• Stock Evaluation: Evaluate the investment value of specific stocks based on Buffett's investment philosophy
• Stock Screening: Screen high-quality targets that comply with value investing principles from a large number of stocks
• Moat Analysis: In-depth analysis of a company's competitive advantages and the width of its economic moat
• Long-term Investment: Evaluate the long-term investment value and sustainable competitiveness of enterprises
• Pricing Power Identification: Identify high-quality enterprises with pricing power and brand advantages
• Investment Portfolio Construction: Build a stock investment portfolio that aligns with Buffett's philosophy
• Risk Assessment: Identify investment traps and potential risk factors

• Is the enterprise the lowest-cost producer in the industry?
• Is the cost advantage sustainable and difficult to replicate?
• Does economies of scale lead to decreasing costs?
• Is supply chain management efficient?
• Do technologies or processes bring cost advantages?

• Does the brand occupy a special position in consumers' minds?
• Are consumers willing to pay a premium for the brand?
• Is the brand association positive and difficult to change?
• Does the brand have cultural or emotional value?
• How is brand loyalty?

• Can the enterprise raise prices without losing customers?
• How is price sensitivity?
• Can profit margins be maintained in an inflationary environment?
• Has the enterprise successfully raised prices in history?
• Is the product irreplaceable?

• Are customer switching costs very high?
• Does network effect exist?
• How is the repeat purchase rate?
• How is the customer lifetime value?
• Has usage habit or dependence been formed?

• Does scale bring significant advantages?
• Does network effect exist (the more users, the greater the value)?
• Is the first-mover advantage obvious?
• Is the market share difficult to shake?

• Is the product or service easy to understand?
• Is the business model clear?
• Can it be explained to a layperson in simple language?
• Is the business form predictable in 10 years?
• Will technological changes disrupt the existing model?
• Does it rely on complex financial engineering or derivatives?

• Products or services remain unchanged for decades (e.g., Coca-Cola, See's Candies)
• Business models are easy to understand (e.g., insurance, banking, consumer goods)
• Does not rely on rapid technological iteration
• Demand is stable and predictable

• Is the Return on Equity (ROE) consistently above 15%?
• How is the Return on Assets (ROA)?
• Are gross profit margin and net profit margin healthy?
• Is profitability stable?

• Does it require a large amount of capital investment to grow?
• Is it a light-asset or heavy-asset model?
• What is the ratio of capital expenditure to revenue?
• What is the ratio of maintenance capital expenditure to growth capital expenditure?

• Is free cash flow abundant?
• What is the ratio of free cash flow to net profit?
• Is operating cash flow stable?
• Does it rely on financing to maintain operations?

• Is the dividend payout ratio stable?
• Is the dividend sustainable?
• Does management focus on shareholder returns?

• Is management honest and upright?
• Are financial statements true and reliable?
• Is there a history of financial fraud or concealment?
• Are commitments to shareholders fulfilled?

• Does it focus on shareholder interests?
• How is capital allocation capability?
• Does it engage in value-destroying mergers and acquisitions?
• Is executive compensation reasonable?

• Is there a long-term strategic plan?
• Does it sacrifice long-term value for short-term performance?
• Does it focus on brand and moat construction?

• Does management have industry insight?
• How is execution capability?
• Can it respond to crises and challenges?

1. ROE (Return on Equity): Consistently above 15% is excellent, above 20% is exceptional
2. ROA (Return on Assets): Reflects asset utilization efficiency, above 10% is preferred
3. Gross Profit Margin: High gross margin usually indicates pricing power, above 40% is excellent
4. Net Profit Margin: Direct reflection of profitability, above 15% is excellent
5. ROIC (Return on Invested Capital): Above 15% indicates high capital utilization efficiency

• Is revenue growth healthy and sustainable?
• Is profit growth faster than revenue growth?
• Does growth require a large amount of capital investment?
• Does growth come from the main business?
• Is market share increasing?

• Have financial indicators been stable over the past 10 years?
• Has it experienced financial crises?
• How did it perform during economic recessions?
• Is there cyclical fluctuation?

1. First, judge whether you can understand the business (circle of competence principle)
2. Second, evaluate the width and durability of the economic moat (competitive advantage)
3. Finally, consider whether the price is reasonable (margin of safety)

• High-quality enterprises: 15-25 times is acceptable
• Ordinary enterprises: only consider below 15 times
• Growth enterprises: can be appropriately relaxed to 30 times
• Cyclical enterprises: PE is high at the bottom of the cycle and low at the top (reverse indicator)

• High ROE enterprises: 2-4 times is reasonable
• Ordinary enterprises: below 2 times
• Financial enterprises such as banks: below 1.5 times
• PB should match ROE: PB = ROE × PE / 100 (rough estimate)

• Stable dividends are a plus
• Dividend yield above 3% provides a safety cushion
• High dividend yield enterprises are suitable for long-term holding
• Pay attention to the sustainability of dividends

• Calculated as free cash flow/market value
• Above 5% is ideal
• Reflects true valuation better than PE

• PEG = PE / expected growth rate
• PEG < 1 indicates reasonable or undervalued valuation
• Suitable for growth-oriented enterprises

Intrinsic Value = Sum of the present values of all future free cash flows

• Conservatively estimate future free cash flow for 10 years
• Use a reasonable discount rate (usually 8%-10%)
• Calculate the sum of present values
• Compare with current market value

• The gap between intrinsic value and market price is the margin of safety
• It is recommended that the margin of safety be at least 30%
• The higher the uncertainty, the larger the required margin of safety
• It's better to miss than to make a mistake

1. Rule No.1: Never lose money
2. Rule No.2: Never forget Rule No.1

• Margin of safety is the top priority
• It's better to miss than to make a mistake
• Do not pursue ultra-high returns, pursue stable returns
• Protecting principal is more important than pursuing profits

• Characteristics: Cheap but continuously declining enterprises
• Identification: Industry decline, loss of competitiveness, technology being eliminated
• Cases: Traditional media, film industry

• Characteristics: High valuation but unsustainable growth
• Identification: Over-reliance on financing, money-burning expansion, intensified competition
• Cases: Some internet bubble enterprises

• Characteristics: False prosperity at the top of the cycle
• Identification: Extremely low PE, record-high profits, capacity expansion
• Cases: Cyclical stocks such as steel and coal at the top

• Characteristics: Overly beautified financial data
• Identification: Mismatch between cash flow and profit, frequent accounting adjustments, related party transactions
• Prevention: Emphasize cash flow, audit opinions, independent research

• Characteristics: Excessive debt, financially fragile
• Identification: High asset-liability ratio, large interest expenses, short-term debt used for long-term investment
• Risk: Prone to bankruptcy during economic downturns

• Only invest in industries you truly understand
• Firmly avoid what you don't understand, even if others make big money
• Acknowledge your limitations
• Continuously learn to expand your circle of competence, but be honest about your boundaries
• Make decisions within your circle of competence for higher success probability

• Can you explain this business in simple language?
• Can you predict the industry pattern in 10 years?
• Do you understand major competitors?
• Do you understand key risk factors?

1. Circle of Competence Test: Is the industry within your circle of competence?
2. Business Simplicity: Is the business simple and easy to understand?
3. Initial Moat Judgment: Is there an obvious economic moat?
4. ROE Screening: Has ROE been stably above 15% in the past 10 years?
5. Debt Test: Is the asset-liability ratio below 50%?
6. Cash Flow Test: Is free cash flow positive?

• List all competitive advantages (brand, cost, scale, network effect, etc.)
• Evaluate the durability of each advantage (5 years, 10 years, 20 years)
• Analyze the competitive landscape (market share, competitor strength)
• Identify threats to the moat (technological changes, new entrants, substitutes)

• Extremely Wide: Almost impossible to breach (e.g., Moutai, Coca-Cola)
• Wide: Requires huge investment and long time to challenge (e.g., Haitian Flavoring)
• Medium: Has certain barriers but may be weakened (e.g., some regional brands)
• Narrow: Easy to be breached by competitors (not recommended for investment)

• Trends of revenue, profit, and cash flow
• Stability of ROE, ROA, gross profit margin, and net profit margin
• Changes in asset-liability ratio and current ratio
• Continuity of dividend policy

• Authenticity of profits (verified by cash flow)
• Sustainability of growth (whether it relies on one-time gains)
• Conservatism of accounting policies (depreciation, amortization, reserves)
• Related party transactions and off-balance sheet liabilities

• Compare with industry leaders
• Compare with major competitors
• Identify relative advantages and disadvantages

• Study management background and history
• Check for violation records
• Analyze annual general meetings and media interviews
• Evaluate the authenticity of financial statements

• Success or failure of historical mergers and acquisitions
• Return on reinvestment
• Dividend and share repurchase policies
• Whether it engages in value-destroying expansion

• Is executive compensation reasonable?
• Is equity incentive linked to long-term performance?
• Does management hold shares?
• Are interests aligned with shareholders?

• Is the industry in the growth, mature or decline stage?
• What is the growth space in the next 5-10 years?
• Is there a ceiling?

• Will new technologies disrupt the existing model?
• Does the enterprise have the ability to respond to technological changes?
• Is it a beneficiary or a victim?

• Is policy supportive or restrictive?
• What is the regulatory trend?
• Is there policy risk?

• How is market concentration?
• Is there a price war?
• What is the threat of new entrants?

• Assume growth slows down
• Use a higher discount rate
• Calculate the minimum intrinsic value

• Based on historical trends
• Use a normal discount rate
• Calculate reasonable intrinsic value

• Assume growth accelerates
• Use a lower discount rate
• Calculate the maximum intrinsic value

• Where is the current market price in the intrinsic value range?
• Is there obvious undervaluation or overvaluation?
• What is the historical valuation range?
• How does it compare with peer enterprises?

• Calculate Margin of Safety = (Intrinsic Value - Market Price) / Intrinsic Value
• It is recommended that the margin of safety be at least 30%
• The higher the uncertainty, the larger the required margin of safety

• Wide and durable economic moat
• Excellent financial quality
• Trustworthy management
• Reasonable or undervalued valuation
• Sufficient margin of safety

• Excellent enterprise but overvalued
• Wait for a better buying opportunity
• Continuously track and wait patiently

• Unobvious or weakening economic moat
• Doubtful financial quality
• Management integrity issues
• Poor industry prospects
• Beyond the circle of competence

• Has the investment logic at the time of purchase changed?
• Has the economic moat been weakened?
• Has the competitive landscape deteriorated?
• Has the industry prospect changed?

• Have ROE, gross profit margin, and net profit margin declined?
• Has cash flow deteriorated?
• Has debt level increased?
• Has dividend been reduced or cancelled?

• Are major strategic decisions reasonable?
• Do mergers and acquisitions create value?
• Are there any improper behaviors?

• Is the current valuation too high?
• Are there signs of bubbles?
• Is it necessary to reduce positions or sell?

1. Investment Logic Damaged: Moat weakened, competitiveness lost
2. Management Degeneration: Financial fraud, serious improper behaviors
3. Industry Decline: Technology eliminated, permanent demand decline
4. Severe Overvaluation: Valuation bubble, far exceeding intrinsic value

1. Better Target Found: Opportunity cost consideration
2. Overvaluation: PE and PB exceed historical highs
3. Position Rebalancing: Single position accounts for too high a proportion

1. Short-term Stock Price Fluctuation: Short-term decline of high-quality enterprises is an opportunity to increase positions
2. Market Panic: Be greedy when others are fearful
3. Quarterly Performance Fluctuation: Focus on long-term trends, don't get stuck on short-term fluctuations

• Moat: Strong brand mind share, deep cultural attributes
• Representative Enterprises: Kweichow Moutai, Wuliangye, Luzhou Laojiao, Shanxi Fenjiu
• Advantages: Strong pricing power, high gross profit margin, abundant cash flow
• Risks: Consumption downgrade, changes in young people's drinking habits

• Moat: Brand, channel, scale advantages
• Representative Enterprises: Haitian Flavoring, Zhongju High-tech
• Advantages: Rigid demand, high frequency, strong customer stickiness
• Risks: Raw material price fluctuations, intensified competition

• Moat: Brand, channel, cold chain logistics
• Representative Enterprises: Yili Group, Mengniu Dairy
• Advantages: Beneficiary of consumption upgrade, increasing market concentration
• Risks: Raw milk price fluctuations, food safety

• Moat: Technological barriers, brand trust, channel network
• Representative Enterprise: Mindray Medical
• Advantages: Beneficiary of population aging, import substitution
• Risks: Volume-based procurement price cuts, technological iteration

• Moat: Formula confidentiality, brand inheritance, scarcity
• Representative Enterprises: Pientzehuang, Yunnan Baiyao
• Advantages: Cultural recognition, pricing power
• Risks: Raw material supply, stricter regulation

• Moat: Brand, doctor resources, network effect
• Representative Enterprise: Aier Eye Hospital
• Advantages: Sustained demand growth, chain expansion
• Risks: Medical accidents, excessive expansion

• Moat: License barriers, scale advantages, customer stickiness
• Representative Enterprises: China Merchants Bank, Bank of Ningbo
• Advantages: Extremely low valuation, high dividend yield
• Risks: Economic downturn, asset quality deterioration

• Moat: Brand, agent network, float
• Representative Enterprises: Ping An of China, China Life Insurance
• Advantages: Float investment, comprehensive finance
• Risks: Agent loss, investment income fluctuations

• Moat: Resource monopoly, cost advantages
• Representative Enterprises: Yangtze Power, Chuantou Energy
• Advantages: Stable cash flow, high dividend yield
• Risks: Water inflow fluctuations, electricity price marketization

• Moat: Resource advantages, policy support
• Representative Enterprise: Three Gorges Energy
• Advantages: Beneficiary of carbon neutrality, growth potential
• Risks: Subsidy reduction, large capital expenditure

• Moat: Regional monopoly, franchise operation
• Representative Enterprises: Shanghai Airport, Ningbo Port
• Advantages: Stable cash flow, high dividend yield
• Risks: Economic cycle, epidemic impact

• Technology changes too fast, difficult to predict in 10 years
• Fierce competition, moat easy to be breached
• Requires continuous large R&D investment
• Beyond most people's circle of competence

• Platform enterprises that have formed ecosystems and network effects
• Enterprises with core technologies and patent barriers
• But still need to evaluate cautiously

• Homogeneous products, no pricing power
• Large profit fluctuations, difficult to predict
• Heavy assets, low return on capital
• Only consider at the bottom of the cycle and extremely undervalued

• Great policy changes, high uncertainty
• Stricter regulation, profit model may be disrupted
• Difficult to predict long-term prospects

• Requires continuous large capital investment
• Low ROE, poor return on capital
• Fierce competition, weak profitability
• Buffett calls the aviation industry an "investor's trap"

• Mixed ownership reform improves enterprise efficiency
• Improved incentive mechanisms
• Increased marketization
• Higher dividend payout ratio

• Uncertain reform progress
• Institutional constraints still exist
• Decision-making efficiency may be low

• Whether mixed ownership reform is completed
• Whether management incentives are in place
• How market-oriented it is
• Whether shareholder returns have improved

• Rise of middle class
• Enhanced brand consumption awareness
• Shift from "having" to "good"
• Increased proportion of service consumption

• High-end consumer goods (liquor, cosmetics)
• Branded clothing, home appliances
• Medical care, education, tourism
• Culture and entertainment

• Sustained growth of medical demand
• Opportunities in elderly care industry
• Rising labor costs
• Changes in consumption structure

• Pharmaceuticals, medical devices, medical services
• Insurance, elderly care real estate
• Automation, robots

• Obvious policy orientation
• Stricter regulation is a major trend
• Anti-monopoly, common prosperity
• Carbon neutrality, technological self-reliance

• Choose industries that align with national strategies
• Avoid policy-sensitive areas
• Pay attention to policy changes
• Evaluate policy risks

• Intransparent information disclosure of some enterprises
• Major shareholders encroach on minority shareholders' interests
• Financial fraud occurs from time to time
• Management integrity issues

• Emphasize management integrity
• Choose enterprises with standardized governance
• Pay attention to independent directors and audit opinions
• Avoid enterprises with complex related party transactions

• 10 points: No.1 brand in the industry, irreplaceable (e.g., Moutai)
• 7-9 points: Well-known brand, strong influence
• 4-6 points: Regional brand or niche brand
• 1-3 points: Weak brand power
• 0 points: No brand advantage

• 10 points: Lowest cost in the industry, significant advantage
• 7-9 points: Cost better than most competitors
• 4-6 points: Cost at medium level in the industry
• 1-3 points: Cost disadvantage
• 0 points: Severe cost disadvantage

• 10 points: Obvious scale advantage, difficult to challenge
• 7-9 points: Certain scale advantage
• 4-6 points: Medium scale
• 1-3 points: Small scale
• 0 points: No scale advantage

• 10 points: Extremely high customer switching cost or strong network effect
• 7-9 points: High customer stickiness
• 4-6 points: Average customer stickiness
• 1-3 points: Weak customer stickiness
• 0 points: No switching cost

• 10 points: ROE consistently above 25%
• 8-9 points: ROE 20%-25%
• 6-7 points: ROE 15%-20%
• 3-5 points: ROE 10%-15%
• 0-2 points: ROE below 10%

• 10 points: Free Cash Flow/Net Profit > 1.0
• 8-9 points: Free Cash Flow/Net Profit 0.8-1.0
• 6-7 points: Free Cash Flow/Net Profit 0.6-0.8
• 3-5 points: Free Cash Flow/Net Profit 0.3-0.6
• 0-2 points: Free Cash Flow/Net Profit < 0.3

• 10 points: Asset-liability Ratio < 20%
• 8-9 points: Asset-liability Ratio 20%-35%
• 6-7 points: Asset-liability Ratio 35%-50%
• 3-5 points: Asset-liability Ratio 50%-70%
• 0-2 points: Asset-liability Ratio > 70% (except financial enterprises)

• 5 points: Excellent integrity record, no bad history
• 3-4 points: Good integrity record
• 1-2 points: Integrity in doubt
• 0 points: Bad record

• 5 points: Clear strategy, strong execution, excellent performance
• 3-4 points: Strong capability
• 1-2 points: Average capability
• 0 points: Insufficient capability

• 5 points: Highly values shareholder interests, generous dividends
• 3-4 points: Focuses on shareholder returns
• 1-2 points: Average shareholder returns
• 0 points: Ignores shareholder interests

• 5 points: PE significantly below reasonable level
• 3-4 points: PE within reasonable range
• 1-2 points: PE slightly high but acceptable
• 0 points: PE severely overvalued

• 5 points: PB significantly below reasonable level
• 3-4 points: PB within reasonable range
• 1-2 points: PB slightly high but acceptable
• 0 points: PB severely overvalued

• 5 points: Margin of Safety > 40%
• 3-4 points: Margin of Safety 30%-40%
• 1-2 points: Margin of Safety 20%-30%
• 0 points: Margin of Safety < 20%

• 90-100 points: Excellent enterprises, highly recommended, core positions
• 85-89 points: High-quality enterprises, highly recommended, key allocation
• 70-84 points: Good enterprises, recommended, appropriate allocation
• 60-69 points: Passable enterprises, optional, small position trial
• Below 60 points: Not recommended, with obvious defects

• ROE (5-year average): X%
• Gross Profit Margin: X%
• Net Profit Margin: X%
• Asset-liability Ratio: X%
• Free Cash Flow: [Abundant/Average/Insufficient]
• Free Cash Flow/Net Profit: X
• Dividend Payout Ratio: X%

• Current PE: X times
• Current PB: X times
• Dividend Yield: X%
• Historical Valuation Range: PE X-X times, PB X-X times
• Intrinsic Value Estimate: X-X Yuan
• Margin of Safety: X%
• Valuation Conclusion: [Severely Undervalued/Undervalued/Reasonable/Slightly Overvalued/Overvalued]

• Buy Price: Below X Yuan
• Target Position: X%
• Holding Period: [Long-term Holding/3-5 Years/To Be Determined]
• Stop-loss Price: [No Stop-loss/X Yuan]

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• 1998 Buffett's Speech at University of Florida Business School: Expounds core concepts such as moat and circle of competence
• Annual Berkshire Hathaway Shareholder Letters: Essence of Buffett's investment philosophy
• Annual Berkshire Hathaway AGM Q&A: Buffett's answers to various investment questions
• The Intelligent Investor (Benjamin Graham): Buffett's investment enlightenment book
• Security Analysis (Benjamin Graham): Classic work of value investing

• Letters to Berkshire Hathaway Shareholders
• The Snowball: Warren Buffett and the Business of Life
• Poor Charlie's Almanack (Charlie Munger)
• The Little Book that Builds Wealth (Pat Dorsey)
• The Most Important Thing Illuminated (Howard Marks)

1. This skill provides an analysis framework and does not constitute investment advice
2. Investment involves risks; make decisions based on your own situation
3. Past performance does not guarantee future results
4. Any investment may result in losses; please make decisions cautiously

1. Market Risk: Stock market fluctuations may lead to short-term losses
2. Individual Stock Risk: Even high-quality enterprises may encounter black swan events
3. Valuation Risk: Valuation judgments are subjective and may be wrong
4. Circle of Competence Risk: Investments beyond your circle of competence are prone to mistakes
5. Liquidity Risk: Some stocks have insufficient liquidity, making it difficult to buy or sell in a timely manner

1. The Chinese market has its particularities; apply principles flexibly
2. Regularly update your understanding of enterprises; adjust decisively when investment logic changes
3. Stay rational and avoid emotional decisions
4. Do not borrow money to invest; do not use leverage
5. Conduct thorough research before investing, and hold patiently after investing

1. Buffett releases new investment insights: Updated after each annual general meeting
2. Major changes in Chinese market environment: Policy, economic, industry changes
3. Important regulatory policy adjustments: Policy changes that affect investment logic
4. Usage feedback and improvement suggestions: Continuously optimize based on user feedback

• Skill Name: Buffett Stock Analyzer Skill
• Skill Version: v1.0
• Creation Date: February 1, 2026
• Applicable Markets: China A-shares, Hong Kong Stocks
• Skill Author: Refined based on buffett-chinese repository content
• Skill Type: Investment Analysis Framework
• Difficulty Level: Intermediate to Advanced (requires certain financial and business knowledge)

"Investing is simple, but not easy."
"Be fearful when others are greedy, and greedy when others are fearful."
"If you aren't willing to own a stock for 10 years, don't even think about owning it for 10 minutes."
"Time is the friend of the excellent company, the enemy of the mediocre."
"Risk comes from not knowing what you're doing."