Geico Quotes

Duck Dynasty viewers think they're the experts on hunting, but actually they're the hunted ones, just another dumb demographic to be captured, laughed at and force-fed commercials for Geico and Home Depot by the Smart People in New York and L.A.

Some incidents of facial profiling have been more inconvenient than others. I’ll never forget walking through airport security when I was flying to give a speech to a Christian men’s group in Montana. The Department of Homeland Security screeners obviously didn’t recognize me as “Jase the Duckman” from Duck Dynasty, and I felt like I was one wrong answer away from being led to an interrogation room in a pair of handcuffs! Hunting season had recently ended, so my hair and beard were in full bloom! The security screeners saw a Bible in my bag, and I guess they figured I was a Christian nut because of my long hair and bushy beard. Somehow, I made it through the metal detector and an additional pat-down, and I guess they couldn’t find a justifiable reason to detain me. But as I was getting my belongings back together, I accidentally bumped into a woman. She screamed! It must have been an involuntary reflex. It was a natural response, because she thought I was going to attack her. Once she finally settled down, I made my way to the gate and sat down to compose myself. After a few minutes, a young boy walked up and asked me for my autograph. Finally, I thought to myself. Somebody recognizes me from Duck Dynasty. Not everyone here believes I’m the Unabomber! Man, I could have used the kid about twenty minutes earlier, when I was trying to get through security! I looked over at the boy’s mother, and she was smiling from ear to ear. I realized they were very big fans. I signed my name on a piece of paper and handed it to the kid. “Can I ask you a question?” he said. “Sure, buddy,” I said. “Ask me anything you want.” “How much does Geico pay y’all?” he asked. My jaw dropped as I looked at the kid. “Wait a minute, man,” I said. “I’m not a caveman!” “What do you mean?” the boy asked. “I’m Jase the Duckman,” I said. “You know--from Duck Dynasty? Quack, quack?” It didn’t take me long to realize the boy had no idea what I was talking about. In a matter of minutes, I went from being a potential terrorist to being a caveman selling insurance.

If I could wave a magic wand and have one wish granted, I’d wish for an end to world hunger; the small shit could wait in line. If, however, the god or genie who bestowed the magic wand told me my one wish had to do with American politics, I think I’d wave it and make the following proclamation: “Every liberal in the country must watch Fox News for one year, and every conservative in the country must watch MSNBC for one year.” (Middle-of-the-roaders could stick with CSI.) Can you imagine what that would be like? For the first month, the screams of “What IS this shit???” would echo high to the heavens. For the next three, there would be a period of grumbling readjustment as both sides of the political spectrum realized that, loathsome politics aside, they were still getting the weather, the sports scores, the hard news, and the Geico Gecko. During the next four months, viewers might begin seeing different anchors and commentators, as each news network’s fringe bellowers attracted increasing flak from their new captive audiences. Adamantly shrill editorial stances would begin to modify as a result of tweets and emails saying, “Oh, wait a minute, Slick, that’s fucking ridiculous.” Finally, the viewers themselves might change. Not a lot; just a slide-step or two away from the kumbayah socialists of the left and the Tea Partiers of the right. I’m not saying they’d re-colonize the all-but-deserted middle (lot of cheap real estate there, my brothers and sisters), but they might close in on it a trifle.

Once she finally settled down, I made my way to the gate and sat down to compose myself. After a few minutes, a young boy walked up and asked me for my autograph. Finally, I thought to myself. Somebody recognizes me from Duck Dynasty. Not everyone here believes I’m the Unabomber! Man, I could have used the kid about twenty minutes earlier, when I was trying to get through security! I looked over at the boy’s mother, and she was smiling from ear to ear. I realized they were very big fans. I signed my name on a piece of paper and handed it to the kid. “Can I ask you a question?” he said. “Sure, buddy,” I said. “Ask me anything you want.” “How much does Geico pay y’all?” he asked. My jaw dropped as I looked at the kid. “Wait a minute, man,” I said. “I’m not a caveman!” “What do you mean?” the boy asked. “I’m Jase the Duckman,” I said. “You know--from Duck Dynasty? Quack, quack?” It didn’t take me long to realize the boy had no idea what I was talking about. In a matter of minutes, I went from being a potential terrorist to being a caveman selling insurance.

Graham paid up for quality when he bought the insurance company GEICO—he ended up making more profits from that single investment than he did from all his other activities combined.16 Tom

GEICO’s advertising budget soon exceeded the ad spend of the rest of the auto insurance industry combined.

Metromile, which offers per-mile insurance. The company gives drivers a device that plugs into their cars to track how far they drive. The more they drive, the more they pay. Even better, Metromile can track the driving and match up trips with Uber rides, so the insurance company can see which of miles are personal miles and which are commercial. Metromile charges users only for the personal miles, since Uber covers the car when drivers are with or en route to passengers. “The existing model for insurance hasn’t been able to adapt [to Uber],” Metromile CEO Dan Preston said.3 “We have a technology that drives the insurance product.” More mainstream insurance companies, such as Geico and Progressive, have followed Metromile’s lead by offering ride-share insurance that caters to Uber and Lyft drivers.

The Economics of Property-Casualty Insurance With the acquisition of General Re — and with GEICO’s business mushrooming — it becomes more important than ever that you understand how to evaluate an insurance company. The key determinants are: (1) the amount of float that the business generates; (2) its cost; and (3) most important of all, the long-term outlook for both of these factors. To begin with, float is money we hold but don't own. In an insurance operation, float arises because premiums are received before losses are paid, an interval that sometimes extends over many years. During that time, the insurer invests the money. Typically, this pleasant activity carries with it a downside: The premiums that an insurer takes in usually do not cover the losses and expenses it eventually must pay. That leaves it running an "underwriting loss," which is the cost of float. An insurance business has value if its cost of float over time is less than the cost the company would otherwise incur to obtain funds. But the business is a lemon if its cost of float is higher than market rates for money. A caution is appropriate here: Because loss costs must be estimated, insurers have enormous latitude in figuring their underwriting results, and that makes it very difficult for investors to calculate a company's true cost of float. Errors of estimation, usually innocent but sometimes not, can be huge. The consequences of these miscalculations flow directly into earnings. An experienced observer can usually detect large-scale errors in reserving, but the general public can typically do no more than accept what's presented, and at times I have been amazed by the numbers that big-name auditors have implicitly blessed. As for Berkshire, Charlie and I attempt to be conservative in presenting its underwriting results to you, because we have found that virtually all surprises in insurance are unpleasant ones. The table that follows shows the float generated by Berkshire’s insurance operations since we entered the business 32 years ago. The data are for every fifth year and also the last, which includes General Re’s huge float. For the table we have calculated our float — which we generate in large amounts relative to our premium volume — by adding net loss reserves, loss adjustment reserves, funds held under reinsurance assumed and unearned premium reserves, and then subtracting agents balances, prepaid acquisition costs, prepaid taxes and deferred charges applicable to assumed reinsurance. (Got that?)