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  • A Stock Market Primer on Value Disrupters - 18 September 2007
  • Stock market novices and amateurs are excited by extremes of valuation, but veterans and those with consistent records of profits and appreciation know that the real money is in forecasting trend disrupters. You are right if you believe that extraordinary appreciation of start-ups is rare, at least in accelerated terms, but being able to spot downturns in times can also yield benefits in today’s world of sophisticated derivatives. The name of the stock market game is to guess tomorrow’s movement before the crowd.

  • Cheers for the Stock Market! - 17 September 2007
  • Stock market champions are notorious for failing in foreign markets. Investors cannot be bothered whether the technology is inappropriate or whether cultural differences are the stumbling block, no one wants to lose value through investments in exotic territories. Lifestyle products and things which involve common habits are more vulnerable than essential stuff, because communities can vary so widely in their discretionary and somewhat irrational purchase decisions.

  • The People Resource in Valuation of Stocks (Part 1) - 10 September 2007
  • The Human Resources Development function is less widely appreciated than the glamorous world of marketing. Investors, who are concerned with stocks, often deal with executives from the finance function. However, skilled and experienced professionals from the ‘back-rooms’ of Human Resources may be the real forces of change in improving organizational effectiveness.

  • The People Resource in Valuation of Stocks (Part 2) - 10 September 2007
  • The People Resource in Valuation of Stocks (Part 1)

    Time Lags Between Values of Stocks and Key Human Resource Practices

    Factors such as employee turnover have not conventionally been used to value stocks. Hence, critical shortages in certain skill sets have begun to affect continued business performance. Diversified and large corporations, with decades of success behind them, may be the most vulnerable, because it is easy for them to overlook the key factors of success in the market place of today.

  • The People Resource in Valuation of Stocks (Part 1) - 10 September 2007
  • The Human Resources Development function is less widely appreciated than the glamorous world of marketing. Investors, who are concerned with stocks, often deal with executives from the finance function. However, skilled and experienced professionals from the ‘back-rooms’ of Human Resources may be the real forces of change in improving organizational effectiveness.

  • Stocks and Retirement Plans (Part 1) - 7 September 2007
  • Stocks should be part of all retirement plans. They can also mitigate the financial distress of a family affected by premature death or disability of a bread-winner (Hallman, and Rosenbloom, 2003). No other form of investment can match the twin benefits of value appreciation and liquidity, which stocks offer. Tracking the strategies and fortunes of individual sectors of the economy and of individual companies, can be a pastime, which is absorbing and profitable at the same time. Individuals may choose stocks directly, or heed the advice of experts (Hallman, and Rosenbloom, 2003). It is also possible to participate in a stock market through mutual funds.

  • Stocks and Retirement Plans (Part 2) - 7 September 2007
  • Stocks and Retirement Plans (Part 1)

    Keeping Track of How Your Stocks Fare

    Markets tend to move more rapidly than the old system of quarterly reporting is designed to monitor. Professional investors trade by the day if not by the hour. People with careers, especially if their work involves travel, cannot afford this kind of close surveillance, but it is important to set up a scanning system, which alerts investors of changes in markets that can affect valuations of their stocks. There is a popular pre-occupation with Federal interest rate changes, but most enterprises are more affected by demands for their products and services, supplies of key materials, and shortages of skilled human resources, than by their costs of borrowing.

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