姜诚：价值投资不是策略而是理念，它回答的是“我们的收益来源是什么”

Core Viewpoint - The market is experiencing significant volatility, and the pressure in investment comes from the continuous tracking, dynamic assessment, and evaluation of portfolio status rather than the relative performance of net asset value [2][3]. Group 1: Market Dynamics and Investment Pressure - The pressure faced by the company is primarily due to the downward pressure on fundamentals in cyclical industries, which has been a consistent challenge over the past two to three years [3]. - The company emphasizes that the performance of net asset value is not the main source of pressure; rather, it is the ongoing need to dynamically assess new fundamental facts, including changes in demand and supply [3][4]. - The company does not focus on how much others are earning compared to them; the key is whether they can earn money themselves, which is the main source of investment pressure [4]. Group 2: Value Investment Philosophy - Value investment is not merely a strategy but a philosophy that addresses the source of returns, focusing on long-term value creation rather than short-term market performance [5][6]. - The company argues that the performance of the CSI 300 index does not necessarily reflect the effectiveness of value strategies, as the index's style can shift due to periodic adjustments [5][6]. - The company believes that the current weakness in the value strategy does not imply its failure; rather, it is a reflection of market dynamics and should not deter long-term value investment [7][8]. Group 3: Long-term Value Assessment - The company highlights the importance of assessing whether a company's long-term competitive advantage and governance can sustain good dividend returns, which is a core source of pressure [11][12]. - It is noted that identifying companies with sustainable competitive advantages is challenging, leading to a concentrated investment strategy due to the scarcity of such opportunities [12]. - The company emphasizes that the assessment of long-term value is complex and cannot be simplified into a one-size-fits-all approach, especially in a market with over 5,000 stocks [12][13]. Group 4: Industry Trends vs. Market Performance - The company distinguishes between market style performance and actual industry trends, asserting that the two are not synonymous [15][16]. - It is stated that while certain industries may show strong performance, this does not necessarily correlate with sustainable investment opportunities [15][16]. - The company advocates for a focus on genuine industry trends and competitive landscapes rather than being swayed by short-term market fluctuations [16]. Group 5: Investment Strategy and Risk Management - The company discusses the concept of a "barbell strategy," which depends on the investor's ability circle and the clarity of investment goals [20][21]. - It is acknowledged that while short-term performance may be slow, the focus should remain on avoiding permanent capital loss and aligning with investor expectations [21]. - The company emphasizes that the ability to assess long-term value is crucial, and the risk of "value traps" must be carefully managed [13][21]. Group 6: Valuation Models and Cash Flow - The company asserts that valuation models are fundamentally based on cash flow discounting, with current cash returns holding more weight in valuations [26][27]. - It is noted that while growth companies may have high valuations, their long-term value assessment remains complex and requires careful consideration of future cash flows [23][24]. - The company stresses that reasonable valuation levels are determined by long-term value rather than short-term profit performance or market style [27]. Group 7: Knowledge and Information Sources - The company advocates for a balanced approach to learning, emphasizing the importance of both reading financial reports for information and engaging with broader literature to build analytical skills [29][30]. - It is highlighted that understanding financial reports is essential for making informed investment decisions, but this should be complemented by a well-rounded knowledge base [29][30].