-2-
UVA-F-1483
(he lived in Omaha) and a tough-minded investor. In contrast to investing’s other “stars,” Buffett
acknowledged his investment failures both quickly and publicly. Although he held an MBA from
Columbia University and credited his mentor, Professor Benjamin Graham, with developing the
philosophy of value-based investing that had guided Buffett to his success, he chided business
schools for the irrelevance of their finance and investing theories.
Numerous writers sought to distill the essence of Buffett’s success. What were the key
principles that guided Buffett? Could those principles be applied broadly in the 21st century, or were
they unique to Buffett and his time? From an understanding of those principles, analysts hoped to
illuminate the acquisition of PacifiCorp. What were Buffett’s probable motives in the acquisition?
What did Buffett’s offer say about his valuation of PacifiCorp, and how would it compare with
valuations for other regulated utilities? Would Berkshire’s acquisition of PacifiCorp prove to be a
success? How would Buffett define success?
Berkshire Hathaway Inc.
Berkshire Hathaway was incorporated in 1889 as Berkshire Cotton Manufacturing, and
eventually grew to become one of New England’s biggest textile producers, accounting for 25% of
the United States’ cotton textile production. In 1955, Berkshire merged with Hathaway
Manufacturing and began a secular decline due to inflation, technological change, and intensifying
competition from foreign competitors. In 1965, Buffett and some partners acquired control of
Berkshire Hathaway, believing that its financial decline could be reversed.
Over the next 20 years, it became apparent that large capital investments would be required
to remain competitive and that even then the financial returns would be mediocre. Fortunately, the
textile group generated
enough cash in the initial
years to permit the firm
to purchase two
insurance companies
headquartered in Omaha:
National Indemnity
Company and National
Fire & Marine Insurance
Company. Acquisitions
of other businesses
followed in the 1970s
and 1980s; Berkshire
Hathaway exited the
textile business in 1985.
-2-
UVA-F-1483
(he lived in Omaha) and a tough-minded investor. In contrast to investing’s other “stars,” Buffett
acknowledged his investment failures both quickly and publicly. Although he held an MBA from
Columbia University and credited his mentor, Professor Benjamin Graham, with developing the
philosophy of value-based investing that had guided Buffett to his success, he chided business
schools for the irrelevance of their finance and investing theories.
Numerous writers sought to distill the essence of Buffett’s success. What were the key
principles that guided Buffett? Could those principles be applied broadly in the 21st century, or were
they unique to Buffett and his time? From an understanding of those principles, analysts hoped to
illuminate the acquisition of PacifiCorp. What were Buffett’s probable motives in the acquisition?
What did Buffett’s offer say about his valuation of PacifiCorp, and how would it compare with
valuations for other regulated utilities? Would Berkshire’s acquisition of PacifiCorp prove to be a
success? How would Buffett define success?
Berkshire Hathaway Inc.
Berkshire Hathaway was incorporated in 1889 as Berkshire Cotton Manufacturing, and
eventually grew to become one of New England’s biggest textile producers, accounting for 25% of
the United States’ cotton textile production. In 1955, Berkshire merged with Hathaway
Manufacturing and began a secular decline due to inflation, technological change, and intensifying
competition from foreign competitors. In 1965, Buffett and some partners acquired control of
Berkshire Hathaway, believing that its financial decline could be reversed.
Over the next 20 years, it became apparent that large capital investments would be required
to remain competitive and that even then the financial returns would be mediocre. Fortunately, the
textile group generated
enough cash in the initial
years to permit the firm
to purchase two
insurance companies
headquartered in Omaha:
National Indemnity
Company and National
Fire & Marine Insurance
Company. Acquisitions
of other businesses
followed in the 1970s
and 1980s; Berkshire
Hathaway exited the
textile business in 1985.
การแปล กรุณารอสักครู่..