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derek90
2021-07-09

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Opinion: 10 companies that know how to spend money so you have a chance to make some<blockquote>观点：10家知道如何花钱的公司，这样你就有机会赚到一些</blockquote>

Share buybacks can add value to all corporate constituents — shareholders, employees and customers S

Opinion: 10 companies that know how to spend money so you have a chance to make some<blockquote>观点：10家知道如何花钱的公司，这样你就有机会赚到一些</blockquote>

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{"i18n":{"language":"zh_CN"},"data":{"magic":2,"id":143558118,"tweetId":"143558118","gmtCreate":1625804118234,"gmtModify":1633937144480,"author":{"id":3583147243779518,"idStr":"3583147243779518","authorId":3583147243779518,"authorIdStr":"3583147243779518","name":"derek90","avatar":"https://static.tigerbbs.com/dedb091acca441a93ab9838158a433a7","vip":1,"userType":1,"introduction":"","boolIsFan":false,"boolIsHead":false,"crmLevel":11,"crmLevelSwitch":0,"individualDisplayBadges":[],"fanSize":0,"starInvestorFlag":false},"themes":[],"images":[],"coverImages":[],"extraTitle":"","html":"<html><head></head><body>likepps</body></html>","htmlText":"<html><head></head><body>likepps</body></html>","text":"likepps","highlighted":1,"essential":1,"paper":1,"likeSize":6,"commentSize":0,"repostSize":0,"favoriteSize":0,"link":"https://laohu8.com/post/143558118","repostId":1135632463,"repostType":4,"repost":{"id":"1135632463","kind":"news","pubTimestamp":1625800249,"share":"https://www.laohu8.com/m/news/1135632463?lang=zh_CN&edition=full","pubTime":"2021-07-09 11:10","market":"us","language":"en","title":"Opinion: 10 companies that know how to spend money so you have a chance to make some<blockquote>观点：10家知道如何花钱的公司，这样你就有机会赚到一些</blockquote>","url":"https://stock-news.laohu8.com/highlight/detail?id=1135632463","media":"Market Wacth","summary":"Share buybacks can add value to all corporate constituents — shareholders, employees and customers\nS","content":"Share buybacks can add value to all corporate constituents — shareholders, employees and customers<blockquote>股票回购可以为所有公司成分（股东、员工和客户）增加价值</blockquote> Share buybacks are surprisingly controversial. A share buyback is when a company repurchases its own shares, which reduces its shares outstanding.&nbsp; By reducing the number of shares, buybacks effectively allocate a greater portion of corporate capital to remaining investors. For example, earnings per share increases.<blockquote>股票回购的争议令人惊讶。股票回购是指公司回购自己的股票，从而减少其已发行股票。通过减少股票数量，回购有效地将更大一部分公司资本分配给剩余投资者。例如，每股收益增加。</blockquote> Share buybacks add value to all corporate constituents — shareholders, employees, customers — when capital allocation follows two rules. One: buybacks are made with excess cash after the company has reinvested to maintain or grow the profitability of its current business, whether organically or through acquisitions. <a href=\"https://laohu8.com/S/TWOA.U\">Two</a>: buybacks are made only at share prices below business value—a corporation that overpays for anything, including its own shares, destroys corporate value.<blockquote>当资本配置遵循两条规则时，股票回购可以为所有公司成分（股东、员工、客户）增加价值。一：在公司进行再投资以维持或提高当前业务的盈利能力（无论是有机还是通过收购）后，用多余的现金进行回购。<a href=\"https://laohu8.com/S/TWOA.U\">两个</a>：只有在股价低于商业价值的情况下才能进行回购——一家公司为任何东西（包括自己的股票）支付过高的价格，就会破坏公司价值。</blockquote> Some critics protest buybacks for the wrong reasons. They complain of transferring corporate cash to shareholders when employees deserve a raise and customers a price cut.&nbsp; But this overlooks Rule One: skimping on employees and stiffing customers are anathema to any corporation and all its long-term shareholders, particularly stock pickers who construct a selective portfolio of high-quality stocks (called quality shareholders).<blockquote>一些批评者出于错误的原因抗议回购。他们抱怨说，当员工应该加薪、客户应该降价时，他们会将公司现金转移给股东。但这忽略了一条规则：任何公司及其所有长期股东，尤其是构建高质量股票选择性投资组合的选股者（称为优质股东），都对此深恶痛绝。</blockquote> There are only two types of potential beneficiaries of so diverting cash to share buybacks. The first are transient (short-term) shareholders who don’t care about Rule <a href=\"https://laohu8.com/S/TWOA\">Two</a>: they are happy to cash in at an inflated price even if in the process the company destroys value for remaining shareholders, employees and customers. The second are managers who don’t care about either Rule because their pay is tied heavily to current stock price or current earnings per share.<blockquote>将现金转移到股票回购上的潜在受益者只有两种。第一类是不关心规则的临时（短期）股东<a href=\"https://laohu8.com/S/TWOA\">两个</a>：他们乐于以虚高的价格套现，即使在此过程中公司破坏了剩余股东、员工和客户的价值。第二种是不关心这两条规则的经理，因为他们的薪酬与当前股价或当前每股收益密切相关。</blockquote> Faithful managerial stewards who adhere to buyback Rules One and <a href=\"https://laohu8.com/S/TWOA.U\">Two</a>, however, add value for all corporate constituencies. Three of the best corporate managers of all time pioneered and perfected the proper execution of share buyback programs over several decades dating to the 1970s: Kay <a href=\"https://laohu8.com/S/GHC\">Graham</a> of The <a href=\"https://laohu8.com/S/WASH\">Washington</a> <a href=\"https://laohu8.com/S/POST\">Post</a> Co., Larry Tisch of <a href=\"https://laohu8.com/S/L\">Loews</a> Corporation, and Henry Singleton of <a href=\"https://laohu8.com/S/TDY\">Teledyne</a>. All ran decades-long,&nbsp;on-and-off, buyback programs based on these principles — buying only when price was low and there were no better uses of cash.<blockquote>遵守回购规则一和<a href=\"https://laohu8.com/S/TWOA.U\">两个</a>但是，为所有公司选区增加价值。自20世纪70年代以来的几十年里，有史以来最优秀的三位公司经理开创并完善了股票回购计划的正确执行：凯<a href=\"https://laohu8.com/S/GHC\">格雷厄姆</a>的<a href=\"https://laohu8.com/S/WASH\">华盛顿州</a><a href=\"https://laohu8.com/S/POST\">张贴</a>公司，拉里·蒂施<a href=\"https://laohu8.com/S/L\">洛伊斯</a>公司和亨利·辛格尔顿<a href=\"https://laohu8.com/S/TDY\">Teledyne</a>所有这些公司都根据这些原则实施了长达数十年的断断续续的回购计划——只有在价格较低且没有更好的现金用途时才购买。</blockquote> These managerial titans have some clear successors among today’s corporate leaders. Among active corporate repurchasers in recent years, the following companies boast high-quality, long-term shareholder bases, as compared to transients, who own shares fleetingly, and indexers, who own indiscriminately.<blockquote>这些管理巨头在当今的企业领导人中有一些明确的继任者。在近年来活跃的企业回购者中，与短暂持有股票的临时股东和不加区别地持有股票的指数公司相比，以下公司拥有高质量的长期股东基础。</blockquote> AdobeADBE,+0.03%<blockquote>AdobeADBE,+0.03%</blockquote> AssurantAIZ,-1.67%<blockquote>保险IZ,-1.67%</blockquote> Bank of <a href=\"https://laohu8.com/S/NWY\">New York</a> MellonBK,-2.30%<blockquote>银行<a href=\"https://laohu8.com/S/NWY\">纽约</a>梅隆BK,-2.30%</blockquote> CDWCDW,-1.12%<blockquote>CDWCDW,-1.12%</blockquote> Deckers OutdoorDECK,-1.76%<blockquote>Deckers户外甲板，-1.76%</blockquote> <a href=\"https://laohu8.com/S/HBCP\">Home</a> DepotHD,-1.53%<blockquote><a href=\"https://laohu8.com/S/HBCP\">家</a>仓库HD,-1.53%</blockquote> O’Reilly AutomotiveORLY,-0.61%<blockquote>奥莱利汽车ORLY,-0.61%</blockquote> NVRNVR,-2.87%<blockquote>NVRNVR,-2.87%</blockquote> $Sherwin-<a href=\"https://laohu8.com/S/WMB\">Williams</a>(SHW)$SHW,-1.56%<blockquote>$舍温-<a href=\"https://laohu8.com/S/WMB\">威廉姆斯</a>(SHW)$SHW,-1.56%</blockquote> WalmartWMT,-0.09%<blockquote>沃尔玛WMT,-0.09%</blockquote> O’Reilly&nbsp;is an auto parts retailer serving both professional and amateur mechanics.&nbsp; Founded in 1957 by the O’Reilly family, the company runs some 5,600 stores generating annual revenue around $10 billion. Since its 1993 IPO, it has maintained a strong culture of employee stock ownership. The current CEO since 2018 is Greg <a href=\"https://laohu8.com/S/00179\">Johnson</a>, who has been with the company since 2001.&nbsp;The business model is simple: buy new stores and increase sales at all stores. The result has been steady growth over two decades, with a major acquisition every two or three years and compound annual growth rate of 19%. The company offers products and services customers need and steadily adds new workers. Competitive advantages include economics of scale.<blockquote>奥赖利是一家汽车零部件零售商，为专业和业余机械师提供服务。该公司由O’Reilly家族于1957年创立，经营着约5,600家商店，年收入约100亿美元。自1993年首次公开募股以来，它一直保持着浓厚的员工持股文化。自2018年以来的现任首席执行官是格雷格<a href=\"https://laohu8.com/S/00179\">约翰逊</a>，他自2001年以来一直在该公司工作。商业模式很简单：购买新店并增加所有商店的销售额。其结果是二十年来的稳定增长，每两三年就有一次重大收购，复合年增长率为19%。该公司提供客户需要的产品和服务，并稳步增加新员工。竞争优势包括规模经济。</blockquote> Company strengths include capital allocation that emphasizes buybacks. After deploying capital to primary uses of reinvestment and acquisition, many companies adopt a combination of dividends and buybacks. Not O’Reilly, which skips the dividends and goes straight to disciplined and opportunistic buybacks: when price is well below value.&nbsp; The effect is to increase the price-earnings ratio when low and help stabilize it when high. Such an approach reflects prudent capital allocation, increases per share value to shareholders, and maintains a more rational stock price overall. O’Reilly has maintained this on-and-off buyback program since 2011. QSs include Akre Capital, Edge Point Investment Group and <a href=\"https://laohu8.com/S/TROW\">T. Rowe Price</a>.<blockquote>公司优势包括强调回购的资本配置。在将资本用于再投资和收购的主要用途后，许多公司采取股息和回购相结合的方式。而不是奥莱利，它跳过股息，直接进行有纪律的机会主义回购：当价格远低于价值时。其效果是在低市盈率时提高市盈率，在高市盈率时帮助稳定市盈率。这种做法反映了审慎的资本配置，增加了股东的每股价值，并总体上保持了更理性的股价。自2011年以来，O’Reilly一直维持着这一断断续续的回购计划。QSs包括Akre Capital、Edge Point Investment Group和<a href=\"https://laohu8.com/S/TROW\">T·罗·普莱斯</a>.</blockquote> CDW, a global leader in integrated IT solutions with annual revenue approaching $20 billion, traces its unlikely origins to a 1984 newspaper ad selling a used computer and printer. The company’s customer-centric business model positions itself as an extension of its customers’ IT staff to help access a vast selection of tech solutions. It presents itself to vendors as a partner facilitating access to a huge customer base. After ownership by private equity from 2007, it has been public since 2013, boasting steady growth in revenue and earnings with a strong runway for sustained growth, both organic and acquired. Competitive advantages include vast scale and scope and a performance driven-culture. The current CEO since 2018 is <a href=\"https://laohu8.com/S/01210\">Christine</a> A. Leahy, who has been with CDW since 2002.<blockquote>CDW该公司是集成IT解决方案的全球领导者，年收入接近200亿美元，其不太可能的起源可以追溯到1984年一则出售二手电脑和打印机的报纸广告。该公司以客户为中心的业务模式将自己定位为客户IT员工的延伸，以帮助获得大量技术解决方案。它以合作伙伴的身份向供应商展示自己，为获得庞大的客户群提供便利。自2007年被私募股权收购后，该公司自2013年起上市，收入和收益稳步增长，无论是有机增长还是收购，都有持续增长的强劲跑道。竞争优势包括巨大的规模和范围以及绩效驱动的文化。自2018年以来的现任首席执行官是<a href=\"https://laohu8.com/S/01210\">克里斯汀</a>A.莱希，自2002年以来一直在CDW工作。</blockquote> The company adopts a classic approach to rational capital allocation: a clear statement of priorities, including reinvestment and acquisitions; a goal of steady annual dividend increases, and returning excess free cash flow through buybacks. The buyback program is clearly opportunistic and maps related pricing fluctuations from period to period. CDW boasts among the highest quality shareholder bases. QSs include Alliance Bernstein, Bessemer, Fenimore Asset Management, <a href=\"https://laohu8.com/S/LAZ\">Lazard</a>, Mawer Investment Management, Neuberger Berman, <a href=\"https://laohu8.com/S/TROW\">T. Rowe Price</a>, Wedgewood Partners, and Wellington.<blockquote>该公司采用经典的方法来合理配置资本：明确说明优先事项，包括再投资和收购；目标是稳定增加年度股息，并通过回购返还多余的自由现金流。回购计划显然是机会主义的，并反映了不同时期的相关价格波动。CDW拥有最优质的股东基础。QSs包括Alliance Bernstein、Bessemer、Fenimore Asset Management、<a href=\"https://laohu8.com/S/LAZ\">拉扎德</a>、Mawer投资管理公司、Neuberger Berman、<a href=\"https://laohu8.com/S/TROW\">T·罗·普莱斯</a>韦奇伍德合伙公司和惠灵顿。</blockquote> NVR&nbsp;is a regional homebuilder and mortgage banker with annual revenues of about $6 billion. Founded in 1980 and public since 1993 after a recession-induced bankruptcy, brands include Ryan Homes, which caters to first-time home buyers, and NV Homes and <a href=\"https://laohu8.com/S/HTLD\">Heartland</a> Homes, which include higher-end properties. The business model avoids costly and risky land development projects in favor of building pre-sold homes on individual lots acquired from developers on terms that minimize builder risk. Along with such a conservative strategy, NVR’s competitive advantages include relationships with developers and real estate professionals in the markets it&nbsp; serves.<blockquote>NVR是一家地区性住宅建筑商和抵押贷款银行家，年收入约为60亿美元。该公司成立于1980年，在经济衰退导致破产后于1993年上市，品牌包括为首次购房者提供服务的Ryan Homes以及NV Homes和<a href=\"https://laohu8.com/S/HTLD\">心脏地带</a>住宅，包括高端房产。这种商业模式避免了成本高、风险高的土地开发项目，而是倾向于在从开发商处获得的单个地块上建造预售房屋，以最大限度地降低建筑商风险。除了这种保守的策略外，NVR的竞争优势还包括与其所服务市场的开发商和房地产专业人士的关系。</blockquote> The current CEO is Paul Seville, in the role since 2005, making him <a href=\"https://laohu8.com/S/AONE\">one</a> of the&nbsp;more seasoned of today’s top executives.&nbsp;NVR has long boasted the highest listed stock price other than <a href=\"https://laohu8.com/S/BRK.A\">Berkshire Hathaway</a>. NVR’s stock repurchase program dates to 1994 and is known to be among the most consistent and dedicated program of its kind. Current QSs include Broad Run, Capital Group, Diamond <a href=\"https://laohu8.com/S/HIL\">Hill</a> Capital, Ensemble Capital, Giverny Capital, Smead Capital, Wellington and <a href=\"https://laohu8.com/S/TROW\">T. Rowe Price</a>.<blockquote>现任首席执行官是保罗·塞维利亚(Paul Seville)，自2005年起担任该职务，使他<a href=\"https://laohu8.com/S/AONE\">一</a>当今经验丰富的高管。NVR长期以来一直拥有除<a href=\"https://laohu8.com/S/BRK.A\">伯克希尔哈撒韦</a>.NVR的股票回购计划可以追溯到1994年，被认为是同类计划中最一致和最专注的计划之一。目前的QS包括Broad Run、Capital Group、Diamond<a href=\"https://laohu8.com/S/HIL\">山丘</a>资本、Ensemble Capital、Giverny Capital、Smead Capital、Wellington和<a href=\"https://laohu8.com/S/TROW\">T·罗·普莱斯</a>.</blockquote> Share buybacks are only controversial because they can be misused. Done right, they are wins all around.&nbsp; Fortunately, Corporate America continues to have some great managers who understand this, and many quality shareholders who appreciate them for it.<blockquote>股票回购之所以有争议，只是因为它们可能被滥用。如果做得好，他们会赢得一切。幸运的是，美国企业界仍然有一些理解这一点的伟大管理者，以及许多欣赏他们的优质股东。</blockquote>","source":"lsy1604288433698","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Opinion: 10 companies that know how to spend money so you have a chance to make some<blockquote>观点：10家知道如何花钱的公司，这样你就有机会赚到一些</blockquote></title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nOpinion: 10 companies that know how to spend money so you have a chance to make some<blockquote>观点：10家知道如何花钱的公司，这样你就有机会赚到一些</blockquote>\n</h2>\n<h4 class=\"meta\">\n\nMarket Wacth2021-07-09 11:10\n\n</h4>\n</header>\n<article>\nShare buybacks can add value to all corporate constituents — shareholders, employees and customers<blockquote>股票回购可以为所有公司成分（股东、员工和客户）增加价值</blockquote> Share buybacks are surprisingly controversial. A share buyback is when a company repurchases its own shares, which reduces its shares outstanding.&nbsp; By reducing the number of shares, buybacks effectively allocate a greater portion of corporate capital to remaining investors. For example, earnings per share increases.<blockquote>股票回购的争议令人惊讶。股票回购是指公司回购自己的股票，从而减少其已发行股票。通过减少股票数量，回购有效地将更大一部分公司资本分配给剩余投资者。例如，每股收益增加。</blockquote> Share buybacks add value to all corporate constituents — shareholders, employees, customers — when capital allocation follows two rules. One: buybacks are made with excess cash after the company has reinvested to maintain or grow the profitability of its current business, whether organically or through acquisitions. <a href=\"https://laohu8.com/S/TWOA.U\">Two</a>: buybacks are made only at share prices below business value—a corporation that overpays for anything, including its own shares, destroys corporate value.<blockquote>当资本配置遵循两条规则时，股票回购可以为所有公司成分（股东、员工、客户）增加价值。一：在公司进行再投资以维持或提高当前业务的盈利能力（无论是有机还是通过收购）后，用多余的现金进行回购。<a href=\"https://laohu8.com/S/TWOA.U\">两个</a>：只有在股价低于商业价值的情况下才能进行回购——一家公司为任何东西（包括自己的股票）支付过高的价格，就会破坏公司价值。</blockquote> Some critics protest buybacks for the wrong reasons. They complain of transferring corporate cash to shareholders when employees deserve a raise and customers a price cut.&nbsp; But this overlooks Rule One: skimping on employees and stiffing customers are anathema to any corporation and all its long-term shareholders, particularly stock pickers who construct a selective portfolio of high-quality stocks (called quality shareholders).<blockquote>一些批评者出于错误的原因抗议回购。他们抱怨说，当员工应该加薪、客户应该降价时，他们会将公司现金转移给股东。但这忽略了一条规则：任何公司及其所有长期股东，尤其是构建高质量股票选择性投资组合的选股者（称为优质股东），都对此深恶痛绝。</blockquote> There are only two types of potential beneficiaries of so diverting cash to share buybacks. The first are transient (short-term) shareholders who don’t care about Rule <a href=\"https://laohu8.com/S/TWOA\">Two</a>: they are happy to cash in at an inflated price even if in the process the company destroys value for remaining shareholders, employees and customers. The second are managers who don’t care about either Rule because their pay is tied heavily to current stock price or current earnings per share.<blockquote>将现金转移到股票回购上的潜在受益者只有两种。第一类是不关心规则的临时（短期）股东<a href=\"https://laohu8.com/S/TWOA\">两个</a>：他们乐于以虚高的价格套现，即使在此过程中公司破坏了剩余股东、员工和客户的价值。第二种是不关心这两条规则的经理，因为他们的薪酬与当前股价或当前每股收益密切相关。</blockquote> Faithful managerial stewards who adhere to buyback Rules One and <a href=\"https://laohu8.com/S/TWOA.U\">Two</a>, however, add value for all corporate constituencies. Three of the best corporate managers of all time pioneered and perfected the proper execution of share buyback programs over several decades dating to the 1970s: Kay <a href=\"https://laohu8.com/S/GHC\">Graham</a> of The <a href=\"https://laohu8.com/S/WASH\">Washington</a> <a href=\"https://laohu8.com/S/POST\">Post</a> Co., Larry Tisch of <a href=\"https://laohu8.com/S/L\">Loews</a> Corporation, and Henry Singleton of <a href=\"https://laohu8.com/S/TDY\">Teledyne</a>. All ran decades-long,&nbsp;on-and-off, buyback programs based on these principles — buying only when price was low and there were no better uses of cash.<blockquote>遵守回购规则一和<a href=\"https://laohu8.com/S/TWOA.U\">两个</a>但是，为所有公司选区增加价值。自20世纪70年代以来的几十年里，有史以来最优秀的三位公司经理开创并完善了股票回购计划的正确执行：凯<a href=\"https://laohu8.com/S/GHC\">格雷厄姆</a>的<a href=\"https://laohu8.com/S/WASH\">华盛顿州</a><a href=\"https://laohu8.com/S/POST\">张贴</a>公司，拉里·蒂施<a href=\"https://laohu8.com/S/L\">洛伊斯</a>公司和亨利·辛格尔顿<a href=\"https://laohu8.com/S/TDY\">Teledyne</a>所有这些公司都根据这些原则实施了长达数十年的断断续续的回购计划——只有在价格较低且没有更好的现金用途时才购买。</blockquote> These managerial titans have some clear successors among today’s corporate leaders. Among active corporate repurchasers in recent years, the following companies boast high-quality, long-term shareholder bases, as compared to transients, who own shares fleetingly, and indexers, who own indiscriminately.<blockquote>这些管理巨头在当今的企业领导人中有一些明确的继任者。在近年来活跃的企业回购者中，与短暂持有股票的临时股东和不加区别地持有股票的指数公司相比，以下公司拥有高质量的长期股东基础。</blockquote> AdobeADBE,+0.03%<blockquote>AdobeADBE,+0.03%</blockquote> AssurantAIZ,-1.67%<blockquote>保险IZ,-1.67%</blockquote> Bank of <a href=\"https://laohu8.com/S/NWY\">New York</a> MellonBK,-2.30%<blockquote>银行<a href=\"https://laohu8.com/S/NWY\">纽约</a>梅隆BK,-2.30%</blockquote> CDWCDW,-1.12%<blockquote>CDWCDW,-1.12%</blockquote> Deckers OutdoorDECK,-1.76%<blockquote>Deckers户外甲板，-1.76%</blockquote> <a href=\"https://laohu8.com/S/HBCP\">Home</a> DepotHD,-1.53%<blockquote><a href=\"https://laohu8.com/S/HBCP\">家</a>仓库HD,-1.53%</blockquote> O’Reilly AutomotiveORLY,-0.61%<blockquote>奥莱利汽车ORLY,-0.61%</blockquote> NVRNVR,-2.87%<blockquote>NVRNVR,-2.87%</blockquote> $Sherwin-<a href=\"https://laohu8.com/S/WMB\">Williams</a>(SHW)$SHW,-1.56%<blockquote>$舍温-<a href=\"https://laohu8.com/S/WMB\">威廉姆斯</a>(SHW)$SHW,-1.56%</blockquote> WalmartWMT,-0.09%<blockquote>沃尔玛WMT,-0.09%</blockquote> O’Reilly&nbsp;is an auto parts retailer serving both professional and amateur mechanics.&nbsp; Founded in 1957 by the O’Reilly family, the company runs some 5,600 stores generating annual revenue around $10 billion. Since its 1993 IPO, it has maintained a strong culture of employee stock ownership. The current CEO since 2018 is Greg <a href=\"https://laohu8.com/S/00179\">Johnson</a>, who has been with the company since 2001.&nbsp;The business model is simple: buy new stores and increase sales at all stores. The result has been steady growth over two decades, with a major acquisition every two or three years and compound annual growth rate of 19%. The company offers products and services customers need and steadily adds new workers. Competitive advantages include economics of scale.<blockquote>奥赖利是一家汽车零部件零售商，为专业和业余机械师提供服务。该公司由O’Reilly家族于1957年创立，经营着约5,600家商店，年收入约100亿美元。自1993年首次公开募股以来，它一直保持着浓厚的员工持股文化。自2018年以来的现任首席执行官是格雷格<a href=\"https://laohu8.com/S/00179\">约翰逊</a>，他自2001年以来一直在该公司工作。商业模式很简单：购买新店并增加所有商店的销售额。其结果是二十年来的稳定增长，每两三年就有一次重大收购，复合年增长率为19%。该公司提供客户需要的产品和服务，并稳步增加新员工。竞争优势包括规模经济。</blockquote> Company strengths include capital allocation that emphasizes buybacks. After deploying capital to primary uses of reinvestment and acquisition, many companies adopt a combination of dividends and buybacks. Not O’Reilly, which skips the dividends and goes straight to disciplined and opportunistic buybacks: when price is well below value.&nbsp; The effect is to increase the price-earnings ratio when low and help stabilize it when high. Such an approach reflects prudent capital allocation, increases per share value to shareholders, and maintains a more rational stock price overall. O’Reilly has maintained this on-and-off buyback program since 2011. QSs include Akre Capital, Edge Point Investment Group and <a href=\"https://laohu8.com/S/TROW\">T. Rowe Price</a>.<blockquote>公司优势包括强调回购的资本配置。在将资本用于再投资和收购的主要用途后，许多公司采取股息和回购相结合的方式。而不是奥莱利，它跳过股息，直接进行有纪律的机会主义回购：当价格远低于价值时。其效果是在低市盈率时提高市盈率，在高市盈率时帮助稳定市盈率。这种做法反映了审慎的资本配置，增加了股东的每股价值，并总体上保持了更理性的股价。自2011年以来，O’Reilly一直维持着这一断断续续的回购计划。QSs包括Akre Capital、Edge Point Investment Group和<a href=\"https://laohu8.com/S/TROW\">T·罗·普莱斯</a>.</blockquote> CDW, a global leader in integrated IT solutions with annual revenue approaching $20 billion, traces its unlikely origins to a 1984 newspaper ad selling a used computer and printer. The company’s customer-centric business model positions itself as an extension of its customers’ IT staff to help access a vast selection of tech solutions. It presents itself to vendors as a partner facilitating access to a huge customer base. After ownership by private equity from 2007, it has been public since 2013, boasting steady growth in revenue and earnings with a strong runway for sustained growth, both organic and acquired. Competitive advantages include vast scale and scope and a performance driven-culture. The current CEO since 2018 is <a href=\"https://laohu8.com/S/01210\">Christine</a> A. Leahy, who has been with CDW since 2002.<blockquote>CDW该公司是集成IT解决方案的全球领导者，年收入接近200亿美元，其不太可能的起源可以追溯到1984年一则出售二手电脑和打印机的报纸广告。该公司以客户为中心的业务模式将自己定位为客户IT员工的延伸，以帮助获得大量技术解决方案。它以合作伙伴的身份向供应商展示自己，为获得庞大的客户群提供便利。自2007年被私募股权收购后，该公司自2013年起上市，收入和收益稳步增长，无论是有机增长还是收购，都有持续增长的强劲跑道。竞争优势包括巨大的规模和范围以及绩效驱动的文化。自2018年以来的现任首席执行官是<a href=\"https://laohu8.com/S/01210\">克里斯汀</a>A.莱希，自2002年以来一直在CDW工作。</blockquote> The company adopts a classic approach to rational capital allocation: a clear statement of priorities, including reinvestment and acquisitions; a goal of steady annual dividend increases, and returning excess free cash flow through buybacks. The buyback program is clearly opportunistic and maps related pricing fluctuations from period to period. CDW boasts among the highest quality shareholder bases. QSs include Alliance Bernstein, Bessemer, Fenimore Asset Management, <a href=\"https://laohu8.com/S/LAZ\">Lazard</a>, Mawer Investment Management, Neuberger Berman, <a href=\"https://laohu8.com/S/TROW\">T. Rowe Price</a>, Wedgewood Partners, and Wellington.<blockquote>该公司采用经典的方法来合理配置资本：明确说明优先事项，包括再投资和收购；目标是稳定增加年度股息，并通过回购返还多余的自由现金流。回购计划显然是机会主义的，并反映了不同时期的相关价格波动。CDW拥有最优质的股东基础。QSs包括Alliance Bernstein、Bessemer、Fenimore Asset Management、<a href=\"https://laohu8.com/S/LAZ\">拉扎德</a>、Mawer投资管理公司、Neuberger Berman、<a href=\"https://laohu8.com/S/TROW\">T·罗·普莱斯</a>韦奇伍德合伙公司和惠灵顿。</blockquote> NVR&nbsp;is a regional homebuilder and mortgage banker with annual revenues of about $6 billion. Founded in 1980 and public since 1993 after a recession-induced bankruptcy, brands include Ryan Homes, which caters to first-time home buyers, and NV Homes and <a href=\"https://laohu8.com/S/HTLD\">Heartland</a> Homes, which include higher-end properties. The business model avoids costly and risky land development projects in favor of building pre-sold homes on individual lots acquired from developers on terms that minimize builder risk. Along with such a conservative strategy, NVR’s competitive advantages include relationships with developers and real estate professionals in the markets it&nbsp; serves.<blockquote>NVR是一家地区性住宅建筑商和抵押贷款银行家，年收入约为60亿美元。该公司成立于1980年，在经济衰退导致破产后于1993年上市，品牌包括为首次购房者提供服务的Ryan Homes以及NV Homes和<a href=\"https://laohu8.com/S/HTLD\">心脏地带</a>住宅，包括高端房产。这种商业模式避免了成本高、风险高的土地开发项目，而是倾向于在从开发商处获得的单个地块上建造预售房屋，以最大限度地降低建筑商风险。除了这种保守的策略外，NVR的竞争优势还包括与其所服务市场的开发商和房地产专业人士的关系。</blockquote> The current CEO is Paul Seville, in the role since 2005, making him <a href=\"https://laohu8.com/S/AONE\">one</a> of the&nbsp;more seasoned of today’s top executives.&nbsp;NVR has long boasted the highest listed stock price other than <a href=\"https://laohu8.com/S/BRK.A\">Berkshire Hathaway</a>. NVR’s stock repurchase program dates to 1994 and is known to be among the most consistent and dedicated program of its kind. Current QSs include Broad Run, Capital Group, Diamond <a href=\"https://laohu8.com/S/HIL\">Hill</a> Capital, Ensemble Capital, Giverny Capital, Smead Capital, Wellington and <a href=\"https://laohu8.com/S/TROW\">T. Rowe Price</a>.<blockquote>现任首席执行官是保罗·塞维利亚(Paul Seville)，自2005年起担任该职务，使他<a href=\"https://laohu8.com/S/AONE\">一</a>当今经验丰富的高管。NVR长期以来一直拥有除<a href=\"https://laohu8.com/S/BRK.A\">伯克希尔哈撒韦</a>.NVR的股票回购计划可以追溯到1994年，被认为是同类计划中最一致和最专注的计划之一。目前的QS包括Broad Run、Capital Group、Diamond<a href=\"https://laohu8.com/S/HIL\">山丘</a>资本、Ensemble Capital、Giverny Capital、Smead Capital、Wellington和<a href=\"https://laohu8.com/S/TROW\">T·罗·普莱斯</a>.</blockquote> Share buybacks are only controversial because they can be misused. Done right, they are wins all around.&nbsp; Fortunately, Corporate America continues to have some great managers who understand this, and many quality shareholders who appreciate them for it.<blockquote>股票回购之所以有争议，只是因为它们可能被滥用。如果做得好，他们会赢得一切。幸运的是，美国企业界仍然有一些理解这一点的伟大管理者，以及许多欣赏他们的优质股东。</blockquote>\n<div class=\"bt-text\">\n\n\n 来源：<a href=\"https://www.marketwatch.com/story/10-companies-that-know-how-to-spend-money-so-you-have-a-chance-to-make-some-11625766546?mod=home-page\">Market Wacth</a>\n为提升您的阅读体验，我们对本页面进行了排版优化\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{},"source_url":"https://www.marketwatch.com/story/10-companies-that-know-how-to-spend-money-so-you-have-a-chance-to-make-some-11625766546?mod=home-page","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1135632463","content_text":"Share buybacks can add value to all corporate constituents — shareholders, employees and customers\nShare buybacks are surprisingly controversial. A share buyback is when a company repurchases its own shares, which reduces its shares outstanding.  By reducing the number of shares, buybacks effectively allocate a greater portion of corporate capital to remaining investors. For example, earnings per share increases.\nShare buybacks add value to all corporate constituents — shareholders, employees, customers — when capital allocation follows two rules. One: buybacks are made with excess cash after the company has reinvested to maintain or grow the profitability of its current business, whether organically or through acquisitions. Two: buybacks are made only at share prices below business value—a corporation that overpays for anything, including its own shares, destroys corporate value.\nSome critics protest buybacks for the wrong reasons. They complain of transferring corporate cash to shareholders when employees deserve a raise and customers a price cut.  But this overlooks Rule One: skimping on employees and stiffing customers are anathema to any corporation and all its long-term shareholders, particularly stock pickers who construct a selective portfolio of high-quality stocks (called quality shareholders).\nThere are only two types of potential beneficiaries of so diverting cash to share buybacks. The first are transient (short-term) shareholders who don’t care about Rule Two: they are happy to cash in at an inflated price even if in the process the company destroys value for remaining shareholders, employees and customers. The second are managers who don’t care about either Rule because their pay is tied heavily to current stock price or current earnings per share.\nFaithful managerial stewards who adhere to buyback Rules One and Two, however, add value for all corporate constituencies. Three of the best corporate managers of all time pioneered and perfected the proper execution of share buyback programs over several decades dating to the 1970s: Kay Graham of The Washington Post Co., Larry Tisch of Loews Corporation, and Henry Singleton of Teledyne. All ran decades-long, on-and-off, buyback programs based on these principles — buying only when price was low and there were no better uses of cash.\nThese managerial titans have some clear successors among today’s corporate leaders. Among active corporate repurchasers in recent years, the following companies boast high-quality, long-term shareholder bases, as compared to transients, who own shares fleetingly, and indexers, who own indiscriminately.\nAdobeADBE,+0.03%\nAssurantAIZ,-1.67%\nBank of New York MellonBK,-2.30%\nCDWCDW,-1.12%\nDeckers OutdoorDECK,-1.76%\nHome DepotHD,-1.53%\nO’Reilly AutomotiveORLY,-0.61%\nNVRNVR,-2.87%\n$Sherwin-Williams(SHW)$SHW,-1.56%\nWalmartWMT,-0.09%\nO’Reilly is an auto parts retailer serving both professional and amateur mechanics.  Founded in 1957 by the O’Reilly family, the company runs some 5,600 stores generating annual revenue around $10 billion. Since its 1993 IPO, it has maintained a strong culture of employee stock ownership. The current CEO since 2018 is Greg Johnson, who has been with the company since 2001. The business model is simple: buy new stores and increase sales at all stores. The result has been steady growth over two decades, with a major acquisition every two or three years and compound annual growth rate of 19%. The company offers products and services customers need and steadily adds new workers. Competitive advantages include economics of scale.\nCompany strengths include capital allocation that emphasizes buybacks. After deploying capital to primary uses of reinvestment and acquisition, many companies adopt a combination of dividends and buybacks. Not O’Reilly, which skips the dividends and goes straight to disciplined and opportunistic buybacks: when price is well below value.  The effect is to increase the price-earnings ratio when low and help stabilize it when high. Such an approach reflects prudent capital allocation, increases per share value to shareholders, and maintains a more rational stock price overall. O’Reilly has maintained this on-and-off buyback program since 2011. QSs include Akre Capital, Edge Point Investment Group and T. Rowe Price.\nCDW, a global leader in integrated IT solutions with annual revenue approaching $20 billion, traces its unlikely origins to a 1984 newspaper ad selling a used computer and printer. The company’s customer-centric business model positions itself as an extension of its customers’ IT staff to help access a vast selection of tech solutions. It presents itself to vendors as a partner facilitating access to a huge customer base. After ownership by private equity from 2007, it has been public since 2013, boasting steady growth in revenue and earnings with a strong runway for sustained growth, both organic and acquired. Competitive advantages include vast scale and scope and a performance driven-culture. The current CEO since 2018 is Christine A. Leahy, who has been with CDW since 2002.\nThe company adopts a classic approach to rational capital allocation: a clear statement of priorities, including reinvestment and acquisitions; a goal of steady annual dividend increases, and returning excess free cash flow through buybacks. The buyback program is clearly opportunistic and maps related pricing fluctuations from period to period. CDW boasts among the highest quality shareholder bases. QSs include Alliance Bernstein, Bessemer, Fenimore Asset Management, Lazard, Mawer Investment Management, Neuberger Berman, T. Rowe Price, Wedgewood Partners, and Wellington.\nNVR is a regional homebuilder and mortgage banker with annual revenues of about $6 billion. Founded in 1980 and public since 1993 after a recession-induced bankruptcy, brands include Ryan Homes, which caters to first-time home buyers, and NV Homes and Heartland Homes, which include higher-end properties. The business model avoids costly and risky land development projects in favor of building pre-sold homes on individual lots acquired from developers on terms that minimize builder risk. Along with such a conservative strategy, NVR’s competitive advantages include relationships with developers and real estate professionals in the markets it  serves.\nThe current CEO is Paul Seville, in the role since 2005, making him one of the more seasoned of today’s top executives. NVR has long boasted the highest listed stock price other than Berkshire Hathaway. NVR’s stock repurchase program dates to 1994 and is known to be among the most consistent and dedicated program of its kind. Current QSs include Broad Run, Capital Group, Diamond Hill Capital, Ensemble Capital, Giverny Capital, Smead Capital, Wellington and T. Rowe Price.\nShare buybacks are only controversial because they can be misused. Done right, they are wins all around.  Fortunately, Corporate America continues to have some great managers who understand this, and many quality shareholders who appreciate them for it.","news_type":1,"symbols_score_info":{}},"isVote":1,"tweetType":1,"viewCount":1702,"commentLimit":10,"likeStatus":false,"favoriteStatus":false,"reportStatus":false,"symbols":[],"verified":2,"subType":0,"readableState":1,"langContent":"EN","currentLanguage":"EN","warmUpFlag":false,"orderFlag":false,"shareable":true,"causeOfNotShareable":"","featuresForAnalytics":[],"commentAndTweetFlag":false,"andRepostAutoSelectedFlag":false,"upFlag":false,"length":7,"xxTargetLangEnum":"ORIG"},"commentList":[],"hasMoreComment":false,"orderType":2}