Options Market Quotes

The combination of loss aversion with mindless choosing implies that if an option is designated as the “default,” it will attract a large market share. Default options thus act as powerful nudges.

When a value is communicated well, it gives your potential customers an option to choose you over others and to stick to your brand.

The government is indeed an institution, but "the market" is nothing more than an option for each individual to chose among numerous existing institutions, or to fashion new arrangements suited to his own situation and taste.

Cooking without remuneration" and "slaving over a hot stove" are activities separated mostly by a frame of mind. The distinction is crucial. Career women in many countries still routinely apply passion to their cooking, heading straight from work to the market to search out the freshest ingredients, feeding their loved ones with aplomb. [...] Full-time homemaking may not be an option for those of us delivered without trust funds into the modern era. But approaching mealtimes as a creative opportunity, rather than a chore, is an option. Required participation from spouse and kids is an element of the equation. An obsession with spotless collars, ironing, and kitchen floors you can eat off of---not so much. We've earned the right to forget about stupefying household busywork. But kitchens where food is cooked and eaten, those were really a good idea. We threw that baby out with the bathwater. It may be advisable to grab her by her slippery foot and haul her back in here before it's too late.

When you want to study a larger group of people, surveys become a good option.

Socialism is not really an option in the material world. There can be no collective ownership of anything materially scarce. One or another faction will assert control in the name of society. Inevitably, the faction will be the most powerful in society -- that is, the state. This is why all attempts to create socialism in scarce goods or services devolve into totalitarian systems of top-down planning.

Here is an all-too-brief summary of Buffett’s approach: He looks for what he calls “franchise” companies with strong consumer brands, easily understandable businesses, robust financial health, and near-monopolies in their markets, like H & R Block, Gillette, and the Washington Post Co. Buffett likes to snap up a stock when a scandal, big loss, or other bad news passes over it like a storm cloud—as when he bought Coca-Cola soon after its disastrous rollout of “New Coke” and the market crash of 1987. He also wants to see managers who set and meet realistic goals; build their businesses from within rather than through acquisition; allocate capital wisely; and do not pay themselves hundred-million-dollar jackpots of stock options. Buffett insists on steady and sustainable growth in earnings, so the company will be worth more in the future than it is today.

The stock market is 50% gambling. Futures and options markets (derivatives) are 90% gambling.

I began to wonder what, exactly, mainstream conservatism was conserving. It dawned on me that some of the causes championed by my fellow conservatives—chiefly an uncritical enthusiasm for the market—can in some circumstances undermine the thing that I, as a traditionalist, considered the most important institution to conserve: the family. I

Delta Airlines recently proposed giving frequent flyers a controversial perk: the option of paying $5 extra to speak to a customer service agent in the United States, rather than be routed to a call center in India. Public disapproval led Delta to abandon the idea.

How can a woman believe in merit in a reality like this? A job market that rewards her indirectly as if she were selling her body is simply perpetuating the traditional main employment options for women—compulsory marriage or prostitution—more politely and for half the pay.

If you can distill the essence of GE's stock behavior over the past twenty years, then you can apply it to financial engineering. You can estimate the risk of holding the stock over the next twenty years. You can estimate how many shares of the stock to buy for your portfolio. You can calculate the proper value of options you want to trade on the stock.

Those who succeed big at anything all have the same attitude: You keep going until it happens or you die trying. Quitting is not an option.

Smart Risk will shatter the emotional myths to investing and help Canadians see the opportunities in today's volatile market.

have two basic rules about winning in trading as well as in life: 1) If you don't bet, you can't win. 2) If you lose all your chips, you can't bet" – Larry Hite

They say don't be afraid to fail, but failure is not an option...failure is a luxury that we all can't afford to make. Work smarter and harder to achieve what you set out to do.

the goal of a successful trader is to make the best trades. Money is secondary

In its infancy, Bitcoin already appears to satisfy all the requirements of Menger, Mises, and Hayek: it is a highly salable free‐market option that is resistant to government meddling.

The challenge in delivering simplicity is, marketing wants to bring more functionality to bear, engineering wants to bring more options to bear—and all of that just adds to confusion and clutter.

ECONOMIC RULES OF THE DYSFUNCTIONAL MEDICAL MARKET More treatment is always better. Default to the most expensive option. A lifetime of treatment is preferable to a cure. Amenities and marketing matter more than good care. As technologies age, prices can rise rather than fall. There is no free choice. Patients are stuck. And they’re stuck buying American. More competitors vying for business doesn’t mean better prices; it can drive prices up, not down. Economies of scale don’t translate to lower prices. With their market power, big providers can simply demand more. There is no such thing as a fixed price for a procedure or test. And the uninsured pay the highest prices of all. There are no standards for billing. There’s money to be made in billing for anything and everything. Prices will rise to whatever the market will bear.

The story is told of Socrates walking through the market in Athens, with its groaning abundance of options, and saying to himself, "Who would have thought that there could be so many things that I can do without?"4

market leader in interest rate swaps. There was a natural role for a blue-chip corporation with the highest credit rating to stand in the middle of swaps and long-term options and the other risk-spawning innovations. The traits required of this corporation were that it not be a bank—and thus subject to bank regulation, and the need to reserve capital against risky assets—and that it be willing and able to bury exotic risks on its

In the old days, you either had to buy expensive advertising or beg the media to tell your story. Sadly, many organizations don’t realize that they have a much better option—they can tell their story directly to an interested market.

Diversity of opinions is essential for generating ideas and options. Contrarian thinking is essential to innovation. A plurality of opinions among movie critics is a feature, not a bug. Disagreements among traders make markets. Strategy differences among competing start-ups enable markets to select the fittest. In what we call matters of judgment, however, system noise is always a problem. If two doctors give you different diagnoses, at least one of them is wrong.

One of the many signs of verbal virtuosity among intellectuals is the repackaging of words to mean things that are not only different from, but sometimes the direct opposite of, their original meanings. 'Freedom' and 'power' are among the most common of these repackaged words. The basic concept of freedom as not being subjected to other people's restrictions, and of power as the ability to restrict other people's options have both been stood on their heads in some of the repackaging of these words by intellectuals discussing economic issues. Thus business enterprises who expand the public's options, either quantitatively (through lower prices) or qualitatively (through better products) are often spoken of as 'controlling' the market, whenever this results in a high percentage of consumers choosing to purchase their particular products rather than the competing products of other enterprises. In other words, when consumers decide that particular brands of products are either cheaper or better than competing brands of those products, third parties take it upon themselves to depict those who produced these particular brands as having exercised 'power' or 'control.' If, at a given time, three-quarters of the consumers prefer to buy the Acme brand of widgets to any other brand, then Acme Inc. will be said to 'control' three-quarters of the market, even though consumers control 100 percent of the market, since they can switch to another brand of widgets tomorrow if someone else comes up with a better widget, or stop buying widgets altogether if a new product comes along that makes widgets obsolete. ....by saying that businesses have 'power' because they have 'control' of their markets, this verbal virtuosity opens the way to saying that government needs to exercise its 'countervailing power' (John Kenneth Galbraith's phrase) in order to protect the public. Despite the verbal parallels, government power is in fact power, since individuals do not have a free choice as to whether or not to obey government laws and regulations, while consumers are free to ignore the products marketed by even the biggest and supposedly most 'powerful' corporations in the world.

The options also were a way of shifting enormous risk from Renaissance to the banks. Because the lenders technically owned the underlying securities in the basket-options transactions, the most Medallion could lose in the event of a sudden collapse was the premium it had paid for the options and the collateral held by the banks. That amounted to several hundred million dollars. By contrast, the banks faced billions of dollars of potential losses if Medallion were to experience deep troubles. In the words of a banker involved in the lending arrangement, the options allowed Medallion to “ring-fence” its stock portfolios, protecting other parts of the firm, including Laufer’s still-thriving futures trading, and ensuring Renaissance’s survival in the event something unforeseen took place. One staffer was so shocked by the terms of the financing that he shifted most of his life savings into Medallion, realizing the most he could lose was about 20 percent of his money.

You make plans and decisions assuming randomness and chaos are for chumps. The illusion of control is a peculiar thing because it often leads to high self-esteem and a belief your destiny is yours for the making more than it really is. This over-optimistic view can translate into actual action, rolling with the punches and moving ahead no matter what. Often, this attitude helps lead to success. Eventually, though, most people get punched in the stomach by life. Sometimes, the gut-punch doesn’t come until after a long chain of wins, until you’ve accumulated enough power to do some serious damage. This is when wars go awry, stock markets crash, and political scandals spill out into the media. Power breeds certainty, and certainty has no clout against the unpredictable, whether you are playing poker or running a country. Psychologists point out these findings do not suggest you should throw up your hands and give up. Those who are not grounded in reality, oddly enough, often achieve a lot in life simply because they believe they can and try harder than others. If you focus too long on your lack of power, you can slip into a state of learned helplessness that will whirl you into a negative feedback loop of depression. Some control is necessary or else you give up altogether. Langer proved this when studying nursing homes where some patients were allowed to arrange their furniture and water plants—they lived longer than those who had had those tasks performed by others. Knowing about the illusion of control shouldn’t discourage you from attempting to carve a space for yourself out of whatever field you want to tackle. After all, doing nothing guarantees no results. But as you do so, remember most of the future is unforeseeable. Learn to coexist with chaos. Factor it into your plans. Accept that failure is always a possibility, even if you are one of the good guys; those who believe failure is not an option never plan for it. Some things are predictable and manageable, but the farther away in time an event occurs, the less power you have over it. The farther away from your body and the more people involved, the less agency you wield. Like a billion rolls of a trillion dice, the factors at play are too complex, too random to truly manage. You can no more predict the course of your life than you could the shape of a cloud. So seek to control the small things, the things that matter, and let them pile up into a heap of happiness. In the bigger picture, control is an illusion anyway.

Love your neighbor. Love the stranger. Hear the cry of the otherwise unheard. Liberate the poor from their poverty. Care for the dignity of all. Let those who have more than they need share their blessings with those who have less. Feed the hungry, house the homeless, and heal the sick in body and mind. Fight injustice, whoever it is done by and whoever it is done against. And do these things because, being human, we are bound by a covenant of human solidarity, whatever our color or culture, class or creed. These are moral principles, not economic or political ones. They have to do with conscience, not wealth or power. But without them, freedom will not survive. The free market and liberal democratic state together will not save liberty, because liberty can never be built by self-interest alone. I-based societies all eventually die. Ibn Khaldun showed this in the fourteenth century, Giambattista Vico in the eighteenth, and Bertrand Russell in the twentieth. Other-based societies survive. Morality is not an option. It’s an essential.

For these commodity crops to be profitable, they need to be turned into something, and there are two options (or three, if you count biofuel): ‘You can force the crops through a factory-farmed animal to produce meat, or process them into an aggressively marketed UPF.

How can woman believe in merit in a reality like this? A job market that rewards her indirectly as if she were selling her body is simply perpetuating the traditional main employment options for women—compulsory marriage or prostitution—more politely and for half the pay.

Now, I assume you don’t want me to cart you back to Fjerda or the Shu Han?” It was clear Nina had finished the translation when Kuwei yelped, “No!” “Then your choices are Novyi Zem and the Southern Colonies, but the Kerch presence in the colonies is far lower. Also, the weather is better, if you’re partial to that kind of thing. You are a stolen painting, Kuwei. Too recognizable to sell on the open market, too valuable to leave lying around. You are worthless to me.” “I’m not translating that,” Nina snapped. “Then translate this: My sole concern is keeping you away from Jan Van Eck, and if you want me to start exploring more definite options, a bullet is a lot cheaper than putting you on a ship to the Southern Colonies.” Nina did translate, though haltingly. Kuwei responded in Shu. She hesitated. “He says you’re cruel.” “I’m pragmatic. If I were cruel, I’d give him a eulogy instead of a conversation. So, Kuwei, you’ll go to the Southern Colonies, and when the heat has died down, you can find your way to Ravka or Matthias’ grandmother’s house for all I care.” “Leave my grandmother out of this,” Matthias said.

The challenge in delivering simplicity is, marketing wants to bring more functionality to bear, engineering wants to bring more options to bear—and all of that just adds to confusion and clutter. That’s when a task like printing a document becomes confounded with all these buttons and fields and tabs.

we are left with a stark choice: allow climate disruption to change everything about our world, or change pretty much everything about our economy to avoid that fate. But we need to be very clear: because of our decades of collective denial, no gradual, incremental options are now available to us. ”(…) That’s tough for a lot of people in important positions to accept, since it challenges something that might be even more powerful than capitalism, and that is the fetish of centrism—of reasonableness, seriousness, splitting the difference, and generally not getting overly excited about anything. This is the habit of thought that truly rules our era, far more among the liberals who concern themselves with matters of climate policy than among conservatives, many of whom simply deny the existence of the crisis. Climate change presents a profound challenge to this cautious centrism because half measures won’t cut it. (…) The challenge, then, is not simply that we need to spend a lot of money and change a lot of policies; it’s that we need to think differently, radically differently, for those changes to be remotely possible. Right now, the triumph of market logic, with its ethos of domination and fierce competition, is paralyzing almost all serious efforts to respond to climate change. (…) It seems to me that our problem has a lot less to do with the mechanics of solar power than the politics of human power—specifically whether there can be a shift in who wields it, a shift away from corporations and toward communities,

the split-strike conversion strategy. Option traders often referred to it as a “collar” or “bull spread.” Basically, it involved buying a basket of stocks, in Madoff’s case 30 to 35 blue-chip stocks that correlated very closely to the Standard & Poor’s (S&P) 100-stock index, and then protecting the stocks with put options. By bracketing an investment with puts and calls, you limit your potential profit if the market rises sharply; but in return you’ve protected yourself against devastating losses should the market drop. The calls created a ceiling on his gains when the market went up; the puts provided a floor to cut his losses when the market went down.

your audience's needs, desires, and interests on social media - ask yourself what problems you can help them overcome, what questions you can answer, what type of content they prefer (e.g. text, photo, graphics, video), and when they are most likely to be around to see it. Tools like SEM Rush and TrueSocial Metrics are two popular paid options if you

predictive judgments that provide input—for instance, how a candidate will perform in her first year, how the stock market will respond to a given strategic move, or how quickly the epidemic will spread if left unchecked. But the final decisions entail trade-offs between the pros and cons of various options, and these trade-offs are resolved by evaluative judgments.

screening option was created specifically for this book, magicformulainvesting.com. The magicformula investing.com site is designed to emulate the returns achieved in our study as closely as possible. This site is currently available for free. Step-by-step instructions for selecting stocks using magicformulainvesting.com follow. Other options include, but are not limited to, the screening packages available at aaii.com, powerinvestor.com, and smart money.com.

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Read the notes.Never buy a stock without reading the footnotes to the financial statements in the annual report. Usually labeled “summary of significant accounting policies,” one key note describes how the company recognizes revenue, records inventories, treats installment or contract sales, expenses its marketing costs, and accounts for the other major aspects of its business.7 In the other footnotes, watch for disclosures about debt, stock options, loans to customers, reserves against losses, and other “risk factors” that can take a big chomp out of earnings

If you are going to use probability to model a financial market, then you had better use the right kind of probability. Real markets are wild. Their price fluctuations can be hair-raising-far greater and more damaging than the mild variations of orthodox finance. That means that individual stocks and currencies are riskier than normally assumed. It means that stock portfolios are being put together incorrectly; far from managing risk, they may be magnifying it. It means that some trading strategies are misguided, and options mis-priced. Anywhere the bell-curve assumption enters the financial calculations, an error can come out.

It was a wake-up call to me to learn that Airbnb was by no means unique: Instagram started as a location-based social network called Burbn (which had an optional photo feature). It attracted a core group of users and more than $500,000 in funding. And yet the founders realized that its users were flocking to only one part of the app—the photos and filters. They had a meeting, which one of the founders recounts like this: “We sat down and said, ‘What are we going to work on next? How are we going to evolve this product into something millions of people will want to use? What is the one thing that makes this product unique and interesting?’”7 The service soon retooled to become Instagram as we know it: a mobile app for posting photos with filters. The result? One hundred thousand users within a week of relaunching. Within eighteen months, the founders sold Instagram to Facebook for $1 billion. I know that seems simple, that the marketing lesson from Instragram is that they made a product that was just awesome. But that’s good news for you—it means there’s no secret sauce, and the second your product gets to be that awesome, you can see similar results. Just look at Snapchat, which essentially followed the same playbook by innovating in the mobile photo app space, blew up with young people, and skyrocketed to a $3.5-billion-dollar valuation with next-to-no marketing.

But if the math of Moving Day worked out cruelly in constrained markets and for families in financial straits, it worked out very differently in most places and for most people throughout the nineteenth and early twentieth centuries as the housing stock rapidly expanded. You could spot the approach of Moving Day, a Milwaukee paper explained, by the sight of new buildings being rushed to completion and old houses being renovated, repaired, and restored. As wealthier renters snapped up the newest properties to come to market, less affluent renters grabbed the units they had vacated in a chain of moves that left almost all tenants better off. By concentrating their moves on a single day, tenants maximized the number of options that would be available to them.

A reliable way to make people believe in falsehoods is frequent repetition, because familiarity is not easily distinguished from truth. Authoritarian institutions and marketers have always known this fact. But it was psychologists who discovered that you do not have to repeat the entire statement of a fact or idea to make it appear true. People who were repeatedly exposed to the phrase “the body temperature of a chicken” were more likely to accept as true the statement that “the body temperature of a chicken is 144°” (or any other arbitrary number). The familiarity of one phrase in the statement sufficed to make the whole statement feel familiar, and therefore true. If you cannot remember the source of a statement, and have no way to relate it to other things you know, you have no option but to go with the sense of cognitive ease.

Beyond streamlining operations and introducing cost innovations, a second lever companies can pull to meet their target cost is partnering. In bringing a new product or service to market, many companies mistakenly try to carry out all the production and distribution activities themselves. Sometimes that’s because they see the product or service as a platform for developing new capabilities. Other times it is simply a matter of not considering other outside options. Partnering, however, provides a way for companies to secure needed capabilities fast and effectively while dropping their cost structure. It allows a company to leverage other companies’ expertise and economies of scale. Partnering includes closing gaps in capabilities through making small acquisitions when doing so is faster and cheaper, providing access to needed expertise that has already been mastered. A

If we are serious about moving toward a saner housing future, the options in terms of federal policy are relatively clear: we can prevent land from being subject to market forces, either through government ownership of land (housing projects) or through heavy regulation (rent or land-price control), or we can prevent the ever-increasing value of land from displacing people (programs such as Section 8 vouchers would fall in this category of solution). Instead, we do almost nothing and hope the market works it out. Without major new regulations, we can expect what's happening in San Francisco to continue in virtually all major US cities. In the same way that the suburbs were once inaccessible to the poor, in the near future American cities will become gilded jewel boxes, and the exodus of the poor to the suburbs will continue unchecked - that is, until the rent gaps in cities become too small to make gentrification profitable, and a new form of spatial filtering begins.

There’s a lot of water in the sea,* so probably no one will mind if you borrow a little. If your pool is below sea level, and you don’t mind a saltwater pool, this might be an option. All you need to do is dig a channel and let the sea flow in. This has actually happened in real life, by accident, very dramatically. Malaysia was once the world’s largest producer of tin. One of the mines that produced this tin was constructed near the western coast, just a few hundred feet from the ocean. After the tin market collapsed in the 1980s, the mine was abandoned. On October 21, 1993, the water broke through the narrow barrier separating the mine from the sea. The ocean rushed in, filling the mine in a matter of minutes. The lagoon created by the flood remains to this day, and can be seen on maps at 4.40°N, 100.59°E. The cataclysm was recorded by a bystander with a camcorder, and the footage has since been uploaded to the internet. Despite its low quality, it’s one of the most jaw-dropping pieces of video ever recorded.

The temptation with condors is to wait that one extra day or week to squeeze out even more profit. Almost every trade you exit could possibly do better, perhaps even twice as well, sometimes for just an extra day or two. On the other hand, you might watch profits evaporate into losses and then find yourself scrambling to make defensive adjustments that add weeks to your trade. It is for those few trades that could have really been dangerous that you should be cautious with the rest. There is no point in making a return of 40% if you are going to lose 50% or 100% in a single trade. A good rule of thumb: Don’t try to stare down the market because the market never blinks. What separates the winners from the losers is the exit strategy. The exit strategy that works best is to give back almost all of the credit. If you take in an initial 16% credit and keep only 3%, 4%, or 5%, you’re giving back most of the potential profits. How many trades have you made that can consistently make profits of 3% in a few days regardless of the direction of the market?

MY RECOMMENDATION Below is my advice about regarding selling SpaceX stock or options. No complicated analysis is required, as the rules of thumb are pretty simple. If you believe that SpaceX will execute better than the average public company, then our stock price will continue to appreciate at a rate greater than that of the stock market, which would be the next highest return place to invest money over the long term. Therefore, you should sell only the amount that you need to improve your standard of living in the short to medium term. I do actually recommend selling some amount of stock, even if you are certain it will appreciate, as life is short and a bit more cash can increase fun and reduce stress at home (so long as you don’t ratchet up your ongoing personal expenditures proportionately). To maximize your post tax return, you are probably best off exercising your options to convert them to stock (if you can afford to do this) and then holding the stock for a year before selling it at our roughly biannual liquidity events. This allows you to pay the capital gains tax rate, instead of the income tax rate.

China seems to offer a much more serious challenge than Western social protestors. Despite liberalising its politics and economics, China is neither a democracy nor a truly free-market economy, which does not prevent it from becoming the economic giant of the twenty-first century. Yet this economic giant casts a very small ideological shadow. Nobody seems to know what the Chinese believe these days – including the Chinese themselves. In theory China is still communist, but in practice it is nothing of the kind. Some Chinese thinkers and leaders toy with a return to Confucianism, but that’s hardly more than a convenient facade. This ideological vacuum makes China the most promising breeding ground for the new techno-religions emerging from Silicon Valley (which we will discuss in the following chapters). But these techno-religions, with their belief in immortality and virtual paradises, will take at least a decade or two to establish themselves. Hence at present China doesn’t pose a real alternative to liberalism. For bankrupt Greeks despairing of the liberal model and searching for a substitute, ‘imitating the Chinese’ isn’t a viable option.

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Internet subscription for $59—seemed reasonable. The second option—the $125 print subscription—seemed a bit expensive, but still reasonable. But then I read the third option: a print and Internet subscription for $125. I read it twice before my eye ran back to the previous options. Who would want to buy the print option alone, I wondered, when both the Internet and the print subscriptions were offered for the same price? Now, the print-only option may have been a typographical error, but I suspect that the clever people at the Economist's London offices (and they are clever—and quite mischievous in a British sort of way) were actually manipulating me. I am pretty certain that they wanted me to skip the Internet-only option (which they assumed would be my choice, since I was reading the advertisement on the Web) and jump to the more expensive option: Internet and print. But how could they manipulate me? I suspect it's because the Economist's marketing wizards (and I could just picture them in their school ties and blazers) knew something important about human behavior: humans rarely choose things in absolute terms. We don't have an internal value meter that tells us how much things are worth. Rather, we focus on the relative advantage of one thing over another, and estimate value accordingly. (For instance, we don't know how much a six-cylinder car is worth, but we can assume it's more expensive than the four-cylinder model.) In the case of the Economist, I may not have known whether the Internet-only subscription at $59 was a better deal than the print-only option at $125. But I certainly knew that the print-and-Internet option for $125 was better than the print-only option at $125. In fact, you could reasonably deduce that in the combination package, the Internet subscription is free! “It's a bloody steal—go for it, governor!” I could almost hear them shout from the riverbanks of the Thames. And I have to admit, if I had been inclined to subscribe I probably would have taken the package deal myself. (Later, when I tested the offer on a large number of participants, the vast majority preferred the Internet-and-print deal.)

Between 2003 and 2008, Iceland’s three main banks, Glitnir, Kaupthing and Landsbanki, borrowed over $140 billion, a figure equal to ten times the country’s GDP, dwarfing its central bank’s $2.5 billion reserves. A handful of entrepreneurs, egged on by their then government, embarked on an unprecedented international spending binge, buying everything from Danish department stores to West Ham Football Club, while a sizeable proportion of the rest of the adult population enthusiastically embraced the kind of cockamamie financial strategies usually only mooted in Nigerian spam emails – taking out loans in Japanese Yen, for example, or mortgaging their houses in Swiss francs. One minute the Icelanders were up to their waists in fish guts, the next they they were weighing up the options lists on their new Porsche Cayennes. The tales of un-Nordic excess are legion: Elton John was flown in to sing one song at a birthday party; private jets were booked like they were taxis; people thought nothing of spending £5,000 on bottles of single malt whisky, or £100,000 on hunting weekends in the English countryside. The chief executive of the London arm of Kaupthing hired the Natural History Museum for a party, with Tom Jones providing the entertainment, and, by all accounts, Reykjavik’s actual snow was augmented by a blizzard of the Colombian variety. The collapse of Lehman Brothers in late 2008 exposed Iceland’s debts which, at one point, were said to be around 850 per cent of GDP (compared with the US’s 350 per cent), and set off a chain reaction which resulted in the krona plummeting to almost half its value. By this stage Iceland’s banks were lending money to their own shareholders so that they could buy shares in . . . those very same Icelandic banks. I am no Paul Krugman, but even I can see that this was hardly a sustainable business model. The government didn’t have the money to cover its banks’ debts. It was forced to withdraw the krona from currency markets and accept loans totalling £4 billion from the IMF, and from other countries. Even the little Faroe Islands forked out £33 million, which must have been especially humiliating for the Icelanders. Interest rates peaked at 18 per cent. The stock market dropped 77 per cent; inflation hit 20 per cent; and the krona dropped 80 per cent. Depending who you listen to, the country’s total debt ended up somewhere between £13 billion and £63 billion, or, to put it another way, anything from £38,000 to £210,000 for each and every Icelander.

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Alternatively he can make his peace with it, as he sees the young men around him do, one by one: settle for marriage and a house and car, settle for what life realistically has to offer, sink their energies in their work. He is chagrined to see how well the reality principle operates, how, under the prod of loneliness, the boy with spots settles for the girl with the dull hair and the heavy legs, how everyone, no matter how unlikely, finds, in the end, a partner. Is that his problem, and is it as simple as that: that all the time he has been overestimating his worth on the market, fooling himself into believing he belongs with sculptresses and actresses when he really belongs with the kindergarten teacher on the housing estate or the apprentice manageress of the shoe store? Marriage: who would have imagined he would be feeling the tug, however faint, of marriage! He is not going to give in, not yet. But it is an option he plays with on the long winter evenings, eating his bread and sausages in front of Major Arkwright's gas fire, listening to the radio, while the rain patters in the background against the window.

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After over a decade of monopoly in the online distribution, the major OTAs had to (at least partially) reinvent themselves, by diversifying and broaden their products in order to stay relevant. Because, if up until now metasearch engines merely aggregated third-party data, they now provide the option to complete one’s reservation without even leaving the result page. And that, for an OTA, is a problem.

Having “extra” capital gives you a cushion for when outcomes do not in fact follow your plan. Moreover, it increases your optionality—if you need to invest in growth, you can do much more without having to go through the time-consuming process of raising another round. As Mariam Naficy, CEO of Minted, told me, “Act like you’ve got half the amount you have in the bank because you’ve got to factor in all the failures and all the optimizations that kill great entrepreneurs and businesses all the time. Both of us know so many people who had good ideas and were on the right track, but just ran out of money.” At both PayPal and LinkedIn, we raised large financing rounds right before a market meltdown (2000, 2008), and we sure were glad we did. In the case of PayPal, that money allowed us to keep growing during the dot-com bust; without it, we wouldn’t have made it to our IPO. In the case of LinkedIn, the situation wasn’t as dire, but I realized that the value of the optionality from additional funding far outweighed the potential negatives of equity dilution.

What does this mean in practical terms? Let’s keep things simple, ignore private equity and commercial real estate, and focus just on the broad stock and bond market. You might buy three funds: an index fund offering exposure to the entire U.S. stock market, an index fund that will give you exposure to both developed foreign stock markets and emerging stock markets, and an index fund that owns the broad U.S. bond market. Suppose we were aiming to build a classic balanced portfolio, with 60 percent in stocks and 40 percent in bonds. Here are some possible investment mixes using index funds offered by major financial firms:     40 percent Fidelity Spartan Total Market Index Fund, 20 percent Fidelity Spartan Global ex U.S. Index Fund and 40 percent Fidelity Spartan U.S. Bond Index Fund. You can purchase these mutual funds directly from Fidelity Investments (Fidelity.com).     40 percent Vanguard Total Stock Market Index Fund, 20 percent Vanguard FTSE All-World ex-US Index Fund and 40 percent Vanguard Total Bond Market Index Fund. You can buy these mutual funds directly from Vanguard Group (Vanguard.com).     40 percent Vanguard Total Stock Market ETF, 20 percent Vanguard FTSE All-World ex-US ETF and 40 percent Vanguard Total Bond Market ETF. You can purchase these ETFs, or exchange-traded funds, through a discount or full-service brokerage firm. You can learn more about each of the funds at Vanguard.com.     40 percent iShares Core S&P Total U.S. Stock Market ETF, 20 percent iShares Core MSCI Total International Stock ETF and 40 percent iShares Core U.S. Aggregate Bond ETF. You can buy these ETFs through a brokerage account and find fund details at iShares.com.     40 percent SPDR Russell 3000 ETF, 20 percent SPDR MSCI ACWI ex-US ETF and 40 percent SPDR Barclays Aggregate Bond ETF. You can invest in these ETFs through a brokerage account and learn more at SPDRs.com.     40 percent Schwab Total Stock Market Index Fund, 20 percent Schwab International Index Fund and 40 percent Schwab Total Bond Market Fund. You can buy these mutual funds directly from Charles Schwab (Schwab.com). The good news: Schwab’s funds have a minimum initial investment of just $100. The bad news: Unlike the other foreign stock funds listed here, Schwab’s international index fund focuses solely on developed foreign markets. Those who want exposure to emerging markets might take a fifth of the money allocated to the international fund—equal to 4 percent of the entire portfolio—and invest it in an emerging markets stock index fund. One option: Schwab has an ETF that focuses on emerging markets.

Spy Glasses Camera HD Camera Glasses There are many camera glasses options on the market with varying degrees of quality. We specialize is providing professional grade video recording glasses. Our glasses are generally on higher end of the price range. Our goal is to bring only the best in the market to our customers. Buy Now Cheap Price Spy Glasses Camera HD Camera Glasses Our spy style glasses are ultra low profile and slim; they are designed to look like completely normal glasses. The camera lens is located directly between the eyes and is virtually undetectable. Our most popular spy glasses model is the CG1000; it features full 1080P resolution and a interchangeable, rechargeable battery (the battery is built into the arm of the glasses). At RecorderGear we can promise you nothing but the best spy camera glasses available on the market. Action Camera Sunglasses Not everyone looking for camera glasses are looking for the spy style. We offer iVUE branded camera sunglasses that are designed to be a POV action camera. iVUE glasses are used by everyone from sports enthusiasts to law enforcement. iVUE Camera glasses are among the best sport style camera glasses on the market.

he was reveling in the possibilities inherent in selling a car that behaved like a fighter jet. “Yeah, it’s mad,” he continued, with a dimpled grin. And then he added, “In the option selection, you’ll be able to choose three settings: Normal, Sport, and Insane.” A ripple of laughter washed over the crowd. Then, as if to reassure himself as much as everyone else: “It will actually say ‘Insane.’” He hunched his shoulders forward and laughed. Videos posted by people who had experienced “Insane Mode” during test rides at the event appeared on YouTube the next day. Invariably, the accompanying commentary was littered with expletives and other delighted expressions of shock as the car’s spine-straightening acceleration took effect. In the weeks and months that followed, more reaction videos appeared and spread, with one especially spicy compilation coming to accrue more than ten million views. Insane Mode could be seen as more than just a product feature, more than just a marketing gimmick. It would be the mind-set required to fend off the short-sellers of Tesla’s stock, traditional automakers, political opponents, and an increasingly nervous oil industry. It represented the intensity of fervor needed to win the public over to electric cars. And it was a statement about the velocity of innovation required to transition the world to sustainable energy before the planet’s climate changes beyond repair. Even as a feature for a luxury motor vehicle, though, Insane Mode was audacious in both intent and implication.

Many people report that the greatest fear they face today is the fear of not having enough money to maintain their lifestyle throughout retirement. Does this sound like you? Social Security is still a vital role in retirement income. The greatest benefit Social Security provides is regular income that is guaranteed to increase over time and continue as long as you live. Keep in mind, Social Security taxes are just that – taxes. As a result, a worker’s retirement security is entirely dependent upon political decisions. Nevertheless, for now, this benefit makes Social Security one of the most valuable sources of income during one’s retirement. Unfortunately, most Americans do not know much about Social Security. They know even less about how to maximize the benefits that may help sustain them throughout retirement. Whether you are depending upon Social Security to make a significant impact on your retirement income or just a part of your entire financial portfolio, it would be wise to understand which claiming options are available to get the most out of your Social Security income. Even in these tough times and volatile markets, we help our clients take a comprehensive approach to their retirement planning. We offer a complimentary service that we call Social Security Maximization or SSI Max. There are hundreds of ways to claim your Social Security, but which one is right for you and your family? One simple mistake or misjudgment of the program can cost you thousands of dollars that you rightfully deserve. Download our free eBook: 4 Myths about Social Security Income to learn a few common misconceptions about Social Security Income. Find out your SSI Max Strategy Our team of experts use a proprietary system that links to the government’s official Social Security website. It only takes a few minutes to generate your SSI Max Report. Click here to see a sample report and act quickly to get your very own personalized report. Just schedule a call with me to find out your very own, optimal SSI Max Strategy! Click here to schedule now! P.S. – Be sure to ask me about including a “Shortfall Analysis” in your report. Our clients are LOVING this feature! Seriously! What is it? Our Advanced Case Design team builds a comprehensive financial plan best suited for your specific situation by considering all of your retirement vehicles. This is, without a doubt, the best retirement planning offer you will see in a very, very long time!

The "room to live" view was often linked to a clearly selective argument that there were only three ways to ease the pressure of surplus population: emigration, advance into world market and territorial expansion? Japan was supposedly left with no alternative but the third since the west, with its anti-Japanese immigration laws and its trade tariffs, had effectively barred the first to options.

People seek new jobs, cars, music systems, televisions or house because they are tired of the existing ones. Their boredom gets alleviated when they are looking at the various options available in the market for these things and then trying to figure out the finance part of it—to buy it with down payment or EMI—and dreaming of the joy of having new things in their lives. However, their boredom is back again once they get used to their new acquisition.

Marketing is a never-ending story. It’s about perpetual motion where innovation plays the lead role.

It would be one hell of a coincidence if private and public universities responded to entirely different sets of cost pressures in the same way over the course of three decades. The most obvious explanation is that nonprofit higher education has become a single industry with premium and generic brands. If you don’t believe me, then at least believe the financial services agency Moody’s, whose 2013 report describes the distinction in the clear and unashamed language of unaccountable finance professionals: “Public universities are now as market driven as private universities, but remain a lower cost option with stronger pricing power.” 19

Arguably the most substantive domestic issue facing the republic is the fate of Social Security, with privatization the most frequently mentioned option. For the first time in history, a familiarity with the behavior of the financial markets has become a prerequisite for competent citizenship, apart from its obvious pecuniary value. Using

How to Get on Google Maps- The process We all know that marketing trends keep on changing and the new wave is pointing towards the Google maps marketing. Everyone is able to see the importance of this strategy and they are pretty impressed with the results too. However, the next big question is how to get on the Google Maps? What process do they need to follow? Do they have to hire someone for the deed? Here you can get the answer for all these questions. Initially you don’t have to hire anyone to do the deed but eventually maybe you have to. The initial process of getting on the maps is quite easy and is divided into few steps only. Here is the list of steps one needs to follow in order to get on the Google maps and start their journey of Google Maps marketing. How to Get on Google Maps • Business Listing: The very first step to start the process is through getting yourself listed on the Google Maps. Fill the details of your business accurately on Google My Business listing. Mention all the details asked there without skipping any field. Claim your listing first, this step will be the stepping stone to mark your company’s presence on Google Maps. • Address: Here we are talking about Maps so hopefully you understand that it is very important to share the exact address of the business to get a right one on the maps. Before completing the listing, make sure that the address is 100% correct without any discrepancies, be it on Goggle or other platforms. • Verification of the listing: The last step is to verify your listing which can be done through several ways. Some people believe that postcard submissions are the most dependable ones. This step can take few days or weeks to complete. In this step every option will offer you a 4- digit PIN which you have to submit at Google’s site.

According to the economic story, you're free to enter and exit the world of markets as you please. As a buyer, you're free to choose whether to buy something or not. If you want something and can afford to pay for it, it's yours. If nothing pleases you, you can "vote with your dollar" and buy nothing. In practice, if you're less mobile than others in the world of markets somehow, perhaps because you're a child or a senior, or are poor, or have learning disabilities or mental health issues, you don't have the same access to the market as others do who are more independent Instead, you'll likely find it hard to identify your choices and make the best choice, which you need to be able to do for the market to operate efficiently, or you may not have enough money to enter the market to begin with. Sometimes your "best choice" isn't much of a choice at all; if your two options are to starve or to buy bread at extortion rates from the only seller in town, your "freedom" to enter or exit the market doesn't amount to much.

Here's how to get started with the antipolitical politics of the Benedict Option. Secede culturally from the mainstream. Turn off the television. Put the smartphones away. Read books. Play games. Make music. Feast with your neighbors. It is not enough to avoid what is bad; you must also embrace what is good. Start a church, or a group within your church. Open a classical Christian school, or join and strengthen one that exists. Plant a garden, and participate in a local farmer's market. Teach kids how to play music, and start a band. Join the volunteer fire department.

Don’t worry, it’ll work out.” Really? How do you know? It’s unbelievable. When your business partners tell you not to worry because “It’ll work out”—it’s not going to work out. You can’t just sit back and wait for life to happen because when you do, unexpected stuff usually happens. You have to be smart. You have to be prepared. You have to go in with your guns loaded and a well-devised plan of attack. I can’t stress this enough. When starting your own business, “winging it” is not an option. Repeat after me: knowledge is power. Why do you think it’s one of the most overused aphorisms out there? Because it’s true! If you are about to make a sales pitch to a customer and you ask your salesperson, “What’s the plan?” and he or she says, “Oh, we’ll wing it,” you’re in trouble. Anytime one of my guys said that, my stomach turned. It drove me nuts. I’d say, “We’ve got to know everything about this prospect. We’ve got to know everything about this company. Do your homework!” The more you know about a customer, a product, a market, or even an employee, the greater advantage you have. And I’m not just talking about business and sales; I’m talking about everything you do in this world. You can’t just wing it through life. You’ll never end up where you want to be if you don’t know where you’re going.

The Internet of Things First of all, what is the Internet of Things? The Internet of Things is the link between the internet and everyday objects that allows them to send and receive digital information and data. Its potential is huge and some say it could become a multi-trillion-dollar market. One start-up called Slock.it is attempting to tap into this potential by developing an app on the Ethereum blockchain that links physical assets, such as apartments, bikes, or vans, to a smart contract that allows users to rent the item out. The application is called Ethereum Computer and could potentially eliminate fees to rent the assets of others. It is a kind of blockchain version of Airbnb and creates a much cheaper option for both affiliates and users.

In the twenty-first century, the winners will be those who stay ahead of the change curve, constantly redefining their industries, creating new markets, blazing new trails, reinventing the competitive rules, challenging the status quo. To use Charles Handy’s words, it will be those who ‘invent the world’, not those who respond to it. Of course, it requires far less effort to follow in the tracks of the leader than it does to find your own migration path to the future, and there was a time when this was an option. But not any more. Tomorrow’s global markets will show no mercy to the me-too crowd.

Nick implied the job pays crap, so they can’t expect me to be some sort of art professor, right?” She paused when the bartender appeared with a bottle of beer and a slender fluted glass of champagne. The bubbles streaming upward through the pale liquid reminded him of Emma’s personality: round and fizzy, rising as high as they could go. He felt like shit. “Of course, I still need to find a place to live,” Emma said after taking a sip of her drink. “But as long as I have a place to work, I’m good. I can always buy a tent.” “You don’t have to buy a tent,” he said curtly. “Just joking.” She reached across the table and gave his hand a gentle squeeze. “But at least now I don’t have to worry about finding a place to live where I can also work.” He drank some beer straight from the bottle, relishing its sour flavor. Closing his eyes, he pictured that small, windowless room in the community center, its linoleum floor, its cinderblock walls, its sheer ugliness. She was thrilled because she thought it was her only option. But it wasn’t. “Look, Emma—if you want, I’ll take my house off the market. I don’t have to get rid of it. If you want to continue to live there…” She’d raised her champagne flute to her lips, but his words clearly startled her enough to make her lower the glass and gape at him. “But you came to Brogan’s Point to sell the house.” “It can wait.” “And I can’t keep teaching there. You said so yourself. There are those nasty zoning laws. And insurance issues, and liability. All that legal stuff.” She pressed her lips together, effectively smothering her radiant smile. “Taking the room at the community center means I’ll be able to teach there this summer in Nick’s program. So I’ll earn a little more money and maybe make contact with more people who might want to commission Dream Portraits.” She shook her head. “I can make it work.” “You could make it work in my house, too. Stay. Stay as long as you want. We’re not a landlord and tenant anymore. We’ve gone beyond that, haven’t we?” She stared at him, suddenly wary. “What do you mean?” He wasn’t sure what was troubling her. “Emma. We’ve made love. Several times.” Several spectacular times, he wanted to add. “You can stay on in the house. Forget about the rent. That’s the least I owe you.” Her expression went from wary to deflated, from deflated to suspicious. Her voice was cool, barely an inch from icy. “You don’t owe me anything, Max—unless you want to pay me for your portrait. I can’t calculate the cost until I figure out what the painting will…entail.” She seemed to trip over that last word, for some reason. “But as far as the house… I don’t need you to do that.” “Do what? Take it off sale? It isn’t even on sale yet.” “You don’t have to let me stay on in the house because we had sex. I didn’t make love with you because I wanted something in return. You don’t owe me anything.” She sighed again. The fireworks vanished from her eyes, extinguished

7 Outstanding Tips for Banner Printing Choosing to produce a printed banner is a fantastic way to maximize your promotional requirements, it helps you to give maximum stand out and showcase your brand. There are a range of options from large PVC banners to simple roller banner solutions to suit all purposes of banner printing. Let’s look at some important points that can help you to make the most out of your printed banner. 1. Use High resolution images While going for banner printing, having good quality images is imperative. If you carry your own camera, then your camera should be able to take decent quality images, but be careful with images from the internet. Not only could you infringe copyright law but the quality is usually quite poor. 2. Clever use of color Your banner printing should be such that maximizes the use of color. Imagine the environment, where will your banner be positioned? What does your competition look like? Then, you can use color to ensure that you stand out from the crowd. If you are an established business, be sure to use your brand colors and clearly position your logo towards the top of the banner, this will make sure you develop a consistent brand identity throughout your marketing material. 3. Count your words Using a large amount of written text can look busy, messy and be off putting to your audience. Try to work out on your key message or brand values and make the banner big and bold. A short & striking message or a graphic will work a hundred times better than a hundred words. The banner printing is meant to grab attention of the viewer, not bore them. 4. Reveal your benefit Succinctly convey your key benefit in your banner headline. Do you have the best price? The best service? The best quality product? Whatever it is, make your banner printing known, specific to your audience and make it centralized. 5. Include an offer Make a time – limited offer to motivate customers to respond quickly. Your offer might even be included in your headline to simplify your banner. 6. Create a memorable call to action Make it clear what customers should do next in order to take advantage of your special offer. Your call to action should be succinct as well as memorable, such as an easy-to-remember URL or phone number. Remember that potential customers will only have a few seconds to digest your banner, so they must be able to retain the action step at a glance. 7. Less is more It is a simple rule but one that makes all the difference. It is very tempting to use a banner to get across every possible message and cram it full of content and images, however from an end user perspective big, bold and simple messaging and graphics is the most effective way to grab attention as well as looking professional and confident.

David and Neil were MBA students at the Wharton School when the cash-strapped David lost his eyeglasses and had to pay $700 for replacements. That got them thinking: Could there be a better way? Neil had previously worked for a nonprofit, VisionSpring, that trained poor women in the developing world to start businesses offering eye exams and selling glasses that were affordable to people making less than four dollars a day. He had helped expand the nonprofit’s presence to ten countries, supporting thousands of female entrepreneurs and boosting the organization’s staff from two to thirty. At the time, it hadn’t occurred to Neil that an idea birthed in the nonprofit sector could be transferred to the private sector. But later at Wharton, as he and David considered entering the eyeglass business, after being shocked by the high cost of replacing David’s glasses, they decided they were out to build more than a company—they were on a social mission as well. They asked a simple question: Why had no one ever sold eyeglasses online? Well, because some believed it was impossible. For one thing, the eyeglass industry operated under a near monopoly that controlled the sales pipeline and price points. That these high prices would be passed on to consumers went unquestioned, even if that meant some people would go without glasses altogether. For another, people didn’t really want to buy a product as carefully calibrated and individualized as glasses online. Besides, how could an online company even work? David and Neil would have to be able to offer stylish frames, a perfect fit, and various options for prescriptions. With a $2,500 seed investment from Wharton’s Venture Initiation Program, David and Neil launched their company in 2010 with a selection of styles, a low price of $95, and a hip marketing program. (They named the company Warby Parker after two characters in a Jack Kerouac novel.) Within a month, they’d sold out all their stock and had a 20,000-person waiting list. Within a year, they’d received serious funding. They kept perfecting their concept, offering an innovative home try-on program, a collection of boutique retail outlets, and an eye test app for distance vision. Today Warby Parker is valued at $1.75 billion, with 1,400 employees and 65 retail stores. It’s no surprise that Neil and David continued to use Warby Parker’s success to deliver eyeglasses to those in need. The company’s Buy a Pair, Give a Pair program is unique: instead of simply providing free eyeglasses, Warby Parker trains and equips entrepreneurs in developing countries to sell the glasses they’re given. To date, 4 million pairs of glasses have been distributed through Warby Parker’s program. This dual commitment to inexpensive eyewear for all, paired with a program to improve access to eyewear for the global poor, makes Warby Parker an exemplary assumption-busting social enterprise.

Foreign firms are often left with mild-mannered managers or career salespeople helicoptered in from other countries, people who are more concerned with protecting their salary and stock options than with truly fighting to win the Chinese market.

The political version of this was the seemingly clearcut choice before the New Left, to either transform the Establishment from within (the Long March through the institutions envisioned by the Prague Spring reformers and Western social democrats alike), or else to instigate an actual revolution in the streets. History teaches us that both options were illusory; national social democracy could temporarily flourish in the hothouse export-platform economies of Central Europe, but a resurgent neoliberalism was about to strangle the effective global demand this model depended on and thus reactivate the latent class tensions smoothed over by the golden age of state-monopoly Keynesianism; meanwhile the national-democratic and anti-colonial revolutions in the Second and Third Worlds could defeat the US Empire’s rampaging armies with guerilla tactics, but could hardly be expected to counter the far more insidious enemy of falling raw materials prices on world markets. Neither international solidarity actions nor neo-national political disruptions were, by themselves, really capable of challenging the henceforth global habitus of multinational capitalism; only truly transnational labor and political movements would be able to do that.

A better option than discounting is to increase the value of your offering. Bundling in bonuses, increasing quantities or adding peripheral services can be of genuine value to your customer but cost you very little to do.

So offering an unlimited option helps you capitalize on this as well as removing any perceived risk of overage charges.

A small but significant echo of this attitude can be traced in our habit of asking even very young children what they want to be when they grow up. There’s a faint but revealing assumption that somewhere in the options being entertained by the child (footballer, zookeeper, space explorer, etc.), there will already be the first stumbling articulations of the crucial inner voice announcing the small person’s true destiny. It appears not to strike us as peculiar to expect a five-and-a-half-year-old to understand their identity in the adult labour market.

But there's a bigger lesson that I would like to draw from this experiment—and in fact from all that I have said in the preceding chapters. Standard economics assumes that we are rational—that we know all the pertinent information about our decisions, that we can calculate the value of the different options we face, and that we are cognitively unhindered in weighing the ramifications of each potential choice. The result is that we are presumed to be making logical and sensible decisions. And even if we make a wrong decision from time to time, the standard economics perspective suggests that we will quickly learn from our mistakes either on our own or with the help of “market forces.” On the basis of these assumptions, economists draw far-reaching conclusions about everything from shopping trends to law to public policy. But, as the results presented in this book (and others) show, we are all far less rational in our decision making than standard economic theory assumes. Our irrational behaviors are neither random nor senseless—they are systematic and predictable. We all make the same types of mistakes over and over, because of the basic wiring of our brains. So wouldn't it make sense to modify standard economics and move away from naive psychology, which often fails the tests of reason, introspection, and—most important—empirical scrutiny? Wouldn't economics make a lot more sense if it were based on how people actually behave, instead of how they should behave? As I said in the Introduction, that simple idea is the basis of behavioral economics, an emerging field focused on the (quite intuitive) idea that people do not always behave rationally and that they often make mistakes in their decisions.

It’s increasingly clear, for example, that monopsony power is depressing wages; but that’s not all it does. Concentration of hiring among a few firms, plus things like noncompete clauses and tacit collusion that reinforce their market power, don’t just reduce your wage if you’re hired. They also reduce or eliminate your options if you’re mistreated: quit because you have an abusive boss or have problems with company policy, and you may have real trouble getting a new job.

Device manufactures are a tight-knit oligopoly with nearly absolute control of distribution. There are dozens of large drug manufactures and hundreds of small ones. But only a handful of huge device manufacturers dominate the global market. For some devices customers only have one option.

Mealtime options can include dishes like bean burritos; chili; pasta e fagioli; red beans and rice; minestrone; Tuscan white bean stew; and black bean, lentil, or split pea soup. My mom turned me on to dehydrated precooked pea soup mixes. (The lowest sodium brand I’ve been able to find is from Dr. John McDougall’s food line.) You simply add the mix to boiling water with some frozen greens and stir. (Whole Foods Market sells inexpensive one-pound frozen bags of a prechopped blend of kale, collard, and mustard greens. Couldn’t be easier!) I pack pea soup mix when I travel. It’s lightweight, and I can prepare it in the hotel room coffeemaker.

The lack of options made the decision-making pretty simple for most of the masses. That doesn't imply that it was a good decision. Many times customers adjusted to mediocre services because of the lack of competition in their neighborhood.

To fill this gap in the capital market, Davis and Rock set themselves up as a limited partnership, the same legal structure that had been used by a short-lived rival called Draper, Gaither & Anderson.[18] Rather than identifying startups and then seeking out corporate investors, they began by raising a fund that would render corporate investors unnecessary. As the two active, or “general,” partners, Davis and Rock each seeded the fund with $100,000 of their own capital. Then, ignoring the easy loans to be had from the fashionable SBIC structure, they raised just under $3.2 million from some thirty “limited” partners—rich individuals who served as passive investors.[19] The beauty of this size and structure was that the Davis & Rock partnership now had a war chest seven and a half times larger than an SBIC, and with it the ammunition to supply companies with enough capital to grow aggressively. At the same time, by keeping the number of passive investors under the legal threshold of one hundred, the partnership flew under the regulatory radar, avoiding the restrictions that ensnared the SBICs and Doriot’s ARD.[20] Sidestepping yet another weakness to be found in their competitors, Davis and Rock promised at the outset to liquidate their fund after seven years. The general partners had their own money in the fund, and thus a healthy incentive to invest with caution. At the same time, they could deploy the outside partners’ capital for a limited time only. Their caution would be balanced with deliberate aggression. Indeed, everything about the fund’s design was calculated to support an intelligent but forceful growth mentality. Unlike the SBICs, Davis & Rock raised money purely in the form of equity, not debt. The equity providers—that is, the outside limited partners—knew not to expect dividends, so Davis and Rock were free to invest in ambitious startups that used every dollar of capital to expand their business.[21] As general partners, Davis and Rock were personally incentivized to prioritize expansion: they took their compensation in the form of a 20 percent share of the fund’s capital appreciation. Meanwhile, Rock was at pains to extend this equity mentality to the employees of his portfolio companies. Having witnessed the effect of employee share ownership on the early culture of Fairchild, he believed in awarding managers, scientists, and salesmen with stock and stock options. In sum, everybody in the Davis & Rock orbit—the limited partners, the general partners, the entrepreneurs, their key employees—was compensated in the form of equity.

Thiel’s doomsday predictions also prompted an unusual request. In preparation for a summer 2000 board meeting, Thiel had asked Musk if he could present a proposal. Musk agreed. “Uh, Peter’s got an agenda item he’d like to talk about,” Musk said, handing the reins to Thiel. Thiel began. The markets, he said, weren’t done driving into the red. He prophesied just how dire things would get—for both the company and for the world. Many had seen the bust as a mere short-term correction, but Thiel was convinced the optimists were wrong. In his view, the bubble was bigger than anyone had thought and hadn’t even begun to really burst yet. From X.com’s perspective, the implications of Thiel’s prediction were dire. Its high burn rate meant that it would need to continue fundraising. But if—no, when—the bubble truly burst, the markets would tighten further, and funding would dry up—even for X.com. The company balance sheet could drop to zero with no options left to raise money. Thiel presented a solution: the company should take the $100 million closed in March and transfer it to his hedge fund, Thiel Capital. He would then use that money to short the public markets. “It was beautiful logic,” board member Tim Hurd of MDP remembered. “One of the elements of PayPal was that they were untethered from how people did stuff in the real world.” The board was uniformly aghast. Members Moritz, Malloy, and Hurd all pushed back. “Peter, I totally get it,” Hurd replied. “But we raised money from investors on a business plan. And they have that in their files. And it said, ‘use of proceeds would be for general corporate purposes.’ And to grow the business and so forth. It wasn’t to go speculate on indices. History may prove that you’re right, and it will have been brilliant, but if you’re wrong, we’ll all be sued.” Mike Moritz’s reaction proved particularly memorable. With his theatricality on full display, Moritz “just lost his mind,” a board member remembered, berating Thiel: “Peter, this is really simple: If this board approves that idea, I’m resigning!

Site Speed I’ll be brutal here. There’s absolutely no excuse why your web pages should be loading in more than 5 seconds. Google users will simply vote with their ‘back’ button. They have no loyalty to your site over the nine other organic options on the first page and they couldn’t give a rat’s ass about your entrepreneurial aspirations. If a web page is slow, they’ll bounce off that website quicker than said rat up a drainpipe. And you remember what we said about RankBrain monitoring your site’s bounce rate? And the ramifications of it being poor? “No Bueno” my friend. As you may be able to tell, I get very worked up about site speed. I think making your website lightning fast is one of the most undervalued marketing tactics you can perform on the Internet; not just for your SEO, but for increasing website conversions. People don’t realise how strict the correlation between site load speed times and customer sales really is. it’s often the case that website owners don’t realise they behave online in exactly the same way their potential customers will. Do you yourself wait for a website to load for ages, or do you just skip to the next option? Precisely.