May 18, 2024

It’s Not ‘American Idol,’ but ‘The X Factor’ Has Its Audience

Ms. Worthington, of Bowling Green, Ky., disdains the newcomer’s emphasis on elaborate stage shows and arguments between the judges. “It takes away from the contestant’s voice,” Ms. Worthington said. While she said she would “always watch ‘American Idol,’ ” she is done with “The X Factor,” which had its debut in September and wraps up its first season on Dec. 22.

Ms. Le, of New York, tunes in to “X Factor” for the same reasons Ms. Worthington tunes out. “American Idol,” Ms. Le said, “is just old and tired.” She doubts she will watch the next season, which will begin on Jan. 18.

The ratings for “The X Factor,” the most-promoted new show of the fall television season, support the attitudes of Ms. Worthington and Ms. Le.

While many “Idol” viewers have sampled “The X Factor,” it is appealing to a distinct audience. And a smaller one: “The X Factor” is averaging 11 million to 12 million viewers this season, half as many as “Idol” averaged earlier this year and half as many as Simon Cowell, the “Idol” judge turned “X Factor” creator-producer-judge, had hoped. “Idol” is by far the biggest reality show in the United States.

Mr. Cowell has not been able to live down his assessment before the premiere that anything short of 20 million viewers would be a disappointment. He laughs now when he is asked about that target and says, “I wish it had started with a one rather than a two.”

And yet by almost any other standard, his show is a clear success. It is enormously lucrative. It has lifted Fox’s ratings on Wednesday and Thursday nights, making the network competitive in the fall for the first time in years.

In fact, Fox is tied with CBS for first place among adults 18 to 49 this fall, something that would have been unfathomable without the singing competition.

Perhaps the lesson is that in the ever-more-fragmented world of television, the marathon is more important than the high jump.

“The X Factor” was “given the unfortunate task of being compared to the biggest show on television, instead of being compared to all the other television shows,” said Mike Darnell, the president of alternative entertainment for Fox, who called the show a “very big success for us.”

Calling Mr. Cowell a “showman” who talked up the show “the way a fighter would,” Mr. Darnell added, “If he hadn’t hyped it as much as he did, maybe it wouldn’t be as big as it is.”

Still, the fact that “The X Factor” has not defied ratings gravity has pleased some of Fox’s competitors.

When the show came on in September, the trade magazine Broadcasting Cable quoted rival network executives as saying things like, “Thank God it’s not another Death Star” and “It’s good to see it’s mortal.” And because of the show’s lower-than-promised performance, Fox has given advertisers some extra ads to compensate for the high rates they paid for air time ahead of the premiere. (Fox says such ads, called “make goods,” are typical throughout the season.)

Fox, a unit of News Corporation, has been sensitive about the preshow hype. When a reporter inquired last week, a Fox spokeswoman implored him to “separate expectations from the actual ratings.”

Mr. Darnell, who told The Wall Street Journal in October that his competitors would give “one eye and two legs” to have “The X Factor” on their schedules, stepped it up a notch in an interview last week, saying without being prompted, “All the networks would literally give all their arms, legs and one eye for a show like this.”

Fox has already ordered a second season of “The X Factor,” as well as a second season of a sitcom that has outperformed it in some weeks among 18- to 49-year-olds, “New Girl.”

In an late-night interview after Thursday’s episode, Mr. Cowell pointed to the interview itself as evidence of his satisfaction with his show’s performance. “If I wasn’t proud of it,” he said, “I’d be ducking for cover.”

Article source: http://feeds.nytimes.com/click.phdo?i=0af6e6cdcc1162f27503bc0250e40d88

Black Friday Sales Show Divide Between Shoppers

Budget-minded shoppers will be racing for bargains at ever-earlier hours while the rich mostly will not be bothering to leave home.

Toys “R” Us, Wal-Mart, Macy’s, Kohl’s, Best Buy and Target will start their Black Friday sales earlier than everat 9 and 10 p.m. in some instances — with dirt-cheap offers intended to secure their customers’ limited dollars. A half a day later, on Friday morning, higher-end stores like Neiman Marcus, Saks Fifth Avenue and Nordstrom will open with only a sprinkling of special sales.

The low-end and midrange retailers are risking low margins as they cut prices to attract shoppers, while executives at luxury stores say that they are actually able to sell more at full price than in recent boom years.

“We’re now into a less promotional environment than we were before the recession,“ said Stephen I. Sadove, chairman and chief executive of Saks. In the third quarter, for instance, Saks reduced the length of an annual sale to three days from four, and excluded the high-margin category of cosmetics from another regular sale.

Retail analysts are expecting a decent holiday season, with many estimating that sales will increase about 3 percent over last year, with contributions from shoppers across income levels. Yet the Friday after Thanksgiving, the kickoff to the highest-revenue weeks for stores, is expected to lay bare the increasingly parallel universes of retailing in America, the analysts said.

“Those in a more modest income situation are the people who are going to the Wal-Marts and the Best Buys and the Targets at 8, 9, 10, 11 p.m. with little kids in tow because they can’t afford a baby sitter,” said Craig Johnson, president of Customer Growth Partners, a retail consultant firm. “It’s a very unpleasant shopping experience, frankly, for a lot of people.”

Meanwhile, many affluent shoppers will avoid the scene altogether, he said. “The women who are shopping the fourth floor at Saks are not Black Friday shoppers,” he said.

Still, a deal is a deal. High-end consumers and the people racing for the Black Friday special on $9.44 blenders at Wal-Mart continue to have at least one thing in common: they know hot holiday products go quickly.

For that reason, lines outside some Best Buy stores began forming Wednesday morning (the chain will sell a limited number of $500 high-definition televisions for $200 starting at midnight Thursday). And Neiman Marcus sold out of pewter-color Ferraris (luggage set matching the interior included) at $395,000 each within 50 minutes of making 10 of them available through its “fantasy” holiday catalog late last month.

Analysts said that luxury stores had outpaced discount and midtier stores in sales growth at stores open at least a year for most of 2011. Yet, all American consumers were still showing surprisingly strong spending patterns, and they expected that to hold going into the holiday season.

“From an overall level of spending, we’re going to be well ahead of where we were last year,” said Mark Vitner, a senior economist at Wells Fargo Securities who tracks consumer spending. “That’s surprising to a lot of folks, because we’re stuck with 9 percent unemployment.”

Mr. Vitner expects holiday sales to grow 5.2 percent this year, a higher estimate than many analysts predict. He said holiday spending had increased nearly every year recently, except for 2008, and that the population growth and even modest income growth helped buoy that pattern.

Low- and middle-income shoppers “are the folks that are really getting squeezed — in the third quarter of this year, real incomes actually declined and the savings rate declined,” he said. Yet he expects their spending to remain steady, even if they have to pull money from savings or charge items to credit cards. The economy, he said, “will affect lower-income shoppers in how they shop, not how much they buy — I think they will hone in on the discounts.”

And there are plenty of discounts, promotions and financing programs as lower-end stores try to get people to spend.

Wal-Mart’s profits declined in the third quarter as it kept many prices low so its shoppers could afford them. “There is a real sense that the economic strain is taking its toll,” Michael T. Duke, Wal-Mart’s chief executive, told analysts. It also brought back its layaway program in October for the first time in several years, and executives said the program, which lets people pay for gifts over $15 over several weeks, has brought extra traffic into the stores.

Kohl’s, like Wal-Mart, has increased its marketing to highlight its discounts, said Kevin Mansell, the chief executive and chairman.

“If you talk to people who are in my business, people who analyze our business, they would consistently tell you that stores at the mall, especially anchor stores, are more promotional than they were last year,” he said. “Now that may not be true at the high end — the strength of the business or the higher-end consumer has allowed them to do a little less promotion — but that’s high end.”

At Saks Fifth Avenue and other luxury stores, full-price selling has generally been increasing. So the few deals at luxury stores on Friday are not so much bargains as token nods to the Black Friday tradition. Saks is offering half off cashmere sweaters, Neiman Marcus is giving discounts on a future shopping trip when people spend more than $100, while Nordstrom says it does not have big promotions planned.

High-end retailers “don’t have to do anything desperate — it’s kind of hard to see a 5 a.m. queue outside of a Fifth Avenue luxury retailer,” said Chris Donnelly, a senior executive in Accenture’s retail practice. “If you don’t have to put it on sale and people are still going to buy it, why put it on sale?”

Article source: http://feeds.nytimes.com/click.phdo?i=b0bb550cdf1419e5635583a8044aed9c

Sales on Thanksgiving Anger Some Consumers Some Consumers Object to Sales on Thanksgiving

She still loves a good deal — last year she spent a couple of thousand dollars on markdowns that day, the Friday after Thanksgiving — but Ms. Nyberg says that she does not want retailers to ruin the holiday for her or their own employees.

Ms. Nyberg is drawing the line now that major chains like Target, Macy’s, Best Buy and Kohl’s say they will open for the first time at midnight on Thanksgiving, and Wal-Mart will go even further, with a 10 p.m. Thanksgiving start for deals on some merchandise.

Retailers, eager to be the first to draw customers on one of the biggest shopping days of the year, are pulling the equivalent of the Republican primary shuffle by opening earlier and earlier than competitors.

Last year, a few stores, including Toys “R” Us, pushed into Thanksgiving.

But judging from the negative reaction among dedicated Friday after Thanksgiving shoppers on blogs, Twitter and Facebook, the wave of midnight openings this year has crossed a line.

Part of the objection is inconvenience. To be at or near the front of the line, shoppers say they will now have to leave home hours earlier — in the middle of the turkey dinner for some. But the wider objections reflect sentiments like those of the Occupy Wall Street movement, including a growing attention to the rights of workers and a wariness of decisions by big business.

Either way, many in the shop-till-you-drop crowd have had enough with Black Friday creep.

“I just don’t think that’s good business, in a sense, to make your employees come in on one of the biggest holidays of the year and cut their family time short,” said Ms. Nyberg, 31, a saleswoman in Villa Rica, Ga., for a molecular biology company. “With the economy the way it is, no one’s going to say, ‘I’m not going to do that, I’m going to quit or get fired over it.’ ”

One retail executive sounded sad about the decision to open earlier. Brian Dunn, the chief executive of Best Buy, said that the midnight opening “became an operating imperative for us” after competitors moved their openings back. “I feel terrible,” he said.

A handful of retailers are holding out, like J. C. Penney, which will open at its usual 4 a.m. on Friday. “We wanted to give our associates Thanksgiving Day to spend with their families,” said Bill Gentner, senior vice president for marketing.

Still, some of the big retailers making the switch said that the response from workers and customers had been positive.

“There are many associates who would prefer to work this time as they appreciate the flexibility it affords their schedules for the holiday weekend,” Holly Thomas, a Macy’s spokeswoman, wrote in an e-mail. A Target spokesman, Antoine LaFromboise, said that employees will get holiday pay for Thanksgiving work, and “we’ve heard from our guests that they are excited.”

But even with increased pay, some retail workers said in interviews that the holiday hours were a raw deal.

Anthony Hardwick, 29, who works at a Target store in Omaha, said he would have to leave Thanksgiving dinner with his fiancée’s family so he could sleep before starting a shift around 11 p.m. on Thanksgiving, followed on Friday by a shift at his other job, at OfficeMax.

Mr. Hardwick says he is glad to have a job, and does not mind the early hours on Friday, but “cutting into our holidays is just a step too far.”

He added, “Even though it’s a desperate time doesn’t mean that we should trade all the ground that our fathers and our grandfathers, everyone that came before us, fought really hard for.”

He has created an online petition urging Target to open at 5 a.m. Friday instead, which had attracted a handful of signatures as of Thursday. 

The concern among customers about retail workers recalls an earlier era, when consumer advocates encouraged people to consider the impact of their shopping on sales clerks, said Lawrence B. Glickman, the chairman of the history department at the University of South Carolina.

Article source: http://feeds.nytimes.com/click.phdo?i=a3dcb7049a2a9c1603337a13b26fd4a0

Amazon Reports a Sharp Decline in Income

Amazon.com reported dramatically higher third-quarter sales Tuesday even as income shriveled, just as the retailer had predicted.

Investors must not have taken those warnings seriously, because they fled the stock on the news. In after-hours trading, Amazon shares immediately fell $36, or about 16 percent, before recovering a bit.

Offering a fresh warning that investors might take more seriously than last time, Amazon warned that the fourth quarter did not look good for profit either.

Revenue came in largely on target. As customers swarmed to boxes of dried cherries, the new Pirates of the Caribbean movie, downloads of the Sims video games, diagnostic code readers for cars and the latest “Diary of a Wimpy Kid” — all Amazon bestsellers in their categories — sales rose 44 percent to $10.88 billion.

Operating income, however, fell 71 percent. The company said three months ago that operating income would be down as much as 93 percent, but analysts were not so negative. On a per share base, Amazon earned 14 cents versus 51 cents per share in the third quarter of 2010.

Thirty-one analysts had estimated an average revenue of $10.93 billion for the quarter, which ended on Sept. 30, with earnings per share of 24 cents, according to Yahoo Finance.

Amazon executives said earlier this year that they were investing heavily in data centers and warehouses for physical goods. That did not faze investors, who pushed up the stock to an all-time high last week.

On a day when the market fell sharply, Amazon shares dropped about $10 to $226. The earnings news was released after the market closed.

The fourth quarter will the subject of intense interest as analysts try to gauge how the new Kindle Fire tablet is selling. It generally got rave reviews in its late September introduction as the first viable competitor to Apple’s iPad.

Amazon’s chief executive, Jeff Bezos said in a statement Tuesday that, “based on what we’re seeing with Kindle Fire pre-orders, we’re increasing capacity and building millions more than we’d already planned.”

Anthony DiClemente of Barclays Capital is estimating that Amazon will sell 21 million Kindle devices next year, including the stripped down e-reader, the Fire and a new tablet with a bigger screen. If Amazon follows the path it took since it brought out the original Kindle four years ago, it will not release any numbers on those sales.

Amazon’s torrid growth more than 15 years after its founding makes it an object of envy and fear across the retail world. It is now a $100 billion company, about 12 times the value of Sears. It has never placed much emphasis on making a profit, preferring to invest for the future. It is a strategy that analysts have questioned, but it has largely paid off.

Article source: http://feeds.nytimes.com/click.phdo?i=95775ba1b8b4c9015dc3d5ddddb3a66e

Special Section: Cars


NEW VALUES Perhaps no car symbolizes the changing order like the Cygnet, left, from Aston Martin, the British ultraluxury brand


It’s Expensive and Classy, but It’s No Longer a Boat

A federal target of 54.5 m.p.g. by 2025, along with anticipated carbon dioxide emissions rules in Europe, has deluxe brands scrambling to increase fuel efficiency.

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Article source: http://feeds.nytimes.com/click.phdo?i=2542e7ee13436cbb3523cf6d95dfa3cb

DealBook: Barbs Fly in Autonomy-Oracle Feud

Chris Ratcliffe/Bloomberg News, Paul Sakuma/Associated Press and Peter DaSilva for The New York Times Michael Lynch, left, chief of Autonomy, Mark V. Hurd, president of Oracle, and Frank P. Quattrone, co-founder of Qatalyst Partners.

It’s shaping up to be an epic war of words in enterprise software.

Autonomy and Oracle traded barbs again on Thursday, in the latest installment of a fiery feud over whether Autonomy tried to shop itself to Oracle.

In one corner is Autonomy, the business intelligence software maker that Hewlett-Packard agreed last month to acquire for $11.7 billion. Calling Oracle’s recent comments “an attempt at diversion from their poor positioning,” Autonomy said in a statement that there was a meeting in April of this year, between Mark V. Hurd, Oracle’s president, and Autonomy, brokered by Qatalyst Partners’ Frank Quattrone.

But at the meeting, which lasted about 30 or 40 minutes, the company made it “clear that Autonomy was not for sale and no sale process was under way.” It also argued that while Qatalyst, its adviser, might have been recommending Autonomy as a target to other companies, it was not mandated to do so by Autonomy.

Tony Avelar/Bloomberg NewsLarry Ellison, chief executive of Oracle.

The statement is a direct rebuttal to an amusing, if unusual, press release issued by Oracle on Wednesday, which offered its detailed account of the meeting and PowerPoint slides (yes, slides).

According to Oracle, the chief executive of Autonomy, Mike Lynch, visited its offices to meet with Mr. Hurd and Oracle’s head of mergers, Douglas Kehring. Oracle bristled at Autonomy’s valuation, describing its then market value of about $6 billion as “way too high.” As proof, Oracle attached two slide presentations sent to Mr. Hurd (cheekily available at the Web site address “Oracle.com/PleaseBuyAutonomy“).

In its counterstatement, issued on Thursday morning, Autonomy noted that the slides, which resemble a typical pitch book, were dated Jan. 26 and said that they were not presented at the April meeting. And according to Autonomy, it had not seen the slides until Oracle posted them online. Mr. Quattrone of Qatalyst backed up his client’s story in an e-mailed statement on Thursday, acknowledging that his firm had prepared and sent the slides to Mr. Hurd, as part of an independent pitch to Oracle.

For its part, Oracle says it uploaded the slides “with the hope Mike Lynch will recognize his slides, his memory will be restored, and he will recall what he and Frank Quattrone discussed during their visit to Oracle last April. Yesterday, the Autonomy C.E.O. did not remember having any meeting with Oracle. Today, he remembers the April meeting and inaccurately describes how it came about and what was discussed.”

But if Oracle’s chief executive, Larry Ellison, who has engaged in several spirited debates in the past, thought the smaller British competitor would simply roll over, the parting lines in Autonomy’s press release should give it some pause.

“Oracle seems a little confused about the sequence of events and origins of the data it has received, something that would suggest it needs better management of and insight into the unstructured data on its internal systems. We would be delighted to help,” the company said.

Article source: http://feeds.nytimes.com/click.phdo?i=b4de1af1abe76900cd1f1b4c56543574

Credit Suisse to Pay 150 Million Euros to Settle German Tax

“A complex and prolonged legal dispute has been avoided, with an agreed solution that provides legal certainty,” the bank said in a statement.

Later this week the German and Swiss governments are looking to sign a deal on taxing money stashed by German citizens in secret Swiss accounts, a German government source told Reuters on Sunday.

The terms of the deal were struck in August when Switzerland and Germany agreed to tax money held by German citizens in secret accounts, estimated at up to 150 billion Swiss francs.

The agreement could set a model for agreements between Switzerland and other countries, although they still require the approval of the Swiss and German parliaments.

Credit Suisse has come under increasing scrutiny from prosecutors in Germany this year.

In August Duesseldorf’s chief prosecutor Ralf Moellmann said his office intended to intensify its probe of Credit Suisse, after the bank’s offices in Germany were raided in February as part of a broader clampdown on tax evasion.

Credit Suisse’s payment is higher than that of smaller rival Julius Baer, which earlier this year agreed to pay German tax authorities 50 million euros to close a tax probe and avoid potential legal action against the bank and its employees in the country.

Credit Suisse is also the target of a formal U.S. tax probe, and a number of current employees and former employees have been charged with helping U.S. citizens dodge U.S. taxes.

The United States is also pushing for a deal similar to the one struck on UBS client data two years ago, seeking details of all U.S. clients with accounts worth at least $50,000 (31,772.26 pounds) between 2002 and 2010 at banks including Credit Suisse, Julius Baer and Wegelin as well as some regional banks.

(Editing by Greg Mahlich)

Article source: http://www.nytimes.com/reuters/2011/09/19/business/business-us-creditsuisse.html?partner=rss&emc=rss

Spain to Reinstate Wealth Tax It Dropped 3 Years Ago

MADRID — The Spanish government plans to reintroduce on Friday a wealth tax that it scrapped just three years ago as it scrambles for ways to reduce the budget deficit and avoid becoming the next victim in the European sovereign debt crisis.

Elena Salgado, the finance minister, explained the tax shortly after Spain completed a successful bond sale on Thursday. She estimated that the tax could yield about 1.08 billion euros (about $1.5 billion) in additional revenue from some 160,000 of Spain’s richest taxpayers, those with more than 700,000 euros in declared assets.

In 2007, the last year that the wealth tax was collected, revenue from the wealth tax reached 2.12 billion euros, after more than 900,000 people were charged 0.2 percent to 2.5 percent of their declared assets.

The Spanish government removed the tax in April 2008, shortly after José Luis Rodríguez Zapatero was re-elected as prime minister. Its reintroduction is likely to be the last legislative measure taken by the Socialist government before a general election on Nov. 20.

Opinion polls indicate that Mariano Rajoy, leader of the main center-right opposition Popular Party, will defeat the Socialist candidate, Alfredo Pérez Rubalcaba, and replace Mr. Zapatero as prime minister.

As it fights to regain the confidence of financial markets, Mr. Zapatero’s government has pledged to lower the budget deficit to 6 percent of gross domestic product this year, from 9.2 percent last year.

However, that target — still double the maximum that countries in the euro zone are supposed to meet — was set on the assumption that the economy would grow 1.3 percent this year. The most recent data suggests that growth will in fact fall short of 1 percent for the full year.

Even though the revived wealth tax will be more narrowly focused than the previous one, the plan has added to tensions over fiscal strategy between the federal government and regional governments that will be collecting the wealth tax on behalf of Madrid. Economists have also questioned the benefit of such a narrow tax — it will affect about 0.7 percent of Spanish taxpayers — at a time when the euro crisis is deepening.

Some regional governments controlled by the Popular Party have already declared their opposition to collecting what they consider to be a misguided wealth tax. Mr. Rajoy, however, has refused to say whether he would abolish such a tax if elected in November.

Most regional governments are expected to fall short of their budget deficit targets this year; only eight of the country’s 17 regional governments met last year’s target. Fitch, the credit rating agency, lowered the ratings of five regions this week, warning that “considerable efforts” were still required “in the area of cost control.”

On Thursday, Spain sold 3.95 billion euros of bonds maturing in 2019 and 2020, just short of its target of 4 billion euros. The yields remained near record highs. The bond due Oct. 31, 2020, was sold at an average yield of 5.16 percent, compared with 5.2 percent when it was last sold on Feb. 17. That was also the level at which it was trading on the secondary market before the auction.

The auction attracted twice the number of bids accepted, a level of demand that “compared favorably to the last two Spanish auctions,” said Chiara Cremonesi, a fixed-income strategist at UniCredit. “Taking into consideration the current environment, the auction result was not too bad over all.”

Article source: http://www.nytimes.com/2011/09/16/business/global/spain-seeking-new-revenue-to-reintroduce-wealth-tax.html?partner=rss&emc=rss

Bucks Blog: How Rebalancing Takes Emotion Out of Investing

Carl Richards

Carl Richards is a certified financial planner in Park City, Utah. His sketches are archived here on the Bucks blog and on his personal Web site, BehaviorGap.com.

The idea behind rebalancing is that you periodically reset your portfolio back to the original split between stocks, bonds and other investments.

Most people seem to follow two rebalancing philosophies: do it according to the calendar, say once a year, or do it when you reach a certain trigger point, when one portion of your portfolio grows or shrinks outside of a predetermined range.

Here’s an example of how rebalancing might work:

Let’s say you sat down in 2006 and decided that based on your goals, the right portfolio for you was 50 percent in stocks and 50 percent in bonds (high quality, short-term bonds). As part of that process, let’s also assume that you committed to rebalancing your portfolio back to that original 50/50 allocation whenever your portfolio balance strayed too far from it.

At 50/50, your portfolio allocation represented the amount of risk that you felt you needed in order to achieve the return necessary to achieve your long-term goals. Thirty percent in stocks would be too little to meet your goals, but 70 percent in stocks represented more risk than you felt you could take.

Fast forward a few years to the meltdown of 2008-9. If you went into 2008 with 50 percent of your money in stocks and 50 percent in bonds, then as the market dropped, the composition of your portfolio would have changed from the original 50/50 allocation to something different. We’ll also assume that nothing else in your life changed and your goals remained the same. The only thing that changed was the market.

For our example, let’s assume that you’re using a trigger point to rebalance. Since it’s pretty common to rebalance when your portfolio allocation strays more than five percentage points off of your target, when the market fell in 2008 you would have rebalanced when your portfolio hit 55 percent bonds an 45 percent stocks. That would have meant selling bonds to buy more stocks.

Rebalancing is not a scientific way to time the market, nor is it a magic bullet to increase your returns. It is true that disciplined rebalancing could result in slightly higher returns, but it could also lead to slightly lower returns depending on what the market does. Rebalancing also does not automatically decrease your investment risk, but again, depending on market conditions, it may slightly increase or slightly decrease your risk over shorter periods of time.

While there is plenty of debate about how to rebalance and the pros and cons of rebalancing, there is one clear benefit to employing a disciplined rebalancing strategy: it prevents you from making the classic behavioral mistake of buying high and selling low. Warren Buffett has said that the key to investment success is to be greedy when everyone else is fearful and fearful when everyone else is greedy. As we all know that is super hard to do.

It was really hard to buy in March 2009. It was also hard to get yourself to sell in December 1999 or October 2007. But if you had committed to rebalance that is exactly what you would have done. Not because you were a market whiz, and not because you knew what the market was going to do. Instead you rebalanced because it made sense to stick with your plan. Rebalancing is the only way I know of to give yourself the highest likelihood of buying low and selling high in a disciplined, unemotional way.

Rebalancing reminds me a bit of the simple checklists used by doctors. I remember going in for a routine surgery that was going to be done on the left side of my body. When I went in for surgery, I met with the doctor who knew exactly what side of my body she was operating on, but as part of her checklist, she asked me again during pre-op. After she left, no fewer than four different people came in with my chart and asked me which side they were operating on.

Each time I answered the left side, but I became increasingly curious about why they were asking me so many times. Then, as I was on the operating table and before I was put under, the doctor who I had just seen the day before asked me which side she was operating on and then handed me a Sharpie and asked me to mark the side.

When I saw her a few days later as part of my post-op visit, I asked her why they had followed such a procedure. She told me that it was a simple checklist to keep them from doing something really stupid, like operating on the wrong side. It took them an extra minute or two and a Sharpie to avoid what would obviously be a huge mistake.

And that’s the real magic of of rebalancing; it becomes our investment Sharpie.

Article source: http://feeds.nytimes.com/click.phdo?i=a4654dd47286f9ca0a8b0370bba3a14c

DealBook: Carlyle Files for an I.P.O.

David Rubenstein, co-founder of the Carlyle Group.Jonathan Alcorn/Bloomberg NewsDavid Rubenstein, co-founder of the Carlyle Group.

The Carlyle Group officially wants to join the exclusive club of publicly traded private equity giants.

Carlyle filed for an initial public offering on Tuesday, a long-awaited development that will finally shed light on the investment firm’s business.

The securities filing listed a provisional fund-raising target of $100 million, which is likely to change over time. That number is used to calculate the registration fee.

Founded in 1987, the Washington-based firm manages $153 billion in assets across 86 funds and 49 fund of funds, according to the filing. It employs more than 1,100.

The firm reported $2.8 billion in revenue last year and $1.5 billion in net income attributable to Carlyle. Using economic net income, a pro forma accounting figure preferred by private equity firms, Carlyle earned just over $1 billion.

By comparison, the Blackstone Group, one of Carlyle’s biggest competitors, reported $3.1 billion in revenue and $485.5 million in economic net income last year.

Like other private equity firms, Carlyle has benefited from improving market conditions and low interest rates. The company reported a 172 percent increase in revenue for the first six months of the year, to $447.2 million.

Its revenue from management fees has grown 16 percent thanks to several fund acquisitions, while its performance fees have jumped an astounding 971 percent because the value of its investments has improved.

The firm also confirmed that it has reorganized its corporate structure, to reflect its transition from a private partnership to a public company. Its three cofounders will remain at the top: Daniel A. D’Aniello will become the firm’s chairman, while David M. Rubenstein and William E. Conway Jr. will become co-chief executives.

Carlyle’s public offering will also allow the firm’s current stakeholders to cash out, including its cofounders and senior executives. Mubadala, an investment arm of Abu Dhabi, purchased a 7.5 percent stake in 2007 and made an additional $500 million investment late last year. And the giant California pension fund Calpers has owned at least a 5.5 percent stake in the firm for several years.

The firm’s offering will be led by JPMorgan Chase, Citigroup and Credit Suisse.

Article source: http://feeds.nytimes.com/click.phdo?i=2580fddbc2771e47bd61551020be0842