AGM 2008:
Yeah. I think there’s one metric that catches a lot of people. We tend to prefer the business which drowns in cash. It just makes so much money that the main — one of the main — principles of owning it is you have all this cash coming in. There are other businesses, like the construction equipment business of my old friend John Anderson. And he used to say about his business “You work hard all year, and at the end of the year there’s your profit sitting in the yard.
AGM 2003:
Yeah. And if you take a business that is a good business, but not a fabulous business, they tend to fall into two categories. One is the business where the whole reported profit just sits there in surplus cash at the end of the year. And you can take it out of the business and the business will do just as well without it as it would if it stayed in the business.
The second business is one that reports the 12 percent on capital but there’s never any cash. It reminds me of the used construction equipment business of my old friend, John Anderson. And he used to say, “In my business, every year you make a profit, and there it is, sitting in the yard.” And there are an awful lot of businesses like that, where just to keep going, to stay in place, there’s never any cash.
If it's earning 12% return on capital, is he saying most of those earnings go to debt service and not to the equity holder?
Is he saying something about maintenance capital requirements needing to be higher than depreciation so no free cash available?
Is it something around a constant upgrade cycle for construction equipment because of the competitive low-barriers nature?
I guess I don't understand how the construction equipment business actually works