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2010年股东大会 · 巴菲特会指定伯克希尔子公司之间互相做生意吗?

32 段 · 3 位说话人 · 原片 3:07
F1
F10:00

这里的 Dairy Queen 门店卖的是 PepsiCo 的产品,而且不收 American Express,只收 MasterCard 或 Visa,这样合理吗?

Does it make sense that the Dairy Queen stores here sell PepsiCo products and would not accept American Express, only MasterCard or Visa?
M1
M10:11

在全世界范围内,Dairy Queen 各种形式的门店加起来差不多有六千家。

There are around the world, they're pretty close to 6,000 Dairy Queen outlets of one sort or another.

现在有些店也叫 Grill & Chill,形式不太一样。

And some are called Grill & Chill now, different things.

大概六千家里,直营店只有七十家。

Roughly 6,000, and company-operated are 70 of those.

所以剩下的九成多,差不多百分之九十九,都是加盟店。

So 90, almost 99%, are franchised.

而在 Dairy Queen,我们并不控制加盟商具体怎么做。

And at Dairy Queen, we do not control what the franchisees do.

我上次看的时候,已经是前一阵子的事了,但大多数加盟商,那些比较开明的加盟商。

Most of the franchisees, last time I checked, some time back, but most of the franchisees—enlightened ones.

比较开明的那些。

Enlightened ones.

比较开明的那些。

Enlightened ones.

不过那完全是他们自己的生意。

But it is entirely their business.

我的意思是,他们可以卖 Coca-Cola 的产品,也可以卖 Pepsi。

I mean, they can serve Coca-Cola products or Pepsi.

看起来,其他一些加盟体系在这方面对加盟商的控制,比 Dairy Queen 要强一些。

It seems some of the other franchise operations seem to have more control over that than Dairy Queen.

但你想想,Dairy Queen 的历史比 McDonald's、Wendy's、Burger King、Kentucky Fried Chicken 这些都还早。

But if you think about it, Dairy Queen goes back before McDonald's, before Wendy's, before Burger King, before Kentucky Fried Chicken, all of those.

它可以一直追溯到三十年代。

It goes way back into the '30s.

而且很多和加盟商或者区域运营商签的协议,你也知道,基本上就像是在餐巾纸背面随手写出来的一样。

And a lot of the agreements with franchisees or territorial operators were, you know, done on the back of a napkin or something of the sort.

所以在某种程度上,尤其是在国内少数几个地区,我们对加盟商行为的控制,比别的公司要少。

So, to some extent, we have less control over what franchisees do, particularly in certain few parts of the country, than other people.

不过我们还是会继续要求上 Coke,也许你也能让他们幡然醒悟。

But we'll keep asking for Coke, and maybe you can cause them to see the light.

至于协同效应,Berkshire 里的协同基本上都是在具体运营层面自然形成的。

The synergies? Any synergies at Berkshire come about at the operational level, pretty much.

我们不会要求旗下公司彼此做生意。

We do not tell our companies to do business with each other.

我们当然希望他们彼此有业务往来,也希望某个子公司这边能拿出足够好的理由,让另一个子公司愿意跟他们做生意。

We hope they do do business with each other, and we hope that each side of a subsidiary offers good reasons for subsidiary B to do business with them.

但 Berkshire 的整个理念是,我们的经理人要对自己的业务负责;既然要他们负责,那就意味着除了极少数情况之外,我们不该告诉他们该怎么做。

But the whole idea at Berkshire is that our managers are responsible for their businesses, and if they're going to be responsible for their businesses, it means we shouldn't tell them what to do except in very limited ways.

Charlie?

Charlie?
M2
M22:29

嗯,你把实际情况说得很准确。

Well, you've accurately described the way it is.

有意思的是,我们还真就喜欢这种做法。

What's interesting about it is we really like it that way.
M1
M12:42

这样工作量少多了。

It's a lot less work.
M2
M22:44

对。

Yeah.
M1
M12:47

而且我觉得这里面其实是有道理的。

And I think actually that there's some merit.

有时候,如果是他们自己决定要合作,人们往往会比你硬要他们合作时配合得更好。

Sometimes people work better together if it's their decision to work together than if you tell them to work together.
M2
M22:57

还不止如此。

It goes beyond that.

如果我们是在那些子公司里工作,Warren 和我也会希望是这种方式。

Warren and I would like it that way if we were in the subsidiaries.

这点是毫无疑问的。

There's no doubt about that.

对,要不是这样的话,我们大概早就走了。

Yeah, we'd probably leave if it wasn't that way.