Investors Voice Category: Value Investing
16 months ago
As investors’ focus shifts from growth to value companies, many will be seeking undervalued businesses with robust balance sheets and pricing power.
By
Russel Chesler*
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3 years ago
To understand where we are, it is important to be in possession of two frameworks: the first is how booms begin and turn into bubbles that burst; the second is to understand the maths of valuing assets.
By
Roger Montgomery
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3 years ago
NXT’s equity story is at the epicentre of two of the most powerful forces driving share prices over the past couple of years – the structural growth thematic of the move to cloud computing and falling/low-interest rates that have inflated the valuation of long duration asset business models like NXT.
By
Gary Rollo
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4 years ago
In the past year, one of the best in the market, Steve Johnson from Forager, has publicly written about the problems the fund is having in Australia, where the WAAAX trade (Wasatch, Append, Afterpay, Altium, Xero) reigns supreme.
By
Alex Pollak
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4 years ago
Downer is a compelling investment opportunity because of the high-quality nature of the business, an un-demanding valuation, and some clear catalysts for a valuation re-rating.
By
Kyle Macintyre
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4 years ago
Just to be clear: owning a few bad apples in portfolio is not something that happens to inexperienced, unlucky or lesser informed investors only. It happens to all investors of all colors, shapes, and levels of experience.
By
Rudi Filapek-Vandyck
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4 years ago
The terms ‘growth’ and ‘value’, however, have had more staying power and are used extensively in financial market commentary. Frequently we read that ‘growth is outperforming value’, a particular investment firm is a ‘value manager’, or a certain company is a ‘growth stock’.
By
Stephen Arnold
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4 years ago
With the high-momentum growth stocks falling in a heap – just as we warned they would – investors may be considering whether value has emerged.
By
Roger Montgomery
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5 years ago
Declining businesses tend to first resist structural change. Then, when it’s too late, they try frantically to fix things up with ill-conceived new products or foolish, overpriced acquisitions.
By
Steve Johnson
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