• 6 min read
• Published on 25 July 2025
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View the full Basket:Kingmakers
I remember my grandfather’s investment advice. It was simple, solid, and came from a man who trusted what he could see and touch. He’d point at a factory and say, “They make things people need.” He’d nod at a high street bank and say, “They hold everyone’s money.” It was a straightforward world. That world, I’m afraid, is gone. The most powerful and potentially profitable companies today don’t make things you can hold. They own the invisible roads and marketplaces where modern business is done.
View the full Basket:Kingmakers
Think about it for a moment. In the old days, you might have invested in a successful car manufacturer. A sensible bet. Today, I’d argue it’s far more interesting to own a piece of the company that controls the digital map in every single car. The real power has shifted from the product creator to the platform owner. These companies have become the new landlords of the digital age, and frankly, the rent is always going up.
Take a company like Alphabet, the parent of Google. It doesn’t really sell you anything tangible. Instead, it controls the main entrance to the internet. Any business, from the local plumber to a global airline, that wants to be found online has to walk through Google’s front door and, more often than not, pay a fee for the privilege. The same logic applies to Meta’s social networks or Shopify’s e-commerce infrastructure. They aren’t just participating in the market, they are the market. They’ve built the digital arenas, and now they collect a small toll on almost every transaction that happens inside.
View the full Basket:Kingmakers
What makes these businesses so compelling from an investor’s point of view is how devilishly difficult they are to compete with. It’s one thing to build a better mousetrap, it’s quite another to build a new social network and convince all your friends and family to abandon the one they’ve used for a decade. This is what the clever chaps in economics call a “network effect.” The more people who use the platform, the more indispensable it becomes, creating a cycle that locks users in and keeps competitors out.
It’s like trying to open a new pub on a street where everyone already has their favourite local. You might have better beer and shinier taps, but you first need to convince all the regulars to leave their friends and familiar surroundings. It’s a monumental task. This is the defensive moat that protects these digital giants. Switching away from their ecosystems isn’t just inconvenient, it can mean rebuilding your entire business or social life from scratch. It’s this kind of durable advantage that I find particularly attractive. It’s the foundation of a strategy that looks at companies like those in the Digital Dominance basket, which focuses on these very gatekeepers.
View the full Basket:Kingmakers
Now, before we all get too excited, let’s be clear. No investment is a sure thing. These digital titans face their own set of challenges, and it would be foolish to ignore them. For one, the politicians and regulators have finally woken up. They are starting to ask some rather awkward questions about market power, competition, and data. The threat of new rules or hefty fines is very real and could certainly put a dent in future profits.
Then there’s the ever present risk of disruption. While their moats are deep, technology is a fickle beast. The next big thing could, in theory, come along and change how we search for information or connect with each other, though I suspect that’s easier said than done. And of course, there’s valuation. The market knows these are good businesses, and their share prices often reflect that optimism. If their growth were to slow, their stocks could take a tumble. Investing here requires a belief in their long term dominance, not a quick win.
View the full Basket:Kingmakers
View the full Basket:Kingmakers
View the full Basket:Kingmakers
View the full Basket:Kingmakers
View the full Basket:Kingmakers
View the full Basket:Kingmakers
This article is marketing material and should not be construed as investment advice. No information set out in this article be considered, as advice, recommendation, offer, or a solicitation, to buy or sell any financial product, nor is it financial, investment, or trading advice. Any references to specific financial product or investment strategy are for illustrative / educational purposes only and subject to change without notice. It is the investor’s responsibility to evaluate any prospective investment, assess their own financial situation, and seek independent professional advice. Past performance is not indicative of future results. Please refer to our Risk Disclosure.
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