Praxair was one of the world's largest industrial gas suppliers before its landmark merger with German rival Linde AG in 2018. Headquartered in the United States, the company was a quintessential “picks and shovels” business, providing essential gases like oxygen, nitrogen, argon, and carbon dioxide to a vast array of industries. Think of it as selling the “air” that powers modern manufacturing, healthcare, and food production. While seemingly mundane, this business is built on a powerful economic moat. Praxair didn't just sell gas in cylinders; it built and operated complex production facilities and distribution networks, often on-site at its customers' locations. This created enormous switching costs and long-term, stable revenue streams. For investors, Praxair represented a classic example of a high-quality, wide-moat business that consistently generated cash and rewarded shareholders. Following the merger, the combined entity became Linde plc, the undisputed global leader in the industrial gas market.
At first glance, selling air doesn't sound like a ticket to riches. But Praxair’s business was a masterclass in turning a commodity into a cash-generating machine. The magic wasn't in the gas itself, but in the delivery.
This “boring” but critical business model insulated Praxair from the frantic pace of technological disruption and the whims of consumer trends, allowing it to focus on operational efficiency and steady growth.
In 2018, Praxair completed a $90 billion “merger of equals” with its German counterpart, Linde AG. This was not just a big deal; it was a landscape-altering event in the industrial world, creating a true global behemoth. The strategic logic was compelling. The merger combined Praxair’s strength in the Americas with Linde’s dominant position in Europe and Asia. The new company, Linde plc, could now serve customers on a global scale with unmatched efficiency. The deal promised significant cost synergies by eliminating redundant corporate functions, optimizing supply chains, and combining research and development efforts. To get approval from antitrust regulators worldwide, the companies had to sell off significant portions of their businesses. This itself was a testament to the immense market power the combined entity would wield. For investors, the merger transformed two strong companies into one undisputed industry champion.
The story of Praxair is rich with lessons that resonate deeply with the principles of value investing. It was, for many years, a quintessential holding for followers of this philosophy.