Still had this board in my bookmark file.
IU, looks like your still hogging up this board with
your myopic drivel. Get a clue. Sure the net is
important, but all the traditional big brokers with
meaningful retail distribution (with the exception of
Merrill) are entering this arena slowly. Salomon Smith
Barney and Prudential are just beginning to feel their
way into the online biz, and their comments sound
eerily similar to those uttered by the James gang. I
think this management knows what they need to do. Its
better to be a little late to the game than to rush into
the game and make a crucial mistake. Besides, the
majority of those using the net for trading are discount
clients or day-traders. Not RJ's typical client, never
has been. Your comments re: the net seem very similar
to comments I heard about discount brokers years
ago. You know, "the full service firms won't be able
to compete", "nobody will ever pay full commission
again" or "this is a completely new paradigm, you are
either a part of it or you are gone." Well, somehow
discounting and full service are happily co-existing. I
suspect net and traditional (i.e., relationship) firms
will coexist in the future, albeit, all firms will
have some degree of functionality occuring over the
So much for my diatribe. IU, I imagine you will
castigate me for an opposing view. Cest la vie.
First she chalked up her "attitude" on the
infamous tapes as symptomatic of her thyroid condition.
Now, I hear on the news, no, her bad manners and
intimidation tactics were due to PMS. I'm surprised she didn't
threaten to break both their legs into bloody stumps.
That's a bit too direct, even for Miriam, and it's also
straight out of "The Godfather"-type movies.
Sorry, Miriam, I've had both PMS and a congenital
thyroid condition, and I don't buy either excuse. The
fact is, you were putting pressure on constituents for
financial support, you got caught. Instead of finding
excuses, just own up to it. But if you insist on excusing
yourself for lousy behavior and rotten telephone
etiquette, at least STICK TO ONE EXCUSE, instead of jumping
around from one to another. It makes you look like a
Neither PMS nor a thyroid condition can make a crook and
a cheat out of an honest person. Forget the excuses
altogether. It destroys whatever credibility you have left.
.and that's not much.
Second piece of
unsolicited advice: you may have a second chance to redeem
yourself as a boss. Make it work for you. This means, no
more arrogance, no more "I'm here to take back my job,
it's rightfully mine, if you don't like my management
style, find the door" nonsense. You are damned lucky to
have the chance to reclaim your position. Frankly, I
don't think you deserve it, but that's only my humble,
law-abiding opinion. But adopting a "my way or the highway"
approach will only arouse more antagonism on the part of
your staff, if there's anyone left who STILL wants to
work for you. If not, then who will do all the work in
your department? Your relatives? Yourself?
need to learn some humility, lady. Take this golden
opportunity to learn it now, before you make even MORE
enemies, who'll want to see you ruined, should the DA
request a new trial, with additional charges. I'm sure
you'll find another excuse, if you find yourself, once
again, in a courtroom, defending your actions.
This time, try and act like an adult; take
responsibility for your actions and choices, don't look for
excuses to explain away the inexcusable. You have a
second chance now, Miriam, so don't blow it by being
"all that you can be". I've seen your act the first
time around, and it made me want to vomit.
couldn't figure out the difference between a bid
and an ask,
let alone an IQ...they don't have to
worry ... DADDY owns all
the stock and they never
had to work a day in their lives...
they're SUPPOSED TO BE RUNNING A COMPANY FOR THE
(1) Does your management understand the
opportunities, and destructive potential, of the Internet for
(2) Is your business strategy
fully aligned with what the Internet now makes
possible, or do you deal with the Internet as just another
piece of technology to add on to your computers?
(3) Do you use the Internet to anticipate customer
behaviors and recognize market changes?
your company cultivate Internet skills for its workers
(5) Can your company's
technological infrastructure accommodate rapid change and
customization without sacrificing scale and security?
(6) Are Internet sales an important component of your
(7) Can your company handle an
Internet ecosystem in which you are intimately tied
together over the Internet with multiple suppliers and
(8) Is each one of your
employees empowered to use Internet technology to build
employee ecosystems within the company?
you operate in warp-speed Internet time to get to
market faster and establish first-mover positions?
(10) Do you have systems for measuring the impact of
the Internet on your business and cost-cutting?
Next, go through the external checklist and assign two
points for each of the 10 external criteria you meet. I
don't have space for all 10 (you can get them off
Cisco's Web site), but here are the key ones: Is your
company sought out as an Internet partner by other
companies? Does your company have a vision for tapping the
Internet market in ways that will enable other companies
to also profit from its success? Is your company
actively engaged in developing Internet standards? Is your
company investing in its future by financing other
companies that are pursuing complementary Internet
technologies? Are venture capitalists financing Internet
start-ups that could feed off your business?
calculate your Internet Quotient by multiplying the total
points you get on the internal scorecard (ideally 10) by
the number you get on the external one (ideally 20).
The ideal IQ would be 200. Does it matter? Well,
Cisco contends that there will increasingly be a
correlation between a company's Internet IQ and its return on
invested capital. The higher the IQ, the higher the
return. According to Cisco, Dell, which pioneered
computer sales over the Web, has an IQ of 140 and a return
on capital of 51 percent; Compaq has an IQ of only
40 and a return of 9 percent; Sotheby's auction
house has an IQ of 8 and a return of 13 percent.
Yeah, it's probably just a gimmick, you say. Nothing to
worry about. Right. The next thing you know someone
will tell you that Motel 6 is offering every movie
ever made in any language on its room TV's.
From the N.Y. Times' Thomas
My favorite Internet commercial these days shows
this man checking into a cheap motel. The desk clerk
is a bored young woman. As the man is checking in,
he asks the clerk whether he can get movies on his
room TV. And the clerk answers matter-of-factly: "All
rooms have every movie ever made in every language, any
time, day or night."
It's hard to predict
exactly when desk clerks at Motel 6 will be telling you
that, but thanks to the Internet it will be a lot
sooner than you think. It took America Online nine years
to sign up its first million members; AOL just added
its latest million members in 42 days. Two years ago,
the average AOL member was on line for 14 minutes a
day; now it's 55. The U.S.-based Internet economy has
gone from $0 to roughly $300 billion in revenues in
Things are changing so quickly
that Cisco Systems, which makes the black boxes that
connect the Internet, has just come up with a model
through which companies can measure themselves for how
close they are to what Cisco believes is the ideal
business model needed for success in the Internet economy.
It's called the Internet Quotient, or IQ. It's not a
perfect yardstick, and Cisco has an obvious self-interest
in promoting it. But there's something to it.
A company's Internet IQ, argues Don Listwin,
Cisco's executive V.P., is the product of two measures:
the degree to which its own internal operations --
and how it delivers products and services -- are now
built around using the Internet, and the degree to
which its external behavior exploits the global spread
of the Internet.
To find your company's IQ,
start by assigning one point for each of the following
internal criteria it meets:
It can be a sure fire guarantee that management
is far more concerned with the integration of the
Roney acquisition than developing an internet strategy.
Like it or not, the Roney acquisition is the here and
now and internet trading is not.
The price to earnings ratio of some Finance
Investment Bankers, a measurement of market expectations and
earning reflections of companies'
MS DEAN WITTER-15.61
GOLDM SACHS GRP-25.93
Undervalued? Or perceived as a reactionary firm slipping away
as reality passes it by?
no activity - lazy, no urgency,
they will try to get into the deal market at the top
now that all the internet stocks have run and
collapsed- they will sleep
look at the stock price-that
tells the story
time to go back to sleep -