Recession Stock Quotes

How good are markets in predicting real-world developments? Reading the record, it is striking how many calamities that I anticipated did not in fact materialise. Financial markets constantly anticipate events, both on the positive and on the negative side, which fail to materialise exactly because they have been anticipated. It is an old joke that the stock market has predicted seven of the last two recessions. Markets are often wrong.

The stock market has predicted nine out of the last five recessions.

Blessing is defined by neither ease nor worldly possessions nor pain-free existence nor stock-market successes. Blessing is bowing down to receive the expressions of divine favor that in the inner recesses of the human heart make life worth the bother.

This malignant persistence since September 11th is the biggest surprise of all. In previous decades, sneak attacks, stock-market crashes, and other great crises became hinges on which American history swung in dramatically new directions. But events on the same scale, or nearly so, no longer seem to have that power; moneyed interests may have become too entrenched, elites too self-seeking, institutions too feeble, and the public too polarized and passive for the country to be shocked into fundamental change.

The global recession has exposed the Slowlane for the fraud it is. With no job, the plan fails. When the stock market loses 50% of your savings, the plan fails. When a housing crisis erases 40% of your illiquid net worth in one year, the plan fails. The plan is a failure because the plan is based on time and factors you can’t control. Unfortunately, millions of people have faithfully invested decades into the plan only to discover the ugly truth: The Slowlane is risky and insufferably impotent.

But do you know what happened during this period? Where do we begin ... 1.3 million Americans died while fighting nine major wars. Roughly 99.9% of all companies that were created went out of business. Four U.S. presidents were assassinated. 675,000 Americans died in a single year from a flu pandemic. 30 separate natural disasters killed at least 400 Americans each. 33 recessions lasted a cumulative 48 years. The number of forecasters who predicted any of those recessions rounds to zero. The stock market fell more than 10% from a recent high at least 102 times. Stocks lost a third of their value at least 12 times. Annual inflation exceeded 7% in 20 separate years. The words “economic pessimism” appeared in newspapers at least 29,000 times, according to Google.

The accepted version of history is that the Federal Reserve was created to stabilize our economy. One of the most widely-used textbooks on this subject says: "It sprang from the panic of 1907, with its alarming epidemic of bank failures: the country was fed up once and for all with the anarchy of unstable private banking."23 Even the most naive student must sense a grave contradiction between this cherished view and the System's actual performance. Since its inception, it has presided over the crashes of 1921 and 1929; the Great Depression of '29 to '39; recessions in '53, '57, '69, '75, and '81; a stock market "Black Monday" in '87; and a 1000% inflation which has destroyed 90% of the dollar's purchasing power.24

Recessions are there to take your investment game to the next level. A recession should help you reach your targets sooner.

the utilities and services sectors tend to perform well during an economic downturn; and as that downturn segues into a full recession, the technology, cyclicals, and industrial sectors will start to flourish. As the economy begins

Americans built a culture of speculation unique in its abandon,” writes the historian Joshua Rothman in his book Flush Times and Fever Dreams. That culture would drive cotton production up to the Civil War, and it has been a defining characteristic of American capitalism ever since. It is the culture of acquiring wealth without work, growing at all costs, and abusing the powerless. It is the culture that brought us catastrophic downturns, like the Panic of 1837, the stock market crash of 1929, and the recession of 2008.

Note, however, the sharp correction in the Italian real estate market in 1994–1995 and the bursting of the Internet bubble in 2000–2001, which caused a particularly sharp drop in the capital/income ratio in the United States and Britain (though not as sharp as the drop in Japan ten years earlier). Note, too, that the subsequent US real estate and stock market boom continued until 2007, followed by a deep drop in the recession of 2008–2009. In two years, US private fortunes shrank from five to four years of national income, a drop of roughly the same size as the Japanese correction of 1991

Early on in the top, some parts of the credit system suffer, but others remain robust, so it isn’t clear that the economy is weakening. So while the central bank is still raising interest rates and tightening credit, the seeds of the recession are being sown. The fastest rate of tightening typically comes about five months prior to the top of the stock market. The economy is then operating at a high rate, with demand pressing up against the capacity to produce. Unemployment is normally at cyclical lows and inflation rates are rising. The increase in short-term interest rates makes holding cash more attractive, and it raises the interest rate used to discount the future cash flows of assets, weakening riskier asset prices and slowing lending.

For when one thinks of Guiana one thinks of a country whose inadequate resources are strained in every way, a country whose geography imposes on it an administration and a programme of public works out of all proportion to its revenue and population. One thinks of the sea-wall, forever being breached and repaired; the dikes made of mud for want of money; the dirt roads and their occasional experimental surfacing; the roads that are necessary but not yet made; the decadent railways ('Three-fourths of the passenger rolling stock,' says a matter-of-fact little note in the government paper on the Development Programme, 'is old and nearing the point beyond which further repairs will be impossible'); the three overworked Dakotas and two Grumman seaplanes of British Guiana Airways. And one thinks of the streets of Albouystown, as crowded with children as a schoolyard during recess.

But scamming large amounts of money off the top seems even harder to catch. Fraud by American defense contractors is estimated at around $100 billion per year, and they are relatively well behaved compared to the financial industry. The FBI reports that since the economic recession of 2008, securities and commodities fraud in the United States has gone up by more than 50 percent. In the decade prior, almost 90 percent of corporate fraud cases—insider trading, kickbacks and bribes, false accounting—implicated the company’s chief executive officer and/or chief financial officer. The recession, which was triggered by illegal and unwise banking practices, cost American shareholders several trillion dollars in stock value losses and is thought to have set the American economy back by a decade and a half. Total costs for the recession have been estimated to be as high as $14 trillion—or about $45,000 per citizen.

It is possible that the next economic downturn--or stock market crash--will bring on further developments. During the recession at the end of the 1980s, ex-Ku Klux Klan leader David Duke gathered strong support from disgruntled citizens in Louisiana for his gubernatorial and US Senate races. Voters did not seem to be bothered by his record, which included plenty of statements like: "The Jews have been working against our national interest. . . . I think they should be punished." Bertram Gross and Kevin Phillips had each foreseen part of a process that engendered remarkable tolerance for authoritarian political solutions. Gross correctly identified the kind of authority that the corporate world wanted to exercise over working- and middle-class Americans. Phillips was perceptive about the way ordinary Americans would participate in actually constructing a more harsh and restrictive social milieu. By the 1990s the two strands were coalescing into something we could call "Authoritarian Democracy." Today it is clear that the goals of the corporate rich can be furthered by the enthusiasms of the popular classes, especially in the realms of religion.

The Case of the Eyeless Fly The fruit fly has a mutant gene which is recessive, i.e., when paired with a normal gene, has no discernible effect (it will be remembered that genes operate in pairs, each gene in the pair being derived from one parent). But if two of these mutant genes are paired in the fertilised egg, the offspring will be an eyeless fly. If now a pure stock of eyeless flies is made to inbreed, then the whole stock will have only the 'eyeless' mutant gene, because no normal gene can enter the stock to bring light into their darkness. Nevertheless, within a few generations, flies appear in the inbred 'eyeless' stock with eyes that are perfectly normal. The traditional explanation of this remarkable phenomenon is that the other members of the gene-complex have been 'reshuffled and re-combined in such a way that they deputise for the missing normal eye-forming gene.' Now re-shuffling, as every poker player knows, is a randomising process. No biologist would be so perverse as to suggest that the new insect-eye evolved by pure chance, thus repeating within a few generations an evolutionary process which took hundreds of millions of years. Nor does the concept of natural selection provide the slightest help in this case. The re-combination of genes to deputise for the missing gene must have been co-ordinated according to some overall plan which includes the rules of genetic self-repair after certain types of damage by deleterious mutations. But such co-ordinative controls can only operate on levels higher than that of individual genes. Once more we are driven to the conclusion that the genetic code is not an architect's blueprint; that the gene-complex and its internal environment form a remarkably stable, closely knit, self-regulating micro-hierarchy; and that mutated genes in any of its holons are liable to cause corresponding reactions in others, co-ordinated by higher levels. This micro-hierarchy controls the pre-natal skills of the embryo, which enable it to reach its goal, regardless of the hazards it may encounter during development. But phylogeny is a sequence of ontogenies, and thus we are confronted with the profound question: is the mechanism of phylogeny also endowed with some kind of evolutionary instruction booklet? Is there a strategy of the evolutionary process comparable to the 'strategy of the genes'-to the 'directiveness' of ontogeny (as E.S. Russell has called it)?

The evaluation of securities and businesses for investment purposes has always involved a mixture of qualitative and quantitative factors. At the one extreme, the analyst exclusively oriented to qualitative factors would say, “Buy the right company (with the right prospects, inherent industry conditions, management, etc.) and the price will take care of itself.” On the other hand, the quantitative spokesman would say, “Buy at the right price and the company (and stock) will take care of itself.” . . . Interestingly enough, although I consider myself to be primarily in the quantitative school (and as I write this no one has come back from recess—I may be the only one left in the class), the really sensational ideas I have had over the years have been heavily weighted toward the qualitative side where I have had a “high-probability insight.” This is what causes the cash register to sing. However, it is an infrequent occurrence, as insights usually are, and, of course, no insight is required on the quantitative side—the figures should hit you over the head with a baseball bat. So the really big money tends to be made by investors who are right on qualitative decisions, but, at least in my opinion, the more sure money tends to be made on the obvious quantitative decisions.

The evaluation of securities and businesses for investment purposes has always involved a mixture of qualitative and quantitative factors. At the one extreme, the analyst exclusively oriented to qualitative factors would say, “Buy the right company (with the right prospects, inherent industry conditions, management, etc.) and the price will take care of itself.” On the other hand, the quantitative spokesman would say, “Buy at the right price and the company (and stock) will take care of itself.” As is so often the pleasant result in the securities world, money can be made with either approach. And, of course, any analyst combines the two to some extent—his classification in either school would depend on the relative weight he assigns to the various factors and not to his consideration of one group of factors to the exclusion of the other group. Interestingly enough, although I consider myself to be primarily in the quantitative school (and as I write this no one has come back from recess—I may be the only one left in the class), the really sensational ideas I have had over the years have been heavily weighted toward the qualitative side where I have had a “high-probability insight.” This is what causes the cash register to really sing. However, it is an infrequent occurrence, as insights usually are, and, of course, no insight is required on the quantitative side—the figures should hit you over the head with a baseball bat. So the really big money tends to be made by investors who are right on qualitative decisions but, at least in my opinion, the more sure money tends to be made on the obvious quantitative decisions. As

Many complex elements contributed to the Great Depression of 1929. However, most economists believe that the two main causes of the Depression were the immensely uneven distribution of wealth during the previous decade and the extensive speculation in stock that took place in the latter half of the decade. The decade preceding the Depression was a time of tremendous prosperity and became known as the “Roaring Twenties.” However, prosperity was not for everyone. The number of wealthy people in the country was less than a tenth of a percent of the total population yet they controlled most of the money in the country. In a well-functioning economy, demand must equal supply. But in 1929 wealth was so unevenly distributed that the supply of products far exceeded the demand for them. People may have wanted the products at the time but they couldn’t afford them. If supplies keep building and demand lessens, the economy can collapse. One way to balance the equation is to allow people to buy products over time. By the end of the Roaring Twenties, over 60 percent of all automobiles and 80 percent of all radios had been purchased on credit. With this new influx of money into the market, the economy was booming at the end of the 1920s. Stock speculation became rampant. Profits as high as 3,400 percent could be made in less than a year and people could buy on margin. In other words, they only had to put down 10 percent cash when buying a stock. Because of this, everyone was buying stocks. The poor were equal players with the rich. This buying spree pushed the market to new highs. In 1928 alone the Dow Jones Industrial Average rose from 191 to 300. There were warning signs as minor recessions occurred in the spring of 1929. Investors became nervous. In October people started selling their shares of stock. As the market started dropping, more and more people sold stock, margins were called, and by October 1929 there was panic selling. Stock prices dropped so fast that many rich people became poor in a matter of hours.

Policymakers are easy targets for criticism, but all of us do this to some extent. And we do it in both directions. If you think a recession is coming and you cash out your stocks in anticipation, your view of the economy is suddenly going to be warped by what you want to happen. Every blip, every anecdote, will look like a sign that doom has arrived—maybe not because it has, but because you want it to.

The AR-57, also known as the AR Five Seven, is available as either an upper receiver for the AR-15/M16 rifle or a complete rifle, firing 5.7×28mm rounds from standard FN P90 magazines. It was designed by AR57 LLC and[3] was produced by AR57 of Kent, Washington, United States. The AR-57 PDW upper is a new design on AR-15/M16 rifles, blending the AR-15/M16 lower with a lightweight, monolithic upper receiver system chambered in FN 5.7×28mm. This model is also sold as a complete rifle, supplied with two 50-round P90 magazines.[1] The magazines mount horizontally on top of the front handguard, with brass ejecting through the magazine well. Hollow AR-15 magazines can be used to catch spent casings. Unlike the standard AR-15 configuration which uses a gas-tube system , the AR-57 cycles via straight blowback.[6] A fully automatic version exists and was marketed as a competitor to the P90 and other personal defense weapons.[7] Manufactured by the eponymous AR57 LLC, and chambered in 5.7x28mm, this upper is less powerful than the standard 5.56mm version, but it has certain tangible advantages, including reduced muzzle blast, a high practical rate of fire, nonexistent recoil, and the ability to use folding stocks. Since the buffer is located within the receiver, folding stocks may also be used for compact storage or carry. To load, place the base plate of a standard FN P90 magazine into the recess on the front of the upper, then press the feed lip side down on the catch located above and slightly back of the bolt. To charge, pull on the right-side nonreciprocating handle and release. The right-side charging hand placement makes it accessible for operation by the strong hand. Since it only has to be operated once every 50 shots, the time penalty for moving the hand off the pistol grip isn’t too great. Empties will eject downward through the nominal magazine well. Some people use a 20-round magazine body with the feed lips, spring and follower removed to act as a brass catcher. The magazine has no provision for activating the bolt lock when empty, but the bolt can be locked open using the catch on the lower. The upper runs very cleanly and reliably, requiring no maintenance after the first 500 shots. The AR57 comes with a medium fluted barrel, reasonable for a varmint rifle but excessive for a defensive carbine. Burning around six grains per shot, 5.7x28mm runs much cooler than 5.56mm, which burns four or more times as much. That yields much reduced muzzle blast and far greater heat endurance, of course at the cost of a roughly 40 percent slower bullet.

He groaned. She groaned. They both groaned as he played with the nipple. There were no words exchanged between them, nothing but soft pants and moans of pleasure. And the splash as something hit the water. Then another something. The faint echo of a gunshot froze him. Shit. Someone was fucking shooting at them. “Take a deep breath,” was the only warning he gave before yanking Arabella underwater where they’d prove a more difficult target. Wide eyes met his under the surface. Kind of hard to explain. Only his great-uncle Clive had ever inherited the famous Johnson gills. Hayder got great hair. Since he couldn’t explain why it appeared he wanted to drown her, he kicked off. With her in tow, he scissor-kicked to the deep end of the pool by the waterfall. Having explored this place many a time when working off some energy, he knew the perfect spot to shelter while he figured out where the shooter was. And then we’ll catch ’em and eat ’em. It seemed Hayder wasn’t the only one peeved at the interruption. But still… We don’t eat people. Such a disappointed kitty. But catch the hunter and we’ll order the biggest rare steak they have in stock. With the red sauce stuff? A double order of the red wine reduction, he promised. Lungs burning, Hayder dragged them to the surface, behind the filtering screen of water cascading from above. The little hidden grotto made a great hiding spot. The shooter would have a hard time targeting them, and the water would also slow the bullet and throw off its aim. He knew they were more or less safe for the moment, but she didn’t. Soaked and scentless didn’t mean Hayder couldn’t sense the fear coming off Arabella. She remained tucked close to him, for once not sneezing. Small blessing because one of her ginoromous achoos might have caused quite the amplified echo. “Was someone shooting at us?” she whispered in his ear. Kind of funny since nothing could be heard above the falling splash of water “Yes. Someone was trying to get us.” Which meant heads would roll with whoever was on duty for security today. Exactly how had someone made it on to pride land with a loaded weapon? What kind of cowards hunted shifters with bullets? The kind who thought it was okay to beat a woman. Grrrr. Man, not lion, made the sound. It was also the man who made sure to tuck Arabella as deep as he could into the pocket, using himself as a body shield just in case the gunman got a lucky shot. The crashing of water, not to mention the echoes created by the recess, made it impossible to gauge what happened outside their watery grotto. Did the shooter approach? Did he know where they’d gone? Would he stick around long enough for Hayder to hunt him down and slap him silly? Only one way to find out.

He groaned. She groaned. They both groaned as he played with the nipple. There were no words exchanged between them, nothing but soft pants and moans of pleasure. And the splash as something hit the water. Then another something. The faint echo of a gunshot froze him. Shit. Someone was fucking shooting at them. “Take a deep breath,” was the only warning he gave before yanking Arabella underwater where they’d prove a more difficult target. Wide eyes met his under the surface. Kind of hard to explain. Only his great-uncle Clive had ever inherited the famous Johnson gills. Hayder got great hair. Since he couldn’t explain why it appeared he wanted to drown her, he kicked off. With her in tow, he scissor-kicked to the deep end of the pool by the waterfall. Having explored this place many a time when working off some energy, he knew the perfect spot to shelter while he figured out where the shooter was. And then we’ll catch ’em and eat ’em. It seemed Hayder wasn’t the only one peeved at the interruption. But still… We don’t eat people. Such a disappointed kitty. But catch the hunter and we’ll order the biggest rare steak they have in stock. With the red sauce stuff? A double order of the red wine reduction, he promised. Lungs burning, Hayder dragged them to the surface, behind the filtering screen of water cascading from above. The little hidden grotto made a great hiding spot. The shooter would have a hard time targeting them, and the water would also slow the bullet and throw off its aim. He knew they were more or less safe for the moment, but she didn’t. Soaked and scentless didn’t mean Hayder couldn’t sense the fear coming off Arabella. She remained tucked close to him, for once not sneezing. Small blessing because one of her ginoromous achoos might have caused quite the amplified echo. “Was someone shooting at us?” she whispered in his ear. Kind of funny since nothing could be heard above the falling splash of water “Yes. Someone was trying to get us.” Which meant heads would roll with whoever was on duty for security today. Exactly how had someone made it on to pride land with a loaded weapon? What kind of cowards hunted shifters with bullets? The kind who thought it was okay to beat a woman. Grrrr>/I>. Man, not lion, made the sound. It was also the man who made sure to tuck Arabella as deep as he could into the pocket, using himself as a body shield just in case the gunman got a lucky shot. The crashing of water, not to mention the echoes created by the recess, made it impossible to gauge what happened outside their watery grotto. Did the shooter approach? Did he know where they’d gone? Would he stick around long enough for Hayder to hunt him down and slap him silly? Only one way to find out.

The widely mis-interpreted 1998 'meltdown' of East Asia was a financial symptom of the renewed reality: In fact, it was the first round the world recession again to begin in East Asia and spread from there to the West, instead of vice versa. That marked the beginnings of the return back 360 degrees around the world of the world economic center to Asia where it had always been before those two eighty-year period of temporary Western ascendance. The stock market crash in Hong Kong and the devaluation of the Thai baht and the Indonesian rupia took only 80 seconds to make themselves felt in the London City and on New York's Wall Street. How much of a cultural lag do we still need for popular perception and social theory to catch up with global reality?

Westerners live in a complex society, and opportunities for scamming relatively small amounts of money off the bottom are almost endless—and very hard to catch. But scamming large amounts of money off the top seems even harder to catch. Fraud by American defense contractors is estimated at around $100 billion per year, and they are relatively well behaved compared to the financial industry. The FBI reports that since the economic recession of 2008, securities and commodities fraud in the United States has gone up by more than 50 percent. In the decade prior, almost 90 percent of corporate fraud cases—insider trading, kickbacks and bribes, false accounting—implicated the company’s chief executive officer and/or chief financial officer. The recession, which was triggered by illegal and unwise banking practices, cost American shareholders several trillion dollars in stock value losses and is thought to have set the American economy back by a decade and a half. Total costs for the recession have been estimated to be as high as $14 trillion—or about $45,000 per citizen. Most

The part of national income that is available to families, after taxes have been paid and any transfers received, is personal disposable income, which is the second line from the top. It is a good deal smaller than GDP, but the historical picture of growth and fluctuation is very similar. Much the same is true if we look, not at what people get, but at what they spend. This is consumers’ expenditure, the third line. The difference between personal disposable income and consumers’ expenditure is the amount that people save, and the figure shows that the fraction of their income that Americans save has been falling, especially over the past thirty years. We don’t know exactly why this has happened, and there are several possible explanations: it is easier to borrow than it used to be; it is no longer as necessary as it once was to save up to make the deposit on a house, a car, or a dishwasher; Social Security has perhaps reduced the need to save for retirement; and the average American benefited from increases in the stock market and in house prices—at least until the Great Recession.

Historically, the U.S. stock market has often anticipated recessions by six months or so. Likewise, recovery from a recession is very often preceded by a rise in the stock market.

The weapon was one of the variants of the standard SAS sniper rifle, the British-made Accuracy International PM — Precision Marksman — or L96A1. Designed for covert operations, the rifle Dekker had chosen was the AWS, or Arctic Warfare Suppressed, model. The name was a hangover from the days when the manufacturer produced a modified version for the Swedish armed forces, a move which spawned several different models generically known as the AW range. The stainless-steel barrel was fitted with an integrated suppressor which reduced the sound of a shot to about that of a standard .22 rifle. It was a comparatively short-range weapon, because of the subsonic ammunition, effective only to about three hundred yards in contrast to other versions and calibres of the rifle, some of which were accurate at up to a mile. Both the stock, its green polymer side panels already attached, and the barrel were a tight fit in the case, each lying diagonally across its interior. He pulled them both out, fitted and secured the barrel, and lowered the bipod legs mounted at the fore-end of the machined-aluminium chassis to support it, while he completed the assembly. Then he took a five-round magazine out of the recess in the briefcase, along with an oblong cardboard box containing twenty rounds of 7.62 x 51-millimetre rifle ammunition.

Algorithmic profits Algorithmic marketing is allowing companies to do things they couldn’t do before, and some early signs show it can deliver big value, especially in financial or information services. In North America, Amazon.com grew 30 to 40 percent, quarter after quarter, throughout the United States’ 2008-2012 recession, while other major retailers shrank or went out of business. From 2006 to 2010, Amazon spent 5.6 percent of its sales revenue on IT, while rivals Target and Best Buy spent 1.3% and 0.5%, respectively. That investment and focus has yielded increasingly sophisticated recommendation engines that deliver over 35 percent of all sales, an automated e-mail/customer service systems (90 percent are automated, versus 44 percent for the average retailer) that are a key component of its best-in-class customer satisfaction, and dynamic pricing systems that crawl the Web and react to competitor pricing and stock levels by altering prices on Amazon.com, in some cases every 15 seconds.

Understanding Financial Risks and Companies Mitigate them? Financial risks are the possible threats, losses and debts corporations face during setting up policies and seeking new business opportunities. Financial risks lead to negative implications for the corporations that can lead to loss of financial assets, liabilities and capital. Mitigation of risks and their avoidance in the early stages of product deployment, strategy-planning and other vital phases is top-priority for financial advisors and managers. Here's how to mitigate risks in financial corporates:- ● Keeping track of Business Operations Evaluating existing business operations in the corporations will provide a holistic view of the movement of cash-flows, utilisation of financial assets, and avoiding debts and losses. ● Stocking up Emergency Funds Just as families maintain an emergency fund for dealing with uncertainties, the same goes for large corporates. Coping with uncertainty such as the ongoing pandemic is a valuable lesson that has taught businesses to maintain emergency funds to avoid economic lapses. ● Taking Data-Backed Decisions Senior financial advisors and managers must take well-reformed decisions backed by data insights. Data-based technologies such as data analytics, science, and others provide resourceful insights about various economic activities and help single out the anomalies and avoid risks. Enrolling for a course in finance through a reputed university can help young aspiring financial risk advisors understand different ways of mitigating risks and threats. The IIM risk management course provides meaningful insights into the other risks involved in corporations. What are the Financial Risks Involved in Corporations? Amongst the several roles and responsibilities undertaken by the financial management sector, identifying and analysing the volatile financial risks. Financial risk management is the pinnacle of the financial world and incorporates the following risks:- ● Market Risk Market risk refers to the threats that emerge due to corporational work-flows, operational setup and work-systems. Various financial risks include- an economic recession, interest rate fluctuations, natural calamities and others. Market risks are also known as "systematic risk" and need to be dealt with appropriately. When there are significant changes in market rates, these risks emerge and lead to economic losses. ● Credit Risk Credit risk is amongst the common threats that organisations face in the current financial scenarios. This risk emerges when a corporation provides credit to its borrower, and there are lapses while receiving owned principal and interest. Credit risk arises when a borrower falters to make the payment owed to them. ● Liquidity Risk Liquidity risk crops up when investors, business ventures and large organisations cannot meet their debt compulsions in the short run. Liquidity risk emerges when a particular financial asset, security or economic proposition can't be traded in the market. ● Operational Risk Operational risk arises due to financial losses resulting from employee's mistakes, failures in implementing policies, reforms and other procedures. Key Takeaway The various financial risks discussed above help professionals learn the different risks, threats and losses. Enrolling for a course in finance assists learners understand the different risks. Moreover, pursuing the IIM risk management course can expose professionals to the scope of international financial management in India and other key concepts.

The British Empires conversion of the vast indigenous economy of North America into aristocratic property provides an illuminating paralell, in fact, for a company like Amazon, whose trillion dollar market capitalization is derived from the usurpation of a thriving pre existing system of shops, markets, libraries and the like. With their bundles of patents and global monopolies, twenty-first-centruy tech conglomerates have swelled to the scale of eighteenth century trading companies and with a speed quite foreign to the plodding first economy. But they are more than just businesses. Silicon Valley firms have a profound impact on world organization, and key players such as Peter Thiel creates of PayPal, early investor in Facebook, and cofounder of the surveillance company Palantir Technologies possess political power greater than most heads of state. The old caveats apply once more. First, the second economy serves elites almost exclusively. Again fit is chiefly financialized, and building financial instruments remains the preserve of the rich. 84 percent of corporate stock is owned by the wealthiest 10 percent. But even this decile is largely denied access to the heart of the second economy. Some 80 percent of Facebook stock. worth over half a trillion dollars is owned by 25 individuals and institutions, though Mark Zuckerberg retains only 28 percent of the company, this includes a vital 60 percent of the Class B voting shares. Since Facebook is an entity comparable in scale to a nation state, and serves some of the same functions, this determination not to share political power is instructive. Valuations of such companies are inflated by their monopolistic nature and by the financial institutions that control them to the point of total departure form the first economy. This fall, during the most serious economic recession since the 1930s, the values of Tesla, Amazon and Facebook all hit record stock-market highs

Corporate profits are up fifty-five-fold since World War II, and the stock market is up sixtyfold. Four wars, nine recessions, eight presidents, and one impeachment didn’t change that.

This is why recessions destroy companies who are built solely on debt, whereas companies who maintain healthy cash reserves (like Berkshire Hathaway) can ride the wave through to the other side.

1935 tax bill, then popularly called the “Soak the Rich Tax,” the top marginal income tax rate for individuals rose to 75 percent (versus as low as 25 percent in 1930). By 1941, the top personal tax rate was 81 percent, and the top corporate tax rate was 31 percent, having started at 12 percent in 1930. Roosevelt also imposed a number of other taxes. Despite all of these taxes and the pickup in the economy that helped raise tax revenue, budget deficits increased from around 1 percent of GDP to about 4 percent of GDP because the spending increases were so large.5 From 1933 until the end of 1936 the stock market returned over 200 percent, and the economy grew at a blistering average real rate of about 9 percent. In 1936, the Federal Reserve tightened money and credit to fight inflation and slow an overheating economy, which caused the fragile US economy to fall back into recession and the other major economies to weaken with it, further raising tensions within and between countries.

The Abundant Chamber by Stewart Stafford Divest yourself of sword and coin, And burn all your illusions and airs, Let the cave mouth swallow you, Go willingly into its dark recesses. A comforting seashell to the ear, There is no sound out of place, Stillness a vast garment grounded, Encroaching ambiance calms. Now look within and take stock, Have you reached your apotheosis? Be cleansed by pure water pools, Then become reborn to the light. © Stewart Stafford, 2022. All rights reserved.

We started our job hunts in the early 1990s recession, which was followed by a “jobless recovery.”26 If you were born later into Generation X, you might have entered the workforce around the 1999ish stock market peak, but then the tech bubble started to burst, landing you in the 2001 recession. Yes, the

If you can’t figure out what category your stocks are in, then ask your broker. If a broker recommended the stocks in the first place, then you definitely ought to ask, because how else are you to know what you’re looking for? Are you looking for slow growth, fast growth, recession protection, a turnaround, a cyclical bounce, or assets?

Consider what would happen if you saved $1 every month from 1900 to 2019. You could invest that $1 into the U.S. stock market every month, rain or shine. It doesn’t matter if economists are screaming about a looming recession or new bear market. You just keep investing. Let’s call an investor who does this Sue. But maybe investing during a recession is too scary. So perhaps you invest your $1 in the stock market when the economy is not in a recession, sell everything when it’s in a recession and save your monthly dollar in cash, and invest everything back into the stock market when the recession ends. We’ll call this investor Jim. Or perhaps it takes a few months for a recession to scare you out, and then it takes a while to regain confidence before you get back in the market. You invest $1 in stocks when there’s no recession, sell six months after a recession begins, and invest back in six months after a recession ends. We’ll call you Tom. How much money would these three investors end up with over time? Sue ends up with $435,551. Jim has $257,386. Tom $234,476.

We can spend years trying to figure out how Buffett achieved his investment returns: how he found the best companies, the cheapest stocks, the best managers. That’s hard. Less hard but equally important is pointing out what he didn’t do. He didn’t get carried away with debt. He didn’t panic and sell during the 14 recessions he’s lived through. He didn’t sully his business reputation. He didn’t attach himself to one strategy, one world view, or one passing trend.

value stocks have actually done better than growth stocks during both bear markets and economic recessions, so it is doubtful this is the answer.

Stocks During Fear Cycles (Recessions): These are the least risky and most profitable times for purchasing stock. During Greed Cycles (Bull Markets): These are the most risky and least profitable times for purchasing stocks. Bonds During Fear Cycles (Recessions): These are the most risky and least profitable times for purchasing bonds.

In November 2013, Credit Suisse published research confirming this, saying that “US net business investment has rebounded – but, at around 1.5% of GDP, still only stands at the trough levels seen during the past two recessions”.[46] It showed that since the early 1980s, the peaks reached by net business investment as a share of GDP have been declining in each economic recovery. As John Smith writes in Imperialism In The Twenty First Century: “A notable effect of the investment strike is that the age of the capital stock in the US has been on a long-term rising trend since 1980 and started climbing rapidly after the turn of the millennium, reaching record levels several years before the crisis.”[47] Smith points out that in the UK the biggest counterpart to the government’s fiscal deficit (the difference between total revenue and total expenditure) of 8.8% of GDP in 2011 was “a corporate surplus of 5.5% of GDP, unspent cash that sucked huge demand out of the UK economy”.[48] The problem is even worse in Japan, where huge corporate surpluses and low rates of investment have been the norm since the economy entered deflation in the early 1990s. According to Martin Wolf in the FT, “the sum of depreciation and retained earnings of corporate Japan was a staggering 29.5% of GDP in 2011, against just [sic] 16% in the US, which is itself struggling with a corporate financial surplus”.[49]

. If the efficient-markets hypothesis were true, it would ironically mean that stock markets would necessarily be very inefficient, since no one would gather any information.36 In the aftermath of the Great Recession, the efficient-markets model has taken a beating.37 In the meanwhile, though, some market advocates continue to use the “price discovery” argument for defending changes in markets that were actually making it more volatile and less efficient.

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.

Some investment advisors have turned against dollar-cost averaging because, as even Burt Malkiel admits, it’s not the most productive strategy for investing in the stock market when it keeps going straight up—like it’s been doing in the years following the recent Great Recession.

Stock buy‐backs – companies using cash from their balance sheets to purchase their stock in the open market for the purpose of retiring that stock and increasing their earnings per share – hit an all‐time high in 2018, with over $800 billion spent on such efforts. That was an increase of over 50 percent from the prior year and represented the most extensive annual stock buy‐back total ever recorded (the previous record was 2007, just before the Great Recession of 2008–2009). Contrast that to more traditional R&D investing that increased at a much more modest 8.8 percent that same year.20 When given the choice of where to invest the additional dollars generated from paying lower taxes, companies chose to invest in boosting their stock price, not in their businesses' future development or in their communities.

But scamming large amounts of money off the top seems even harder to catch. Fraud by American defense contractors is estimated at around $100 billion per year, and they are relatively well behaved compared to the financial industry. The FBI reports that since the economic recession of 2008, securities and commodities fraud in the United States has gone up by more than 50 percent. In the decade prior, almost 90 percent of corporate fraud cases—insider trading, kickbacks and bribes, false accounting—implicated the company’s chief executive officer and/or chief financial officer. The recession, which was triggered by illegal and unwise banking practices, cost American shareholders several trillion dollars in stock value losses and is thought to have set the American economy back by a decade and a half. Total costs for the recession have been estimated to be as high as $14 trillion—or about $45,000 per citizen. Most tribal and subsistence-level societies would inflict severe punishments on anyone who caused that kind of damage.

In 1984, the creator of Sam Adams beer, Jim Koch, was staring long and hard across the chasm. It was spring. It was the beginning of the baseball season in Boston, and it was about to be “morning in America.” Ronald Reagan was preparing for what would be a landslide reelection to the presidency, the economy had finally turned around after years in recession, the US Olympic team was about to run away from the competition at the Summer Games in Los Angeles, and Jim was in the middle of his sixth year as a management consultant for Boston Consulting Group (BCG), already earning $250,000 per year (that’s more than $600K in 2020 dollars) before his thirty-fifth birthday. By all accounts, Jim Koch had it made. His feet were planted securely on the terra firma of the business consulting world. “We flew first-class. You consulted with CEOs. Everyone treated you really well,” Jim recalled. These were interesting, heady times at BCG. The company had just become fully employee owned, complete with an employee stock ownership plan (ESOP) that forged a real path to truly significant wealth for consultants like Jim. At the same time, he had already worked alongside a quartet of future luminaries: