Parmalat (PLT) I promessi sposi: Lucia Parmalat e Renzo Lactalis
- Creatore Discussione salcatal
- Data di Inizio
dariomilano
novellino
guery61.5
OCIO
Non capisco cosa c'è da ridere!
Guarda che Sal è sicuramente corto su vivendi
farà un sacco di ..didin..didin..didin!
VERO SAAL???
salcatal
Come i Panda
ORA RICORDO!
ERA 8,5
Ma che è un grafico decennale?
Mi pare che, effettivamente, nel 2002 crollò a quei prezzi.
Ma all'epoca non seguivo la borsa.
Comunque se effettivamente va a 8,5, io resterò praticamente senza soldi e non potrò pagare quel piccolo debituccio che ho con te.
salcatal
Come i Panda
Non capisco cosa c'è da ridere!
Guarda che Sal è sicuramente corto su vivendi
farà un sacco di ..didin..didin..didin!
VERO SAAL???
Nooo. Sono long, come più volte detto.
Ed ancora in guadagno perchè ho acquistato il grosso a 13,8.
Ma sto pensando seriamente di mollarla perchè ho troppo rischio sulle telecomunicazioni francesi, il che non è mai buono anche se quotano a prezzi da saldo.
La mia unica speranza per portare a casa qualcosa, a questo punto, è che vadano in tilt tutte le antenne di FREE, così gli revocano la licenza.
Mi sto procurando allo scopo un pò di materiale infiammabile.
guery61.5
OCIO
Ma che è un grafico decennale?
Mi pare che, effettivamente, nel 2002 crollò a quei prezzi.
Ma all'epoca non seguivo la borsa.
Comunque se effettivamente va a 8,5, io resterò praticamente senza soldi e non potrò pagare quel piccolo debituccio che ho con te.
E lo chiami debituccio 137.789,23 EURI???Nooo. Sono long, come più volte detto.
Ed ancora in guadagno perchè ho acquistato il grosso a 13,8.
Ma sto pensando seriamente di mollarla perchè ho troppo rischio sulle telecomunicazioni francesi, il che non è mai buono anche se quotano a prezzi da saldo.
La mia unica speranza per portare a casa qualcosa, a questo punto, è che vadano in tilt tutte le antenne di FREE, così gli revocano la licenza.
Mi sto procurando allo scopo un pò di materiale infiammabile.
Ettepareva...
sempre contromano ehhh???
ora, per consolarti, sappi che io tifo per TE!
P.S. guarda che lo sapevo
e ..non poteva essere diversamente
dariomilano
novellino
visto che è uscito anche sul FT vi posto un articolo di qualche gg fa che la dice lunga in che bisca siamo:
Ex-Goldman Exec Comes Clean On How A "Toxic And Destructive" Goldman "Rips Its Clients Off"
Stop us when this confession from Greg Smith, a now former executive director and head of the Goldman's United States equity derivatives business in Europe, the Middle East and Africa, sounds exactly like everything we have said about the firm over the past 3+ years (and why we just can't wait for the next trading "recommendation" from Tom Stolper).
Excerpts from the NYT. Highlights ours.
Why I Am Leaving Goldman Sachs
Today is my last day at Goldman Sachs. After almost 12 years at the firm — first as a summer intern while at Stanford, then in New York for 10 years, and now in London — I believe I have worked here long enough to understand the trajectory of its culture, its people and its identity. And I can honestly say that the environment now is as toxic and destructiveas I have ever seen it.
To put the problem in the simplest terms, the interests of the client continue to be sidelined in the way the firm operates and thinks about making money. Goldman Sachs is one of the world’s largest and most important investment banks and it is too integral to global finance to continue to act this way. The firm has veered so far from the place I joined right out of college that I can no longer in good conscience say that I identify with what it stands for.
It might sound surprising to a skeptical public, but culture was always a vital part of Goldman Sachs’s success. It revolved around teamwork, integrity, a spirit of humility, and always doing right by our clients. The culture was the secret sauce that made this place great and allowed us to earn our clients’ trust for 143 years. It wasn’t just about making money; this alone will not sustain a firm for so long. It had something to do with pride and belief in the organization. I am sad to say that I look around today and see virtually no trace of the culture that made me love working for this firm for many years. I no longer have the pride, or the belief.
...
I knew it was time to leave when I realized I could no longer look students in the eye and tell them what a great place this was to work.
When the history books are written about Goldman Sachs, they may reflect that the current chief executive officer, Lloyd C. Blankfein, and the president, Gary D. Cohn, lost hold of the firm’s culture on their watch. I truly believe that this decline in the firm’s moral fiber represents the single most serious threat to its long-run survival.
...
How did we get here? The firm changed the way it thought about leadership. Leadership used to be about ideas, setting an example and doing the right thing. Today, if you make enough money for the firm (and are not currently an ax murderer) you will be promoted into a position of influence.
What are three quick ways to become a leader? a) Execute on the firm’s “axes,” which is Goldman-speak for persuading your clients to invest in the stocks or other products that we are trying to get rid of because they are not seen as having a lot of potential profit. b) “Hunt Elephants.” In English: get your clients — some of whom are sophisticated, and some of whom aren’t — to trade whatever will bring the biggest profit to Goldman. Call me old-fashioned, but I don’t like selling my clients a product that is wrong for them. c) Find yourself sitting in a seat where your job is to trade any illiquid, opaque product with a three-letter acronym.
Today, many of these leaders display a Goldman Sachs culture quotient of exactly zero percent. I attend derivatives sales meetings where not one single minute is spent asking questions about how we can help clients. It’s purely about how we can make the most possible money off of them. If you were an alien from Mars and sat in on one of these meetings, you would believe that a client’s success or progress was not part of the thought process at all.
It makes me ill how callously people talk about ripping their clients off. Over the last 12 months I have seen five different managing directors refer to their own clients as “muppets,” sometimes over internal e-mail. Even after the S.E.C., Fabulous Fab, Abacus, God’s work, Carl Levin, Vampire Squids? No humility? I mean, come on. Integrity? It is eroding. I don’t know of any illegal behavior, but will people push the envelope and pitch lucrative and complicated products to clients even if they are not the simplest investments or the ones most directly aligned with the client’s goals? Absolutely. Every day, in fact.
Ex-Goldman Exec Comes Clean On How A "Toxic And Destructive" Goldman "Rips Its Clients Off"
Stop us when this confession from Greg Smith, a now former executive director and head of the Goldman's United States equity derivatives business in Europe, the Middle East and Africa, sounds exactly like everything we have said about the firm over the past 3+ years (and why we just can't wait for the next trading "recommendation" from Tom Stolper).
Excerpts from the NYT. Highlights ours.
Why I Am Leaving Goldman Sachs
Today is my last day at Goldman Sachs. After almost 12 years at the firm — first as a summer intern while at Stanford, then in New York for 10 years, and now in London — I believe I have worked here long enough to understand the trajectory of its culture, its people and its identity. And I can honestly say that the environment now is as toxic and destructiveas I have ever seen it.
To put the problem in the simplest terms, the interests of the client continue to be sidelined in the way the firm operates and thinks about making money. Goldman Sachs is one of the world’s largest and most important investment banks and it is too integral to global finance to continue to act this way. The firm has veered so far from the place I joined right out of college that I can no longer in good conscience say that I identify with what it stands for.
It might sound surprising to a skeptical public, but culture was always a vital part of Goldman Sachs’s success. It revolved around teamwork, integrity, a spirit of humility, and always doing right by our clients. The culture was the secret sauce that made this place great and allowed us to earn our clients’ trust for 143 years. It wasn’t just about making money; this alone will not sustain a firm for so long. It had something to do with pride and belief in the organization. I am sad to say that I look around today and see virtually no trace of the culture that made me love working for this firm for many years. I no longer have the pride, or the belief.
...
I knew it was time to leave when I realized I could no longer look students in the eye and tell them what a great place this was to work.
When the history books are written about Goldman Sachs, they may reflect that the current chief executive officer, Lloyd C. Blankfein, and the president, Gary D. Cohn, lost hold of the firm’s culture on their watch. I truly believe that this decline in the firm’s moral fiber represents the single most serious threat to its long-run survival.
...
How did we get here? The firm changed the way it thought about leadership. Leadership used to be about ideas, setting an example and doing the right thing. Today, if you make enough money for the firm (and are not currently an ax murderer) you will be promoted into a position of influence.
What are three quick ways to become a leader? a) Execute on the firm’s “axes,” which is Goldman-speak for persuading your clients to invest in the stocks or other products that we are trying to get rid of because they are not seen as having a lot of potential profit. b) “Hunt Elephants.” In English: get your clients — some of whom are sophisticated, and some of whom aren’t — to trade whatever will bring the biggest profit to Goldman. Call me old-fashioned, but I don’t like selling my clients a product that is wrong for them. c) Find yourself sitting in a seat where your job is to trade any illiquid, opaque product with a three-letter acronym.
Today, many of these leaders display a Goldman Sachs culture quotient of exactly zero percent. I attend derivatives sales meetings where not one single minute is spent asking questions about how we can help clients. It’s purely about how we can make the most possible money off of them. If you were an alien from Mars and sat in on one of these meetings, you would believe that a client’s success or progress was not part of the thought process at all.
It makes me ill how callously people talk about ripping their clients off. Over the last 12 months I have seen five different managing directors refer to their own clients as “muppets,” sometimes over internal e-mail. Even after the S.E.C., Fabulous Fab, Abacus, God’s work, Carl Levin, Vampire Squids? No humility? I mean, come on. Integrity? It is eroding. I don’t know of any illegal behavior, but will people push the envelope and pitch lucrative and complicated products to clients even if they are not the simplest investments or the ones most directly aligned with the client’s goals? Absolutely. Every day, in fact.
pecora rosa
Forumer attivo
Buongiorno,
oggi giornata in trincea (isp).
Mi aspetto un bel risultato di mxxxa, un taglio dei dividendi e un bel più 10%
rolleyes: ).
@ Sal: Su apple condivido le tue perplessità (anche se ad esempio per il futuro si parla di televisione della mela ecc ecc).
Il mio TP è di circa 600 $ e tra poco saluto la baracca (che ho un po' di minus da alleggerire: grazie MPS ISP
).
Su tod's e Enel si scherza ovviamente.
Su Goldman che dire? Niente di nuovo sotto il sole.
oggi giornata in trincea (isp).
Mi aspetto un bel risultato di mxxxa, un taglio dei dividendi e un bel più 10%
rolleyes: ).@ Sal: Su apple condivido le tue perplessità (anche se ad esempio per il futuro si parla di televisione della mela ecc ecc).
Il mio TP è di circa 600 $ e tra poco saluto la baracca (che ho un po' di minus da alleggerire: grazie MPS ISP
).Su tod's e Enel si scherza ovviamente.
Su Goldman che dire? Niente di nuovo sotto il sole.
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