Kyle Harrison
concept

Value Investing

Value Investing

Across the Warren Buffett / Charlie Munger corpus in Kyle’s notes, value investing is treated less as a label and more as a tautology. In the Berkshire Hathaway Annual Letters, Buffett argues the term “value investing” is redundant — “What is ‘investing’ if it is not the act of seeking value at least sufficient to justify the amount paid?” — and rejects the value-vs-growth dichotomy as “fuzzy thinking,” since “growth is always a component in the calculation of value.” Buffett — The Biography records that Buffett “views all investing… as ‘value investing,’” tracing his arc from Graham-style “cigar butt” bargains toward paying a fair price for a great business, a shift Munger pushed him toward. The letters themselves disown the cigar-butt approach: “Time is the friend of the wonderful business, the enemy of the mediocre.”

In Poor Charlie’s Almanack, Munger reframes the discipline as betting against the parimutuel system: “We look for a horse with one chance in two of winning and which pays you three to one. You’re looking for a mispriced gamble… That’s value investing.” Kyle’s wiki wires the concept to its supporting principles — Margin of Safety, the Circle of Competence, and a deliberate non-forecasting posture (Forecasting notes it as “the non-forecasting discipline embodied in the Berkshire Hathaway Annual Letters”). The frame also reappears in Pricing as the link between price paid and intrinsic value. The countervailing voice in the notes is Chamath Palihapitiya, who in The Unusual Ambitions Of Chamath Palihapitiya dismisses many value investors as “morons” whose balance-sheet/DCF models break in a zero-rate world where value sits in brand and intangibles.

Context: Value investing is the school originating with Benjamin Graham (and David Dodd) at Columbia in the 1930s, built on buying securities trading below a conservatively estimated intrinsic value with a “margin of safety.” Buffett and Munger are its most famous practitioners, evolving it from Graham’s deep-bargain “net-net” style toward quality-business compounding.

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