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the Big Three own, which include America’s major airlines (American, Delta, United Continental), much of Wall Street (JPMorgan Chase, Wells Fargo, Bank of America, Citigroup) and car makers such as Ford and General Motors. Together, the Big Three are the largest single shareholder in almost 90 per cent of firms listed in the New York Stock Exchange, including Apple, Microsoft, ExxonMobil, General Electric and Coca-Cola. As for the dollar value of the Big Three’s shares, it has too many zeros to mean much. At the time of writing, BlackRock manages nearly $10 trillion in investments, Vanguard $8 trillion and State Street $4 trillion. To make sense of these numbers: they are almost exactly the same as the US national income; or the sum of the national incomes of China and Japan; or the sum of the total income of the eurozone, the UK, Australia, Canada and Switzerland.

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American Express (AXP) Apple (AAPL) Bank of America (BAC) Bank of New York Mellon (BK) Charter Communications (CHTR) The Coca-Cola Company (KO) Delta Air Lines (DAL) Goldman Sachs (GS) JPMorgan Chase (JPM) Moody's (MCO) Southwest Airlines (LUV) United Continental Holdings (UAL) U.S. Bancorp (USB) USG Corporation (USG) Wells Fargo (WFC)

My wife has a sweet tooth but is also very health conscious. Over more than two decades, she has followed a simple yet powerful way of avoiding the enticement of desserts. Our fridge just doesn’t have any. In my view, the best way to avoid investing in bad businesses is to ignore them and their stock prices. We never discuss what we consider bad companies or industries in our team meetings. Never. It doesn’t matter if an airline has declared spectacular results recently or if every analyst recommends buying airline shares. We are indifferent to a public sector bank that has hired a new CEO from the private sector and has pushed its stock price to an all-time high. We ignore an infrastructure business that has been awarded a new multibillion-dollar contract and a gold loan business that has announced 30 percent ROE in its latest quarterly result and is touted by the bulls to be the next billion-dollar opportunity. No one on our team is allowed to utter the famous last words of many investors: “This time, it’s different.” If we never discuss a business, how will we ever buy it? No sweets in the fridge: no snacking possible.

However, as Rogers knew, 20/20 foresight is not a gift granted to most investors. No matter how confident we feel, there’s no way to find out whether a stock will go up until after we buy it. Therefore, the stock you think is “the next Microsoft” may well turn out to be the next MicroStrategy instead. (That former market star went from $3,130 per share in March 2000 to $15.10 at year-end 2002, an apocalyptic loss of 99.5%).1 Keeping your money spread across many stocks and industries is the only reliable insurance against the risk of being wrong. But diversification doesn’t just minimize your odds of being wrong. It also maximizes your chances of being right. Over long periods of time, a handful of stocks turn into “superstocks” that go up 10,000% or more. Money Magazine identified the 30 best-performing stocks over the 30 years ending in 2002—and, even with 20/20 hindsight, the list is startlingly unpredictable. Rather than lots of technology or health-care stocks, it includes Southwest Airlines, Worthington Steel, Dollar General discount stores, and snuff-tobacco maker UST Inc.2 If you think you would have been willing to bet big on any of those stocks back in 1972, you are kidding yourself.

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On 8 December 2003 we floated Virgin Blue on the stock market for A$2.3 billion. A$2.3 billion! This, the same airline we’d started with A$10 million only four years earlier, and had rejected a A$250 million offer for only two years previously.

they'll reregulate within ten years. There'll be a string of crashes, and they'll do it. the free marketeers will scream, but the fact is, free markets don't provide safety. Only regulation does that. You want safe food, you better have inspectors. You want safe water, you better have an EPA. You want a safe stock market, you better have an SEC. And you want safe airlines, you better regulate them too. Believe me, they will.

After one year by the end of May, 2007 Vijay Mallya of Kingfisher airlines announced to acquire 26 percent stake in Deccan aviation. The stock price slowly inched back to Rs 145, almost the IPO price.

The travel agents’ motive was plain enough. By the mid-1970s travel agents sold nearly half of all airline tickets. (The airlines sold the rest directly to corporate accounts and individual passengers—by phone, by mail, at airports, and at downtown ticket offices.) Travel agents had been multiplying like delis in Brooklyn, and in some cases they were assuming the same mom-and-pop look. Entrepreneurs, retired couples, wives of the wealthy—almost anyone could start a travel agency merely by stocking the Official Airline Guide and leasing some storefront space or a cubbyhole in a suburban shopping strip. Some people went into the business simply because they enjoyed traveling themselves.

Boeing at the time had a towering reputation for customer service, a share of the jetliner market that surpassed 70 percent, and a stock that had been the Dow’s best performing for a decade. “The Seattle Airplane Company was probably the most honest, reputable, best company you would ever work for,” said Gordon Bethune, who was a customer training executive and division chief at Boeing from 1988 to 1994 before leaving for Continental. Soon after he joined the airline, it placed

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