Silicon Investor (SI) -- The First Internet Community

STOCKTALK

We've detected that you're using an ad content blocking browser plug-in or feature. Ads provide a critical source of revenue to the continued operation of Silicon Investor. We ask that you disable ad blocking while on Silicon Investor in the best interests of our community. If you are not using an ad blocker but are still receiving this message, make sure your browser's tracking protection is set to the 'standard' level.

Strategies & Market Trends : The Residential Real Estate Post-Crash Index-Moderated -- Ignore unavailable to you. Want to Upgrade?

To: Les H who wrote (42857)	9/29/2011 10:20:27 AM
From: Les H	1 Recommendation Read Replies (1) \| Respond to of 119360

Homebuying season 3rd worst on record By JEFF COLLINS / THE ORANGE COUNTY REGISTER Orange County's 2011 homebuying season — the traditionally busy March-August period — saw transactions drop to their third-lowest level since DataQuick Information Systems began tracking housing here in 1988. Only 2007 and 2008 — the bottom of the housing market crash — were slower than this year's pace. ocregister.com There are many ways to value equity markets. A simple one is to compare an index to nominal gross domestic product. What ratio counts as high is a matter of debate, but 1995 is a good starting point. The Dow Jones industrial average first climbed above 4,000 in February 1995, which was then almost 50 percent above its 1987 peak. It was 38 percent below the level of December 1996, when Alan Greenspan warned of irrational exuberance. If the market’s value had increased in line with nominal G.D.P. since 1995, the Dow would be 105 percent higher, at 8,200 today. If that sounds low, consider that inflating the Dow’s bear market low of 777 points in August 1982 gives it a current level of 3,600. Even after its recent decline, the market remains far above these levels. The performance certainly owes nothing to superior economic prospects. Rather, ultralow interest rates together with increased leverage inflated corporate profits over the years. nytimes.com