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Strategies & Market Trends : VOLTAIRE'S PORCH-MODERATED -- Ignore unavailable to you. Want to Upgrade?


To: Voltaire who wrote (55447)9/27/2002 9:36:39 AM
From: Murrey Walker  Respond to of 65232
 
I hear you, Tom. But my personal comfort level, WRT Mr. Market is jaded at best. If you're a good trader (which I'm not, nor do I have the time), you can make a living ( I think).

Including, day before yesterday, I had accumulated a pretty decent amount of GE. Now I'm looking to dump the stuff. This landscape is too full of unknown land mines to be active in the market. So, as everyone knows, my safe harbor is mainly cash and will be so, for as far as I can see.

The wife and I leave for Turkey on Monday and you can be assured that we have tight stops on the positions that we do have and fully expect those stops to be executed by the time we get back -- late October. How's that for pessimistic optimism?

What I would like to happen, is for you to become more involved on the Porch! ;-)



To: Voltaire who wrote (55447)9/27/2002 9:41:36 AM
From: stockman_scott  Respond to of 65232
 
Fear Recedes...

biz.yahoo.com



To: Voltaire who wrote (55447)9/27/2002 4:49:51 PM
From: r.edwards  Respond to of 65232
 
picked up a little EDS yesterday and bot a few long calls,, tally ho !



To: Voltaire who wrote (55447)9/30/2002 9:21:14 AM
From: re3  Respond to of 65232
 
<<Gold - just a bobblehead!

as bobbleheads go, it is up over three bucks this morning...



To: Voltaire who wrote (55447)10/10/2002 7:41:20 AM
From: stockman_scott  Respond to of 65232
 
Here's an interesting perspective on Michael Dell...

Michael Dell: The Eliminator
By Dan Farber
ZDNET Tech Update
October 9, 2002

Michael Dell is the eliminator. It's in his and the company's genes. He eliminates costs and competitors with a relentless focus on driving costs down and in forming tight relationships with customers and suppliers.

Yesterday, HP CEO Carly Fiorina categorized Dell as merely a distribution channel. Today, the Dell chairman and CEO responded by saying the direct model overshadows other skills the company has in R&D and manufacturing.

In responding to a question at Gartner Symposium ITxpo about Dell's lack of innovation and R&D, Dell said that over 90 percent of the revenue comes from what the company designs and manufactures. He said that Dell has garnered 750 patents since the late 1980s.

Patents and manufacturing acumen aside, innovation for Dell comes in understanding how to recognize market opportunities (like network switches and blades) at the right time, and applying the Dell direct model and supply chain management to squeeze out costs and competitors.

"My belief is if you look at the entire $800 billion IT market, over time virtually all these products go through some sort of commoditization or standardization process. That is fantastic for customers because it cuts in half the cost of products, and it's fantastic for Dell because that's where the Dell business model really shines," Dell said. Invoking his reliance on industry standards, he took a shot at companies who use R&D as a way to protect proprietary franchises and lock in customers.

Dell pointed to network switches as an example of how the business model works effectively beyond desktops, notebooks and servers. He said that Dell shipped 1.8 million network switch boards in a year, gaining a 10 percent share in very short time.

He hopes to do the same with printers and handheld products next year. Regarding printers, Dell said he can dramatically lower the cost of printing and imaging for customers. "We think we can drive down the cost of owning printers, including consumables," Dell told the crowd of more than 6,000 IT executives.

When asked about selling HP-compatible toner cartridges, Dell said that would not be part of the plan. That may give HP's Fiorina some relief, but only temporarily. Dell more than intimated that he will go after HP's business with its cost efficiency and direct model.

Dell also touted the services business as its fastest growing division, saying that the company has applied its business model to drive costs out of that market.

"If you look at same day, gold, or platinum support, we have brought down prices by 40 to 50 percent on average," Dell said. "It's part of our business model. We don't want to see customers charged an exorbitant rate. We fundamentally believe that every part of the market will find a way to dramatic decline in cost."

Dell was somewhat vague is describing precisely how the company could maintain a high level of customer satisfaction at far less cost than other service providers for enterprise customers. He calls his offering "semi-custom services," which are services that, once created, can be redeployed by other customers without much further customization.

Semi-custom may work for a range of customers installing Linux or e-mail servers and "close to the box" implementation, but many enterprises will need more individualized solutions. If Dell is going to be the price leader or take business away from IBM and HP, it will have to figure out a way to either eliminate people costs or convince them to use the semi-custom solutions.

Besides being an eliminator, Dell is patient. Just as he has waited until the market is ripe to enter the handheld business, he will follow a measured path in growing the services. Dell currently has 8000 people in the services business, and said the division would grow organically and that he would be open to acquiring smaller, strategic service organizations to fuel faster growth.

Dell says his job is to be the absolute best in the world at driving costs down to save customers money. So far, he is proving that his model is superior in many respects. As the company expands into services, printers, handhelds and other areas, it may become more difficult to keep the wheels on. Based on Dell's ability to grow and sustain its business even in this economic climate, I would look for the company to be a big factor as it enters those new markets.

techupdate.zdnet.com

________________________________________________

btw, I remember in 'the boom period' when SUNW and EMC had market caps that had surged up into the stratosphere well beyond DELL's...Check in today and you'll see DELL has weathered the downturn MUCH BETTER than some of these former tech powerhouses...DELL's market cap is more than 6 TIMES EMC's or SUNW's....Hmmm...Who's really making money today...??...FYI, here's a chart of how these firms have performed over the long haul...

finance.yahoo.com



To: Voltaire who wrote (55447)10/10/2002 10:32:37 AM
From: stockman_scott  Respond to of 65232
 
Signs of the bottom

Stock Trends
By Laszlo Birinyi Jr.
Forbes
10.14.02, 12:00 AM ET

Indicators said to show the market's bottom are plain silly. Disregard talk of capitulations, advance-decline lines, chartists' forecasts. They don't work.

The stock market has hit bottom. That's my story, and I'm sticking to it. In late July we saw low points for the Dow at 7702 and the 500 at 797. Since then the indexes have wobbled up and back down near the July lows. The reason I think we've seen the worst is that the market has discounted the bad news that has occurred (terrorism, weak profits, Enron) or may occur (more terrorism, war, additional bad earnings). Of course, my conclusion is a leap of faith, based on experience.

This prediction has absolutely nothing to do with any signs the market has posted. Anyone who tells you that a bottom--or any other turning point in the market cycle--displays certain indicators is just babbling nonsense. Market signs are about as believable as signs in Mel Gibson's cornfield. In my firm's recently published 862-page study on the technical and fundamental characteristics of market cycles, I found nothing except inconsistencies in much-touted signs of market bottoms (and tops). They simply aren't dependable. Some of these alleged indicators were right once, some right but too late to be useful, some wrong.

You'll hear a lot of this poppycock about signs from technical analysts, also known as chartists. I criticized chartists in a previous column (July 22) for claiming to read the market when they really can't. Because their prophecies are turning up increasingly, let me add a couple more thoughts.

The chartists are warning of a further correction ahead. But their predictive record saps them of credibility. In 1990, following Iraq's invasion of Kuwait, for instance, the market dropped 21%, to a low at 2365. Almost to the day, an article took the pulse of the technical community: "Analysts Are Reading Their Charts--And Weeping" (Business Week, Oct. 8, 1990). Well, three months later the Dow hit 2600. In December 1991: 3100.

You'll also be hearing about the wonders of the advance/decline line, a favorite chartist tool to divine underlying investor sentiment. (It's a cumulative total of the number of stocks going up each day minus the number going down.) A rising line is supposedly a bullish sign; a declining one, a bearish sign. Right now the line isn't showing us much of anything, although surely someone soon will find some portent there. The trouble is that this measurement merely tracks the market; it doesn't get out in front of it. In seven of the last eight bear markets the advance/decline line bottomed on the same day as the market.

Then there's the capitulation theory, embraced by many investors far beyond the technical crowd. The theory holds that bear markets come to an end with a selling climax, which acts as a harbinger of new bull markets. Then sellers are exhausted, the reasoning goes, and only buyers are left standing.

These cataclysms, though, seldom occur; bear markets more often end with a whimper. A story in the New York Times of Aug. 15, 1982, reported the consensus of market savants: "The long bear market seems to be entering its final phase. The end could be violent." In fact, the market had already bottomed the previous Wednesday with little noise.

You want a real sign of market direction? Right now it's that the market commentators are wrong, just as they were in August 1982. Take what they say, as reflected in the press, and believe the opposite. Several big down days recently have received more media attention than similar up days. This reflects the viewpoint that the down days are the trend and the up days are the aberrations.

Although I think we have bottomed, I'm not optimistic that we're returning to the magical mystery tour of the late 1990s. Without a powerful bull market where everyone seems to win, you can still be scalped. I continue to be concerned about the market mechanisms. Rule changes--trading after hours and in decimals, particularly--are better for the professionals than for individual investors.

The newest innovation, Nasdaq's SuperMontage trading platform, is heralded as a boon for average investors, an option that gives them better advantages on pricing marketwide. Sure. Remember that whenever they change the rules in Las Vegas, the house always comes out ahead.

The market's behavior in the past six months, since its latest slide beginning in March, is instructive in one way, however. It shows me which stocks have held up well in adversity. Three have accomplished this feat well: Bank of America (nyse: BAC - news - people ), Dow Chemical (nyse: DOW - news - people ) and 3M (nyse: MMM - news - people ). On the risky side, take a flier on Yahoo (nasdaq: YHOO - news - people ). That internet concern has lost half its value since March. But Yahoo has the goods to prevail.
________________________________________________________

Laszlo Birinyi Jr. is president of Birinyi Associates, a Westport, Conn.-based financial consulting firm. Visit his home page at www.forbes.com/birinyi.

forbes.com



To: Voltaire who wrote (55447)11/4/2002 1:27:56 PM
From: stockman_scott  Respond to of 65232
 
Stocks Soar, Adding to 4 Weeks of Gains

story.news.yahoo.com

"There does seem to be a shift in psychology," said James Volk, managing director of equity trading at D.A. Davidson and Co. "Sentiment is shifting from being extremely negative to neutral in some cases, and obviously, a little more optimistic in other cases."