Apple Stock Quotes

See, there's this place called an Apple Store and I qwnr rhwew, picked one out. They didn't have any stock.' He paused as if to make sure I was following him, and all I could do was stare.

Holding a Bitcoin today is like owning a Facebook, Amazon, or Apple stock positions in the early 2000's. Blockchain technology has a lot more on offer if you could just adopt it.

Ed Woolard, his mentor on the Apple board, pressed Jobs for more than two years to drop the interim in front of his CEO title. Not only was Jobs refusing to commit himself, but he was baffling everyone by taking only $1 a year in pay and no stock options. “I make 50 cents for showing up,” he liked to joke, “and the other 50 cents is based on performance.

You see, my Apple loyalty started early, for no reason other than the fact that my mother is a teacher, and grade schools back then seemed to be stocked almost exclusively with Apples—we bought this second computer with my mother’s educator discount.

In February 2015, Apple's value exceeded $700 billion, If Wayne had kept his 10% stock until then, it would have been worth approximately $60 billion.

So young Collins was there to select one of the girls, as you'd choose an apple from a costermonger's stall. A brisk look over the piled-up stock: one of the bigger ones, the riper ones --that one will do. They were all the same, after all, weren't they? The were of good stock. All the same variety , from the same tree. Why bother looking any further, or making any particular scrutiny of the individual fruits?

What’s the date?” “September 8, 1998. Where you from?” “Next July.” We sit down at the table. Kimy is doing the New York Times crossword puzzle. “What’s going on, next July?” “It’s been a very cool summer, your garden’s looking good. All the tech stocks are up. You should buy some Apple stock in January.” She makes a note on a piece of brown paper bag. “Okay. And you? How are you doing? How’s Clare? You guys got a baby yet?

The summer dresses are unpacked and hanging in the closet, two of them, pure cotton, which is better than synthetics like the cheaper ones, though even so, when it's muggy, in July and August, you sweat inside them. No worry about sunburn though, said Aunt Lydia. The spectacles women used to make of themselves. Oiling themselves like roast meat on a spit, and bare backs and shoulders, on the street, in public, and legs, not even stockings on them, no wonder those things used to happen. [...] And not good for the complexion, not at all, wrinkle you up like a dried apple. But we weren't supposed to care about our complexions any more, she'd forgotten that.

The next day—Christmas Eve—Musk called in reinforcements. Ross Nordeen drove from San Francisco. He stopped at the Apple Store in Union Square and spent $2,000 to buy out the entire stock of AirTags so the servers could be tracked on their journey, and then stopped at Home Depot, where he spent $2,500 on wrenches, bolt-cutters, headlamps, and the tools needed to unscrew the seismic bolts. Steve Davis got someone from The Boring Company to procure a semi truck and line up moving vans. Other enlistees arrived from SpaceX.

His health problems became public again in March 2008, when Fortune published a piece called "The Trouble with Steve Jobs." It revealed that he had tried to treat his cancer with diets for nine months and also investigated his involvement in the backdating of Apple stock options. As the story was being prepared, Jobs invited - summoned - Fortune's managing editor Andy Serwer to Cupertino to pressure him to spike it. He leaned into Serwer's face and asked "So, you've uncovered the fact that I'm an asshole. Why is that news?

He always clothed his thoughts in elegant expressions, for a word said well was akin to a gold apple in a goblet of transparent sardonyx, and that was why the words of the wise were as sharp as needles, and as strong as nails, and their creators were all from the same stock.

Apple went public the morning of December 12, 1980. By then the bankers had priced the stock at $ 22 a share. It went to $ 29 the first day. Jobs had come into the Hambrecht & Quist office just in time to watch the opening trades. At age twenty-five, he was now worth $ 256 million.

Our stock was worth twenty-two dollars a share. That was the number. We’d earned that number. We deserved to be on the high end of the price range. A company called Apple was also going public that same week, and selling for twenty-two dollars a share, and we were worth as much as them,

Apple’s stock went up a full point, or almost 7%, when Jobs’s resignation was announced. “East Coast stockholders always worried about California flakes running the company,” explained the editor of a tech stock newsletter. “Now with both Wozniak and Jobs out, those shareholders are relieved.

Despite his new fame and fortune, he still fancied himself a child of the counterculture. On a visit to a Stanford class, he took off his Wilkes Bashford blazer and his shoes, perched on top of a table, and crossed his legs into a lotus position. The students asked questions, such as when Apple’s stock price would rise, which Jobs brushed off. Instead he spoke of his passion for future products, such as someday making a computer as small as a book. When the business questions tapered off, Jobs turned the tables on the well-groomed students. “How many of you are virgins?” he asked. There were nervous giggles. “How many of you have taken LSD?” More nervous laughter, and only one or two hands went up. Later Jobs would complain about the new generation of kids, who seemed to him more materialistic and careerist than his own. “When I went to school, it was right after the sixties and before this general wave of practical purposefulness had set in,” he said. “Now students aren’t even thinking in idealistic terms, or at least nowhere near as much.” His generation, he said, was different. “The idealistic wind of the sixties is still at our backs, though, and most of the people I know who are my age have that ingrained in them forever.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

Ed Woolard, his mentor on the Apple board, pressed Jobs for more than two years to drop the interim in front of his CEO title. Not only was Jobs refusing to commit himself, but he was baffling everyone by taking only $1 a year in pay and no stock options. “I make 50 cents for showing up,” he liked to joke, “and the other 50 cents is based on performance.” Since his return in July 1997, Apple stock had gone from just under $14 to just over $102 at the peak of the Internet bubble at the beginning of 2000. Woolard had begged him to take at least a modest stock grant back in 1997, but Jobs had declined, saying, “I don’t want the people I work with at Apple to think I am coming back to get rich.” Had he accepted that modest grant, it would have been worth $400 million. Instead he made $2.50 during that period.

My offering today is an apple tree," he said, and then he added, "An apple nourishes. It can be dried or juiced, fried or baked. We can sell them whole, sell their cider, feed their cores to our stock. Every piece of what they are contributes in some way to our economy; nothing about them need go to waste. That's how we ought to see our farmers too. It's not just your labor that matters - it's your voices.

The East India Company was no apparition though; it was the template for many subsequent corporations […] Liberals betray themselves […] the moment they turn a blind eye to this kind of hyper-concentrated power. […] This is why trading in apples does not come even close to trading in shares. Large quantities may produce, at worse, lots of bad cider, but large amounts of money invested in liquid shares can release demonic forces that no market or state can control.

By 1996 Apple’s share of the market had fallen to 4% from a high of 16% in the late 1980s. Michael Spindler, the German-born chief of Apple’s European operations who had replaced Sculley as CEO in 1993, tried to sell the company to Sun, IBM, and Hewlett-Packard. That failed, and he was ousted in February 1996 and replaced by Gil Amelio, a research engineer who was CEO of National Semiconductor. During his first year the company lost $1 billion, and the stock price, which had been $70 in 1991, fell to $14, even as the tech bubble was pushing other stocks into the stratosphere.

Queer Squatters of Apple Island! Queer of Spades! he thought. (His friend the old widower he’d known since the war had told him about the article in the paper and the postcards in the general store.) That’s right; I am queer, from queer folk, queer stock. The very queerest. Here we are, stuck on an island, a hollow, a swamp, the desert, no sooner settled than banished again. You bet I’m queer. I’m no landlord nor lawyer, no duke nor lord of the looms. I’m no cap doffer, no knee bender, no flattering stooge. I draw no writs; I pass no judgments. I set no seals. I tip no scales. No, not me; I’m queer. I’m queer for my self, for my selfhood, queer for this queer self I find myself to be, queer with strange appetites,

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.

BACKYARD GARDEN SALAD In wartime, patriotic families cultivated “Victory Gardens” to promote self-sufficiency and help the war effort. 4 cups mixed greens 1/4 cup fresh sprigs of dill 1/4 cup fresh flat-leaf parsley leaves 4 large basil leaves, rolled up and thinly sliced crosswise 1 large lemon, halved 1/4 cup fruity olive oil pinch of salt fresh ground black pepper to taste 1 cup toasted walnuts 3/4 cup crumbled feta cheese 1 cup fresh edible flowers; choose from bachelor’s buttons, borage, calendulas, carnations, herb flowers (basil, chives, rosemary, thyme), nasturtiums, violas, including pansies and Johnny-jump-ups, stock Toss salad greens and herbs in a large bowl. Squeeze lemon juice (without the seeds) over the greens and season with olive oil, salt and pepper. Toss again. Add walnuts and feta and toss well. Divide salad and pansies among four serving plates and serve. (Source: Adapted from California Bountiful)

Now alongside Scovell, John eased preserved peaches out of galliot pots of syrup and picked husked walnuts from puncheons of salt. He clarified butter and poured it into rye-paste coffins. From the Master Cook, John learned to set creams with calves' feet, then isinglass, then hartshorn, pouring decoctions into egg-molds to set and be placed in nests of shredded lemon peel. To make cabbage cream he let the thick liquid clot, lifted off the top layer, folded it then repeated the process until the cabbage was sprinkled with rose water and dusted with sugar, ginger and nutmeg. He carved apples into animals and birds. The birds themselves he roasted, minced and folded into beaten egg whites in a foaming forcemeat of fowls. John boiled, coddled, simmered and warmed. He roasted, seared, fried and braised. He poached stock-fish and minced the meats of smoked herrings while Scovell's pans steamed with ancient sauces: black chawdron and bukkenade, sweet and sour egredouce, camelade and peppery gauncil. For the feasts above he cut castellations into pie-coffins and filled them with meats dyed in the colors of Sir William's titled guests. He fashioned palaces from wafers of spiced batter and paste royale, glazing their walls with panes of sugar. For the Bishop of Carrboro they concocted a cathedral. 'Sprinkle salt on the syrup,' Scovell told him, bent over the chafing dish in his chamber. A golden liquor swirled in the pan. 'Very slowly.' 'It will taint the sugar,' John objected. But Scovell shook his head. A day later they lifted off the cold clear crust and John split off a sharp-edged shard. 'Salt,' he said as it slid over his tongue. But little by little the crisp flake sweetened on his tongue. Sugary juices trickled down his throat. He turned to the Master Cook with a puzzled look. 'Brine floats,' Scovell said. 'Syrup sinks.' The Master Cook smiled. 'Patience, remember? Now, to the glaze...

He carefully poured the juice into a bowl and rinsed the scallops to remove any sand caught between the tender white meat and the firmer coral-colored roe, wrapped around it like a socialite's fur stole. Mayur is the kind of cook (my kind), who thinks the chef should always have a drink in hand. He was making the scallops with champagne custard, so naturally the rest of the bottle would have to disappear before dinner. He poured a cup of champagne into a small pot and set it to reduce on the stove. Then he put a sugar cube in the bottom of a wide champagne coupe (Lalique, service for sixteen, direct from the attic on my mother's last visit). After a bit of a search, he found the crème de violette in one of his shopping bags and poured in just a dash. He topped it up with champagne and gave it a swift stir. "To dinner in Paris," he said, glass aloft. 'To the chef," I answered, dodging swiftly out of the way as he poured the reduced champagne over some egg yolks and began whisking like his life depended on it. "Do you have fish stock?" "Nope." "Chicken?" "Just cubes. Are you sure that will work?" "Sure. This is the Mr. Potato Head School of Cooking," he said. "Interchangeable parts. If you don't have something, think of what that ingredient does, and attach another one." I counted, in addition to the champagne, three other bottles of alcohol open in the kitchen. The boar, rubbed lovingly with a paste of cider vinegar, garlic, thyme, and rosemary, was marinating in olive oil and red wine. It was then to be seared, deglazed with hard cider, roasted with whole apples, and finished with Calvados and a bit of cream. Mayur had his nose in a small glass of the apple liqueur, inhaling like a fugitive breathing the air of the open road. As soon as we were all assembled at the table, Mayur put the raw scallops back in their shells, spooned over some custard, and put them ever so briefly under the broiler- no more than a minute or two. The custard formed a very thin skin with one or two peaks of caramel. It was, quite simply, heaven. The pork was presented neatly sliced, restaurant style, surrounded with the whole apples, baked to juicy, sagging perfection.

… and one day, after Mahlke had learned to swim, we were lying in the grass, in the Schlagball field. I ought to have gone to the dentist, but they wouldn't let me because I was hard to replace on the team. My tooth was howling. A cat sauntered diagonally across the field and no one threw anything at it. A few of the boys were chewing or plucking at blades of grass. The cat belonged to the caretaker and was black. Hotten Sonntag rubbed his bat with a woolen stocking. My tooth marked time. The tournament had been going on for two hours. We had lost hands down and were waiting for the return game. It was a young cat, but no kitten. In the stadium, handball goals were being made thick and fast on both sides. My tooth kept saying one word, over and over again. On the cinder track the sprinters were practicing starts or limbering up. The cat meandered about. A trimotored plane crept across the sky, slow and loud, but couldn't drown out my tooth. Through the stalks of grass the caretaker's black cat showed a white bib. Mahlke was asleep. The wind was from the east, and the crematorium between the United Cemeteries and the Engineering School was operating. Mr. Mallenbrandt, the gym teacher, blew his whistle: Change sides. The cat practiced. Mahlke was asleep or seemed to be. I was next to him with my toothache. Still practicing, the cat came closer. Mahlke's Adam's apple attracted attention because it was large, always in motion, and threw a shadow. Between me and Mahlke the caretaker's black cat tensed for a leap. We formed a triangle. My tooth was silent and stopped marking time: for Mahlke's Adam's apple had become the cat's mouse. It was so young a cat, and Mahlke's whatsis was so active – in any case the cat leaped at Mahlke's throat; or one of us caught the cat and held it up to Mahlke's neck; or I, with or without my toothache, seized the cat and showed it Mahlke's mouse: and Joachim Mahlke let out a yell, but suffered only slight scratches. And now it is up to me, who called your mouse to the attention of this cat and all cats, to write. Even if we were both invented, I should have to write. Over and over again the fellow who invented us because it's his business to invent people obliges me to take your Adam's apple in my hand and carry it to the spot that saw it win or lose.

The public offering occurred exactly one week after Toy Story’s opening. Jobs had gambled that the movie would be successful, and the risky bet paid off, big-time. As with the Apple IPO, a celebration was planned at the San Francisco office of the lead underwriter at 7 a.m., when the shares were to go on sale. The plan had originally been for the first shares to be offered at about $14, to be sure they would sell. Jobs insisted on pricing them at $22, which would give the company more money if the offering was a success. It was, beyond even his wildest hopes. It exceeded Netscape as the biggest IPO of the year. In the first half hour, the stock shot up to $45, and trading had to be delayed because there were too many buy orders. It then went up even further, to $49, before settling back to close the day at $39. Earlier that year Jobs had been hoping to find a buyer for Pixar that would let him merely recoup the $50 million he had put in. By the end of the day the shares he had retained—80% of the company—were worth more than twenty times that, an astonishing $1.2 billion. That was about five times what he’d made when Apple went public in 1980.

History favors the bold. Compensation favors the meek. As a Fortune 500 company CEO, you’re better off taking the path often traveled and staying the course. Big companies may have more assets to innovate with, but they rarely take big risks or innovate at the cost of cannibalizing a current business. Neither would they chance alienating suppliers or investors. They play not to lose, and shareholders reward them for it—until those shareholders walk and buy Amazon stock. Most boards ask management: “How can we build the greatest advantage for the least amount of capital/investment?” Amazon reverses the question: “What can we do that gives us an advantage that’s hugely expensive, and that no one else can afford?” Why? Because Amazon has access to capital with lower return expectations than peers. Reducing shipping times from two days to one day? That will require billions. Amazon will have to build smart warehouses near cities, where real estate and labor are expensive. By any conventional measure, it would be a huge investment for a marginal return. But for Amazon, it’s all kinds of perfect. Why? Because Macy’s, Sears, and Walmart can’t afford to spend billions getting the delivery times of their relatively small online businesses down from two days to one. Consumers love it, and competitors stand flaccid on the sidelines. In 2015, Amazon spent $7 billion on shipping fees, a net shipping loss of $5 billion, and overall profits of $2.4 billion. Crazy, no? No. Amazon is going underwater with the world’s largest oxygen tank, forcing other retailers to follow it, match its prices, and deal with changed customer delivery expectations. The difference is other retailers have just the air in their lungs and are drowning. Amazon will surface and have the ocean of retail largely to itself.

The newspapers, according to their political colour, urged punishment, eradication, colonisation or a crusade against the newts, a general strike, resignation of the government, the arrest of newt owners, the arrest of communist leaders and agitators and many other protective measures of this sort. People began frantically to stockpile food when rumours of the shores and ports being closed off began to spread, and the prices of goods of every sort soared; riots caused by rising prices broke out in the industrial cities; the stock exchange was closed for three days. It was simply the more worrying and dangerous than it had been at any time over the previous three or four months. But this was when the minister for agriculture, Monsieur Monti, stepped dexterously in. He gave orders that several hundred loads of apples for the newts should be discharged into the sea twice a week along the French coasts, at government cost, of course. This measure was remarkably successful in pacifying both the newts and the villagers in Normandy and elsewhere. But Monsieur Monti went even further: there had long been deep and serious disturbances in the wine-growing regions, resulting from a lack of turnover, so he ordered that the state should provide each newt with a half litre of white wine per day. At first the newts did not know what to do with this wine because it caused them serious diarrhoea and they poured it into the sea; but with a little time they clearly became used to it, and it was noticed that from then on the newts would show a lot more enthusiasm for sex, although with lower fertility rates than before. In this way, problems to do with the newts and with agriculture were solved in one stroke; fear and tension were assuaged, and, in short, the next time there was another government crisis, caused by the financial scandal around Madame Töppler, the clever and well proven Monsieur Monti became the minister for marine affairs in the new cabinet.

Learning to meditate helped too. When the Beatles visited India in 1968 to study Transcendental Meditation at the ashram of Maharishi Mahesh Yogi, I was curious to learn it, so I did. I loved it. Meditation has benefited me hugely throughout my life because it produces a calm open-mindedness that allows me to think more clearly and creatively. I majored in finance in college because of my love for the markets and because that major had no foreign language requirement—so it allowed me to learn what I was interested in, both inside and outside class. I learned a lot about commodity futures from a very interesting classmate, a Vietnam veteran quite a bit older than me. Commodities were attractive because they could be traded with very low margin requirements, meaning I could leverage the limited amount of money I had to invest. If I could make winning decisions, which I planned to do, I could borrow more to make more. Stock, bond, and currency futures didn’t exist back then. Commodity futures were strictly real commodities like corn, soybeans, cattle, and hogs. So those were the markets I started to trade and learn about. My college years coincided with the era of free love, mind-expanding drug experimentation, and rejection of traditional authority. Living through it had a lasting effect on me and many other members of my generation. For example, it deeply impacted Steve Jobs, whom I came to empathize with and admire. Like me, he took up meditation and wasn’t interested in being taught as much as he loved visualizing and building out amazing new things. The times we lived in taught us both to question established ways of doing things—an attitude he demonstrated superbly in Apple’s iconic “1984” and “Here’s to the Crazy Ones,” which were ad campaigns that spoke to me. For the country as a whole, those were difficult years. As the draft expanded and the numbers of young men coming home in body bags soared, the Vietnam War split the country. There was a lottery based on birthdates to determine the order of those who would be drafted. I remember listening to the lottery on the radio while playing pool with my friends. It was estimated that the first 160 or so birthdays called would be drafted, though they read off all 366 dates. My birthday was forty-eighth.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

Financial markets strive to be forward-looking, but not when it comes to underfollowed small cap stocks in obscure industries. Such stocks remain under the radar of most investors until they report huge acceleration in earnings growth. When a company that used to grow at 5 to 10% suddenly reports a 300% increase in earnings and a 100% increase in sales, it will grab the attention of many investors.

1) Start with price. This approach will give you ideas in areas you don’t necessarily understand, but you don’t have to in order to make money – or at least you could quickly educate yourself.

Bizarre and Surprising Insights—Consumer Behavior Insight Organization Suggested Explanation7 Guys literally drool over sports cars. Male college student subjects produce measurably more saliva when presented with images of sports cars or money. Northwestern University Kellogg School of Management Consumer impulses are physiological cousins of hunger. If you buy diapers, you are more likely to also buy beer. A pharmacy chain found this across 90 days of evening shopping across dozens of outlets (urban myth to some, but based on reported results). Osco Drug Daddy needs a beer. Dolls and candy bars. Sixty percent of customers who buy a Barbie doll buy one of three types of candy bars. Walmart Kids come along for errands. Pop-Tarts before a hurricane. Prehurricane, Strawberry Pop-Tart sales increased about sevenfold. Walmart In preparation before an act of nature, people stock up on comfort or nonperishable foods. Staplers reveal hires. The purchase of a stapler often accompanies the purchase of paper, waste baskets, scissors, paper clips, folders, and so on. A large retailer Stapler purchases are often a part of a complete office kit for a new employee. Higher crime, more Uber rides. In San Francisco, the areas with the most prostitution, alcohol, theft, and burglary are most positively correlated with Uber trips. Uber “We hypothesized that crime should be a proxy for nonresidential population.…Uber riders are not causing more crime. Right, guys?” Mac users book more expensive hotels. Orbitz users on an Apple Mac spend up to 30 percent more than Windows users when booking a hotel reservation. Orbitz applies this insight, altering displayed options according to your operating system. Orbitz Macs are often more expensive than Windows computers, so Mac users may on average have greater financial resources. Your inclination to buy varies by time of day. For retail websites, the peak is 8:00 PM; for dating, late at night; for finance, around 1:00 PM; for travel, just after 10:00 AM. This is not the amount of website traffic, but the propensity to buy of those who are already on the website. Survey of websites The impetus to complete certain kinds of transactions is higher during certain times of day. Your e-mail address reveals your level of commitment. Customers who register for a free account with an Earthlink.com e-mail address are almost five times more likely to convert to a paid, premium-level membership than those with a Hotmail.com e-mail address. An online dating website Disclosing permanent or primary e-mail accounts reveals a longer-term intention. Banner ads affect you more than you think. Although you may feel you've learned to ignore them, people who see a merchant's banner ad are 61 percent more likely to subsequently perform a related search, and this drives a 249 percent increase in clicks on the merchant's paid textual ads in the search results. Yahoo! Advertising exerts a subconscious effect. Companies win by not prompting customers to think. Contacting actively engaged customers can backfire—direct mailing financial service customers who have already opened several accounts decreases the chances they will open more accounts (more details in Chapter 7).

Within twenty-four hours of the Amazon–Whole Foods acquisition announcement,64 large national grocery stocks fell 5 to 9 percent.

When the price is going lower, you owe 100 shares to your broker (it probably shows as -100 shares in your account), which means you must return 100 shares of Apple to your broker. Your broker doesn’t want your money; they want their shares back.

The capital repurchases lifted Apple’s stock price and quieted Icahn, who eventually sold his shares for a profit of $1.83 billion. Cook cannily followed Icahn’s advice and drove the company’s share price up by doing something his predecessor would never have considered.

THE FOLLOWING DAY, the Apple share price fell 10 percent and the company lost $75 billion in value. The single-day decline was Apple’s biggest in six years and sank its valuation to a level it had not seen since February 2017. It shook the U.S. economy. The company had become one of the most widely held institutional stocks, included in mutual funds, index funds, and 401(k)s. Thanks in part to Warren Buffett and Berkshire Hathaway, everyone from grandmothers in Florida to autoworkers in the Midwest had an interest in Apple’s business. They all suffered.

Roomba, made headlines when the company’s CEO, Colin Angle, told Reuters about its data-based business strategy for the smart home, starting with a new revenue stream derived from selling floor plans of customers’ homes scraped from the machine’s new mapping capabilities. Angle indicated that iRobot could reach a deal to sell its maps to Google, Amazon, or Apple within the next two years. In preparation for this entry into surveillance competition, a camera, new sensors, and software had already been added to Roomba’s premier line, enabling new functions, including the ability to build a map while tracking its own location. The market had rewarded iRobot’s growth vision, sending the company’s stock price to $102 in June 2017 from just $35 a year earlier, translating into a market capitalization of $2.5 billion on revenues of $660 million.1 Privacy

Though he had started as a wizard of spreadsheets, he was rapidly distinguishing himself as a master politician who had forged global alliances with the presidents of both the United States and the People’s Republic of China. A single sentence from his mouth could send the world’s stock markets into free fall.

It’s hard to imagine Tim Cook blurbing a Samsung phone. That’s because Apple seeks to corner the market, not to spread an idea or create a positive change. They’re in the business of raising their stock price, and everything else is merely a tactic.

Normal business thinking: If we can borrow money at historically low rates, buy back stock, and see the value of management’s options increase, why invest in growth and the jobs that come with it? That’s risky. Amazon business thinking: If we can borrow money at historically low rates, why don’t we invest that money in extraordinarily expensive control delivery systems? That way we secure an impregnable position in retail and asphyxiate our competitors. Then we can get really big, fast.

Shuttlecock Shrimp Curry 3 tablespoons unsalted butter 2 cups unpeeled chopped Granny Smith apples 2 cups chopped yellow onions 3 large cloves garlic, pressed 4 teaspoons curry powder, or more to taste 3 tablespoons flour ½ teaspoon dry mustard ½ teaspoon salt, or more to taste ¼ teaspoon paprika ¼ teaspoon crumbled dried thyme ¼ teaspoon freshly ground black pepper, or more to taste 2 cups homemade chicken stock

you are looking for a good long-term investment, buy a company that has the highest sales in its industry. So for home improvement, you want to own Home Depot; for fast food, McDonald's; for toothpaste, Colgate Palmolive; for payments, Visa; for smart phones, Apple; and for social media, Facebook. Once a business sells more than any other company in its industry, it becomes

Each ETF represents a certain index. So the ETF for the S&P 500 trades under the ticker SPY. The ETF for the DJIA trades under the ticker DIA. And the ETF for the Nasdaq 100 trades under the ticker QQQ. You've probably heard of the QQQ. It is a great trading or investment vehicle. When you buy shares of the QQQ, you are getting exposure to Apple, Netflix, Google, Amazon, Facebook, and many other tech (and some non-tech) stocks. If you buy the QQQ and hold it for the long-term, you will be able to profit from the long-term growth of the tech industry.

Elle held her breath as Darcy frowned thoughtfully. “Okay, got it. May I ask a question?” “Absolutely.” Elle gestured for Darcy to go on. “There’s no such thing as a stupid question. There’s a definite learning curve to this.” Darcy nodded. “All right. If your Jupiter is . . . in Virgo?” Elle nodded. “Where’s your Uranus?” “My Uranus is in Capri—” Elle froze. “Wow.” Darcy’s dimples deepened as she smiled impishly. “Sorry, it was just right there. You probably get that a lot.” “From frat boys and five-year-olds, not . . .” She trailed off, gesturing up and down in Darcy’s general direction with her free hand. “People like you.” “People like me?” Darcy’s brows rose and fell. “Like me how?” People who drank fifty-six-dollar glasses of wine and wore tight little pencil skirts and Christian Louboutin heels and worked as actuaries. Insufferable know-it-alls with cunning sensibilities and kissable little moon-shaped freckles. People with eyes like burnt caramel and full lips that looked candy-apple sweet. People who . . . who . . . Elle waved the notebooks in the air. “I don’t know. Which is why I’m here. I figured, we’d drink a little wine, play twenty questions, jot down our notes, and get to know each other a little. Make this charade a little more believable, if not truthful. Or close enough to assuage my conscience.” Darcy did that thing where she stared, brown eyes studying Elle from across the living room. It was only a look and yet it made Elle feel weirdly naked. “If you think it’s silly, we can—” “No.” Darcy shook her head and stepped closer, nudging the remaining bag with a stocking-covered toe. Stockings. Fuck. Elle sunk her teeth into her bottom lip. Pantyhose were the bane of her existence—if she so much as tried to put on a pair, she’d immediately get a run—but on Darcy . . . Elle tore her eyes away and feigned interest in ripping open the cardboard pen packaging. Darcy went on, “It’s not silly. No doubt Brendon will dig for details. It’s important for us to be on the same page. Good idea.

Do you invest? Does the hotel? The stock market, I mean.” Nika’s eyebrows knit together. “We have a man who manages the finances. Marco usually speaks to him, but I do, too. That’s how I know we need Adam.” “This is going to sound crazy,” I tell her. “But just trust me, all right? Can you do that?” She nods. “Invest in Apple. Starbucks, too. But next year, around the summertime.” “Starbucks?” “I’m going to write it down, okay?” I take out a pen and paper. I make the notes. “Promise me.” She nods. “I will.

Allison had once taken stock of every description she could think of for large bodies, and they were pretty much all food-related: pear-shaped, apple-shaped, juicy bottom, big melons, etc. It was disgusting. So, until everyone started referring to thin people as ‘asparagus-shaped,’ Allison would be curvy or plus-sized, or if she really wanted to watch people have a shock, fat.

There’s the acknowledgement that she has been informed of her mother’s various investment assets, which include a very valuable stock portfolio, Tesla and Apple shares being the pick of the litter.

The bigger the gap in time, the greater the chance that Apple’s stock price would have moved; and the more likely that a fast trader could stick an investor with an old price. That’s why volatility was so valuable to high-frequency traders: It created new prices for fast traders to see first and to exploit.

Nonny offered to give him a down payment for a new car—apparently, she bought a lot of Apple stock in the nineties

In the nineteenth century the global economy was worth a little more than $1 trillion, in today’s money. That means each year capital needed to find new investments worth about $30 billion – a significant sum. This required a huge effort on the part of capital, including the colonial expansion that characterised the nineteenth century. Today the global economy is worth over $80 trillion, so to maintain an acceptable rate of growth capital needs to find outlets for new investments worth another $2.5 trillion next year. That’s the size of the entire British economy – one of the biggest in the world. Somehow we have to add the equivalent of another British economy next year, on top of what we are already doing, and then add even more than that the following year, and so on. Where can this quantity of growth possibly be found? The pressures become enormous. It’s what is driving the pharmaceutical companies behind the opioid crisis in the United States; the beef companies that are burning down the Amazon; the arms companies that lobby against gun control; the oil companies that bankroll climate denialism; and the retail firms that are invading our lives with ever-more sophisticated advertising techniques to get us to buy things we don’t actually want. These are not ‘bad apples’ – they are obeying the iron law of capital. Over the past 500 years, an entire infrastructure has been created to facilitate the expansion of capital: limited liability, corporate personhood, stock markets, shareholder value rules, fractional reserve banking, credit ratings – we live in a world that’s increasingly organised around the imperatives of accumulation.

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)

If you are looking for a good long-term investment, buy a company that has the highest sales in its industry. So for home improvement, you want to own Home Depot; for fast food, McDonald's; for toothpaste, Colgate Palmolive; for payments, Visa; for smart phones, Apple; and for social media, Facebook.

There’s no better case study showing how connectivity and computing power will turn old products into digitized machines than Tesla, Elon Musk’s auto company. Tesla’s cult following and soaring stock price have attracted plenty of attention, but what’s less noticed is that Tesla is also a leading chip designer. The company hired star semiconductor designers like Jim Keller to build a chip specialized for its automated driving needs, which is fabricated using leading-edge technology. As early as 2014, some analysts were noting that Tesla cars “resemble a smartphone.” The company has been often compared to Apple, which also designs its own semiconductors. Like Apple’s products, Tesla’s finely tuned user experience and its seemingly effortless integration of advanced computing into a twentieth-century product—a car—are only possible because of custom-designed chips. Cars have incorporated simple chips since the 1970s. However, the spread of electric vehicles, which require specialized semiconductors to manage the power supply, coupled with increased demand for autonomous driving features foretells that the number and cost of chips in a typical car will increase substantially.

The lack of much outside investment allowed Gates and Allen to hold the vast majority of their company’s stock through the mideighties. Jobs, while his net worth had climbed into a significant fortune with Apple’s rise, didn’t own enough to control his destiny and was fired. It was a cruel irony: For all his counterculture spirit and brilliance, he suffered the mercenary’s fate, left with money but no kingdom. Gates, however, remained reluctant to go public even ten years after Microsoft’s founding. Eventually, due to the number of Microsoft employees who owned shares, and U.S. securities laws obligating any company with more than 500 shareholders to be registered, which Microsoft expected to soon pass, Gates agreed to list his shares. But as a final symbol of resistance, he did try to fly coach during the IPO roadshow—one last ode to parsimony—until his underwriters insisted otherwise.

Michael Bloomberg never fell for it—giving information away. He mixed other people’s information with proprietary data, added a layer of intelligence and—here’s the trick—made it scarce. It was expensive and had its own vertical distribution (storefronts) in the form of Bloomberg terminals. If you want breaking business news that might impact the price of a stock in your portfolio, you sign up with Bloomberg, get a terminal installed in your office, and soon the screen is rolling with an endless flow of news and financial data.

Why is it that the very same company sometimes gets valued at 25 times earnings and sometimes it gets valued at 100 times earnings? It all depends on people’s expectations. Not so much expectations about earnings growth, but expectations about making money in that stock. When

High growth is rare, and financial markets reward it generously.

Baidu gained 350% on its first trading day,

The allure of future earnings is what often drives investors’ decision making, not the reality.

There are times when the fear of missing out trumps the fear of losing. People start to chase, price momentum becomes its own catalyst and short-sellers are mercilessly squeezed, sending prices higher with unimaginable velocity.

Nike, Microsoft Amazon and similar companies went public relatively early in their growth cycles. As a result, public investors had the opportunity to participate in 95 to 99% of their overall price appreciation. Founders, early employees and VCs took all the risk. Most of the reward was left for grabbing – anyone could’ve bought those stocks on the secondary markets.   As the Federal Reserve prints more money and interest rates remain low, an increasing percentage of capital is flowing into risky asset classes like venture capital and “angel investing.” This capital has chased up valuations in the pipeline preceding IPOs, making the IPOs feel more like the end of the journey, not the beginning. Thus,

Small float, a bull market and a good story are an explosive combination of catalysts. When thousands of institutions compete to own a small number of stocks, we could see gigantic moves in short periods of time.

Never love anything that cannot love you back. The market doesn’t love anyone. It doesn’t care about your personal agenda.

Frankly, I’ve never been able to predict which stocks will go up tenfold, or which will go up fivefold. I try to stick with them as long as the story’s intact, hoping to be pleasantly surprised. The success of a company isn’t the surprise, but what the shares bring often is.”     Prices

Prices don’t change when fundamentals change. Prices change when expectations change, and the latter could change for various irrational reasons.

They say that the biggest opportunities are often outside of most people’s comfort zones. The juiciest market returns are where very few are willing to go. Momentum investing is the ultimate contrarian approach. How many investors would venture to buy a stock that is already up 50% in the past six months? Psychologically, it is a lot harder to buy in this situation than to sell, isn’t it?   How ridiculous does it sound that stocks that went up 50% in the past six months are likely to outperform in the next six months? Stock picking cannot be that easy, right? There has to be some complicated formula that takes into account hundreds of different criteria in order to have a chance at outperforming the market. Sometimes the most effective methods are the simplest. Most people stay away from them exactly because they seem too simple to work. There is nothing magic about using past performance to select future winners. It is all about simple math.   What

Only 71 companies from the original 1955 Fortune 500 list remain today.

It is the anticipation of future earnings that excites people, not the reality.” - Darvas     Apple’s

The day before Christmas came. Mama made her clove apple and began baking pies. Papa brought in a fresh pine tree and they decorated it with the beautiful apples. But to Katrina it just didn’t feel like Christmas. Even when she went to bed on Christmas Eve, Papa was still sawing away at the apple tree. On Christmas morning their stocking were filled with oranges, wild hickory nuts, black walnuts, and peppermint sticks. Josie gave Papa and Mama their scarves, and Katrina gave Mama the pincushion. But it still didn’t feel like Christmas to Katrina. Then Papa said, “Now my little ones, turn around and close your eyes. No peeking.” First Katrina heard Papa ask Mama to help him. Then she heard him hammering something to the beam, then he dragged something across the floor. “All right, you can look now,” said Mama. They whirled around. There, hanging from the beam, was Josie’s swing, the very same vine swing from the apple tree. Sitting on the swing was a little rag doll that Mama had made. Near the swing was a drawing board made from the very same limb that had been Katrina’s studio. On the drawing board were real charcoal paper and three sticks of willow charcoal. Katrina softly touched the drawing board. She wanted to say, How wise and wonderful you are, Papa and Thank you, Papa and I’ll always love you, Papa. But all she could say was, “Oh, Papa.” Papa didn’t say anything either. He just handed her the three sticks of charcoal. Josie began to swing with her doll and Katrina started to draw. Now she could see how beautiful Mama’s clove apple looked on the white tablecloth and how shiny red the apples were on the Christmas tree. Now she could smell the fresh winter pine tree and the warm apple pies. Now it felt like Christmas. Katrina gave her first drawing to Papa. It was a picture of the day when Papa picked the apples and Mama made apple butter and Katrina and Josie sorted the apples. In the corner Papa wrote: This picture was drawn by Katrina Ansterburg on Christmas Day 1881. Then he hung it in his woodshop and there it stayed for many long years.

What Musk had done that the rival automakers missed or didn’t have the means to combat was turn Tesla into a lifestyle. It did not just sell someone a car. It sold them an image, a feeling they were tapping into the future, a relationship. Apple did the same thing decades ago with the Mac and then again with the iPod and iPhone. Even those who were not religious about their affiliation to Apple were sucked into its universe once they bought the hardware and downloaded software like iTunes. This sort of relationship is hard to pull off if you don’t control as much of the lifestyle as possible. PC makers that farmed their software out to Microsoft, their chips to Intel, and their design to Asia could never make machines as beautiful and as complete as Apple’s. They also could not respond in time as Apple took this expertise to new areas and hooked people on its applications. You can see Musk’s embrace of the car as lifestyle in Tesla’s abandonment of model years. Tesla does not designate cars as being 2014s or 2015s, and it also doesn’t have “all the 2014s in stock must go, go, go and make room for the new cars” sales. It produces the best Model S it can at the time, and that’s what the customer receives. This means that Tesla does not develop and hold on to a bunch of new features over the course of the year and then unleash them in a new model all at once. It adds features one by one to the manufacturing line when they’re ready. Some customers may be frustrated to miss out on a feature here and there. Tesla, however, manages to deliver most of the upgrades as software updates that everyone gets, providing current Model S owners with pleasant surprises.

You feel so overwritten you're like a palimpsest; the original girl almost lost under years of scrawling yet you nurture an illusion of beauty, brush your hair in the dark so when your reflection finally catches up with you you stare straight past that older woman to the skateboard dancers behind hitting the frosty air with exuberant grace. On the loose in the morning city reminds you of lovers, catching the tram to work in last night's laddered stockings, the sharp-edged day already intruding like a hangover. It's not the sex you miss or the hotel mornings but the reassurance of strangers and that wild card. Now everything's played out the same, no surprises in the pack except those dealt by disaster. Early this morning such certainty dragged on your thoughts they stumbled flat-footed through the breakfast silence and you knew neither the apples orchard fresh, crisp as snow nor the blue bowl they posed in were enough. People disappear all the time, emerge like summer snakes newly marked and glittering into a clean desert. Without the photo of a child you carry in your wallet which reminds you who you have become you'd catch a train to Musk or Mollymook, some place your fingers have strayed over. Even thinking that, you turn your face into the wind, keep walking that same old line in your new flamboyant shoes. Oh my treacherous heart.

Chicken legs, beef ribs- they ate the food with their fingers, dipping into the horseradish sauce, feeding each other greedily. Laughing. They rolled leaves of cabbages and chewed on them like monkeys. They ate the golden potatoes as if they were apples. By the time they returned to the making of stock, and took the roasted veal bones from the stove and put them into the pot and filled it with enough cold water so that it could slowly simmer, their own legs no longer ached, their feet felt as if they could stand the weight of their bones for yet another day and they tasted of garlic and wine. "Thank you, chef," he said. "Thank you, chef." She opened the cheese larder and took out a wedge of runny Camembert, which she covered with a handful of white raspberries that he had draining in a colander by the sink. He opened a bottle of port. The dishes could wait. They sat on the back stairs of the tall thin house and looked over the lights of the steep city of Monte Carlo and out into the endless sea. The air was cool, the cheese and raspberries were rich and tart; the port was unfathomably complex with wave and wave of spiced cherries, burnt caramel and wild honey.

Xerox had an attractive financial model focused on leasing and servicing machines and selling toner, rather than big-ticket equipment sales. For Xerox and its salespeople, this meant steadier, more recurring income. With a large baseline of recurring revenues, budgets were more likely to be met, which allowed management to give accurate guidance to stock analysts. For customers, the cost of leasing a copier is accounted for as an operating expense, which doesn’t usually entail upper management approval as a capital purchase might. As a near-monopoly manufacturer of copiers, Xerox could reduce costs by building more of a few standard models. As owner of a fleet of potentially obsolete leased equipment, Xerox might prefer not to improve models too quickly. As Steve Jobs saw it, product people were driven out of Xerox, along with any sense of craftsmanship. Nonetheless, in 1969, Xerox launched one of the most remarkable research efforts ever, the Palo Alto Research Center (PARC), without which Apple, the PC, and the Internet would not exist. The modern PC was invented at PARC, as was Ethernet networking, the graphical user interface and the mouse to control it, email, user-friendly word processing, desktop publishing, video conferencing, and much more. The invention that most clearly fit into Xerox’s vision of the “office of the future” was the laser printer, which Hewlett-Packard exploited more successfully than Xerox. (I’m watching to see how the modern parallel, Alphabet’s moonshot ventures, works out.) Xerox notoriously failed to turn these world-changing inventions into market dominance, or any market share at all—allowing Apple, Microsoft, Hewlett-Packard, and others to build behemoth enterprises around them. At a meeting where Steve Jobs accused Bill Gates of ripping off Apple’s ideas, Gates replied, “Well Steve, I think there’s more than one way of looking at it. I think it’s like we both had this rich neighbor named Xerox and I broke in to steal his TV set and found out that you had already stolen it.

Where should you be investing your hard-earned money? There are a few criteria to consider. What's your risk tolerance, what type of return do you want to make, how much do you have to invest, what timeframe do you want to be holding your investment, and much more. Commodities, Stocks, Property or even Crypto,... let's talk about it! If you haven't already subscribed to our podcast Money and Investing with Andrew Baxter on Apple Podcast, Spotify or Google Podcast.

If you have invested an equal amount in Apple and 1,000 other companies at their inception and all other companies go bankrupt, you are still in profit. This is the power of unlimited gain possibilities and limited loss.

Winter comes, and our cupboard shelves in the snug stone cellar are an art gallery of crimson and green and brown and white jars. We have canned raspberries, blueberries, peas, beans, a few beets, some apple sauce from windfalls, grape jelly, fifty quarts of canned yellow corn, many quarts of beef stew and beef soup stock, also pork. A five-gallon keg of cider sits in the corner. In a wooden bin are twelve bushels of Green Mountain potatoes, and we have bought three barrels of apples. Our rutabagas, most of our beets and carrots are stored in layers of sand. There are bushels of onions and a hundred Danish Ball Head cabbages laid out on rough shelves.

Looking at the turnover and quality of managers in charge of sales and marketing is a good way to gauge how much the company values this part of the business. One important element of this principle is knowing which numbers matter the most to a company’s bottom line. For example, many Software-as-a-Service businesses have a tremendous amount of free users (who cost the business money in server fees). Still, they have a difficult time converting these free users into paying customers. So when reading a company’s annual or quarterly report, focus on figures such as the number of paying customers or average customer purchase value. Rather than relying on misleading numbers like “total users” or “monthly average users.” These are often used by unprofitable companies to make their prospects look more attractive than they are. Another essential element of this principle is that a company’s income is not reliant on a single factor. For example, if a semiconductor manufacturer relies on a contract with Apple for 80% of its revenue, then Apple ending that contract would plunge the economics of that business into disarray. This is

Day traders buy stocks in the hope that their price will go higher. This is called buying long, or simply long. When you hear me or another trader say, “I am long 100 shares AAPL,” it means that we have bought 100 shares of Apple Inc. and would like to sell them higher for a profit. Going long is good when the price is expected to go higher.

If you buy stock in Apple (ticker: AAPL) today, for instance, you will not hold your position overnight and sell it tomorrow. If you hold onto any stock overnight, it is no longer day trading, it’s called swing trading.

The stock passed the $700 billion market value milestone that Musk had thrown down years earlier like Babe Ruth calling his shot. It soared from a value of $100 billion to more than $800 billion in 244 days, accomplishing something it took Apple almost a decade to do. With the stock he already owned, his wealth was surging from an estimated $30 billion at the start of 2020 to around $200 billion at the start of 2021, overtaking Amazon founder Jeff

Nokia sat on top of one of the biggest growth markets the world had ever seen, and on top of one of the biggest piles of cash in history. But instead of thinking like an insurgent and investing in the future, it gave out 40 percent dividends and used its cash to buy back large quantities of its own stock. Within just a few years, Apple, Samsung, and soon Google had seized the smartphone market, and Nokia, once a model of innovation and insurgent-style thinking, was in steep decline. A board member, when interviewed about what happened, pointed to internal factors, not competitive moves, and concluded simply, “We were too slow to act.”6

Steve Jobs gave nothing to charity, almost exclusively hired middle-aged white guys, and was an awful person. He refused to pay child support to a daughter he knew was biologically his. He perjured himself to government investigators regarding the stock option program at Apple. The world needs more homes with engaged parents, not a better fucking phone.

Do build on the child’s strengths: “You are such a good cook! Help me remember what we need for our meat loaf recipe. Then, you can mix it.” Or, “You have energy to spare. Could you run over to Mrs. Johnson’s house and get a magazine she has for me?” Think “ability,” not “disability.” Do build on the child’s interests: “Your collection of rocks is growing fast. Let’s read some books about rocks. We can make a list of the different kinds you have found.” Your interest and support will encourage the child to learn more and do more. Do suggest small, manageable goals to strengthen your child’s abilities: “How about if you walk with me just as far as the mailbox? You can drop the letter in. Then I’ll carry you piggy-back, all the way home.” Or, “You can take just one dish at a time to clear the table. We aren’t in a hurry.” Do encourage self-help skills: To avoid “learned helplessness,” sponsor your child’s independence. “I know it’s hard to tie your shoes, but each time you do it, it will get easier.” Stress how capable she is, and how much faith you have in her, to build her self-esteem and autonomy. Show her you have expectations that she can help herself. Do let your child engage in appropriate self-therapy: If your child craves spinning, let him spin on the tire swing as long as he wants. If he likes to jump on the bed, get him a trampoline, or put a mattress on the floor. If he likes to hang upside down, install a chinning bar in his bedroom doorway. If he insists on wearing boots every day, let him wear boots. If he frequently puts inedible objects into his mouth, give him chewing gum. If he can’t sit still, give him opportunities to move and balance, such as sitting on a beach ball while he listens to music or a story. He will seek sensations that nourish his hungry brain, so help him find safe ways to do so. Do offer new sensory experiences: “This lavender soap is lovely. Want to smell it?” Or, “Turnips crunch like apples but taste different. Want a bite?” Do touch your child, in ways that the child can tolerate and enjoy: “I’ll rub your back with this sponge. Hard or gently?” Or, “Do you know what three hand squeezes mean, like this? I-Love-You!

Do recall how you behaved as a child: Maybe your child is just like you once were. (The apple doesn’t fall far from the tree!) Ask yourself what you would have liked to make your childhood easier and more pleasurable. More trips to the playground, free time, or cuddling? Fewer demands? Lower expectations? Try saying, “When I was a kid and life got rough, I liked to climb trees. How about you?” Do respect your child’s needs, even if they seem unusual: “You sure do like a tight tuck-in! There, now you’re as snug as a bug in a rug.” Or, “I’ll stand in front of you while we’re on the escalator. I won’t let you fall.” Do respect your child’s fears, even if they seem senseless: “I see that your ball bounced near those big kids. I’ll go with you. Let’s hold hands.” Your reassurances will help her trust others. Do say “I love you”: Assure your child that you accept and value who she is. You cannot say “I love you” too often! Do follow your instincts: Your instincts will tell you that everyone needs to touch and be touchable, to move and be movable. If your child’s responses seem atypical, ask questions, get information, and follow up with appropriate action. Do listen when others express concerns: When teachers or caregivers suggest that your child’s behavior is unusual, you may react with denial or anger. But remember that they see your child away from home, among many other children. Their perspective is worth considering. Do educate yourself about typical child development: Read. Take parent education classes. Learn about invariable stages of human development, as well as variable temperaments and learning styles. It’s comforting to know that a wide variety of behaviors falls within the normal range. Then, you’ll find it easier to differentiate between typical and atypical behavior. Sometimes a cigar is just a cigar, and a six-year-old is just a six-year-old! Do seek professional help: SPD is a problem that a child can’t overcome alone. Parents and teachers can’t “cure” a child, just as a child can’t cure himself. Early intervention is crucial. Do keep your cool: When your child drives you crazy, collect your thoughts before responding, especially if you are angry, upset, or unpleasantly surprised. A child who is out of control needs the calm reassurance of someone who is in control. She needs a grown-up. Do take care of yourself: When you’re having a hard day, take a break! Hire a babysitter and go for a walk, read a book, take a bath, dine out, make love. Nobody can be expected to give another person undivided attention, and still cope.

If you want to lose weight, study your habits to determine why you really leave your desk for a snack each day, and then find someone else to take a walk with you, to gossip with at their desk rather than in the cafeteria, a group that tracks weight-loss goals together, or someone who also wants to keep a stock of apples, rather than chips, nearby.

You've probably heard of the QQQ. It is a great trading or investment vehicle. When you buy shares of the QQQ, you are getting exposure to Apple, Netflix, Google, Amazon, Facebook, and many other tech (and some non-tech) stocks. If you buy the QQQ and hold it for the long-term, you will be able to profit from the long-term growth of the tech industry. You've probably also heard of indexing. It consists of buying an index (usually using an ETF like the SPY or QQQ), and holding it for the long-term. Indexing is a form of "passive investing." Passive investing refers to any strategy that does not involve a lot of thinking ("which stocks should I buy today?”) or a lot of buying or selling. When you index, you just buy whatever stocks are in the index. You only sell a stock when it gets kicked out of the index. And you only buy a stock when it gets added to the index. Or you just buy the SPY or QQQ, and these index adjustments all get done automatically for you.

Alec enjoyed that childhood memory. Her committee had raised enough money to stock the school computer lab with new Apple computers. He still remembered the pride he’d felt when other kids were dazzled by the extravagant equipment.

By 2008, storm clouds were gathering over Microsoft. PC shipments, the financial lifeblood of Microsoft, had leveled off. Meanwhile sales of Apple and Google smartphones and tablets were on the rise, producing growing revenues from search and online advertising that Microsoft hadn’t matched. Meanwhile, Amazon had quietly launched Amazon Web Services (AWS), establishing itself for years to come as a leader in the lucrative, rapidly growing cloud services business. The logic behind the advent of the cloud was simple and compelling. The PC Revolution of the 1980s, led by Microsoft, Intel, Apple, and others, had made computing accessible to homes and offices around the world. The 1990s had ushered in the client/server era to meet the needs of millions of users who wanted to share data over networks rather than on floppy disks. But the cost of maintaining servers in an ever-growing sea of data—and the advent of businesses like Amazon, Office 365, Google, and Facebook—simply outpaced the ability for servers to keep up. The emergence of cloud services fundamentally shifted the economics of computing. It standardized and pooled computing resources and automated maintenance tasks once done manually. It allowed for elastic scaling up or down on a self-service, pay-as-you-go basis. Cloud providers invested in enormous data ​centers around the world and then rented them out at a lower cost per user. This was the Cloud Revolution. Amazon was one of the first to cash in with AWS. They figured out early on that the same cloud infrastructure they used to sell books, movies, and other retail items could be rented, like a time-share, to other businesses and startups at a much lower price than it would take for each company to build its own cloud. By June 2008, Amazon already had 180,000 developers building applications and services for their cloud platform. Microsoft did not yet have a commercially viable cloud platform. All of this spelled trouble for Microsoft. Even before the Great Recession of 2008, our stock had begun a downward slide. In a long-planned move, Bill Gates left the company that year to focus on the Bill & Melinda Gates Foundation. But others were leaving, too. Among them, Kevin Johnson, president of the Windows and online services business, announced he would leave to become CEO of Juniper Networks. In their letter to shareholders that year, Bill and Steve Ballmer noted that Ray Ozzie, creator of Lotus Notes, had been named the company’s new Chief Software Architect (Bill’s old title), reflecting the fact that a new generation of leaders was stepping up in areas like online advertising and search. There was no mention of the cloud in that year’s shareholder letter, but, to his credit, Steve had a game plan and a wider view of the playing field.

Specifically, they argue that digital technology drives inequality in three different ways. First, by replacing old jobs with ones requiring more skills, technology has rewarded the educated: since the mid-1970s, salaries rose about 25% for those with graduate degrees while the average high school dropout took a 30% pay cut.45 Second, they claim that since the year 2000, an ever-larger share of corporate income has gone to those who own the companies as opposed to those who work there—and that as long as automation continues, we should expect those who own the machines to take a growing fraction of the pie. This edge of capital over labor may be particularly important for the growing digital economy, which tech visionary Nicholas Negroponte defines as moving bits, not atoms. Now that everything from books to movies and tax preparation tools has gone digital, additional copies can be sold worldwide at essentially zero cost, without hiring additional employees. This allows most of the revenue to go to investors rather than workers, and helps explain why, even though the combined revenues of Detroit’s “Big 3” (GM, Ford and Chrysler) in 1990 were almost identical to those of Silicon Valley’s “Big 3” (Google, Apple, Facebook) in 2014, the latter had nine times fewer employees and were worth thirty times more on the stock market.47 Figure 3.5: How the economy has grown average income over the past century, and what fraction of this income has gone to different groups. Before the 1970s, rich and poor are seen to all be getting better off in lockstep, after which most of the gains have gone to the top 1% while the bottom 90% have on average gained close to nothing.46 The amounts have been inflation-corrected to year-2017 dollars. Third, Erik and collaborators argue that the digital economy often benefits superstars over everyone else.

I sent messengers across Italy: to our farms for wood pigeons, dormice, capons, and heaping baskets of grapes, apples, and beets; to the fields beyond Rome for fresh pears; to Nomentanum for amphorae of wine, some more than forty years old; to Praeneste for hazelnuts; and to the plains between Ostia and Lavinium for wild boar and deer. I sent men to Ostia for fresh, salty mackerel and mussels and to Mount Hymettus for the finest honey to dilute the Falernian wine we had on stock at home for the princeps and all the senators. I purchased ginger, nutmeg, cloves, and other spices from India and Taprobane, not only to flavor the food but to present as gifts. I even sent a man to Sicilia for green and black olives and for the olive relish that was a specialty of the region. I reveled in the planning of such a massive banquet.

It was one of the supposed advantages of Groom Place that we did not wear a uniform. Our personalities were thus given full scope to express themselves through the medium of our clothes. At least that was what it said in the prospectus, and more or less what my mother had said when she sent me to the school. But, as far as I was concerned, it didn’t work out like that. My clothes expressed nothing but Miss Partridge’s distaste for shopping and our mutual antagonism to each other. I longed for the stuffy anonymous blue serge and black stockings of my High School. There, there had been no nonsense about personality. But there was nothing I could do about it except pretend that I wasn’t wearing an apple-green stockinette dress. I didn’t like green and I didn’t like stockinette. It was hard to have to endure them both in one garment.

Pantry Staples Our pantry is organized to stock a limited and set amount of jars, which contain either a permanent staple or rotational staple. Permanent staples will vary from family to family. Ours include: • Flour, sugar, salt, baking soda, cornstarch, baking powder, yeast, oatmeal, coffee, dry corn, powdered sugar • Jam, butter, peanut butter, honey, mustard, canned tomatoes, pickles, olives, capers • Olive oil, vegetable oil, apple cider vinegar, wine vinegar, tamari, vanilla extract • A selection of spices and herbs Rotational staples represent groups of foods that we used to buy in many different forms. In the past, our legume collection consisted of chickpeas, lentils, peas, red beans, fava beans, pinto beans, etc. Even though stocking many types of food appears to stimulate variety, the contrary is often the case. Similar to wardrobe items, pantry favorites get picked first while nonfavorites get pushed back and forgotten, take up space, and ultimately go bad (i.e., become rancid or bug infested). Today, instead of storing many versions of a staple, we have dedicated one specific jar and adopted a system of rotation. For example, our rotating jar of grain might be filled with rice one week, couscous another. Our rotating collection includes: • Grain • Pasta • Legume • Cereal • Cookie • Nut • Sweet snack • Savory snack • Tea This system has proved not only to maintain variety in our diet and free up storage space; it has also been efficient at keeping foods from going bad.