Warren Buffett's reputation for honesty isn't just a moral stance; it's a core business strategy. It attracts private business owners seeking a trustworthy partner, leading to a steady flow of exclusive, high-quality acquisition opportunities that competitors never see.
Charlie Munger prized 'win-win' systems, and Costco is the prime example. By offering clear value to all stakeholders—low prices for customers, reliable partnership for suppliers, high wages for employees, and steady returns for investors—Costco creates a self-reinforcing, durable competitive advantage that is difficult to replicate.
Sir John Templeton's success in 1960s Japan reveals a key pattern: the biggest opportunities lie where volatility and a lack of information deter mainstream investors. These factors create significant mispricings for those willing to do the necessary but difficult research, such as in today's micro-cap markets.
The father of value investing, Benjamin Graham, made the bulk of his net worth from a single stock: Geico. This concentrated, long-term holding of a compounding business directly contradicted his famous principles of broad diversification and selling assets once they reach intrinsic value, highlighting the power of selective flexibility.
The classic 'margin of safety' isn't limited to tangible assets. For modern, asset-light companies, safety is found in predictable, high-growth earnings. A business with strong earnings visibility, high switching costs, and rapid growth can have a massive margin of safety, even with a high price-to-book ratio.
Investors Nick Sleep and Kay Zakaria built their careers on holding just three core stocks for decades. Their lesson is to fight the impulse to trade winners after a quick gain. The greatest returns come from identifying exceptional businesses and practicing the 'active patience' required to hold them for multi-year periods.
Monish Pabrai's successful Fiat investment reveals a powerful strategy: find hidden assets within a company. The market valued Fiat Chrysler as a single struggling automaker, but Pabrai saw that its Ferrari subsidiary was a gem being overlooked. By valuing Ferrari separately, he realized the core auto business was trading for almost nothing.
During the dot-com bubble, Howard Marks used second-order thinking to stay rational. Instead of asking which tech stocks were innovative (a first-order question), he asked what would happen *after* everyone else piled in. This focus on embedded expectations, rather than simple quality, is key to avoiding overpriced, crowded trades.