No comments about Attract Money & Wealth Subliminal CD.

5 comments about The Warren Buffett Way.

1. Hagstrom obtains permission to quote from Berkshire Hathaway reports and provides case studies of Buffet's major investments. His investment and acquistion strategies that have resulted in him winning the market time and time again are reviewed extensively. Buffett does not buy stocks, he buys companies. Not only that, he buys and holds. A good review of the influence of Buffett's mentors like Ben Graham and Philip Fisher is also undertaken. This is a must read for people looking to profit in the market.



2. It wasnt a bad book and it didnt waste my time. But I want more meat from the author. More specifics on what makes this man tick would be appreciated. Its not bad - read it if you want to begin a discussion on Buffett. Don't waste your time if you already know something about Buffett.



3. Amidst the current market chaos, this book is more relevant than ever. Robert Hagstrom offers a largely historical overview of Warren Buffets exploits in the market over the past several decades - both good and bad ones, attempting to explain the guiding principles for each investment.
   
   As you make your way through the book, it doesn't take long to grasp the recurring themes of value investing, good management, and competence in the area you invest in. The discussion on index, passive, and active investment strategies was especially interesting in the context of speculative vs. ownership viewpoints.
   
   I have to admit, I've stayed away from the stock market, largely due to my own general ignorance of all the variables - even though I've taken courses, read and listened to books on strategies and numerous case studies. At times I've wondered if I was just being too risk averse for my own good, but I'm glad I've not given in because what implicitly held be back is exactly what Warren Buffet warns against: speculative investment.
   
   Great read and highly recommended. I'm looking forward to learning more about Warren Buffet and Berkshire Hathaway.



4. Book review of The Warren Buffett Way
   
   As I have been exploring economics from a variety of perspectives, it seemed only natural to read a book about one of the greatest investors of our time. I was pleasantly surprised by this book to learn that investing well was a rational and intelligent process and not just random chance.
   
   Obviously, there are those who dispute that statement but I believe that the weight of Mr. Buffett's success is a powerful argument against them. I also believe that his value investing strategy is highly compatible with the Christian life. As his recent buying spree proves, value investing helps out companies, and consequently keeps thousands of people employed, when they are down and it punishes investors that artificially raise stock prices by selling companies that get too expensive. This process of buying at undervalued points and selling at overvalued points moderates the growth of a company, consequently reducing instability and maintaining a rational environment for the securities market. Given the recent market plummet, I'd rather let billionaires keep the market afloat than my tax dollars.
   
   reprinted with permission from: http://naturalfamilylife.blogspot.com



5. I've had this book sitting on my shelf for a while. Purchased it then never got around to reading it. Finally, in the midst of this horrific market, I decided to give it a read, hoping for a fresh perspective.
   
   The advice given in the book and the summary of Mr. Buffett's investing philosophy is valuable. Sound ideas that I've already started putting to use in setting myself up to recover from this abyss we find ourselves in these days. Problem is, the books writing is mediocre at best. The organization and style of writing make the book a difficult read to stick with.
   
   Surprisingly, the best writing in the book, is his afterward where he reflects on how Buffett's philosophy has impacted his own investing strategies and career. He admits that using Buffett's philosophy straight may not be the best for the new economy, but that it can be applied to technology stocks, among others, with minor modification successfully. His original fund, which debuted, "coincidentally", with the first edition of this book, performed very poorly. He modified his investing philosophy after the first two years to include a broader range of funds.
   
   There are probably better books on Buffett.

5 comments about The Breakthrough Company: How Everyday Companies Become Extraordinary Performers.

1. The Breakthrough Company goes where Good to Great left off. Asking the question: How does a company become a Breakthrough Company. An excellent book for anyone to read who is trying to build a company which will turn into a mega corporation.



2. This book details a set of transitions in philosophy for companies as they move from being fast-growing startups to much larger companies ($100+ million revenue). Similar to Collins' Good to Great, this is a detailed analysis of a number of successful companies in that range, along with some deep studies of what worked for them. There are a bunch of great stories about what worked, as well as contrasts with specific comparison companies that it didn't work for. I recommend reading it, if only for the chapters on common blind spots of entrepreneurs and the tendency of companies to become risk-averse - and limiting their growth potential - once they become slightly profitable.
   
   The biggest thing that rubbed me the wrong way was that the survey left out many companies that were super-successful during that time period - including Oracle, Apple, and Microsoft. The reasoning was that they had become so big that the study wasn't really geared to deal with them. However, I'm suspicious as to whether that was the only reason, because several of the lessons learned in the study seem contradicted by those successes. For example, the "crown the company" lesson says that in order to grow the leader needs to put the good of the company ahead of the individual. Would you say that of Larry Elision, Steve Jobs, or Bill Gates? While none would bury the company, let's be clear - people in those organizations are looking to please the top man, not some corporate vision/guidelines/"spirit."



3. Breakthrough Companies is a great book that is the "Good to Great" book for small businesses.
   
   It talks about how small businesses became breakthrough companies by taking actions.
   
   I highly recommend this book
   
   Here are the major things Keith talks about in his book
   
   Crowning the company
   
   Build something bigger than themselves. A Breakthrough company worries first about the company before any one person.
   
   They use the following table to show the differences
   
   Upping the Ante
   
   Breakthrough companies are willing to place big bets on investments that can over time tip the odds in a company's favor.
   Like poker they need to focus on
   (i) Understanding the game
   (ii) Calculating the odds
   (iii) Understanding his competitors
   (iv) Understanding himself and his company
   
   Building Company Character
   
   Great quotes used in the book
   "A man's character is his fate" - Heraclitus
   " People seem not to see that their opinion of the world is also a confession of their character" - Ralph Waldo Emerson
   
   A company's view of people is an unmistakable reflection of its organization character. If it sees people as selfish, lazy, and unmotivated - that's the kind of people it will attract. If it believes in the potential of people to do great things, and has competent leadership, its people will rise to the occasion.
   
   Breakthrough companies pride themselves on finding ways to cut costs in areas that don't matter much, but generously ladle resources into areas they know will give them an edge.
   
   Breakthrough companies are built on a bedrock of company character.
   
   Values refer to what people in a company purport to believe, while character refers to how people in an organization really operate
   
   All breakthrough companies followed the following characteristics
   (i) Give folks a fair deal
   (ii) Believe in people
   (iii) Be strategic miser
   (iv) Make your word count
   
   Navigating the business Bermuda triangle
   
   Small companies, by virtue of their size, often have three major advantages. As a company grows, it must transform the characteristics that gave it its small-company edge into sustaining advantages.
   
   By definition, small companies tend to be lean, nimble, and close to the customer. The question is how to sustain these advantages and build on them as they grow?
   
   Breakthrough companies eventually transition from "save the customer" organizational heroics to robust systems designed to constantly monitor and enhance the value they are providing their customers.
   
   Four key "compass headings" for navigating this transformation
   (i) Understand that to build in structural cost advantages, you often have to spend some money.
   (ii) Avoid premature diversification of product lines: Companies often move on to the next product before fully mastering the ones they've already got.
   (iii) When it's time to diversify products or markets, let your customers be your guide
   (iv) Nothing kills speed, hurts customer satisfaction, and erodes a cost advantage faster than unnecessary layers of management
   
   Erecting Scaffolding
   
   "Human beings, who are almost unique in having the ability to learn from the experiences of others, are also remarkable for their apparent disinclination to do so." - Douglas Adams
   
   Too many growing companies continually try to reinvent the wheel instead of seeking out the very best wheel-makers.
   
   CEO's need to work hard to populate their board and leadership team with the smartest and toughest people they can find, people who will really help raise the bar on performance.
   
   Breakthrough companies are skilled at building scaffolding, networks of resources outside the firm that help propel the firm to the next level.
   
   Breakthrough companies tap a broad spectrum of resource to improve their business including peer networks, boards and advisory boards, investors, customers, vendors and colleges and universities.
   
   Enlisting Insultants
   
   Insultants - careful never to insult anyone - skilled at getting the company to question key assumptions in a way that values everyone's perspective and that keeps the focus on what's best for the organization. Masters at getting their ideas heard, never resort to insulting someone.
   
   A person who consults from the inside - ask tough questions that cause the company to think critically about its fundamental assumptions
   
   When companies lose their way strategically, it is usually because of two management traps:
   (i) Myopia - a tendency to focus on the familiar and local at the expense of exploring new territory
   (ii) Inertia - a tendency to stay with proven markets and approaches at the expense of developing new capabilities
   
   Breakthrough companies work hard to create an environment where insultants flourish. Specifically they
   (i) Celebrate productive failure
   (ii) Involve people enough in the issues that they can make intelligent contributions
   (iii) Focus on defectors - both employees and customers
   (iv) Use humor to encourage frankness and trust
   
   Create opportunities and tools for people to ask questions and post beliefs.
   Indentify history of people other then leadership have indentified key opportunities and changes were made because of them
   
   Graduating from tough times U
   
   To achieve breakthrough performance requires a company to "push the envelope" - tough times are a natural by-product
   
   Challenges can bring out the best in the organization by
   (i) Forcing it to face facts
   (ii) Encouraging prioritization of competing good ideas
   (iii) Reminding the organization of the potential of people to pull together and overcome obstacles
   
   To successfully navigate tough times leaders need to
   (i) Use their scaffolding - get outside perspectives
   (ii) Be aware of complexity and find more then "one" solution
   (iii) Communicate, communicate, and communicate some more - openly
   (iv) If cuts are required make sure to correctly estimate so multiple rounds are not required
   
   Real challenge of leadership is teaching the organization to keep the pressure on, even when times are good
   
   Final thoughts
   
   "It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change" - Charles Darwin
   
   The 3 places a leader can have the greatest impact on an organization are strategy, people, and execution
   
   Maybe the best way to "get the right people on the bus" is to create a bus worth riding on in the first place.
   
   Breakthrough companies are filled with great coaches - people skilled at helping people do their very best.
   
   It's not always finding the "right" people you have to also pay attention on developing the people you have. The most neglected skill in business today is coaching.
   
   Strategic planning needs to include more people then just the leadership team - include middle managers, up-and-comers, nay-sayers, and key salespeople.
   
   Strategy has to be translated into specific and measureable goals.
   
   Anyone in a leadership role should definitely read this book
   
   All content above is take from The Breakthrough Company Book
   
   Great job Keith and team!
   
   Jason



4. While my own book focuses on dramatically increasing your visibility, Keith's book targets dramatically increasing that... and everything else! Don't stay small when you don't have to: let the wisdom within Keith's pages show you how to grow and grow and grow.



5. While Collin's "Good to Great" is a great book "The Breakthrough Company" is much better and more practical for most business people. It deals with the practical success criteria for "start-up" and small to medium firms. I have read it twice and already given away about a dozen copies.

1 comments about Project Scapegoats: Lessons from the Titanic Project.

1. Reviewed by Regan Windsor for Reader Views (3/07)
   
   What does the sinking of the Titanic have to do with project management today? Mark Kozak-Holland presents a wealth of information relating the best practices of project management to the pitfalls of the Titanic project.
   
   The Titanic spent four years in development, for only four days in operation. Although the story of these four days is well-known, it is the details of the project from architecture to operation that provides fascinating insight into what ultimately leads to project failure. What lead an unsinkable ship to sink? The same thing that leads today's IT projects to fail - poor decision-making.
   
   The business world of 1909 was not overly different from today - stiff business competitive pressures. What White Star needed was new business strategies that took advantage of emerging technology. By focusing on customer service they wanted to differentiate through increased quality of crossing and customer experience, building the ship based on comfort and space rather than speed. The project had a solid business case and addressed the needs of all three classes of passengers.
   
   Today's IT projects must also ensure due diligence in examining the business problem, articulating competitive services, defining potential costs, and assessing risk. Projects must also determine by segments customer/target audience, value propositions, and create both profiles and scenarios for each of these. Also, establishing desirable service level targets is important for guiding the architecture.
   
   The Titanic architecture stage was solid. Large investments were set aside for state of the art, emerging technology in safety and operations features (non-functional requirements). They also made a shipbuilders model (equivalent to an IT pilot project) and used it to analyze all exposures to the possibilities of loss.
   
   The construction stage integrated many complex technologies and selected safety features to reduce risk. As construction progressed, overconfidence around the abundance of safety designs (non-functional requirements) began to result in a perception that the Titanic was unsinkable.
   
   
   As the Titanic moved into the design phase some conflicts between functional and non-functional features began to emerge. Decisions were made that compromised individual safety features and escalated the level of risk. Business pressures for the Titanic to go live were enormous due to the large investments tied up in the four-year construction. Sound like some IT projects you know of?!
   
   Due to the pressures the Titanic moved prematurely into the operating stage, where the new pressure became to prove Titanic to be superior to Olympic (its sister ship). And thus the thread of poor decision-making continued. While entering Iceberg Alley, not only did the lookout deck not have binoculars, the bucket test was forged due to rope too short to reach the water, but the ship was actually picking up speed to maintain an unrealistic schedule. While some of these errors occurred due to "skipping out" on the testing phase, the error in judgements that contributed to the crash were a result of business and marketing pressures.
   
   "Project Scapegoats: Lessons from the Titanic Project" is a taping of a lecture by the same name. The DVD also includes on screen slides full of interesting and valuable insights not only on the details of the Titanic project but also the lessons learned in relation to IT projects. Also included in the discussion of each phase of the Titanic from architecture, to construction, planning, testing, and operating are slides covering Best Practices in IT projects. While a couple of slides are blurry or unreadable, the key slides coupled with the lecture information provide an invaluable resource.
   
   "Project Scapegoats: Lessons from the Titanic Project" takes a fascinating historical project and turns it into an interesting and informative lesson in project management.

No comments about The Smartest 401(k)* Book You'll Ever Read: Maximize Your Retirement Savingsthe Smart Way! (*Smartest 403(b) and 457(b), too!).

5 comments about Innovate Like Edison: The Success System of America's Greatest Inventor.

1. For an informative picture of the life of Edison as seen through the lense of innovation, this is a good book. It is a blend of a biography and an innovation how-to book. If the history of science appeals to you, so will this book.
   
   You will definitely learn more about the character of Edison. Coupled with it will be the authors' interpretation of Edison's approaches distilled into five sets of five techniques (25 total) for practicing innovation. I think the 5 x 5 configuration is a bit contrived, but nonetheless, the points are reasonably genuine. In the end, I'd probably settle on a handful that were most meaningful because you certainly won't push 25 lines of thinking at once. You'll find the table of 25 near the end of the last main chapter; read the table before you start the book.
   
   If anything, the book will convince you that a high energy level and intense dedication helped Edison as a person achieve his greatness. We do not all possess characteristics like being able to sleep only 4 - 6 hours a night, having a family that puts up with 18-hour work days, etc., so Edison as a personal model is a bit beyond the reach of most of us. It is a bit dangerous to take the exception to extract the rules. The authors don't seem to grasp that point.
   
   Nor do the authors grasp the huge change in the level of technology and the costs of experimentation that have occured since Edison ran his Menlo Park lab and today's world of R&D. That's not to say their points about how to approach innovation are invalid, just that the context is radically different than it was in 1880 - 1920 and at least bears noting. To wit, a digital photocopier is a far cry from a mimeograph machine (if you know what the later is).
   
   All that said, this is an easy book to read and will prompt your thinking on how to promote innovation, either personally or in your organization. Buy it, you'll like it as much for the history as the methodology it describes.



2. Thomas Alva Edison was one of the largest personalities in our history. Gelb and Miller-Caldicott took on a daunting challenge in writing a book that both did justice to this amazing man and made it relevant to the world three-quarters of a century later. Their product is relevant, practical, and engaging.
   
   The authors do a terrific job painting a historical portrait of Edison. It starts with Nancy Edison pulling her son out of school at an early age because she recognized his need to learn by immersing himself in a topic and freely experimenting with what he learned. They also chronicle his early entrepreneurial days as a newspaper boy on the railroads, and then tracking Edison through his adult life. The historical elements of the book are well done and make for a compelling story in and of itself.
   
   What makes this book stand out is the authors' ability to merge that history into a practical framework that describes Edison's genius. The framework allows readers to understand and internalize the many complex facets and abilities of the inventor's personality. The book divides these into five distinctive, but never mutually exclusive, competencies that provide a clarity and cohesiveness to Edison's complex approach to innovation. The melding of history and application is at the core of this book's success.
   
   The authors cap their efforts with an engaging evaluation and development tool that allows readers to measure their innovation profile against the ideal. Completing the exercise is a terrific review of the book and the lessons taught. It provides insight for future personal development and suggestions for improving your innovation quotient.
   
   This is a terrific book for anyone who wants or needs to improve their ability to innovate.



3. This is packed full of information. Something you need to go over and over again in your mind. I'm grateful to have it. Thank u Michael and Sarah for putting this together.



4. I have used "Innovate Like Edison" as one of several texts in a graduate course on Creativity & Innovation for new product developers. This book is exceptional, in that it explores the innovation process at several levels. We get to know Edison's personal style from his creativity practices, his notebooks and sketches, and photos of him with contemporaries. We also learn about his leadership style and sometimes quirky management practices, along with the unique culture he created at Menlo Park. And lastly, we see Edison as the systems thinker, not only creating "breakthrough" inventions, but also designing in parallel with an invention the entire market framework and supply chain network that would make the invention truly transformational. In this sense, it might be said that Steve Jobs took a page from the Edison playbook in creating the iPod.
   
   I have used Innovate Like Edison as a natural companion to handbooks on creativity methods, as well as other textbooks that cover critiques and current research relative to the innovation process. Gelb's book "How to think like Leonardo da Vinci" is also an excellent companion for this book, and I have included it in my course readings, although the Engineering work and inventions described in the Edison book are probably more familiar to most students.



5. Edison was America's most prolific inventor whose creations were not just novel and commercially successful but created entire new industries including electric light and power, sound recording, motion pictures and industrial cement and concrete manufacture. He left an enormous legacy in the form of detailed laboratory notebooks, correspondence and legal testimony that documented the way he created these inventions and the commercial enterprises that grew out of them. Gelb is described in the book as "the world's leading authority on the application of genius thinking to personal and organizational development" and Caldicott, a great-grandniece of Thomas Edison. Together these are the ingredients for an innovative, even ground breaking work that merges historical insights with contemporary needs.
   
   Alas this book is not it.
   
   Despite writing that, "The competencies and elements for Innovate Like Edison that we describe in the following pages guided us through our entire creative process" (page xi), the book itself is far from innovative and instead patches together an assortment of other self help books with cursory historical anecdotes. It is a cook book of grandma's recipes sprinkled with a few of her memories.
   
   I had the impression that perhaps Gelb had written the book for another purpose and employed Caldicott to garnish it with bits of family history.
   
   Moreover, it fails to address potentially significant insights that flow from Edison's work particularly by comparing his many successes with his numerous failures. Why, for example, were there so many instances of Edison failing to recognise and exploit things he sketched and observed such as the disk phonograph (sketched in 1878 but patented by Berliner in 1887), a decade alter), wireless phenomena observed in 1875 and patented by Edison in 1885 (US Pat 465,971) and the Edison effect. Likewise, Edison spectacularly failed in his magnetic ore extraction venture and as head of the Naval Consulting Board. Examining these, rather than idolising him could have produced valuable insights to guide would be innovators. In fact, it is in the history, where I would have thought the book should excel that it is weakest, making use of only one recent (but good) biography, that of Paul Israel.
   
   The authors note that it is "clear that global innovation leadership has begun shifting away from the United States." Thinking that the answer lies in mediocre books like this can only accelerate the process.
   
   If you want to get more of the flavour of Edison and his times I suggest Conot, Robert E. 1979. A streak of luck. New York: Seaview Books.

5 comments about The Only Three Questions That Count: Investing by Knowing What Others Don't (Coach).

1. The book has a repetitive writing style that simply doesn't get to the point. It would be a good read if it was about 25% as long.



2. What a valuable read. This is not like any other investing book I've read. The chapter on oil is worth the price of the book alone, particularly now that everyone's so worried about oil. This was just one eye-opening shocker after another.
   
   If you want real advice on how to beat markets, get this book. If you want another fad diet book on some magic formula that doesn't really work, this isn't it.
   
   Also, its pretty darn funny in parts! That was another nice surprise. I found this to be a good read, not too technical, but with enough real, front-line-of-the-war advice.



3. Ken Fisher is an interesting guy. But don't let me tell you about him - let him talk about himself. He does that a lot in this book.
   
   The book itself feels like a sort of wandering conversation in which Ken takes you through his mindset to approaching stocks, how he questions market myths that the unwashed common masses take as gospel truth. To avoid following the herd, he asks three questions to make sure his mind is focused on uncovering 'real' truths of market movement. Stuff like 'deficit spending is good for the economy', and 'high p/e ratios do not necessarily signal over-priced stocks'.
   
   Ken Fisher is a smart guy; having a conversation with him that lasts this long is a lot of fun, and it will make you all the wiser in your general approach to investing. I enjoyed his random rants on politics, and his general advice on finding your own causations and correlations in an increasingly complex world.
   
   Where I fault this book is in its organization and its mild contradictions. Ken flat out denies for example that he's a contrarian by defining what he thinks is a contrarian and then describing why he isn't like that definition. He's also quite contradictory in his effusing of the efficient market hypothesis while bragging about his discovery of the p/s ratio to find undervalued stocks.
   
   Finally, Ken has a lot of pent-up anger toward the financial industry, and he writes like he feels he's never received the respect he deserves. Kind of put a sour taste in my mouth when taking in the advice.
   
   I recommend this book all the same. Like I said - Ken is an interesting guy; see through the faults, and you'll realize a wealth of interesting advice from a guy who knows what he's talking about.



4. I haven't gotten all the way through the book yet. But so far so good. Questioning what we all "know" makes sense. And I am a believer in most data is already built into the stock price. So you have to determine what is true that everyone else does not know. Good so far.



5. Ken Fisher brings a fresh outlook to investing. This is not the typical buy low, sell hign manuscript. It delves into the psychology of reading the market. A must read for the investor.
   
   WLH

2 comments about Over 50 Killer Ideas for Delivering Successful Projects (Project Management Audio Library).

1. Reviewed by William E. Cooper for Reader Views (1/07)
   
   If you or your organization works projects, regardless of size or scope, this set of 2 CD's is for you. Richard Morreale, who has an extensive history of project development and management, including such noteworthy projects as helping put a man on the moon, has much to say and much to offer. He takes the listener through a project from start to finish, providing the details necessary to properly complete it. His work is both easy to understand and follow. His considerable examples are thorough and diverse, providing everyone in project management with examples unique to their circumstances.
   
   As one who has worked projects involving complex Six Sigma methodologies, and extensive government projects as a police chief, I wish I'd had Mr. Morreale's work before I started. It would have reduced the research time before starting, the development time, and the completion schedule. This approach would have been appropriate for preparing and writing my own book, "Leading Beyond Tradition." For anyone involved in project management I recommend this work, "Over 50 Killer Ideas for Delivering Successful Projects (Audio CD)."



2. Killer is an overstatement; good to great is a better way to describe the 51 ideas in this book. While all of the ideas will certainly increase the chances that your projects will be on time and on budget, in my mind, none reach the level of killer. In general, the term killer application is used to describe an application that alone justifies the purchase of the computer to run it on. The first generally acknowledged "killer app" was the electronic spreadsheet, so useful that people bought the computer just to run the app.
   In general, the ideas are in the area of common sense; the tragedy is that more managers don't have the courage or intelligence to execute them. For the most part, they are a recognition that people are not like machines with an accelerator peddle, in other words pushing harder and maintaining the fuel supply will not make them go faster. People require incentive, appreciation, a solid sense of direction, the ability to adapt within parameters and regular breaks from the grudge of routine. Morreale recognizes all of this and gives voice to the right ways that people can be managed to success.
   Some of the ideas listed are:
   
   *) Foster a team atmosphere
   *) Lighten up
   *) Know your outcome before you start
   *) Produce a detailed requirements document
   *) Identify acceptance criteria
   *) Base all your plans on deliverable products
   *) Set a tight but achievable schedule
   *) Add value to weekly achievement meetings
   *) Protect the project team from non-project distractions
   
   The great managers recognize the necessity for planning with people in mind and clearly Morreale is a great manager. His track record of success is expressed in a set of ideas that can turn all but the worst "death march" project into a joyous triumph.

2 comments about The Wealth Builder's Blueprint.

1. The Wealth Builder's Blueprint is a terrific product, jam-packed with wealth creation tips, tactics and strategies from Donald Trump and his wealth creation team. If you're a Trump fan -- or if you like the television show "The Apprentice" -- you'll love this product. Trump's DVD lays out his tips on how to be successful, set the standard, never give up and create wealth. It's classic Trump: bold, pithy and entertaining. Dolf de Roos (real estate), Jeff Burrows (entrepreneurs), Les Hewitt and Dr. Stephanie Burns are also terrific on their CDs in this product. This would make a great gift for any Trump fan; it's well worth checking out.



2. This CD set is by far the best compilation of material amassed of how a business man should see the world. I was skeptical at the high price of admit ion and thought that maybe it would be another one of Trumps name dropping "I've done this," like his books. WOW I WAS DEAD WRONG. Trump assembled a group of the best specialist and had them speak on what they know best. Your end result is a masterpiece of knowledge on all subjects that are life changing and mindset changing. All I can say is that I was not disappointed at any moment and would have gladly paid 3x the price of admit ion! The information in this CD set is truly powerful, and a must have for anyone that wants to strengthen there business character.
   
   Only Con I have is that I wish I had found this CD set when it first came out a few years ago!

5 comments about One Up On Wall Street: How To Use What You Already Know To Make Money In The Market.

1. I thought this book was an abreviated version of the full book, however this book is actually a miniture ~2inch micro-pocket version of the full book. Text is full size, thus it only contains a very few high-level comments. I was hoping for a boiled-down version, but got mini-me.



2. I was going to do some online trading and bought this book too learn more about selecting stocks. Mr. Lynchs' statement that he considered himself successful if 6 out 10 stocks he selected increased in value changed my mind. I want to thank him for waking me up. I will stick to index funds and wish all the online traders the best of luck.



3. I struggled with the 1st 74 pages or so, but after that this book is excellent. There is a section he titles Kicking the Tires, in short he goes over how to evaluate a company and to stay away from the 1-2 year fly away companies. I remember when everyone was selling Apple back in the day, Peter did the opposite and started gobbling up shares. As he somewhat states, the wheels on Apple were still good.



4. Peter Lynch wrote a classic with One Up on Wall Street. Peter Lynch was lead investment manager of the Magellan Fund, which is arguably the most successful large $ mutual fund in the US. He no longer manages the fund but in his book he lets us in on some of his secrets of choosing stocks.
   
   His approach is rather simple. Buy stock in something that you know. As a consumer and a personal investor we have the ability to know products before anyone on the street knows about them. For example he got in on the stock Yum Brands because he bought a Taco Bell burrito years ago when it first came out. He believed that their set up and approach would work and so he put some money into the company.
   
   His suggestions like listening to things Oprah likes are great simple tips that a typical investor may not even realize we have more information on than wall street on a daily basis. His book is a read for all investor types from beginner to advanced. Enjoy!



5. Amateur investors have "numerous built-in advantages, which, if exploited, should result in outperforming the market and the experts."
   
   Peter Lynch, America's number-one money manager of Fidelity's multibillion-dollar Magellan Fund, shows the layperson how to use what they already know to outperform the "experts" and to create investments on businesses that really matter.