle
15. Merck
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Offshore
Video
Startup Archive
Former Google CEO Eric Schmidt on why you should hire the divas: “Steve Jobs was a diva”
“If you read any management textbook, it says ‘don’t hire the divas’ because they’re nothing but a pain in the ass. And by the way, they are. But the people who are the divas—who believe—are the ones who will drive the culture and company to excellence. Steve Jobs was a diva. I worked with Bill Joy who was my colleague for many years—he’s an example of a diva. And I mean this in the most flattering way: they expect a lot, they drive people hard, they’re controversial, and they care passionately. If you find those people, you’re probably going to work for one so be nice to them.”
However, Eric does not mean that you should tolerate arrogant jerks at your company.
In his book How Google Works, he uses use the terms “divas” and “knaves” to distinguish between who you should tolerate and who you shouldn’t:
“Knavish behavior is a product of low integrity; diva-ish behavior is one of high exceptionalism. Knaves prioritize the individual over the team; divas think they are better than the team, but want success equally for both. Knaves need to be dealt with as quickly as possible. But as long as their contributions match their outlandish egos, divas should be tolerated and even protected. Great people are often unusual and difficult, and some of those quirks can be quite off-putting. Since culture is about social norms and divas refuse to be normal, cultural factors can conspire
to sweep out the divas along with the knaves. As long as people can figure out any way to work with the divas, and the divas’ achievements outweigh the collateral damage caused by their diva ways, you should fight for them. They will pay off your investment by doing interesting things.”
Video source: @GreylockVC (2015)
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Former Google CEO Eric Schmidt on why you should hire the divas: “Steve Jobs was a diva”
“If you read any management textbook, it says ‘don’t hire the divas’ because they’re nothing but a pain in the ass. And by the way, they are. But the people who are the divas—who believe—are the ones who will drive the culture and company to excellence. Steve Jobs was a diva. I worked with Bill Joy who was my colleague for many years—he’s an example of a diva. And I mean this in the most flattering way: they expect a lot, they drive people hard, they’re controversial, and they care passionately. If you find those people, you’re probably going to work for one so be nice to them.”
However, Eric does not mean that you should tolerate arrogant jerks at your company.
In his book How Google Works, he uses use the terms “divas” and “knaves” to distinguish between who you should tolerate and who you shouldn’t:
“Knavish behavior is a product of low integrity; diva-ish behavior is one of high exceptionalism. Knaves prioritize the individual over the team; divas think they are better than the team, but want success equally for both. Knaves need to be dealt with as quickly as possible. But as long as their contributions match their outlandish egos, divas should be tolerated and even protected. Great people are often unusual and difficult, and some of those quirks can be quite off-putting. Since culture is about social norms and divas refuse to be normal, cultural factors can conspire
to sweep out the divas along with the knaves. As long as people can figure out any way to work with the divas, and the divas’ achievements outweigh the collateral damage caused by their diva ways, you should fight for them. They will pay off your investment by doing interesting things.”
Video source: @GreylockVC (2015)
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