At Bob Miles’s annual Omaha Value Investor’s Conference preceding the Berkshire AGM, one of the presenters offered a list of the world’s great capital allocators. Warren Buffett, of course, was among them. So, too, John Malone of Liberty Media and the late Henry Singleton of Teledyne. But also on the short list was a name that gave the small South African delegation an opportunity to puff their chests – Bidvest’s founder and CEO Brian Joffe. Yesterday I spent some time with Joffe in front of the CNBC Africa cameras after the release of his R95bn group’s yearend results. As always, he was engaging and open, talking freely about his distress at not being able to see important additional information before acquiring a R3.9bn stake in Adcock; and his plans to list Bidvest’s global Foodservices operations in London – a precursor to a raid into the US, the only geography where the group doesn’t have a significant presence. Â I love Sasha’s Naryshkine’s moniker for Joffe: The Magician of Melrose Arch. But many pundits question whether his magic has expired. Especially since the Adcock stock he paid R70 a share for is now freely available at a 25% discount. So, did Joffe boob on Adcock? Watch the video and make up your own mind. Â – AHÂ
BRIAN JOFFE: No, Iâm not leaving the country. Iâm not leaving Melrose Arch and I think weâre pretty much committed to South Africa. Sixty-five-odd percent of our profits are in South Africa and a bigger percentage of our revenues. Weâre optimistic. As I said, itâs just unfortunate that in my mind, the politics interferes with the implementation. I think everybody in Government knows where and what should be done, but I think politics gets in the way of implementation. Unfortunately, thatâs bad news, I guess, for the country.
ALEC HOGG:Â Youâre looking at a listing of your food services in London?
BRIAN JOFFE: Yes, I think itâs in our announcement. What we see is a continued growth of our food service business â very good equity markets abroad â still low interest rates and a lot of opportunity for us potentially, to expand, and we obviously need the capital to do that. Itâs complicated, doing that out of South Africa now with the devalued Rand, higher interest rates now, and probably still getting higher so I think thereâs motivation to do that. Weâre not looking to divest out of the business. Weâre just looking to create some kind of mechanism for us to be able to improve, potentially, on the capital availability.
ALEC HOGG: I know David Shapiroâs probably passed this onto you, but when we were at a conference in Omaha, one of the presenters at the Value Investors Conference went through the great capital allocators of the world and your name was included amongst them. However, I do see that as far as allocation of capital, your results show that the Adcock acquisition has had quite a big impact on your returns (down from 30.1% to 27.6% for Bidvest overall). Give us the story there. Are you sorry now that you went into it?
BRIAN JOFFE: Look, I canât justify it as being a good deal, so we have to start from the premise that we didnât do a particularly good deal, but there are reasons. The big disappointment was that we made a decision, based on what we thought was good information, which turned out to not be as good as we had anticipated.
ALEC HOGG:Â How bad was that information?
BRIAN JOFFE: Everyone may have a different view as to what to what the quantum of that is. Youâve seen what Adcockâs results look like, so thatâs an indicator of how badly theyâve done.
ALEC HOGG:Â But sometimes, when a company acquires another company, you do write it down to make yourself look better, later.
BRIAN JOFFE: We donât have management control, so weâre not really in control. If you look at what happened in the year to September 2013 (in Adcock), they didnât have the best results but not the worst either. The movement from September through to the 25th January when they published the so-called trading update was a markedly worse performance. There may well have been reasons for that, but I guess my criticism is âwhy was there not market update as we wentâ, bearing in mind that everybody knew it was in a price-sensitive era. People were looking to decide whether they should sell or whether they should buy, and you went through the process of no updates between the publication of the November circular and the 25th. The 26th of January; the day after Bidvest bought its shares, the company came out with a profit statement, which to me (timing wise) was a bit suspect.
ALEC HOGG:Â Is there any legal issue?
BRIAN JOFFE: No. There may well be.
ALEC HOGG:Â Can you chase the former executives?
BRIAN JOFFE: At the moment, we havenât been concentrating on that. Weâve been concentrating on the positives â and there are some positives. The fundamental reason for buying the company hasnât changed. That hasnât changed. All thatâs really changed is the price at which we bought the shares. Had we bought them at 50 or 40 then maybe this debate wouldnât have been here and everybody would have said âlook at what clever guys these guys areâ. Unfortunately, we got that wrong, so weâve marked that down and we just have to get on with it.
ALEC HOGG:Â That fundamental reason: is this a good business thatâs maybe just been poorly managed and that you can turn it around, or has the information thatâs come out changed your mind about how good the business is?
BRIAN JOFFE: Fundamentally, this is a good business but structurally (in my opinion and obviously, time will tell whether Iâm right or not), theyâve made some bad strategic moves. Theyâve moved some of their production from South Africa to India. They made an acquisition in India, which hasnât turned out to be that good. The acquisition in Africa hasnât been that good. Zimbabwe hasnât been particularly good. Theyâve lost a lot of focus in the local market. They have some of the best brands and theyâve lost ground on those as well. Itâs a lot of retrieval of what Adcock was, I suppose, at the time of Tiger. When Tiger unbundled, they also denuded the company of many of its strategic products. When you lose some of your calling cards into the industry, you may be able to keep rowing for a bit, but eventually the boat sinks.Â
To a large degree, thatâs part of it. They entered into an ARV tender where they make no return on the cost of raw material (never mind the overheads), so some difficult things need to be decided upon, but given some time and a little bit of patience and TLC, I think the situation is retrievable. Whether one would get back to the thing being worth R70.00 or not, thatâs obviously an unknown at this point in time.
ALEC HOGG:Â But you are looking to bump up your stake because clearly, a lot of effort is going to have to be put in here.
BRIAN JOFFE: Well, Iâm sure youâve seen thereâs been a lot of speculation about that. At this present time, we havenât decided which way we should go. From the time we approached the Competition Commission until the time we got approval there was a material amount of information, which became evident and which changed the strategic position of Adcock because a lot of stuff emerged such as write-offs etcetera. For Bidvest at this point in time, to go and say weâre going to make a significant further investment without some clarity as to where the companyâs going to be, I think would be a little bit dangerous. Whilst I wouldnât rule out the fact that weâd be interested in acquiring a much bigger stake, I think the timing of that is obviously, quite critical at this point in time and we need to know whatâs going to happen there.
ALEC HOGG: Even for you, R4bn worth of investment is a big slug, so youâre kind of in there. You canât walk away from it.
BRIAN JOFFE: No, weâre in for sure, and I donât think thereâs a suggestion that weâre going to walk away from it, but I think what we do need to do as best we can, is to use our good officers to try to influence the way the company is going. Iâm the Chairman of the company and we obviously have one or two other directors that have been appointed to the Board. Through this, we are obviously trying to influence the Board and management to move in a particular direction. Up to now, that support has been forthcoming from the Board and all of us are working very hard to ensure that we can restore confidence in Adcock, which I think, will be done. Confidence in the staff and confidence in the productsâŚÂ They have some fantastic products. It just needs some marketing to go with it – a little bit of spend â and a bit of TLC for the customers, and maybe weâll get it back.
ALEC HOGG: Just to close off with, your investment there is about two percent of your market cap. You yourself are the Chairman on the Board. It must have occupied your mind, both in the bidding process and clearly now, as well. Is there not a worry that this might be distracting you?
BRIAN JOFFE: Well, thereâs always a concern that youâll be distracted by small issues, but the Bidvest management team and the way Bidvest is structure, to some degree mitigates against the risk of us falling into that trap. We have very, decentralised management. We have a very strong Chief Executive of South Africa, a very strong Chief Executive of the food business, and to a large degree, weâre in succession mode. Iâm not young anymore. Not old, but not young.
ALEC HOGG: Youâre 20 years behind Buffett. You have a long way to go yet.
BRIAN JOFFE: Well unfortunately, South African investors donât like old men. They like to get rid of them. You and I shared a program once about succession and old men. Of course, I am concerned and I am committed to try to put in as much of whatever knowledge I have into trying to fix the issue, but Bidvest is obviously our primary concern.