Company research methodology

Two separate analytical methods: long-term fundamental research establishes how a business works; quarter-end change analysis tests what new evidence changed that understanding.

Fundamental method
Version 2
Quarterly method
Version 5
Coverage
Long-term / calendar quarter

Two lenses

Structure and change are different analytical problems.

The long-term method builds a causal model of the business. The quarterly method tests whether new evidence requires that model to change.

01Long-term horizon

Fundamental analysis

Explain how the company works, why customers choose it, where profits come from, whether those profits can endure, and how much of the value ultimately reaches common shareholders.

Unit of analysis
The business and its strategic units
Core output
A causal understanding of the economics
Required structure
Ten questions, answered in order
02Calendar-quarter horizon

Quarter-end change analysis

Compare what was publicly knowable at two consecutive quarter ends and explain only the developments that materially changed the understanding of the company.

Unit of analysis
One specified calendar quarter
Core output
A revised judgment, not a news summary
Required structure
Materiality determines form and length

Fundamental analysis

Ten questions, answered in order.

The framework moves from the company’s operating reality to the durability of its economics and, finally, to the outcome for common shareholders.

  1. 01
    Define the system

    Business Model and Scope

    What does the company actually do?

    Identify what it sells, who pays, which need it serves, and where it sits in the value chain. Diversified companies are separated into strategic business units rather than treated as one homogeneous business.

  2. 02
    Define the demand

    Customers and Purchasing Decisions

    Why does the customer choose this company?

    Examine alternatives, purchase criteria, switching consequences, and the economic effect of brand or loyalty. Recognition matters only when it changes behaviour, willingness to pay, risk, or distribution.

  3. 03
    Explain the economics

    Profit Creation and Value Capture

    How does customer value become economic profit?

    Trace revenue drivers, costs, unit economics, working capital, and operating leverage. Then ask who captures the value and whether growth earns an adequate return on incremental investment.

  4. 04
    Map the field

    Industry Structure and Capital Cycle

    Where does bargaining power sit—and how can it move?

    Study customers, suppliers, competitors, substitutes, distribution, entry and exit, scale, and capacity. High returns can attract the investment that later destroys them.

  5. 05
    Find the mechanism

    Sources and Durability of Competitive Advantage

    What prevents excess returns from being competed away?

    Connect each claimed advantage to observable customer behaviour, cost economics, capital efficiency, or competitive outcomes—and test it against replication, substitution, technology, and regulation.

  6. 06
    Connect the activities

    Operating System and Strategic Trade-offs

    Which operating choices reinforce one another?

    Examine sourcing, production, logistics, distribution, sales, service, and development as a system. A meaningful strategy includes choices and trade-offs, not a collection of best practices.

  7. 07
    Test the downside

    Financial Resilience

    Can the business withstand a severe but plausible downturn?

    Assess financing needs, debt capacity, maturities, liquidity, off-balance-sheet commitments, asset quality, and cash generation across a cycle—not only during favourable conditions.

  8. 08
    Follow the value

    Capital Allocation and Shareholder Outcomes

    Does value creation translate into long-term value per share?

    Judge reinvestment, acquisitions, debt reduction, dividends, repurchases, and issuance by their per-share outcome. Dilution and stock-based compensation remain real economic costs.

  9. 09
    Price the rules

    Legal and Regulatory Exposure

    How can the legal framework change the economics?

    Evaluate probability, severity, duration, and reversibility. Rules may restrict pricing, licences, contracts, acquisitions, or investment—but can also protect incumbents and limit entry.

  10. 10
    Challenge the thesis

    Conclusion, Uncertainties and Disconfirming Evidence

    What does the evidence support, and what would prove it wrong?

    Separate established facts, interpretation, and unresolved uncertainty. Contrary evidence receives the same attention as supporting evidence, and invalidation conditions must be specific to the business.

Quarter-end change analysis

Ask what changed—not what happened.

By the end of the target calendar quarter, what materially changed in the understanding of the company, why did it matter, and how did market expectations and the share price reflect that change?
  1. 01

    Fix the information boundary

    Compare what was publicly knowable at the preceding quarter end with what was knowable at the target quarter end. Later information and hindsight are excluded.

  2. 02

    Select for materiality

    Research broadly, but normally publish no more than three changes. Include fewer when fewer matter; routine announcements and ordinary fluctuations do not earn space.

  3. 03

    Explain the mechanism

    State what the evidence changed, why it matters, and whether the effect appears temporary, cyclical, structural, or still uncertain.

  4. 04

    Read price as expectations

    Connect repricing to business evidence, estimates, valuation, industry, or the broad market only when the evidence supports it. Timing alone never establishes causality.

  5. 05

    Conclude at the right scale

    Lead with the quarter’s central judgment. If nothing material changed, say so briefly; minor facts are not added to create length or apparent completeness.

Not a

company profile

financial-report walkthrough

news digest

market recap

catalyst hunt

Research standards

Evidence earns its place by changing the judgment.

01

Facts are not interpretations

Confirmed evidence, reasonable interpretation, and unresolved questions are identified as different things.

02

Numbers establish scale

Figures support the direction or magnitude of a conclusion. They do not become the structure of the analysis.

03

Contrary evidence belongs inside

A thesis is incomplete until the strongest disconfirming evidence and the conditions that would invalidate it are visible.

04

Length follows materiality

Every sentence must add evidence, causal explanation, uncertainty, limitation, or conclusion. Completeness is not verbosity.

05

Cycles do not become structures

Temporary scarcity, commodity prices, accounting effects, and short-term fluctuations are separated from enduring economics.

06

Quality is not valuation

Fundamental research establishes the economics of the company. Valuation asks what those economics are worth.

Conclusion test

Every long-term conclusion must answer five questions.

  1. 01

    How does the business create value?

  2. 02

    Why is it able to retain part of that value?

  3. 03

    How durable are those economics?

  4. 04

    Can the financial structure withstand adversity?

  5. 05

    Will common shareholders receive the benefits?

A conclusion is useful only when it also states what remains uncertain and which facts would overturn it.