Germany too was a wonderful place for the Jews from 1880 to 1930

Only the paranoid survive

History Doesn't Repeat Itself, but It Often Rhymes

Do not believe a single word I say, go check for yourselves

And it was in my heart like a burning fire shut up in my bones, and I was weary of holding it in, and I could not.

Sometimes people don't want to hear the truth because they don't want their illusions destroyed.

There are unknown unknowns

Warren Buffett once told me about his two criteria for a desirable piece of information: it has to be important, and it has to be knowable

Heads I win big, tales I do not lose much

No amount of sophistication is going to allay the fact that all of your knowledge is about the past and all of your decisions are about the future.

The stock investor is neither right or wrong because others agreed or disagreed with him; he is right because his facts and analysis are right.

It ain't what you don't know that gets you into trouble. It's what you know for sure that just ain't so.

It's not supposed to be easy. Anyone who finds it easy is stupid.

You can’t go bankrupt if you have no debt

A nation that does not know its past, its present is poor and its future is shrouded in mist

Yea, though I walk through the valley of the shadow of death, I will fear no evil: for thou art with me

best-selling author,' not 'best-writing author.'

You know why the Yankees always win, Frank? 'Cause they have Mickey Mantle?" "No, it's 'cause the other teams can't stop staring at those damn pinstripes.

In the end it always goes back to Buffett

What an investor needs is the ability to correctly evaluate selected businesses. Note that word ‘selected’: You don’t have to be an expert on every company, or even many. You only have to be able to evaluate companies within your circle of competence. The size of that circle is not very important; knowing its boundaries, however, is vital.

I very frequently get the question: 'What's going to change in the next 10 years?' And that is a very interesting question; it's a very common one. I almost never get the question: 'What's not going to change in the next 10 years?' And I submit to you that that second question is actually the more important of the two -- because you can build a business strategy around the things that are stable in time. ... [I]n our retail business, we know that customers want low prices, and I know that's going to be true 10 years from now. They want fast delivery; they want vast selection. It's impossible to imagine a future 10 years from now where a customer comes up and says, 'Jeff I love Amazon; I just wish the prices were a little higher,' [or] 'I love Amazon; I just wish you'd deliver a little more slowly.' Impossible. And so the effort we put into those things, spinning those things up, we know the energy we put into it today will still be paying off dividends for our customers 10 years from now. When you have something that you know is true, even over the long term, you can afford to put a lot of energy into it.

Coca-Cola is still selling a product that is very, very similar to one that was sold 110-plus years ago

I look for businesses in which I think I can predict what they're going to look like in ten to fifteen years time

Our approach is very much profiting from lack of change rather than from change. With Wrigley chewing gum, it’s the lack of change that appeals to me. I don't think it is going to be hurt by the Internet. That's the kind of business I like.