“To all you fellow ring-kissers, I would like to talk today about the stock market,” he said. “I will be talking about pricing stocks, but I will not be talking about predicting their course of action next month or next year. Valuing is not the same as predicting.
“In the short run, the market is a voting machine. In the long run, it’s a weighing machine.
“Weight counts eventually. But votes count in the short term. And it’s a very undemocratic way of voting. Unfortunately, they have no literacy tests in terms of voting qualifications, as you’ve all learned.”
Buffett clicked a button, which illuminated a PowerPoint slide on a huge screen to his right.17 Bill Gates, sitting in the audience, caught his breath for a second, until the notoriously fumble-fingered Buffett managed to get the first slide up.18
DOW JONES
INDUSTRIAL AVERAGE
December 31, 1964 874.12
December 31, 1981 875.00
He walked over to the screen and started explaining.
“During these seventeen years, the size of the economy grew fivefold. The sales of the Fortune five hundred companies grew more than fivefold.*2 Yet, during these seventeen years, the stock market went exactly nowhere.”
He backed up a step or two. “What you’re doing when you invest is deferring consumption and laying money out now to get more money back at a later time. And there are really only two questions. One is how much you’re going to get back, and the other is when.
“Now, Aesop was not much of a finance major, because he said something like, ‘A bird in the hand is worth two in the bush.’ But he doesn’t say when.” Interest rates—the cost of borrowing—Buffett explained, are the price of “when.” They are to finance as gravity is to physics. As interest rates vary, the value of all financial assets—houses, stocks, bonds—changes, as if the price of birds had fluctuated. “And that’s why sometimes a bird in the hand is better than two birds in the bush and sometimes two in the bush are better than one in the hand.”
In his flat, breathy twang, the words coming so fast that they sometimes ran over one another, Buffett related Aesop to the great bull market of the 1990s, which he described as baloney. Profits had grown much less than in that previous period, but birds in the bush were expensive because interest rates were low. Fewer people wanted cash—the bird in the hand—at such low rates. So investors were paying unheard-of prices for those birds in the bush. Casually, Buffett referred to this as the “greed factor.”
The audience, full of technology gurus who were changing the world while getting rich off the great bull market, sat silent. They were perched atop portfolios that were jam-packed with stocks trading at extravagant valuations. They felt terrific about that. It was a new paradigm, this dawning of the Internet age. Their attitude was that Buffett had no right to call them greedy. Warren—who’d hoarded his money for years and given very little away, who was so cheap his license plate said “Thrifty,” who spent most of his time thinking about how to make money, who had blown the technology boom and missed the boat—was spitting in their champagne.
Buffett continued. There were only three ways the stock market could keep rising at ten percent or more a year. One was if interest rates fell and remained below historic levels. The second was if the share of the economy that went to investors, as opposed to employees and government and other things, rose above its already historically high level.19 Or, he said, the economy could start growing faster than normal.20 He called it “wishful thinking” to use optimistic assumptions like these.
Some people, he said, were not thinking that the whole market would flourish. They just believed they could pick the winners from the rest. Swinging his arms like an orchestra conductor, he succeeded in putting up another slide while explaining that, although innovation might lift the world out of poverty, people who invest in innovation historically have not been glad afterward.
“This is half of a page which comes from a list seventy pages long of all the auto companies in the United States.” He waved the complete list in the air. “There were two thousand auto companies: the most important invention, probably, of the first half of the twentieth century. It had an enormous impact on people’s lives. If you had seen at the time of the first cars how this country would develop in connection with autos, you would have said, ‘This is the place I must be.’ But of the two thousand companies, as of a few years ago, only three car companies survived.21 And, at one time or another, all three were selling for less than book value, which is the amount of money that had been put into the companies and left there. So autos had an enormous impact on America, but in the opposite direction on investors.”
He put down the list to shove his hand in his pocket. “Now, sometimes it’s much easier to figure out the losers. There was, I think, one obvious decision back then. And of course, the thing you should have been doing was shorting horses.”*3 Click. A slide about horses popped up.
U.S. HORSE POPULATION
1900—17 million
1998—5 million
“Frankly, I’m kind of disappointed that the Buffett family was not shorting horses throughout this entire period. There are always losers.”
Members of the audience chuckled, albeit faintly. Their companies might be losing money, but in their hearts beat a conviction that they were winners, supernovas blazing at the cusp of a momentous shift in the heavens. Undoubtedly their names would grace the pages of history books someday.
Click. Another slide appeared.
“Now the other great invention of the first half of the century was the airplane. In this period from 1919 to 1939, there were about two hundred companies. Imagine if you could have seen the future of the airline industry back there at Kitty Hawk. You would have seen a world undreamed of. But assume you had the insight, and you saw all of these people wishing to fly and to visit their relatives or run away from their relatives or whatever you do in an airplane, and you decided this was the place to be.
“As of a couple of years ago, there had been zero money made from the aggregate of all stock investments in the airline industry in history.
“So I submit to you: I really like to think that if I had been down there at Kitty Hawk, I would have been farsighted enough and public-spirited enough to have shot Orville down. I owed it to future capitalists.”22
Another light chuckle. Some were getting tired of these musty old examples. But out of respect, they let Buffett get on with it.
Now he was talking about their businesses. “It’s wonderful to promote new industries, because they are very promotable. It’s very hard to promote investment in a mundane product. It’s much easier to promote an esoteric product, even particularly one with losses, because there’s no quantitative guideline.” This was goring the audience directly, where it hurt. “But people will keep coming back to invest, you know. It reminds me a little of that story of the oil prospector who died and went to heaven. And St. Peter said, ‘Well, I checked you out, and you meet all of the qualifications. But there’s one problem.’ He said, ‘We have some tough zoning laws up here, and we keep all of the oil prospectors over in that pen. And as you can see, it is absolutely chock-full. There is no room for you.’
“And the prospector said, ‘Do you mind if I just say four words?’
“St. Peter said, ‘No harm in that.’
“So the prospector cupped his hands and yells out, ‘Oil discovered in hell!’
“And of course, the lock comes off the cage and all of the oil prospectors start heading right straight down.
“St. Peter said, ‘That’s a pretty slick trick. So,’ he says, ‘go on in, make yourself at home. All the room in the world.’
“The prospector paused for a minute, then said, ‘No, I think I’ll go along with the rest of the boys. There might be some truth to that rumor after all.’ 23
“Well, that’s the way people feel with stocks. It’s very easy to believe that there’s some truth to that rumor after all.”
He closed by returning to the proverbial bird in the bush. There was no new paradigm, he said. Ultimately, the value of the stock market could only reflect the output of the economy.
He put up a slide to illustrate how, for several years, the market’s valuation had outstripped the economy’s growth by an enormous degree. This meant, Buffett said, that the next seventeen years might not look much better than that long stretch from 1964 to 1981 when the Dow had gone exactly nowhere—that is, unless the market plummeted. “If I had to pick the most probable return over that period,” he said, “it would probably be six percent.”24 Yet a recent PaineWebber-Gallup poll had shown that investors expected stocks to return thirteen to twenty-two percent.25
He walked over to the screen. Waggling his bushy eyebrows, he gestured at the cartoon of a naked man and woman, taken from a legendary book on the stock market, Where Are the Customers’ Yachts?26 “The man said to the woman, ‘There are certain things that cannot be adequately explained to a virgin either by words or pictures.’” The audience took his point, which was that people who bought Internet stocks were about to get screwed. They sat in stony silence. Nobody laughed. Nobody chuckled or snickered or guffawed.
Seeming not to notice, Buffett moved back to the podium and told the audience about the goody bag he had brought for them from Berkshire Hathaway. “I just bought a company that sells fractional jets, NetJets,” he said. “I thought about giving each of you a quarter share of a Gulfstream IV. But when I went to the airport, I realized that’d be a step down for most of you.” At that, they laughed. So, he continued, he was giving each of them a jeweler’s loupe instead, which he said they should use to look at one another’s wives’ rings—the third wives’ especially.
That hit its mark. The audience laughed and applauded. Then they stopped. A resentful undercurrent was washing through the room. Sermonizing on the stock market’s excesses at Sun Valley in 1999 was like preaching chastity in a house of ill repute. The speech might rivet the audience to its chairs, but that didn’t mean that they would go forth and abstain.
Yet some thought they were hearing something important. “This is great; it’s the basic tutorial on the stock market, all in one lesson,” thought Gates.27 The money managers, many of whom were hunting for cheaper stocks, found it comforting and even cathartic.
Buffett waved a book in the air. “This book was the intellectual underpinning of the 1929 stock-market mania. Edgar Lawrence Smith’s Common Stocks as Long Term Investments proved that stocks always yielded more than bonds. Smith identified five reasons, but the most novel of these was the fact that companies retained some of their earnings, which they could reinvest at the same rate of return. That was the plowback—a novel idea in 1924! But as my mentor, Ben Graham, always used to say, ‘You can get in way more trouble with a good idea than a bad idea,’ because you forget that the good idea has limits. Lord Keynes, in his preface to this book, said, ‘There is a danger of expecting the results of the future to be predicted from the past.’”28
He had worked his way back around to the same subject: that one couldn’t extrapolate from the past few years of accelerating stock prices. “Now, is there anyone I haven’t insulted?”29 He paused. The question was rhetorical; nobody raised a hand.
“Thank you,” he said, and ended.
“Praise by name, criticize by category” was Buffett’s rule. The speech was meant to be provocative, not off-putting—for he cared a great deal what they thought of him. He had named no culprits, and he assumed they would get over his jokes. His argument was so powerful, almost unassailable, that he thought even those who didn’t like its message must acknowledge its force. And whatever unease the audience felt was not expressed aloud. He answered questions until the session ended. People began to stand, awarding him an ovation. No matter how they saw it—a masterful exposition on how to think about investing or the last roar of an old lion—the speech was by any standard a tour de force.
Buffett had stayed on top for forty-four years in a business where five years of good performance was a meaningful accomplishment. Still, as the record lengthened, the question always loomed: When would he falter? Would he declare an end to his reign, or would some seismic shift dethrone him? Now, it seemed to some, the time had come. It may have taken an invention as significant as the personal computer, coupled with a technology as pervasive as the Internet, to topple him, but he’d apparently overlooked information that was freely available and rejected the reality of the approaching millennium. As they muttered a polite “wonderful speech, Warren,” the young lions prowled, restive. And so, even in the ladies’ room at the break, sarcastic remarks were heard from the Silicon Valley wives.30
It was not just that Buffett was wrong, as some felt, but that even if he were eventually proved right—as others suspected he would be—his dour prediction of the investing future contrasted so sharply with Buffett’s own legendary past. For in his early glory days, stocks were cheap, and Buffett had scooped them up in handfuls, almost alone in noticing the golden apples lying untouched on the path. As the years passed, barriers grew up that made it harder to invest, to get an edge, to figure out what others didn’t know. So who was Buffett to preach at them, now that it was their turn? Who was he to say that they shouldn’t make money while they could off this wonderful market?
Throughout the rest of the lazy afternoon, Herbert Allen’s guests played one last game of tennis or golf or headed to the Duck Pond Lawn for a leisurely chat. Buffett spent his afternoon with old friends, who congratulated him on his triumph of a speech. He believed he had done a convincing job of swaying the audience. He had not given a speech full of such commanding evidence simply to go on the record.
Buffett, who wanted to be liked, had registered the standing ovation, not the mutterings. But the less flattering version was how many were not convinced. They believed that Buffett was rationalizing having missed the technology boom, and they were startled to see him make such specific predictions, prophecies that surely would turn out to be wrong. Beyond his earshot, the rumbling went on: “Good ol’ Warren. He missed the boat. How could he miss the tech boat? He’s a friend of Bill Gates.”31
A few miles away at the River Run Lodge later that evening, with the guests at the closing dinner again arranged according to some invisible plan, Herbert Allen finally spoke, thanking various people and reflecting on the week. Then Susie Buffett took the stage beside the windows that overlooked the pebbly Big Wood River and once again sang the old standards. Later the guests returned to the Sun Valley Lodge terrace, where Olympic skaters axeled and arabesqued in the Saturday night ice show.
By the time fireworks exploded across the sky at evening’s end, Sun Valley ’99 had been declared another glorious five-day extravaganza. Yet what most people would remember was not the rafting or the skaters; it was Buffett’s talk about the stock market—the first forecast he had made in exactly thirty years.
3
Creatures of Habit
Pasadena • July 1999
Buffett’s partner, Charles T. Munger, was nowhere to be seen at Sun Valley. The Allen & Co. organizers had never invited him. Which was fine with Munger, for Sun Valley was the kind of event he would almost pay not to attend. Its rituals required pleasing too many people.1 Buffett was the one who enjoyed pleasing people. Even as he took his jabs at the audience, he made sure to remain personally well liked. Whereas Munger wanted only respect, and didn’t care who thought he was a son of a bitch.
Yet the two, in many people’s minds, were almost interchangeable. Buffett himself referred to them as “Siamese twins, practically.” They walked with the same lurching, awkward gait. They wore the same sort of gray suits draped stiffly over their frames, the inflexible bodies of men who have spent deca
des reading books and newspapers rather than playing sports or working outdoors. They arranged their graying hair in the same comb-over, they wore similar Clark Kentish glasses, and the same intensity flickered through their eyes.
They thought alike and had the same fascination with business as a puzzle worth spending a lifetime to solve. Both regarded rationality and honesty as the highest virtues. Quickened pulses and self-delusion, in their view, were the major causes of mistakes. They liked to ponder the reasons for failure as a way of deducing the rules of success. “I had long looked for insight by inversion, in the intense manner counseled by the great algebraist Carl Jacobi,” Munger said. “‘Invert, always invert.’” He illustrated this with the story of a wise peasant who said, “Tell me where I’m going to die so I won’t go there.”2 But while Munger meant this figuratively, Buffett took it more literally. He lacked Munger’s subtle sense of fatalism, particularly when it came to the subject of his own mortality.
Both men, however, were infected by the urge to preach. Munger described himself as “didactic.” He labored over occasional speeches on the art of successful living, which struck people as so insightful that they were hoarded and passed from hand to hand until, finally, the Internet made them accessible to all. He grew so enthused delivering these speeches that, on a few occasions, he became “self-intoxicated,” as Buffett put it, and had to be dragged from the stage. In private, Munger tended to lecture either himself or his audience, making conversations with him like sitting in the back of a runaway stagecoach.
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