Wednesday, June 18, 2014

Life lessons on Investing

What I've learned about investing

Date
June 17, 2014 - 3:18PM
  • 18 reading now

Morgan Housel

No matter how simple, some investing lessons take a lifetime to learn.

No matter how simple, some investing lessons take a lifetime to learn.

I've written over 3,000 columns. I've learned a tremendous amount in writing about investing and the economy. Here are a few of the big lessons.


I've learned that changing your mind is one of the most difficult things we do. It is far easier to fool yourself into believing a falsehood than admit a mistake.


I've learned that people are terrible at predicting their own emotions. You will be more fearful when the market is crashing and more greedy when it is surging than you think.


I've learned that strong political beliefs in either direction limit your ability to make rational decisions more than almost anything else.


I've learned that short-term thinking is at the root of most of our problems, whether it's in business, politics, investing, or work.


I've learned that debt can cause more social problems than some drugs, yet drugs are illegal and debt is tax deductible.


I've learned that finance is actually very simple, but it's made to look complicated to justify fees.


I've learned that self-interest is the most powerful force in the world. People in unethical, predatory, and nonsense jobs will do mental gymnastics to convince themselves they're doing the right thing. Those who criticise the behaviour of "greedy Wall Street bankers" underestimate their tendency to do the same thing if offered an eight-figure salary.


I've learned that people are twice as biased as they think they are, which is precisely why biases are dangerous.


I've learned that unsustainable things can last years, even decades, longer than people think.


I've learned that those who think "it's different this time" are the four most dangerous words are wrong. It is always different this time, as no two recessions, recoveries, or market cycles are alike. What's dangerous is assuming the future will perfectly resemble the past.


I've learned that no one cares how accurate pundits' forecasts are. Those who listen to pundits are most interested in having their own views confirmed. Accuracy is an afterthought.


I've learned that there's a strong correlation between knowledge and humility. People who spend 10 minutes on Google studying monetary policy think they have it all figured out, while people with PhDs and decades of experience throw up their hands in frustration. The more you study economics, the more you realise how little we know about it.


I've learned that what looks like tomorrow's biggest threat almost never is. Most of what people worried about over the last five years - inflation, rising interest rates, a double-dip recession, stagnant markets, Greece leaving the euro, a government default -never occurred. The biggest actual risk for most of us was something few talked about: excessive pessimism.


I've learned that data can do more harm than good. There is so much data available today that you can convincingly prove almost anything by cherry-picking with industrial strength. This breeds confirmation bias, as people start with an answer then find data to back it up.


I've learned that a willingness to wait longer than other people is your biggest natural edge. If you can think about the next five years while everyone else is fixated on the next five months, you have an advantage that makes high-frequency trading, insider tips, and corporate loopholes look like a joke.


I've learned that we can't tell the difference between luck and skill. Out of millions of investors, a few will be phenomenally successful due to luck alone, yet no one is willing to admit they are one of the lucky ones.


I've learned that there's no such thing as a normal market or a normal economy. Some people spend their lives "waiting for things to get back to normal" without realising that stocks and the economy are always in some state of craziness.


I've learned that when it comes to earning high investment returns, market volatility is like an entrance fee at an amusement park. But few investors want to pay the market's entrance fee. They'd rather sneak in the back door, hop the fence, and outsmart security -all of which is stressful and likely to fail. At both the amusement park and in investing, they'd have a better experience if they just paid the damn entrance fee.


I've learned that people's expectations grow faster than their wealth. The country is richer than it's ever been. I don't think it's as happy as it's ever been.


I've learned that how you reacted to past bubbles is a good indication of how you'll act to future ones. The same people buying dot.com stocks in 1999 were buying Miami condos in 2006 and gold in 2011.


I've learned that "do nothing" is the best advice for almost everyone almost all the time.


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Morgan Housel is a Motley Fool columnist. You can follow The Motley Fool on Twitter @TheMotleyFoolAu. The Motley Fool's purpose is to educate, amuse and enrich investors. This article contains general investment advice only (under AFSL 400691). Authorised by Bruce Jackson.


Sumberhttp://www.smh.com.au/business/motley-fool/what-ive-learned-about-investing-20140617-3aazp.html

Friday, June 07, 2013

Hybrid Journal


Keeping your ledgers balanced all the time 

Yes, you read it correctly: Hybrid journal entry. Like the currently ubiquitous Prius that runs on both electric and fuel, this type of journal entry is capable of leaving its footprint into duo environments at the same time!

It's really a nice, easy way to make an impact on your twisted subsidiary ledgers position from your favorite general ledger platform.

The entries will debit the GL expense account as usual. But on the other side, pick 'Vendor' instead of having 'Ledger' as the account type and the Vendor Name account (eg. ABC123) instead of the GL Account code for the Trade Creditors.

The beauty of this method is the system will automatically process the entry as if it was processed in A/P module although you actually posted it in the GL module. Therefore the amount is now sitting in the A/P module thereby eliminating the need to reconcile between GL and SubLedger.

Another reason for going hybrid is that the main Creditor account itself should ideally be 'locked' and made inaccessible for direct posting by GL-level users. This is because direct posting to this 'control account' will upset the apple cart altogether creating unnecessary reconciliation work at month end.  (EJ - 7/06/13)

Sunday, January 22, 2012

Lessons From The Wiggles: Australia's world famous children entertainers

May also be called "Five Organisation Lessons" from the Wiggles we can learn.


5 Business Lessons From The Wiggles

January 19, 2012, 1:10 pm David Koch Yahoo!7

They're worldwide rock stars, but what can businesses learn from The Wiggles' story?

wiggles_17hevq1-17hevq8.jpg?x=120&sig=sVbwvkitG4CO8A5uERAopA-- The Wiggles are big business.

Yes they may be the world's most famously upbeat children's entertainers, but don't think all they can do is a good hot potato. These four Aussie blokes have over the course of 2 decades built one of the most successful and recognisable franchises in the world. For years they've been at the higher end of Australia's BRW Rich List for entertainers, last year coming in at 2nd with earnings upwards of $29 Million.

Yes the Wiggles run a fantastic business which spans the globe built on tours and concerts, CDs and DVDs, and merchandise sales of all sorts.

When Greg Page, the man who for so long had rocked the Yellow skivvy was diagnosed with an extremely rare case of orthostatic intolerance – a circulatory system disorder causing blood flow problems – they ran into some problems. Not only was their band losing a member, there were some significant business issues to sort out.

Since the beginning when a young band named the Cockroaches decided to don the bright skivvies and write children's music, the four members each had an equal share in the business. With Page's departure, the Wiggles were forced to buy him out – for a huge amount reported to be over $20 Million.

Sam Moran was brought in as the new 'Yellow Wiggle', however while on stage he was as integral a member as any, back stage he was the outcast Wiggle. Moran was never given equity in the franchise but simply paid a salary (of around $200 000). Consequently the group made famous by their 'sunshine lollipops and rainbows' vibe suddenly was hit with a bit of tension. The cohesion of the group faltered as Moran was excluded from any band decisions, excluded from private meetings, and felt as though he wasn't being paid what he was worth.

And now the original Yellow Wiggle, Greg Page, has made a stunning return to reclaim his bright, figure-hugging crown. It's a cause for celebration for Wiggles fans worldwide, but does throw a spanner in the works from a business perspective. Is Page going to be brought back in as an equity partner like the good old days, or will he be paid a salary as Moran was?

There are a few lessons we can learn from the Wiggles saga that all businesses should be aware of.

1. It pays to hire professional business management experts to build your brand and business

From very early on the Wiggles recognised the potential of their product and took advantage of it by employing experienced business managers to handle the development of their brand, their franchise, and open up other revenue streams. At one point they even hired a marketing executive from Pepsi to handle their business development.

What other band in the world can sell not only concerts but CDs, DVDs, soft toys, board games, has licensed versions of themselves in Korea and Spanish-speaking countries, and even has whole sections of theme parks based on them!

2. Put in the hard yards

The Wiggles might be a picture of success now, but in the early days it wasn't so glamorous. Once the boys decided to launch into children's entertainment they were busking on city streets, doing the rounds at Westfield shopping malls, getting gigs at pre-schools and touring all over Sydney, NSW and the eastern states. According to them it was a "cottage industry", they were their own roadies, even driving the trucks with their equipment in it. But from these humble beginnings they slowly grew, managing their growth the whole time with smart business decisions.

3. Succession planning is really important

With the replacement of Page as the Yellow Wiggle, and now coming full-circle to have Page replace his replacement, the Wiggles have gone through some complex phases.

When a key member of a business leaves, it's vital that careful consideration is made when replacing them. Whoever you bring in has got to feel part of the team so that the culture of the group doesn't change.

The issue with Sam Moran was that he was never included in the core group like Page was. He was supposed to 'one of the Wiggles' but felt like a lesser employee. And so the chemistry was lost.

From the perspective of the original three members of the band, they'd built this world-wide franchise themselves and weren't going to give a chunk of it to a new member, and fair enough.

Now that Page is back the challenge will be to make him feel part of the group again. Because of his financial issues he can't buy back into the business, so how will the group keep Page motivated, enthusiastic and maintain the positive culture within the business?

4. Planning for life outside of the business

Once you sell out of a business, you need to put in as much effort into setting up your next phase of your life with what you get out of the business. It's well known that Greg Page made some serious mistakes with his money once he was bought out of the Wiggles. A string of bad property investments, getting involved in an area outside of his expertise, and taking advice from the wrong people saw his fortune dwindle rapidly.

According to Page, he was trying to replicate his success with the Wiggles in the outside world. Whenever you plan for post-business life you have got to be realistic and never try to become something you're not.

5. Be honest to your customers

When Page was diagnosed and forced to leave the group, The Wiggles thought they could simply replace the yellow member and none of their young fans would really notice. They thought it was the skivvy that anyone cared about, rather than the person inside the skivvy. Needless to say there was huge outcry, kids worldwide shocked and devastated by the replacement of one of the core members.

It's a good lesson; you can't try and trick your customers when something changes in your business. Always be honest, because your customers are smart and will notice the difference.

The past few days have also highlighted the importance of a good PR plan, and carefully crafting your message. With the Wiggles' substitution making news headlines the group has handled the transition poorly, failing to have answers to people questions regarding Sam's departure, whether he's leaving amicably and how it has all gone down.

For more info on Greg Page's comeback read here.

Source: http://au.smallbusiness.yahoo.com/article/-/12654007/5-business-lessons-from-the-wiggles/