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价值投资系列:moat
Moat1: Low-cost production
- Takeaway: If you’re in a commodity industry, be relentless when reducing costs—the lower you go, the deeper the moat.
If you can make it for less, you can sell it for less. Buffett, when thinking of low-cost production moats, uses GEICO (another Berkshire Hathaway acquisition) as an example. GEICO didn’t stumble upon low-cost production as its moat. It was essential for their market:
Most people will assume the service is fairly identical among [car insurance] companies, or close enough, so they’re going to do it on cost, so I gotta be the low-cost producer. That’s my moat. To the extent my costs get further lower than the other guy, I’ve thrown a couple of sharks into the moat.
When it comes to low-cost production, examples often focus on manufacturing and supply chain management. In Richard Rumelt’s Good Strategy Bad Strategy: The Difference and Why It Matters, he recounts a favorite (and recurring) discussion with his students: What makes Walmart successful? And why is it so difficult for others to compete?
Obviously, Walmart thrives as a low-cost producer. But how did it build that moat? The answer isn’t merely the reduced costs that come with scale, like buying in bulk. It is, Rumelt explains, the management of Walmart stores as a network.
The company limits costs through a management and distribution structure that serves multiple stores in a geographic area. The network of stores allows Walmart to limit its stock in any given store and share managerial expenses across the network. The moat is deep—efficiencies flow from a 5,000-store network.
Wmt, COST 的核心竞争力在:低价格
GEICO: 他的客户市场
COSTCO moat:
https://baskinwealth.com/an-ernest-opinion/costcos-true-moat/?
Walmart moat:
https://www.gurufocus.com/news/12081/how-wide-is-walmarts-moat