Saturday, November 27, 2010
On Robert Downey Jr.
"Downey was able to return to the big screen only after Mel Gibson, who had been a close friend to Downey since both had co-starred in Air America, paid Downey's insurance bond for the 2003 film The Singing Detective. Gibson's gamble paved the way for Downey's comeback." From Wikipedia.
Sunday, October 31, 2010
Monday, October 25, 2010
That's What Business Is
When we are selling the last box of See's Candy just before Christmas, and a customer has been waiting in line for maybe 20 or 30 customers, and if the sales lady smiles at that last customer, our moat is widened, and if she snurls at that last customer, our moat is narrowed; and we can't see it, but it's going on everyday. But that's the key to it, I mean that's a total part of the product delivery - it's having everything associated with See's Candy and something pleasant happening; and that's what business is all about.
That's what you want to have in a business - to widen the moat - and if you're See's Candy, you want to do everything in the world to make sure that the experience basically of giving that gift leads to a favorable reaction - that means what's in the box, it means the person that sells it to you, because all of our business is done when we are terribly busy.
That's what you want to have in a business - to widen the moat - and if you're See's Candy, you want to do everything in the world to make sure that the experience basically of giving that gift leads to a favorable reaction - that means what's in the box, it means the person that sells it to you, because all of our business is done when we are terribly busy.
On getting a return by Warren Buffett
It's a tough thing to decide what business to buy or what business to buy into; but I don't want to buy into any business I am not terribly sure of. So if I am terribly sure of a business, it probably isn't going to offer incredible returns. Why should somethihg that is a essentially cinch (a sure thing) - to do well - offer you 40% a year or something like that. So we don't have huge returns in mind, but we do have in mind never losing anything.
I mean we bought See's Candy in 1972 for 25 million dollars - it was making $us 4 million a year pretax; we took no capital to speak of. When we worked towards buying that business, basically my partner Charlie Munger and I really decided whether there was a little untapped pricing power there. In other words, whether that $1.95 box of candy could just as easily sell for $2.00 or for $2 and a quarter.
I mean we bought See's Candy in 1972 for 25 million dollars - it was making $us 4 million a year pretax; we took no capital to speak of. When we worked towards buying that business, basically my partner Charlie Munger and I really decided whether there was a little untapped pricing power there. In other words, whether that $1.95 box of candy could just as easily sell for $2.00 or for $2 and a quarter.
Friday, October 8, 2010
I dropped the worry on the way
"I was taught early to work as hard as play, my life has been one long happy holiday, full of work and full of play, I dropped the worry on the way, and God was good to me everyday." John D. Rockefeller at age 86.
Some Quotes by John D. Rockefeller Sr.
Every right implies a responsibility.
Every opportunity an obligation.
Every possession a duty.
John D. Rockefeller Sr.
Every opportunity an obligation.
Every possession a duty.
John D. Rockefeller Sr.
On friendship
Better to form a friendship founded on buisness than a business founded on friendship. John D. Rockefeller Sr.
Wednesday, September 8, 2010
Senator Paul Simon on Happiness
Some people believe they can achieve happiness by adding educational degrees, or wealth, or a large home, or any one of a number of things that are not in themselves bad - but by themselves they do not provide happiness. You want certain basics - enough food, a place to live, clean clothes - but adding beyond those basics will not give you happiness.
Happiness is achieved through subtraction, not addition: You take from yourself to give to others.
Like at Christamas, when you discovered that you got more pleasure out of giving than receiving gifts.
Happiness is achieved through subtraction, not addition: You take from yourself to give to others.
Like at Christamas, when you discovered that you got more pleasure out of giving than receiving gifts.
Edward M. Kennedy upon the death of his brother Robert F. Kennedy
My brother need not be idealized, or enlarged in death beyond what he was in life, to be remembered simply as a good and decent man, who saw wrong and tried to right it, saw suffering and tried to heal it, saw war and tried to stop it.
Those of us who loved him and who take him to his rest today, pray that what he was to us and what he wished for others will some day come to pass for all the world.
As he said many times, in many parts of this nation, to those he touched and to those who sought to touch him:
"Some men see things as they are and say why.
I dream things that never were and say why not."
Those of us who loved him and who take him to his rest today, pray that what he was to us and what he wished for others will some day come to pass for all the world.
As he said many times, in many parts of this nation, to those he touched and to those who sought to touch him:
"Some men see things as they are and say why.
I dream things that never were and say why not."
Autobiography: My Life by Bill Clinton. 2004.
PROLOGUE:
When I was a young man just out of law school and eager to get on with my life, on a whim I briefly put aside my reading preference for fiction and history and bought one of those how-to books: How to Get Control of Your Time and Your Life, by Alan Lakein. The book's main point was the necessity of listing short-, medium-, and long-term life goals, then categorizing them in order of their importance, with the A group being the most important, the B group next, and the C the last, then listing under each goal specific activities designed to achieve them. I still have that paperback book, now almost thirty years old. And I'm sure I have that old list somewhere buried in my papers, though I can't find it. However, I do remember the A list. I wanted to be a good man, have a good marriage and children, have good friends, make a successful political life, and write a great book.
Whether I am a good man is, of course, for God to judge. I know that I am not as good as my strongest supporters believe or as I hope to become, nor as bad as my harshest critics assert. I have been graced beyond measure by my family life with Hillary and Chelsea. Like all families' lives, ours is not perfect, but it has been wonderful. Its flaws, as all the world knows, are mostly mine, and its continuing promise is grounded in their love. No person I know ever had more or better friends. Indeed, a strong case can be made that I rose to the presidency on the shoulders of my personal friends, the now legendary FOBs.
My life in politics was a joy. I loved campaigns and I loved governing. I always tried to keep things moving in the right direction, to give more people a chance to live their dreams, to lift people's spirits, and to bring them together. That's the way I kept score.
As for the great book, who knows? It sure is a good story.
When I was a young man just out of law school and eager to get on with my life, on a whim I briefly put aside my reading preference for fiction and history and bought one of those how-to books: How to Get Control of Your Time and Your Life, by Alan Lakein. The book's main point was the necessity of listing short-, medium-, and long-term life goals, then categorizing them in order of their importance, with the A group being the most important, the B group next, and the C the last, then listing under each goal specific activities designed to achieve them. I still have that paperback book, now almost thirty years old. And I'm sure I have that old list somewhere buried in my papers, though I can't find it. However, I do remember the A list. I wanted to be a good man, have a good marriage and children, have good friends, make a successful political life, and write a great book.
Whether I am a good man is, of course, for God to judge. I know that I am not as good as my strongest supporters believe or as I hope to become, nor as bad as my harshest critics assert. I have been graced beyond measure by my family life with Hillary and Chelsea. Like all families' lives, ours is not perfect, but it has been wonderful. Its flaws, as all the world knows, are mostly mine, and its continuing promise is grounded in their love. No person I know ever had more or better friends. Indeed, a strong case can be made that I rose to the presidency on the shoulders of my personal friends, the now legendary FOBs.
My life in politics was a joy. I loved campaigns and I loved governing. I always tried to keep things moving in the right direction, to give more people a chance to live their dreams, to lift people's spirits, and to bring them together. That's the way I kept score.
As for the great book, who knows? It sure is a good story.
On George S. Patton
George S. Patton
By Brother Mark Dabbs
Nomination of "Old Blood & Guts" to the Order of the Maltese Cross as a Saint may border on blasphemy or be perceived in a context of extreme militancy. Nevertheless, in review of the life and career of General Patton, I can find no man or woman more inspiring in word or deed than him. I've regarded him as a hero since the age of five, and only more so now. I find it difficult to nominate any dead person as a saint for much the same reason as the Old General would, "The object of war is not to die for your country but to make the other poor bastard die for his." In our context, magicians and martyrs are two different breeds; magicians get the job done and live to tell about it.
Fate followed him his whole life. Growing up, Patton was dyslexic and received schooling from home to assist with his learning difficulties until the age of 11. Following high school, Patton attended the Virginia Military Institute in preparation for West Point. He went onto Sweden after winning the American Military Olympics. There, he came in first in fencing against an undefeated Frenchman, the first time in American history. He placed second in swimming, and third in cross-country riding. In pistol marksmanship, witnesses claim that he put two bullets through the same hole. The judges, only required to count the number of holes counted the one and the second as a complete miss -- placing him 27th with the pistol and fifth overall; had this been considered otherwise, he would have placed first overall.
He volunteered and served as aide to General Pershing during the expedition against Pancho Villa in 1916 and again in France during World War I. Between wars, Patton read. This is an important point, for Patton had been placed in charge of the newly formed American Tank Corps. Here we find peerage among many generals - Heinz Guderian, the first general to apply the principles of blitzkrieg or "combined arms doctrine" important to the rise, and fall, of Germany. But, if Heinz was the Father of Combined Arms, British General JFC Fuller was the Grandfather. This same JFC Fuller being an important colleague of the Golden Dawn and an associate of Crowley, at least for a time.
It would be impossible to assess Patton as having any relevant awareness of Thelema, or Crowley. But when one looks at his career, his words, his actions, and the principles which he served and for which he fought, one would be hard pressed to find any other possessed of such a Will as his.
Undoubtedly, Patton expressed his mind, openly and without reservation, and had a pronounced dislike for politicians and "generals who would be politicians" (upon which there is comment in Liber AL, Chapter III). To look at his military career simply leaves one amazed at the number of times, despite superior performance, he got what can only be termed "the shaft."
Units under Patton’s direct command expelled the Axis from North Africa following the sound American defeat at Kasserine Pass, after which he was given command. His unit was placed in reserve for the invasion of Sicily. British forces under Montgomery having made only a few miles of gains in two weeks, forced Patton to appeal to the Allied Command to let him attack -- and in a few short weeks, had taken two thirds of Sicily, with continued political pressure to let other "Allied Generals" take key cities first. This happened time and time again.
"Third Army came into the scene suddenly and spectacularly as they broke out of Normandy and raced across France. In Brittany, Patton’s VIII corps drove all opposition before them. They swiftly captured the important ports of St. Brieuc, Quimper, Morlaix, and Nantes. The Germans didn’t know who was in command of the Third Army, but they did know that in seven days the Third Army had stolen 10,000 square miles from their “victorious Reich,” a faster advance than any army in history. They must have suspected that it was Patton, because the Germans always held Patton in higher respect than the Americans. After all, the Third Army’s stunning advance was far faster than the German blitzkrieg."
"Not allowed to take Argentan and end the war, Patton launched the Third Army towards Paris. The Third Army was now over 350 miles long and 120 miles wide. She straddled France while she waged war in four directions at once, attacking everywhere. In the north in Brittany, the Third Army was attacking Brest and several other fortress cities. Along the Loire, from Nantes to Orleans, it was holding 200 miles of open flank for all the northern Allied Armies. And on its 120-mile Seine front, the Third was enveloping Paris, holding a bridgehead and interdicting the river north of the capital, conducting an aggressive war of movement and carving out bridgeheads south of the city. Yet all these audacious, spectacular, and unmatched achievements were accomplished by an army only three weeks in action."
Third Army was instrumental in sealing the Falaise Pocket, but was again halted by Eisenhower who insisted that Montgomery be allowed to finish the job - and which ultimately led to numerous Axis divisions escaping to fight again later in the Ardennes Offensive in the Battle of the Bulge. Here again, Patton was kept in reserve, and was purposely deprived of ammunition and gasoline for his audacity and outspoken politically incorrect views. The Allies were effectively forced to give Patton the supplies he demanded, and in three days, Patton had shifted the entirety of Third Army some 150 miles, in the middle of winter, to relieve the American 101st Airborne at Bastogne, and ultimately kill or capture the majority of the Axis offensive operation. Every American general considered this impossible.
Patton’s wartime exploits go practically unmatched. Regarded as an eccentric, we can recall the movie in which George C. Scott portrays Patton standing on a hill overlooking a valley reminiscing about a previous life as a Roman soldier. Outspoken especially against the Soviets, he spoke out against Allied Commanders and spoke pragmatically and idealistically against many politically motivated decisions. He predicted the Ardennes Offensive before it happened and no one listened to him. He predicted how the Soviets would handle Eastern Europe, and no one listened. Patton’s Third Army was sent to clear Austria - and it turned out to be empty, and he then went on to liberate Austria and Czechoslovakia, as far and as fast as he could, ultimately to be relieved of command for overstepping orders in conjunction with inflammatory remarks made against the Soviets.
By the time the shooting stopped in Europe, Patton's army had inflicted more than 1,500,000 casualties against the German enemy. The only time Patton ever slowed down was when his 3rd Army liberated the Nazi Concentration camp at Buchenwald. When he saw what the Germans had done to the Jews and Gypsies of Europe he was so disgusted that he immediately enacted a strict policy forcing all German citizens in neighboring cities and towns to tour the camps to witness the result of their hateful nationalism. Other generals adopted Patton's policy upon liberating other concentration camps.
Later, in acting as a military governor he spoke of other violations of principle, "Today we received orders . . . in which we were told to give the Jews special accommodations. If for Jews, why not Catholics, Mormons, etc? We are also turning over to the French several hundred thousand prisoners of war to be used as slave labor in France. It is amusing to recall that we fought the Revolution in defense of the rights of man and the Civil War to abolish slavery and have now gone back on both principles."
He spoke out many times when it was unpopular to do so - against friends and foes, but mostly against politics and injustices - of favoring one group of people over another and against those whom he thought were not doing their job. His units were invariably green, and made into veteran units in a matter of short weeks and did the job of what multiple more experienced armies could not do in months.
His medals and commendations were extensive:
United States:
American Defense Service Ribbon
Distinguished Service Cross with One Bronze Oak Leaf Cluster
Distinguished Service Medal with Two Bronze Oak Leaf Clusters
Distinguished Service Medal (U.S. Navy)
One Silver Star
Three Bronze Stars
Legion of Merit
Mexican Service Badge
Purple Heart
Silver Life Saving Medal
Silver Star with One Bronze Oak Leaf Cluster
Victory medal (WWII)
Victory Medal with Four Bronze Stars (WWI)
Sons of the Revolution Medal
Great Britain:
Most Honourable Order of the Bath
Order of the British Empire
Enteur Pin of Malta
France:
Croix de Guerre of 1939 with Palm
Croix de Guerre with Bronze Star
Medal of the Legion of Honor
Medal of Verdun (WWI)
Metz Medal of Liberation (1944)
Commemorative Medal, City of Nancy
Commerative Medallion, City of Metz (1944)
Commerative Medalion Cities of Fontainebleau and Barbizon
Gourmier Pin of Morocco (French)
Grand Officer of the Legion of Honor
Liberation of Tours "Patton" Medallion
Liberation Medallion, City of d'Epernay
Liberation Medallion, City of Metz (1918)
Medallion of the City of Rheims
Belgium:
Croix de Guerre of 1940 with Palm
Grand Officer of the Order of Leopold with Palm
Civilian Shield
Czechoslovakia:
Military Cross
Order of the White Dragon
Luxembourg:
Croix de Guerre
Order of Adolphe of Nassau, Grand Croix
French Morocco:
Grand Officer of the Order of Leopold with Palm
Russia:
Guard's Badge
Order of Koutouzov, 1st Grade
Sweden:
Commemorative Medal of the V Olympiad (1912)
Armiens, Under Officers Skola
Kunge Sodermanlands Pansarregemente (Commerative Token)
Kungl. Krigs Skolan (Commemorative Medal)
Kungl. Upplands Regemente (Commorative Token)
Vatican:
Pope Pius XII Medallion
In his letter to Harbord, Patton also revealed his own plans to fight those who were destroying the morale and integrity of the Army and endangering America's future by not opposing the growing Soviet might: "It is my present thought . . . that when I finish this job, which will be around the first of the year, I shall resign, not retire, because if I retire I will still have a gag in my mouth . . . I should not start a limited counterattack, which would be contrary to my military theories, but should wait until I can start an all-out offensive…”
On December 7th, 1945, Patton was involved in a car accident, his head hit the railing and his spinal column was separated. Shortly afterwards, Patton though barely conscious was heard to say, "That's a coincidence..." A Lieutenant nearby asked, "What's a coincidence?" To which the general responded, "I was going home tomorrow."
On December 21, 1945, General Patton died of a blood clot in his brain. It was not the way Patton wanted to die. He felt that a soldier should die from “the last bullet, of the last day, in the last battle.” The city of Luxembourg served as headquarters for General George S. Patton's U.S. Third Army. General Patton is buried at the Luxembourg American Cemetery.
I submit that General George S. Patton fully embodied the Spirit of the Warrior Tradition, on the battlefield and off - against the aggressors and against the oppressors, regardless of the uniform they wore. His numerous reprimands were rarely extended for not complying with orders on the battlefield, but for questioning unjust policies based upon political and ulterior motives and for speaking his mind, without reservation.
General JFC Fuller can be considered the leading Grandfather of Combined Arms Theory, important to us by way of his connection to Crowley and his accomplishments as an occultist in his own right. Fuller, like Patton, was frequently regarded as an eccentric by his peers and superiors. His theories gave rise to Guderian, who was a Soldier's Soldier himself, regardless of the side he fought on. Rommel, too, was of this same school and same breed as Patton -- ultimately Rommel was forced to commit suicide for his involvement in the assassination attempt on Hitler. Patton knew warfare and applied it better than anyone of his time. He expressed himself openly, unpopularly, but for the things he believed to be just.
His philosophy is simple, and the following quotes, in my opinion would stand equal to any held in Liber AL --
If everybody is thinking alike,
then somebody isn't thinking.
Do your damnedest in an ostentatious manner all the time.
The object of war is not to die for your country
but to make the other bastard die for his
A pint of sweat will save a gallon of blood.
I don't measure a man's success by how high he climbs but how high he bounces when he hits bottom.
Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.
We herd sheep, we drive cattle, we lead people.
Lead me, follow me, or get out of my way.
A good plan today is better than a perfect plan tomorrow.
Courage is fear holding on a minute longer
Accept the challenges so that you can feel the exhilaration of victory.
I do not fear failure. I only fear the "slowing up" of the engine inside of me which is pounding, saying, "Keep going, someone must be on top, why not you?"
By Brother Mark Dabbs
Nomination of "Old Blood & Guts" to the Order of the Maltese Cross as a Saint may border on blasphemy or be perceived in a context of extreme militancy. Nevertheless, in review of the life and career of General Patton, I can find no man or woman more inspiring in word or deed than him. I've regarded him as a hero since the age of five, and only more so now. I find it difficult to nominate any dead person as a saint for much the same reason as the Old General would, "The object of war is not to die for your country but to make the other poor bastard die for his." In our context, magicians and martyrs are two different breeds; magicians get the job done and live to tell about it.
Fate followed him his whole life. Growing up, Patton was dyslexic and received schooling from home to assist with his learning difficulties until the age of 11. Following high school, Patton attended the Virginia Military Institute in preparation for West Point. He went onto Sweden after winning the American Military Olympics. There, he came in first in fencing against an undefeated Frenchman, the first time in American history. He placed second in swimming, and third in cross-country riding. In pistol marksmanship, witnesses claim that he put two bullets through the same hole. The judges, only required to count the number of holes counted the one and the second as a complete miss -- placing him 27th with the pistol and fifth overall; had this been considered otherwise, he would have placed first overall.
He volunteered and served as aide to General Pershing during the expedition against Pancho Villa in 1916 and again in France during World War I. Between wars, Patton read. This is an important point, for Patton had been placed in charge of the newly formed American Tank Corps. Here we find peerage among many generals - Heinz Guderian, the first general to apply the principles of blitzkrieg or "combined arms doctrine" important to the rise, and fall, of Germany. But, if Heinz was the Father of Combined Arms, British General JFC Fuller was the Grandfather. This same JFC Fuller being an important colleague of the Golden Dawn and an associate of Crowley, at least for a time.
It would be impossible to assess Patton as having any relevant awareness of Thelema, or Crowley. But when one looks at his career, his words, his actions, and the principles which he served and for which he fought, one would be hard pressed to find any other possessed of such a Will as his.
Undoubtedly, Patton expressed his mind, openly and without reservation, and had a pronounced dislike for politicians and "generals who would be politicians" (upon which there is comment in Liber AL, Chapter III). To look at his military career simply leaves one amazed at the number of times, despite superior performance, he got what can only be termed "the shaft."
Units under Patton’s direct command expelled the Axis from North Africa following the sound American defeat at Kasserine Pass, after which he was given command. His unit was placed in reserve for the invasion of Sicily. British forces under Montgomery having made only a few miles of gains in two weeks, forced Patton to appeal to the Allied Command to let him attack -- and in a few short weeks, had taken two thirds of Sicily, with continued political pressure to let other "Allied Generals" take key cities first. This happened time and time again.
"Third Army came into the scene suddenly and spectacularly as they broke out of Normandy and raced across France. In Brittany, Patton’s VIII corps drove all opposition before them. They swiftly captured the important ports of St. Brieuc, Quimper, Morlaix, and Nantes. The Germans didn’t know who was in command of the Third Army, but they did know that in seven days the Third Army had stolen 10,000 square miles from their “victorious Reich,” a faster advance than any army in history. They must have suspected that it was Patton, because the Germans always held Patton in higher respect than the Americans. After all, the Third Army’s stunning advance was far faster than the German blitzkrieg."
"Not allowed to take Argentan and end the war, Patton launched the Third Army towards Paris. The Third Army was now over 350 miles long and 120 miles wide. She straddled France while she waged war in four directions at once, attacking everywhere. In the north in Brittany, the Third Army was attacking Brest and several other fortress cities. Along the Loire, from Nantes to Orleans, it was holding 200 miles of open flank for all the northern Allied Armies. And on its 120-mile Seine front, the Third was enveloping Paris, holding a bridgehead and interdicting the river north of the capital, conducting an aggressive war of movement and carving out bridgeheads south of the city. Yet all these audacious, spectacular, and unmatched achievements were accomplished by an army only three weeks in action."
Third Army was instrumental in sealing the Falaise Pocket, but was again halted by Eisenhower who insisted that Montgomery be allowed to finish the job - and which ultimately led to numerous Axis divisions escaping to fight again later in the Ardennes Offensive in the Battle of the Bulge. Here again, Patton was kept in reserve, and was purposely deprived of ammunition and gasoline for his audacity and outspoken politically incorrect views. The Allies were effectively forced to give Patton the supplies he demanded, and in three days, Patton had shifted the entirety of Third Army some 150 miles, in the middle of winter, to relieve the American 101st Airborne at Bastogne, and ultimately kill or capture the majority of the Axis offensive operation. Every American general considered this impossible.
Patton’s wartime exploits go practically unmatched. Regarded as an eccentric, we can recall the movie in which George C. Scott portrays Patton standing on a hill overlooking a valley reminiscing about a previous life as a Roman soldier. Outspoken especially against the Soviets, he spoke out against Allied Commanders and spoke pragmatically and idealistically against many politically motivated decisions. He predicted the Ardennes Offensive before it happened and no one listened to him. He predicted how the Soviets would handle Eastern Europe, and no one listened. Patton’s Third Army was sent to clear Austria - and it turned out to be empty, and he then went on to liberate Austria and Czechoslovakia, as far and as fast as he could, ultimately to be relieved of command for overstepping orders in conjunction with inflammatory remarks made against the Soviets.
By the time the shooting stopped in Europe, Patton's army had inflicted more than 1,500,000 casualties against the German enemy. The only time Patton ever slowed down was when his 3rd Army liberated the Nazi Concentration camp at Buchenwald. When he saw what the Germans had done to the Jews and Gypsies of Europe he was so disgusted that he immediately enacted a strict policy forcing all German citizens in neighboring cities and towns to tour the camps to witness the result of their hateful nationalism. Other generals adopted Patton's policy upon liberating other concentration camps.
Later, in acting as a military governor he spoke of other violations of principle, "Today we received orders . . . in which we were told to give the Jews special accommodations. If for Jews, why not Catholics, Mormons, etc? We are also turning over to the French several hundred thousand prisoners of war to be used as slave labor in France. It is amusing to recall that we fought the Revolution in defense of the rights of man and the Civil War to abolish slavery and have now gone back on both principles."
He spoke out many times when it was unpopular to do so - against friends and foes, but mostly against politics and injustices - of favoring one group of people over another and against those whom he thought were not doing their job. His units were invariably green, and made into veteran units in a matter of short weeks and did the job of what multiple more experienced armies could not do in months.
His medals and commendations were extensive:
United States:
American Defense Service Ribbon
Distinguished Service Cross with One Bronze Oak Leaf Cluster
Distinguished Service Medal with Two Bronze Oak Leaf Clusters
Distinguished Service Medal (U.S. Navy)
One Silver Star
Three Bronze Stars
Legion of Merit
Mexican Service Badge
Purple Heart
Silver Life Saving Medal
Silver Star with One Bronze Oak Leaf Cluster
Victory medal (WWII)
Victory Medal with Four Bronze Stars (WWI)
Sons of the Revolution Medal
Great Britain:
Most Honourable Order of the Bath
Order of the British Empire
Enteur Pin of Malta
France:
Croix de Guerre of 1939 with Palm
Croix de Guerre with Bronze Star
Medal of the Legion of Honor
Medal of Verdun (WWI)
Metz Medal of Liberation (1944)
Commemorative Medal, City of Nancy
Commerative Medallion, City of Metz (1944)
Commerative Medalion Cities of Fontainebleau and Barbizon
Gourmier Pin of Morocco (French)
Grand Officer of the Legion of Honor
Liberation of Tours "Patton" Medallion
Liberation Medallion, City of d'Epernay
Liberation Medallion, City of Metz (1918)
Medallion of the City of Rheims
Belgium:
Croix de Guerre of 1940 with Palm
Grand Officer of the Order of Leopold with Palm
Civilian Shield
Czechoslovakia:
Military Cross
Order of the White Dragon
Luxembourg:
Croix de Guerre
Order of Adolphe of Nassau, Grand Croix
French Morocco:
Grand Officer of the Order of Leopold with Palm
Russia:
Guard's Badge
Order of Koutouzov, 1st Grade
Sweden:
Commemorative Medal of the V Olympiad (1912)
Armiens, Under Officers Skola
Kunge Sodermanlands Pansarregemente (Commerative Token)
Kungl. Krigs Skolan (Commemorative Medal)
Kungl. Upplands Regemente (Commorative Token)
Vatican:
Pope Pius XII Medallion
In his letter to Harbord, Patton also revealed his own plans to fight those who were destroying the morale and integrity of the Army and endangering America's future by not opposing the growing Soviet might: "It is my present thought . . . that when I finish this job, which will be around the first of the year, I shall resign, not retire, because if I retire I will still have a gag in my mouth . . . I should not start a limited counterattack, which would be contrary to my military theories, but should wait until I can start an all-out offensive…”
On December 7th, 1945, Patton was involved in a car accident, his head hit the railing and his spinal column was separated. Shortly afterwards, Patton though barely conscious was heard to say, "That's a coincidence..." A Lieutenant nearby asked, "What's a coincidence?" To which the general responded, "I was going home tomorrow."
On December 21, 1945, General Patton died of a blood clot in his brain. It was not the way Patton wanted to die. He felt that a soldier should die from “the last bullet, of the last day, in the last battle.” The city of Luxembourg served as headquarters for General George S. Patton's U.S. Third Army. General Patton is buried at the Luxembourg American Cemetery.
I submit that General George S. Patton fully embodied the Spirit of the Warrior Tradition, on the battlefield and off - against the aggressors and against the oppressors, regardless of the uniform they wore. His numerous reprimands were rarely extended for not complying with orders on the battlefield, but for questioning unjust policies based upon political and ulterior motives and for speaking his mind, without reservation.
General JFC Fuller can be considered the leading Grandfather of Combined Arms Theory, important to us by way of his connection to Crowley and his accomplishments as an occultist in his own right. Fuller, like Patton, was frequently regarded as an eccentric by his peers and superiors. His theories gave rise to Guderian, who was a Soldier's Soldier himself, regardless of the side he fought on. Rommel, too, was of this same school and same breed as Patton -- ultimately Rommel was forced to commit suicide for his involvement in the assassination attempt on Hitler. Patton knew warfare and applied it better than anyone of his time. He expressed himself openly, unpopularly, but for the things he believed to be just.
His philosophy is simple, and the following quotes, in my opinion would stand equal to any held in Liber AL --
If everybody is thinking alike,
then somebody isn't thinking.
Do your damnedest in an ostentatious manner all the time.
The object of war is not to die for your country
but to make the other bastard die for his
A pint of sweat will save a gallon of blood.
I don't measure a man's success by how high he climbs but how high he bounces when he hits bottom.
Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.
We herd sheep, we drive cattle, we lead people.
Lead me, follow me, or get out of my way.
A good plan today is better than a perfect plan tomorrow.
Courage is fear holding on a minute longer
Accept the challenges so that you can feel the exhilaration of victory.
I do not fear failure. I only fear the "slowing up" of the engine inside of me which is pounding, saying, "Keep going, someone must be on top, why not you?"
Tuesday, September 7, 2010
On Abraham Lincoln
Abraham Lincoln lost 8 elections before he won one. He failed in business, he failed as a farmer, he ran for the state legislature and lost, his first wife died, and he had a nervous breakdown. When he ran for Speaker, he lost, he then ran for Congress and lost. He ran for the U.S. Senate and lost. He ran for vice president and lost. He ran for the U.S. Senate again and lost, then lost again. Finally he won the election to become President, and then country went into a Civil War.
But he was the greatest president of the U.S. and the most interesting man who ever lived, according to Robert Frost.
But he was the greatest president of the U.S. and the most interesting man who ever lived, according to Robert Frost.
Anecdote of George Patton
General George Patton who, beginning in 1942, single-handedly liberated North Africa including Morrocco and Tunisia from the Nazis and Italians, went on to liberate Sicily and Italy, and then France, Luxemburg, Belgium, Austria, Czechoslovakia, and the rest of the European nations until he arrived at Germany; in this process he killed 55% of the German army (1,500,000 sodiers), and took the country. On his final approach to take Berlin, he received word from his superior, General Omar Bradley, that he was not to take the German city of Trier since to take this city, he needed three divisions, and Patton had only two. So, General Bradley told Patton to hold off from taking the city of Trier, but Patton, as was his way, had already taken that city and replied to Bradley, "Have already taken Trier, do you want me to give it back?"
Taken in part from the Book: Buck Up, Suck Up... and Come Back When You Foul Up. By James Carville and Paul Begala.
Taken in part from the Book: Buck Up, Suck Up... and Come Back When You Foul Up. By James Carville and Paul Begala.
George Smith PATTON
Early 1943 - The North African Campaign: During the North African campaign, Major General Patton was in command of the western task force of the United States Army. Patton and his troops arrived in Morocco aboard the cruiser USS Augusta while entering the port of Casablanca. Casablanca fell within just four days of fighting. The Sultan of Morocco was so impressed that he presented Patton with the order of Ouissam Alaouite with the citation: “Les lion’s dans leurs tanieres tremblent en le voyant approacher” (The lions in their dens tremble at his approach).
On March 6, 1943, General Patton took Major General Lloyd Fredendall's place as commander of the II Corps. By mid-March, Patton, along with his troops, joined the rest of the British I Army and pushed the Germans and Italians back into a smaller portion of Tunisia. Finally, they were pushed out of North Africa by Mid-May.
Sicily Campaign: As a result of Patton’s performance during the North African Campaign, Patton received command of the Seventh Army in preparation for the 1943 invasion of Sicily. Patton formed a provisional corps under his chief of staff and swiftly pushed through Western Sicily, liberating the Capital, Palermo. After that, Patton quickly turned east toward Messenia.
Slapping incident and removal from command: While General Patton was visiting a military hospital in Sicily on August 3, 1943, he was greeting soldiers. Patton came upon a soldier that was 24 years old and his name was Charles H. Kuhl. When Patton came upon him, he was weeping. Patton asked “whats a matter with you?” The soldier replied "I can’t stand the shelling it’s my nerves". Patton burst out in rage saying much profanity and calling the soldier a coward and ordered him back to the frontline. Patton was so mad that he slapped the soldier in the back of the head.
When General Eisenhower found out about the incident, he ordered Patton to make amends and apologize to the soldier. Kuhl later found out that he had malaria. That was why his nerves were acting up, and that was the reason that he was suffering. Patton personally apologized to the soldier at Patton Headquarters and did not know that the soldier had malaria. Charles H. Kuhl died on January 24, 1971 from natural causes.
Normandy: Patton was placed in command of the third army following the Normandy Invasion, which was on the far west of the allied forces landing. He led this army in the late stages of Operation Cobra. The third army simultaneously attacked west, south, east toward Seine, and north. Patton used Germany's own blitzkrieg tactics. The third army covered more than 60 miles in just 2 weeks from Avranches to Argentan.
Lorraine: General Patton’s offense came to a halt on August 31, 1944 as the third army literally ran out of gas next to the Mosselle River just outside of Metz, France. Patton expected that the Theater commander would keep fuel and supplies coming to help the successful advantages.
Patton’s experience suggested that a major U.S. and Allied advantage was in mobility. This lead to more numbers of U.S. trucks, U.S. tanks, and better radio communication. In October and November, the third army was in a full on battle with the Germans with heavy casualties on both sides. However on November 23, Metz finally fell to the Americans. This was the first time the city had been taken since the Franco-Prussian war in 1870.
Battle of the Bulge: In 1944, the German army launched a last ditch offensive across Belgium, Luxembourg and northeastern France popularly as the Battle of the Bulge. On December 16, 1944 the German army massed 29 divisions at a weak point in the allied lines and made massive headways toward the Muese River. Patton turned the third army, disengaging the 3rd army from the front line of the German forces and besieged the 101st airborne Division.
General Patton's Legacy
In the end General Patton left his mark on U.S. history by being one of the most decorated Generals of every one of the other wars throughout history.
General Patton got the right to go command the highly commended Third army who with General Patton captured or conquered a total of 82,000 square miles of German territory during World War II that was used as German outposts and a few generals in Germany.
Patton's Third Army inflicted a shocking total of 55% of all Germans killed, wounded, or captured This means more than half of the German army was killed, wounded, or captured by the Third Army with General Patton at its head. When the United States of America needed a strong driven leader There was only one man for the job and that was General Patton.
On March 6, 1943, General Patton took Major General Lloyd Fredendall's place as commander of the II Corps. By mid-March, Patton, along with his troops, joined the rest of the British I Army and pushed the Germans and Italians back into a smaller portion of Tunisia. Finally, they were pushed out of North Africa by Mid-May.
Sicily Campaign: As a result of Patton’s performance during the North African Campaign, Patton received command of the Seventh Army in preparation for the 1943 invasion of Sicily. Patton formed a provisional corps under his chief of staff and swiftly pushed through Western Sicily, liberating the Capital, Palermo. After that, Patton quickly turned east toward Messenia.
Slapping incident and removal from command: While General Patton was visiting a military hospital in Sicily on August 3, 1943, he was greeting soldiers. Patton came upon a soldier that was 24 years old and his name was Charles H. Kuhl. When Patton came upon him, he was weeping. Patton asked “whats a matter with you?” The soldier replied "I can’t stand the shelling it’s my nerves". Patton burst out in rage saying much profanity and calling the soldier a coward and ordered him back to the frontline. Patton was so mad that he slapped the soldier in the back of the head.
When General Eisenhower found out about the incident, he ordered Patton to make amends and apologize to the soldier. Kuhl later found out that he had malaria. That was why his nerves were acting up, and that was the reason that he was suffering. Patton personally apologized to the soldier at Patton Headquarters and did not know that the soldier had malaria. Charles H. Kuhl died on January 24, 1971 from natural causes.
Normandy: Patton was placed in command of the third army following the Normandy Invasion, which was on the far west of the allied forces landing. He led this army in the late stages of Operation Cobra. The third army simultaneously attacked west, south, east toward Seine, and north. Patton used Germany's own blitzkrieg tactics. The third army covered more than 60 miles in just 2 weeks from Avranches to Argentan.
Lorraine: General Patton’s offense came to a halt on August 31, 1944 as the third army literally ran out of gas next to the Mosselle River just outside of Metz, France. Patton expected that the Theater commander would keep fuel and supplies coming to help the successful advantages.
Patton’s experience suggested that a major U.S. and Allied advantage was in mobility. This lead to more numbers of U.S. trucks, U.S. tanks, and better radio communication. In October and November, the third army was in a full on battle with the Germans with heavy casualties on both sides. However on November 23, Metz finally fell to the Americans. This was the first time the city had been taken since the Franco-Prussian war in 1870.
Battle of the Bulge: In 1944, the German army launched a last ditch offensive across Belgium, Luxembourg and northeastern France popularly as the Battle of the Bulge. On December 16, 1944 the German army massed 29 divisions at a weak point in the allied lines and made massive headways toward the Muese River. Patton turned the third army, disengaging the 3rd army from the front line of the German forces and besieged the 101st airborne Division.
General Patton's Legacy
In the end General Patton left his mark on U.S. history by being one of the most decorated Generals of every one of the other wars throughout history.
General Patton got the right to go command the highly commended Third army who with General Patton captured or conquered a total of 82,000 square miles of German territory during World War II that was used as German outposts and a few generals in Germany.
Patton's Third Army inflicted a shocking total of 55% of all Germans killed, wounded, or captured This means more than half of the German army was killed, wounded, or captured by the Third Army with General Patton at its head. When the United States of America needed a strong driven leader There was only one man for the job and that was General Patton.
On Risk
People who live comfortably and on the safe side of risk, which is most people, will never know of the great enthusiasm that comes from winning nor of the pain that comes from losing or failing. But in order to win in life, you must take risks.
Sir Isaac Newton
One of his most profound discoveries was that, "Bodies in motion tend to stay in motion, and bodies that are static tend to stay static."
Tracy and Herb Kelleher
Herb Kelleher, probably the best CEO of all time according to Fortune Magazine, was told by Tracy from the Marketing Department at Southwest Airlines, that her surveys indicated that the passengers might enjoy a light entreé on the Houston to Las Vegas flight. Since all the airline offers is peanuts, she thinks a nice chicken Caesar salad would be popular on that flight. Herb replied, "Tracy, will adding that chicken Caesar salad make us THE low-fare airline from Houston to Texas? Because if it doesn't help us become the unchallenged low-fare airline, we're not serving any damn chicken salad."
FOCUS on STRATEGY, and on the OBJECTIVE.
Taken from the book "Buck Up, Suck Up... and Come Back When You Foul Up" by James Carville and Paul Begala.
FOCUS on STRATEGY, and on the OBJECTIVE.
Taken from the book "Buck Up, Suck Up... and Come Back When You Foul Up" by James Carville and Paul Begala.
Monday, September 6, 2010
Why go to the Moon
"But why, some say, 'The moon,' why choose this as our goal, and they may well ask, why climb the highest mountain, why 35 years ago fly the Atlantic, why does Rice play Texas, we choose to go to the moon (applause) we choose to go to the moon (applause) we choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one we intend to win, and the others too."
JFK, 1962, Houston, Texas.
JFK, 1962, Houston, Texas.
Sunday, September 5, 2010
On J.F.K.
Adlai Stevenson, U.S. Ambassador to the U.N., upon speaking to the Assembly 4 days after JFK was killed:
“My dear colleagues, my priviledge in this sad hour is to convey to you Mr. President, to you Mr. Secretary General, and to you the assembled delegates of the world community the profound gratitude of the people of my country for what has been done and for what has been said here today. Our grief is the more bearable because it is so widely and so genuinely shared, and for this we can only say, simply, but from the depths of our full hearts, thank you.”
“President Kennedy was so contemporary a man, so involved in our world, so immersed in our times, so responsive to its challenges, so intense a participant in the great events and the great decisions of our day that he seemed very simple - of the vitality and the exhuberance that is the essence of life itself. Never once did he lose his way in the maze, never once did he falter in the storm of spears, never once was he intimidated. Like the ancient profets, he loved the people enough to warn them of their errors, and the man who loves his country best, will hold it to its highest standards. He made us proud to be Americans.”
“We shall not soon forget that he held fast to the vision of a world in which the peace is secure, in which inevitable conflicts are reconciled by pacific means, in which nations devote their energies to the welfare of all their citizens, and in which the vast and colorful diversity of human society can flourish in a restless competitive search for a better society.”
“And we shall never forget, these ambitions, these visions, these convictions that so inspired this remarkable young man and so quickened the quality and the tempo of our times in these fleeting past 3 years, and our grief is compounded by the bitter irony that he who gave his all to contain violence, lost his all to violence, now he is gone, today we mourn him, tomorrow and tomorrow we shall miss him, and so we shall never know how different the world might have been had fate permitted this blazing talent to live and labor longer at man’s unfinished agenda for peace and progress for all.”
“My dear colleagues, my priviledge in this sad hour is to convey to you Mr. President, to you Mr. Secretary General, and to you the assembled delegates of the world community the profound gratitude of the people of my country for what has been done and for what has been said here today. Our grief is the more bearable because it is so widely and so genuinely shared, and for this we can only say, simply, but from the depths of our full hearts, thank you.”
“President Kennedy was so contemporary a man, so involved in our world, so immersed in our times, so responsive to its challenges, so intense a participant in the great events and the great decisions of our day that he seemed very simple - of the vitality and the exhuberance that is the essence of life itself. Never once did he lose his way in the maze, never once did he falter in the storm of spears, never once was he intimidated. Like the ancient profets, he loved the people enough to warn them of their errors, and the man who loves his country best, will hold it to its highest standards. He made us proud to be Americans.”
“We shall not soon forget that he held fast to the vision of a world in which the peace is secure, in which inevitable conflicts are reconciled by pacific means, in which nations devote their energies to the welfare of all their citizens, and in which the vast and colorful diversity of human society can flourish in a restless competitive search for a better society.”
“And we shall never forget, these ambitions, these visions, these convictions that so inspired this remarkable young man and so quickened the quality and the tempo of our times in these fleeting past 3 years, and our grief is compounded by the bitter irony that he who gave his all to contain violence, lost his all to violence, now he is gone, today we mourn him, tomorrow and tomorrow we shall miss him, and so we shall never know how different the world might have been had fate permitted this blazing talent to live and labor longer at man’s unfinished agenda for peace and progress for all.”
Thursday, September 2, 2010
Henry Ford Quotes
When Henry Ford died in 1947, at the age of 84, he had over 1 billion 400 thousand dollars that had to be parted among his descendants.
Some of his most famous sayings were:
We must know a little about a lot, unlike those who work for us, who a know a lot about few subjects.
Thinking is the hardest work there is, which is probably the reason why so few engage in it.
Anyone who stops learning is old, whether at twenty or eighty. Anyone who keeps learning stays young. The greatest thing in life is to keep your mind young.
Capital punishment is as fundamentally wrong as a cure for crime as charity is wrong as a cure for poverty.
Henry Ford
Some of his most famous sayings were:
We must know a little about a lot, unlike those who work for us, who a know a lot about few subjects.
Thinking is the hardest work there is, which is probably the reason why so few engage in it.
Anyone who stops learning is old, whether at twenty or eighty. Anyone who keeps learning stays young. The greatest thing in life is to keep your mind young.
Capital punishment is as fundamentally wrong as a cure for crime as charity is wrong as a cure for poverty.
Henry Ford
Wednesday, September 1, 2010
The Thinking at XEROX
"We are a company which pays a premium on imagination and the use of creativity and the use of brains to think of new ideas. We don't want to do things the same old way, we suspect the same old way. Therefore as you come here, I hope you come with an attitude that change will be a way of life for you, you will not be doing things tomorrow the way you are doing them today, and if you do, we will feel that some way or other the momentum that has taken years and years to build up is perhaps slowing down and I assure you we'll bend every effort we know how to keep it from slowing down. Therefore we are seeking people who are willing to accept risk, who are willing to try new ideas, who have new ideas of their own, who are not affraid to change what they are doing from one day to the next or one year to the next, who welcome new challenges, who welcome new people, who welcome new positions, and if you are that sort of person, you'll be very welcome here at Xerox." Joe Wilson, CEO, XEROX Corporation 1960's.
Saturday, August 14, 2010
Quotes by Teddy Roosevelt
Theodore (Teddy) Roosevelt was born in N.Y. City in 1858, became Governor of New York in 1898. Was elected Vice President in 1900 and became, at 42, the youngest President after McKinley’s assassination in 1901. He served until 1909, and died in January, 1919.
Man in the Arena
One of the top three most requested quotes is that regarding the "man in the arena" or "not the critic"
"It is not the critic who counts: not the man who points out how the strong man stumbles or where the doer of deeds could have done better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood, who strives valiantly, who errs and comes up short again and again, because there is no effort without error or shortcoming, but who knows the great enthusiasms, the great devotions, who spends himself for a worthy cause; who, at the best, knows, in the end, the triumph of high achievement, and who, at the worst, if he fails, at least he fails while daring greatly, so that his place shall never be with those cold and timid souls who knew neither victory nor defeat."
"Citizenship in a Republic,"
Speech at the Sorbonne, Paris, April 23, 1910
Below are additional quotations related to the more famous and later quote. These quotes taken from a cdrom - The Works of Theodore Roosevelt - National Edition, A PRODUCT OF H-BAR ENTERPRISES COPYRIGHT 1997
"...the man who really counts in the world is the doer, not the mere critic-the man who actually does the work, even if roughly and imperfectly, not the man who only talks or writes about how it ought to be done." (1891)
"Criticism is necessary and useful; it is often indispensable; but it can never take the place of action, or be even a poor substitute for it. The function of the mere critic is of very subordinate usefulness. It is the doer of deeds who actually counts in the battle for life, and not the man who looks on and says how the fight ought to be fought, without himself sharing the stress and the danger." (1894)
"No one cares how much you know, until they know how much you care"
— Theodore Roosevelt
"Do what you can, with what you have, where you are."
— Theodore Roosevelt
"It is true of the Nation, as of the individual, that the greatest doer must also be a great dreamer."
Berkeley, CA, 1911
"I have never in my life envied a human being who led an easy life; I have envied a great many people who led difficult lives and led them well."
Des Moines, Iowa, November 4, 1910.
"Never throughout history has a man who lived a life of ease left a name worth remembering."
— Theodore Roosevelt
"There are two things that I want you to make up your minds to: first, that you are going to have a good time as long as you live - I have no use for the sour-faced man - and next, that you are going to do something worthwhile, that you are going to work hard and do the things you set out to do."
Talk to schoolchildren in Oyster Bay, Christmastime 1898
"I don't think any President ever enjoyed himself more than I did. Moreover, I don't think any ex-President ever enjoyed himself more."... "Success - the real success - does not depend upon the position you hold, but upon how you carry yourself in that position."
University of Cambridge, England, May 26, 1910
"If a man does not have an ideal and try to live up to it, then he becomes a mean, base and sordid creature, no matter how successful."
Letter to his son Kermit, quoted in Theodore Roosevelt by Joseph Bucklin Bishop, 1915
"Thrice happy is the nation that has a glorious history. Far better it is to dare mighty things, to win glorious triumphs, even though checkered by failure, than to take rank with those poor spirits who neither enjoy much nor suffer much, because they live in the gray twilight that knows neither victory nor defeat."
"The Strenuous Life"
"The one thing I want to leave my children is an honorable name." "It is hard to fail, but it is worse never to have tried to succeed."
Chicago, IL, April 10, 1899
"No man needs sympathy because he has to work, because he has a burden to carry. Far and away the best prize that life offers is the chance to work hard at work worth doing."
— Theodore Roosevelt
"Our aim is not to do away with corporations; on the contrary, these big aggregations are an inevitable development of modern industrialism, and the effort to destroy them would be futile unless accomplished in ways that would work the utmost mischief to the entire body politic. We can do nothing of good in the way of regulating and supervising these corporations until we fix clearly in our minds that we are not attacking the corporations, but endeavoring to do away with any evil in them. We are not hostile to them; we are merely determined that they shall be so handled as to subserve the public good. We draw the line against misconduct, not against wealth."
— Theodore Roosevelt
"In the first place, we should insist that if the immigrant who comes here in good faith becomes an American and assimilates himself to us, he shall be treated on an exact equality with everyone else, for it is an outrage to discriminate against any such man because of creed, or birthplace, or origin. But this is predicated upon the person's becoming in every facet an American, and nothing but an American...There can be no divided allegiance here. Any man who says he is an American, but something else also, isn't an American at all. We have room for but one flag, the American flag... We have room for but one language here, and that is the English language... and we have room for but one sole loyalty and that is a loyalty to the American people."
— Theodore Roosevelt
Presidential Criticism
Recently several people have written to ask us (The Theodore Roosevelt Association) about a viewpoint TR had on criticism of the presidency. This quote was part of an editorial he wrote for the "Kansas City Star" during World War I.
"The President is merely the most important among a large number of public servants. He should be supported or opposed exactly to the degree which is warranted by his good conduct or bad conduct, his efficiency or inefficiency in rendering loyal, able, and disinterested service to the Nation as a whole. Therefore it is absolutely necessary that there should be full liberty to tell the truth about his acts, and this means that it is exactly necessary to blame him when he does wrong as to praise him when he does right. Any other attitude in an American citizen is both base and servile. To announce that there must be no criticism of the President, or that we are to stand by the President, right or wrong, is not only unpatriotic and servile, but is morally treasonable to the American public. Nothing but the truth should be spoken about him or any one else. But it is even more important to tell the truth, pleasant or unpleasant, about him than about any one else."
"Roosevelt in the Kansas City Star", 149
May 7, 1918.
"A vote is like a rifle: its usefulness depends upon the character of the user."
An Autobiography, 1913.
"I am a part of everything that I have read."
— Theodore Roosevelt
Man in the Arena
One of the top three most requested quotes is that regarding the "man in the arena" or "not the critic"
"It is not the critic who counts: not the man who points out how the strong man stumbles or where the doer of deeds could have done better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood, who strives valiantly, who errs and comes up short again and again, because there is no effort without error or shortcoming, but who knows the great enthusiasms, the great devotions, who spends himself for a worthy cause; who, at the best, knows, in the end, the triumph of high achievement, and who, at the worst, if he fails, at least he fails while daring greatly, so that his place shall never be with those cold and timid souls who knew neither victory nor defeat."
"Citizenship in a Republic,"
Speech at the Sorbonne, Paris, April 23, 1910
Below are additional quotations related to the more famous and later quote. These quotes taken from a cdrom - The Works of Theodore Roosevelt - National Edition, A PRODUCT OF H-BAR ENTERPRISES COPYRIGHT 1997
"...the man who really counts in the world is the doer, not the mere critic-the man who actually does the work, even if roughly and imperfectly, not the man who only talks or writes about how it ought to be done." (1891)
"Criticism is necessary and useful; it is often indispensable; but it can never take the place of action, or be even a poor substitute for it. The function of the mere critic is of very subordinate usefulness. It is the doer of deeds who actually counts in the battle for life, and not the man who looks on and says how the fight ought to be fought, without himself sharing the stress and the danger." (1894)
"No one cares how much you know, until they know how much you care"
— Theodore Roosevelt
"Do what you can, with what you have, where you are."
— Theodore Roosevelt
"It is true of the Nation, as of the individual, that the greatest doer must also be a great dreamer."
Berkeley, CA, 1911
"I have never in my life envied a human being who led an easy life; I have envied a great many people who led difficult lives and led them well."
Des Moines, Iowa, November 4, 1910.
"Never throughout history has a man who lived a life of ease left a name worth remembering."
— Theodore Roosevelt
"There are two things that I want you to make up your minds to: first, that you are going to have a good time as long as you live - I have no use for the sour-faced man - and next, that you are going to do something worthwhile, that you are going to work hard and do the things you set out to do."
Talk to schoolchildren in Oyster Bay, Christmastime 1898
"I don't think any President ever enjoyed himself more than I did. Moreover, I don't think any ex-President ever enjoyed himself more."... "Success - the real success - does not depend upon the position you hold, but upon how you carry yourself in that position."
University of Cambridge, England, May 26, 1910
"If a man does not have an ideal and try to live up to it, then he becomes a mean, base and sordid creature, no matter how successful."
Letter to his son Kermit, quoted in Theodore Roosevelt by Joseph Bucklin Bishop, 1915
"Thrice happy is the nation that has a glorious history. Far better it is to dare mighty things, to win glorious triumphs, even though checkered by failure, than to take rank with those poor spirits who neither enjoy much nor suffer much, because they live in the gray twilight that knows neither victory nor defeat."
"The Strenuous Life"
"The one thing I want to leave my children is an honorable name." "It is hard to fail, but it is worse never to have tried to succeed."
Chicago, IL, April 10, 1899
"No man needs sympathy because he has to work, because he has a burden to carry. Far and away the best prize that life offers is the chance to work hard at work worth doing."
— Theodore Roosevelt
"Our aim is not to do away with corporations; on the contrary, these big aggregations are an inevitable development of modern industrialism, and the effort to destroy them would be futile unless accomplished in ways that would work the utmost mischief to the entire body politic. We can do nothing of good in the way of regulating and supervising these corporations until we fix clearly in our minds that we are not attacking the corporations, but endeavoring to do away with any evil in them. We are not hostile to them; we are merely determined that they shall be so handled as to subserve the public good. We draw the line against misconduct, not against wealth."
— Theodore Roosevelt
"In the first place, we should insist that if the immigrant who comes here in good faith becomes an American and assimilates himself to us, he shall be treated on an exact equality with everyone else, for it is an outrage to discriminate against any such man because of creed, or birthplace, or origin. But this is predicated upon the person's becoming in every facet an American, and nothing but an American...There can be no divided allegiance here. Any man who says he is an American, but something else also, isn't an American at all. We have room for but one flag, the American flag... We have room for but one language here, and that is the English language... and we have room for but one sole loyalty and that is a loyalty to the American people."
— Theodore Roosevelt
Presidential Criticism
Recently several people have written to ask us (The Theodore Roosevelt Association) about a viewpoint TR had on criticism of the presidency. This quote was part of an editorial he wrote for the "Kansas City Star" during World War I.
"The President is merely the most important among a large number of public servants. He should be supported or opposed exactly to the degree which is warranted by his good conduct or bad conduct, his efficiency or inefficiency in rendering loyal, able, and disinterested service to the Nation as a whole. Therefore it is absolutely necessary that there should be full liberty to tell the truth about his acts, and this means that it is exactly necessary to blame him when he does wrong as to praise him when he does right. Any other attitude in an American citizen is both base and servile. To announce that there must be no criticism of the President, or that we are to stand by the President, right or wrong, is not only unpatriotic and servile, but is morally treasonable to the American public. Nothing but the truth should be spoken about him or any one else. But it is even more important to tell the truth, pleasant or unpleasant, about him than about any one else."
"Roosevelt in the Kansas City Star", 149
May 7, 1918.
"A vote is like a rifle: its usefulness depends upon the character of the user."
An Autobiography, 1913.
"I am a part of everything that I have read."
— Theodore Roosevelt
Friday, August 13, 2010
Knowing a little about a lot
The great Inventor and entrepreneur, Henry Ford was once accused of being uneducated and rather than feel offended he posed a challenge telling his accusers to ask him any question whatsoever. With every question asked, Henry Ford simply called upon any of his workers who was qualified enough academically to answer the questions. On answering all the questions through his workers, his accusers claimed to have proved their allegations of Henry Ford’s illiteracy. Henry Ford smiling made a profound statement which will never go down in history; “I don’t bother to do the work anyone can do, I do the hardest work of all–thinking, which only a few men can do.” The few men who can think are those who become business owners employing those who cannot think but simply follow orders. Your key task as a businessman or woman lies in these words: directing human activities. And only those who know how to think can direct those who don’t think. To do this, you have to know a little about a lot (versatility) and employ those who know a lot about a few (specialization).
Entrepreneurship
ENTREPRENEURSHIP:
From ENTREPRENEUR: Person who starts a new organization.
Entrepreneurship is the act of being an entrepreneur, which is a French word meaning "one who undertakes innovations, finance and business acumen in an effort to transform innovations into economic goods". This may result in new organizations or may be part of revitalizing mature organizations in response to a perceived opportunity. The most obvious form of entrepreneurship is that of starting new businesses.
Footnote
Success they say is a lazy teacher who makes her student complacent and comfortable. The best time to examine your business and seek ways for improvement isn’t when it’s declining, but rather when it is booming. A businessman or woman who desires success in business must deliberately seek out more and more ways of improving their business operations, products or services long before it becomes an emergency. Entrepreneurship is not a destination one is heading to, but a journey one embarks on; it has no end but death. In other words, there is no stationary spot or a point for resting on one’s laurels. Areas through which improvements can be channeled includes; business processes or systems, cost of production or cost of service delivery, product or service features and benefits, human resources, research and development, customer relationship management, finance, distribution etc. Remember, “opportunity is a haughty goddess who wastes no time with those who are unprepared”. Now, not later or tomorrow, is always the time to make room for improvement!
From ENTREPRENEUR: Person who starts a new organization.
Entrepreneurship is the act of being an entrepreneur, which is a French word meaning "one who undertakes innovations, finance and business acumen in an effort to transform innovations into economic goods". This may result in new organizations or may be part of revitalizing mature organizations in response to a perceived opportunity. The most obvious form of entrepreneurship is that of starting new businesses.
Footnote
Success they say is a lazy teacher who makes her student complacent and comfortable. The best time to examine your business and seek ways for improvement isn’t when it’s declining, but rather when it is booming. A businessman or woman who desires success in business must deliberately seek out more and more ways of improving their business operations, products or services long before it becomes an emergency. Entrepreneurship is not a destination one is heading to, but a journey one embarks on; it has no end but death. In other words, there is no stationary spot or a point for resting on one’s laurels. Areas through which improvements can be channeled includes; business processes or systems, cost of production or cost of service delivery, product or service features and benefits, human resources, research and development, customer relationship management, finance, distribution etc. Remember, “opportunity is a haughty goddess who wastes no time with those who are unprepared”. Now, not later or tomorrow, is always the time to make room for improvement!
Presidente del Uruguay
Discurso de José Mujica (Presidente de Uruguay):
Ustedes saben mejor que nadie que en el conocimiento y la cultura no sólo hay esfuerzo sino también placer.
Dicen que la gente que trota por la rambla, llega un punto en el que entra en una especie de éxtasis donde ya no existe el cansancio y sólo le queda el placer.
Creo que con el conocimiento y la cultura pasa lo mismo. Llega un punto donde estudiar, o investigar, o aprender, ya no es un esfuerzo y es puro disfrute.
¡Qué bueno sería que estos manjares estuvieran a disposición de mucha gente!
Qué bueno sería, si en la canasta de la calidad de la vida que el Uruguay puede ofrecer a su gente, hubiera una buena cantidad de consumos intelectuales.
No porque sea elegante sino porque es placentero.
Porque se disfruta, con la misma intensidad con la que se puede disfrutar un plato de tallarines.
¡No hay una lista obligatoria de las cosas que nos hacen felices!
Algunos pueden pensar que el mundo ideal es un lugar repleto de shopping centers.
En ese mundo la gente es feliz porque todos pueden salir llenos de bolsas de ropa nueva y de cajas de electrodomésticos.
No tengo nada contra esa visión, sólo digo que no es la única posible.
Digo que también podemos pensar en un país donde la gente elige arreglar las cosas en lugar de tirarlas, elige un auto chico en lugar de un auto grande, elige abrigarse en lugar de subir la calefacción.
Despilfarrar no es lo que hacen las sociedades más maduras. Vayan a Holanda y vean las ciudades repletas de bicicletas. Allí se van a dar cuenta de que el consumismo no es la elección de la verdadera aristocracia de la humanidad. Es la elección de los noveleros y los frívolos.
Los holandeses andan en bicicleta, las usan para ir a trabajar pero también para ir a los conciertos o a los parques.
Porque han llegado a un nivel en el que su felicidad cotidiana se alimenta tanto de consumos materiales como intelectuales.
Así que amigos, vayan y contagien el placer por el conocimiento.
En paralelo, mi modesta contribución va a ser tratar de que los uruguayos anden de bicicleteada en bicicleteada.
LA EDUCACION ES EL CAMINO
Y amigos, el puente entre este hoy y ese mañana que queremos tiene un nombre y se llama educación.
Y mire que es un puente largo y difícil de cruzar.
Porque una cosa es la retórica de la educación y otra cosa es que nos decidamos a hacer los sacrificios que implica lanzar un gran esfuerzo educativo y sostenerlo en el tiempo.
Las inversiones en educación son de rendimiento lento, no le lucen a ningún gobierno, movilizan resistencias y obligan a postergar otras demandas.
Pero hay que hacerlo.
Se lo debemos a nuestros hijos y nietos.
Y hay que hacerlo ahora, cuando todavía está fresco el milagro tecnológico de Internet y se abren oportunidades nunca vistas de acceso al conocimiento.
Yo me crié con la radio, vi nacer la televisión, después la televisión en colores, después las transmisiones por satélite.
Después resultó que en mi televisor aparecían cuarenta canales, incluidos los que trasmitían en directo desde Estados Unidos, España e Italia.
Después los celulares y después la computadora, que al principio sólo servía para procesar números.
Cada una de esas veces, me quedé con la boca abierta.
Pero ahora con Internet se me agotó la capacidad de sorpresa.
Me siento como aquellos humanos que vieron una rueda por primera vez.
O como los que vieron el fuego por primera vez.
Uno siente que le tocó en suerte vivir un hito en la historia.
Se están abriendo las puertas de todas las bibliotecas y de todos los museos; van a estar a disposición, todas las revistas científicas y todos los libros del mundo.
Y probablemente todas las películas y todas las músicas del mundo.
Es abrumador.
Por eso necesitamos que todos los uruguayos y sobre todo los uruguayitos sepan nadar en ese torrente.
Hay que subirse a esa corriente y navegar en ella como pez en el agua.
Lo conseguiremos si está sólida esa matriz intelectual de la que hablábamos antes.
Si nuestros chiquilines saben razonar en orden y saben hacerse las preguntas que valen la pena.
Es como una carrera en dos pistas, allá arriba en el mundo el océano de información, acá abajo preparándonos para la navegación trasatlántica.
Escuelas de tiempo completo, facultades en el interior, enseñanza terciaria masificada.
Y probablemente, inglés desde el preescolar en la enseñanza pública.
Porque el inglés no es el idioma que hablan los yanquis, es el idioma con el que los chinos se entienden con el mundo.
No podemos estar afuera. No podemos dejar afuera a nuestros chiquilines.
Esas son las herramientas que nos habilitan a interactuar con la explosión universal del conocimiento.
Este mundo nuevo no nos simplifica la vida, nos la complica..
Nos obliga a ir más lejos y más hondo en la educación.
No hay tarea más grande delante de nosotros.
________________________________________
--
" Nunca discutas con un imbécil,
te hará descender a su nivel y alli te
ganará por experiencia."
Ustedes saben mejor que nadie que en el conocimiento y la cultura no sólo hay esfuerzo sino también placer.
Dicen que la gente que trota por la rambla, llega un punto en el que entra en una especie de éxtasis donde ya no existe el cansancio y sólo le queda el placer.
Creo que con el conocimiento y la cultura pasa lo mismo. Llega un punto donde estudiar, o investigar, o aprender, ya no es un esfuerzo y es puro disfrute.
¡Qué bueno sería que estos manjares estuvieran a disposición de mucha gente!
Qué bueno sería, si en la canasta de la calidad de la vida que el Uruguay puede ofrecer a su gente, hubiera una buena cantidad de consumos intelectuales.
No porque sea elegante sino porque es placentero.
Porque se disfruta, con la misma intensidad con la que se puede disfrutar un plato de tallarines.
¡No hay una lista obligatoria de las cosas que nos hacen felices!
Algunos pueden pensar que el mundo ideal es un lugar repleto de shopping centers.
En ese mundo la gente es feliz porque todos pueden salir llenos de bolsas de ropa nueva y de cajas de electrodomésticos.
No tengo nada contra esa visión, sólo digo que no es la única posible.
Digo que también podemos pensar en un país donde la gente elige arreglar las cosas en lugar de tirarlas, elige un auto chico en lugar de un auto grande, elige abrigarse en lugar de subir la calefacción.
Despilfarrar no es lo que hacen las sociedades más maduras. Vayan a Holanda y vean las ciudades repletas de bicicletas. Allí se van a dar cuenta de que el consumismo no es la elección de la verdadera aristocracia de la humanidad. Es la elección de los noveleros y los frívolos.
Los holandeses andan en bicicleta, las usan para ir a trabajar pero también para ir a los conciertos o a los parques.
Porque han llegado a un nivel en el que su felicidad cotidiana se alimenta tanto de consumos materiales como intelectuales.
Así que amigos, vayan y contagien el placer por el conocimiento.
En paralelo, mi modesta contribución va a ser tratar de que los uruguayos anden de bicicleteada en bicicleteada.
LA EDUCACION ES EL CAMINO
Y amigos, el puente entre este hoy y ese mañana que queremos tiene un nombre y se llama educación.
Y mire que es un puente largo y difícil de cruzar.
Porque una cosa es la retórica de la educación y otra cosa es que nos decidamos a hacer los sacrificios que implica lanzar un gran esfuerzo educativo y sostenerlo en el tiempo.
Las inversiones en educación son de rendimiento lento, no le lucen a ningún gobierno, movilizan resistencias y obligan a postergar otras demandas.
Pero hay que hacerlo.
Se lo debemos a nuestros hijos y nietos.
Y hay que hacerlo ahora, cuando todavía está fresco el milagro tecnológico de Internet y se abren oportunidades nunca vistas de acceso al conocimiento.
Yo me crié con la radio, vi nacer la televisión, después la televisión en colores, después las transmisiones por satélite.
Después resultó que en mi televisor aparecían cuarenta canales, incluidos los que trasmitían en directo desde Estados Unidos, España e Italia.
Después los celulares y después la computadora, que al principio sólo servía para procesar números.
Cada una de esas veces, me quedé con la boca abierta.
Pero ahora con Internet se me agotó la capacidad de sorpresa.
Me siento como aquellos humanos que vieron una rueda por primera vez.
O como los que vieron el fuego por primera vez.
Uno siente que le tocó en suerte vivir un hito en la historia.
Se están abriendo las puertas de todas las bibliotecas y de todos los museos; van a estar a disposición, todas las revistas científicas y todos los libros del mundo.
Y probablemente todas las películas y todas las músicas del mundo.
Es abrumador.
Por eso necesitamos que todos los uruguayos y sobre todo los uruguayitos sepan nadar en ese torrente.
Hay que subirse a esa corriente y navegar en ella como pez en el agua.
Lo conseguiremos si está sólida esa matriz intelectual de la que hablábamos antes.
Si nuestros chiquilines saben razonar en orden y saben hacerse las preguntas que valen la pena.
Es como una carrera en dos pistas, allá arriba en el mundo el océano de información, acá abajo preparándonos para la navegación trasatlántica.
Escuelas de tiempo completo, facultades en el interior, enseñanza terciaria masificada.
Y probablemente, inglés desde el preescolar en la enseñanza pública.
Porque el inglés no es el idioma que hablan los yanquis, es el idioma con el que los chinos se entienden con el mundo.
No podemos estar afuera. No podemos dejar afuera a nuestros chiquilines.
Esas son las herramientas que nos habilitan a interactuar con la explosión universal del conocimiento.
Este mundo nuevo no nos simplifica la vida, nos la complica..
Nos obliga a ir más lejos y más hondo en la educación.
No hay tarea más grande delante de nosotros.
________________________________________
--
" Nunca discutas con un imbécil,
te hará descender a su nivel y alli te
ganará por experiencia."
Monday, July 19, 2010
Thursday, July 15, 2010
See's Candy
Warren Buffett bought See's Candy in 1972 and still owns it today. In 1972, Warren Buffett paid $us 25 for it. The company made a profit of $us 4 million a year before taxes in 1972. It sold 16 million pounds of candy a year at $us 1.95 per pound, meaning 16 million times $us 1,95 = $us 31.2 million a year in sales. Before buying the company, Warren Buffett and his partner Charlie Munger thought and asked themselves if there was some untapped pricing power at See's Candy, meaning that if that $us 1.95 a pound could sell for a little bit more - up to $us 2.00 or $us 2.25, hence in 16 million pounds sold, that could mean $us 4 million in profit in one year. And there indeed was some untapped pricing power in there.
Charlie Munger and Warren Buffett knew that See's Candy had a very good reputation, especially in the minds of Californians, thus they knew that the prices could indeed be raised. Thus, once they bought the business, they raised the price of the pound of candy every year on the 26th of December - the day after Christmas. In 1998, the pound was sold for $us 11 each, and 30 million pounds were sold, thus sales amounted to $us 330 million. Profit is $us 2 per every $us 11 pound that is sold. Thus, in 1998, the profit was $us 60 million.
$us 55 million out of those $us 60 million are made on the 3 weeks before Christmas. Valentine's Day is the biggest day of sales, and on that day, Warren Buffett runs adds on TV, newspapers, and TV that say "guilt - guilt" to every husband and boyfriend in the West Coast - so if they arrived home on that day without See's Chocolates it would be a big mistake. See´s Chocolates are the expensive and best ones; just like Coke and happiness go together - not RC Cola.
Charlie Munger and Warren Buffett knew that See's Candy had a very good reputation, especially in the minds of Californians, thus they knew that the prices could indeed be raised. Thus, once they bought the business, they raised the price of the pound of candy every year on the 26th of December - the day after Christmas. In 1998, the pound was sold for $us 11 each, and 30 million pounds were sold, thus sales amounted to $us 330 million. Profit is $us 2 per every $us 11 pound that is sold. Thus, in 1998, the profit was $us 60 million.
$us 55 million out of those $us 60 million are made on the 3 weeks before Christmas. Valentine's Day is the biggest day of sales, and on that day, Warren Buffett runs adds on TV, newspapers, and TV that say "guilt - guilt" to every husband and boyfriend in the West Coast - so if they arrived home on that day without See's Chocolates it would be a big mistake. See´s Chocolates are the expensive and best ones; just like Coke and happiness go together - not RC Cola.
Friday, July 2, 2010
When to sell a business
"Is this business going to produce more and more money over the years? If the answer is yes - then THAT'S the way to look at a business." WARREN BUFFETT. Thus, only sell a business or shares in a business that looks at the short term, and not the long.
On Wall Street
"Wall Street makes its money on activity, but you make your money on inactivity." "In Wall Street you think you have to do something everyday! ... but once every 6 months when I go to Wall Street, I get to go back to Omaha to think about what I should do." WARREN BUFFETT.
On Looking Back at Mistakes
On learning from mistakes: "I really believe it's really better to learn from other people's mistakes as much as possible. But, we don't spend any time looking back at Berkshire. I've got a partner, Charlie Munger, we've been pals for 50 years, we never had an argument, we disagree on things a lot, but we don't have arguments about it, and we never look back! We just figure there is so much to look forward to that there is just no sense thinking about what we might, it just doesn't make any difference, I mean you can only live life forward and you can learn something perhaps from the mistakes, but the big thing to do is to stick with the businesses you understand." WARREN BUFFETT.
More Martin S. Davis of Gulf & Western
Sharpening the Focus
Martin Davis is reshaping Gulf & Western to make it a player in the developing battle of global communications powers.
April 12, 1989|PAUL RICHTER, L.A. Times Staff Writer
NEW YORK — Martin S. Davis became chief executive of Gulf & Western in 1983, when corporate raiders like Carl C. Icahn and Carl Lindner were buying the giant conglomerate's stock in hopes of forcing a merger that would earn them millions.
Ivan F. Boesky, the fallen stock speculator, even plopped down on a sofa in Davis' Manhattan office one day and tried to pressure him into moves to increase the value of Boesky's stake. "He had an armed bodyguard waiting for him outside, so I can't say I threw him out," Davis said. "But I asked him to leave."
Boesky and the raiders got the message. They soon sold their shares and haven't mounted a serious challenge to Gulf & Western since, though the company has never bothered to put the standard anti-takeover defenses in place.
New Evidence of Resolve
Davis has often shown such determination in the past six years, as the Bronx-born, 61-year-old executive has reshaped Gulf & Western from a ragtag agglutination of about 100 businesses to a thriving corporation focused in entertainment, publishing and finance. This week, Davis' resolve was evident again, as he announced that Gulf & Western will sell its huge consumer finance business to try to evolve into an even larger global entertainment and media firm.
Davis' plan is to auction the finance arm, Associates Corp., then reinvest the $3 billion-plus of proceeds in new entertainment and media companies. The acquisitions will complement holdings that include the Paramount movie and TV studio, the big Simon & Schuster and Prentice Hall publishing businesses, and interests in cable networks, TV stations and sports teams.
The goal is to make Gulf & Western a player in the developing free-for-all between such global communications giants as Rupert Murdoch's News Corp., the now-forming union of Time Inc. and Warner Communications, the West German Bertelsmann AG, and the French Hachette SA.
Davis makes clear that he will try to reach the new goal by urging on his troops in the way that has given him a reputation as one of corporate America's toughest bosses. "Weak people have a problem, with themselves as well as with me," he says. "I don't work well with incompetents."
Martin Davis is reshaping Gulf & Western to make it a player in the developing battle of global communications powers.
April 12, 1989|PAUL RICHTER, L.A. Times Staff Writer
NEW YORK — Martin S. Davis became chief executive of Gulf & Western in 1983, when corporate raiders like Carl C. Icahn and Carl Lindner were buying the giant conglomerate's stock in hopes of forcing a merger that would earn them millions.
Ivan F. Boesky, the fallen stock speculator, even plopped down on a sofa in Davis' Manhattan office one day and tried to pressure him into moves to increase the value of Boesky's stake. "He had an armed bodyguard waiting for him outside, so I can't say I threw him out," Davis said. "But I asked him to leave."
Boesky and the raiders got the message. They soon sold their shares and haven't mounted a serious challenge to Gulf & Western since, though the company has never bothered to put the standard anti-takeover defenses in place.
New Evidence of Resolve
Davis has often shown such determination in the past six years, as the Bronx-born, 61-year-old executive has reshaped Gulf & Western from a ragtag agglutination of about 100 businesses to a thriving corporation focused in entertainment, publishing and finance. This week, Davis' resolve was evident again, as he announced that Gulf & Western will sell its huge consumer finance business to try to evolve into an even larger global entertainment and media firm.
Davis' plan is to auction the finance arm, Associates Corp., then reinvest the $3 billion-plus of proceeds in new entertainment and media companies. The acquisitions will complement holdings that include the Paramount movie and TV studio, the big Simon & Schuster and Prentice Hall publishing businesses, and interests in cable networks, TV stations and sports teams.
The goal is to make Gulf & Western a player in the developing free-for-all between such global communications giants as Rupert Murdoch's News Corp., the now-forming union of Time Inc. and Warner Communications, the West German Bertelsmann AG, and the French Hachette SA.
Davis makes clear that he will try to reach the new goal by urging on his troops in the way that has given him a reputation as one of corporate America's toughest bosses. "Weak people have a problem, with themselves as well as with me," he says. "I don't work well with incompetents."
Saturday, June 26, 2010
The Two Best Sales
Warren Buffett's two best sales were Capital Cities/ABC to Michael Eisner of Disney for $us 19 billion in 1995, and Solomon Brothers to Sandy Weill of the Travelers for $us 11 billion in 1997.
Thursday, June 24, 2010
Martin S. Davis
CAN A TOUGH BOSS MELLOW? Martin Davis, the up-from-the-streets head of Gulf & Western, is taking it easier these days, but you wouldn't guess it from his ambitious takeover plans.
By Monci Jo Williams and Mark Alpert.
December 21, 1987
(FORTUNE Magazine) – THE LEGENDARY BAD GUY of Gulf & Western once met his reputation face-to-face. As Chairman Martin Davis recounts the story, a stranger came up to him at a cocktail party and began to tell him about ''one of the coldest, most vicious, most ruthless S.O.B.'s on earth named Martin Davis.'' ''He sounds just terrible,'' Davis replied. ''Have you ever met him?'' ''No.'' ''Well then, let me introduce myself. I am Martin Davis.'' The incident still astonishes Davis, 60. ''Can you believe it?'' he said recently. ''This man is saying terrible things about me -- and he's never even met me.'' People who have met Davis say he is demanding, but not nasty. The son of a real estate broker who had emigrated from Poland, Davis grew up in the Bronx and made his reputation in the shark-eat-shark movie business. At Paramount Pictures in the 1960s, he became known for firing dozens of executives and support staffers and for intimidating countless others. As chief executive of Gulf & Western since 1983, he sold off companies with $4 . billion in revenues and eliminated about 200 corporatestaff members. When interviewed as one of America's ten toughest bosses in 1984, he told FORTUNE: ''I don't want people weaker than I am.'' These days the shark's teeth are just as sharp, but Davis does not bare them as often. Friends and colleagues say he is less driven and more relaxed. One reason: All three of G&W's core businesses are thriving. Paramount has been the No. 1 Hollywood studio measured by box office receipts for two years running, a feat not accomplished in 15 years. Beverly Hills Cop II, Fatal Attraction, and The Untouchables, all Paramount productions, will likely be this year's three top-grossing movies. Publishing powerhouse Simon & Schuster has expanded beyond trade books into more profitable educational publications and information services. At G&W's commercial and consumer loan company, the Associates, assets have nearly doubled to $10 billion in four years. When Davis took over G&W in 1983 after the sudden death of founder Charles Bluhdorn, the company was a mess. The previous year, the hodgepodge of businesses that Bluhdorn had assembled earned a paltry $169 million on revenues of $5.3 billion; the return on equity was an unimpressive 7.7%. Now smaller and more sharply focused, G&W earned $330 million on revenues of $2.5 billion in the 12 months ended July 31. Its return on equity was 16%. Investors have been slow to catch on, however. G&W's stock sells at a price/ earnings ratio of 13, while Walt Disney and Warner Communications, two comparable companies, each carry a P/E of 16. With Gulf & Western flourishing and a war chest of about $350 million in cash, Davis is looking for acquisitions to bolster the publishing and entertainment operations. The Associates now provides 40% of G&W's profits, but some analysts speculate that Davis might sell it once he has beefed up the rest of the company. Though he takes calls from investment bankers, Davis runs his own in-house takeover operation to save on fees. In November he promoted Michael S. Hope, his chief financial officer, to executive vice president of planning and operations so that Hope can track potential acquisitions more closely. Davis is as picky as Goldilocks in the three bears' house. While he bought textbook publisher Prentice-Hall in 1984 for $700 million, he passed on Metromedia's TV stations and Ziff-Davis's magazines because he thought they were too expensive. He also circled around McGraw-Hill and Time Inc. (publisher of FORTUNE), but came away convinced that both companies wanted to remain independent. At least in those instances, the dreaded Davis would not do an unfriendly deal. With advertisers looking for bargains and some broadcasters' revenues down, Davis thinks the time will soon be ripe to buy several independent television stations or even a whole TV network. He says, ''In the current competitive environment, some companies will get weaker.'' When he adds that ''strong companies will get stronger,'' it's clear he's talking about Gulf & Western. Davis (''Call me Martin, I hate being called Marty'') left high school at 16 to join the Army. After getting kicked out because he lied about his age, he worked part time until he was 18, and then signed up again. Though he later earned his high school degree and took some college courses at night, Davis never liked school. He says: ''I didn't think I was learning anything.'' When his 2 1/2-year hitch ended, Davis landed back in New York City after World War II. Answering a newspaper ad for an office boy, he got a job at Samuel Goldwyn Studios in Manhattan. The man who hired him was Bill Ruder, who later helped start the public relations firm Ruder Finn & Rotman and who is now an independent consultant. Ruder remembers that Davis ''just seemed to have muscle -- not the physical kind but the mental kind.'' For his part, Davis had no romantic ideas about the movie business. ''I just wanted a job,'' he says. He soon became enthralled. Then as now, New York moneymen controlled Hollywood's purse strings, and the industry provided an ideal window on the world for a smart, aggressive young man. ''The motion picture business was probably the greatest testing ground in business,'' recalls Davis in an accent that still reflects his birthplace. ''You got thrown into everything, including finance and production. The door was open to me.''
DAVIS started out clipping newspapers in the publicity department, but was quickly spotted by James Mulvey, president of the studio and Sam Goldwyn's right arm. Mulvey took it upon himself to teach Davis about negotiating with Hollywood's creative types. ''He'd call me into his office and say, 'This is how you do a deal,' '' Davis remembers. ''Then he'd send me out to do my own, and yell at me when I blew it.'' After eight years Davis left Goldwyn to help shore up ailing Allied Artists. Allied went under a few years later, but Davis abandoned ship before it sank, ) becoming director of sales and marketing at Paramount in 1958. The small, publicly owned studio was losing money, and its management was moribund -- many members were in their 60s and 70s. Typically, Davis found an opportunity to shine. In 1965 Paramount became the target of a hostile takeover by two dissident shareholders. Since Davis's job included investor relations, he was put in charge of the defense. Having already cultivated such large shareholders as Seagram's Samuel Bronfman, Davis was able to mobilize enough support to fend off the raiders.
PARAMOUNT, however, was too shaky to remain independent and needed a white knight. Enter Charles Bluhdorn. A Viennese-born entrepreneur who had immigrated to the U.S. in 1942, he was in the process of building a small Michigan auto parts manufacturer into Gulf & Western, one of America's first conglomerates. Bluhdorn bought Paramount for $125 million and made Davis chief operating officer. Davis ran the studio hard for three years. Then as now he had little patience for those he refers to as ''dummies, incompetents, and people who won't step up to the plate.'' Among the survivors is Arthur R. Barron, who will soon retire as president of Gulf & Western's entertainment division. At first Davis wanted to fire Barron because he thought an expensive computer system that he was installing was unnecessary. Before his execution, Barron was allowed to present his case. When it was over, Davis pulled a cigar out of the pocket of his new blazer and a little piece of paper fluttered to the table. Davis picked it up, read it, and handed it to Barron with a nod. It said, ''Inspected by No. 1.'' Says Barron, a round, red-faced, jovial guy: ''I thought it was pretty funny -- after I threw up.'' Bluhdorn moved Davis to the corporate staff in 1969 to add some glitz to G& W's corporate image. Analysts were weary of following Bluhdorn's ragtag collection of companies, which ranged from apparel to sugar refining to zinc mining, and G&W's stock had plunged to $9.50 a share from a high of $65 only two years earlier. Events overtook the effort. In 1975 the Securities and Exchange Commission launched an investigation, later charging among other things that Bluhdorn had received improper personal loans from banks that financed the company, and had cheated the Dominican Republic out of millions of dollars in profits from his sugar trading. Once again Davis led the defense. After six long years the suit culminated in a wrist-slapping, two- ! page document in which Gulf & Western agreed to change some of its accounting practices. Along the way a rift developed as Davis tried to steer Bluhdorn from his pell-mell acquisition policy. Davis says Bluhdorn was so ''emotionally bound'' to the company that he was loath to part with any of it. When Bluhdorn died of a heart attack at age 56, Davis won the battle to succeed him. Davis remembers Bluhdorn as ''a certifiable genius, and one of the most maligned guys I have ever met.'' Nevertheless, Davis moved quickly to disassemble the company, selling off Bluhdorn's prized $1 billion stock portfolio and slicing off 65 of his favorite companies.
Today Davis runs G&W by giving his senior executives lots of rope while still keeping a tight grip on his end. He calls this approach teamwork. He frowns on memos and written reports. Says he: ''I want decisiveness, not analysis.'' In his office is a little Lucite cube on which are printed the words ''Assume nothin'.'' Davis sends replicas to executives who have made bad decisions. Occasionally managers who have not been so honored admire the plaque and ask how to find one. ''Don't worry,'' says Davis, ''you'll get one. But you have to earn it.'' This quirky sense of humor runs to affectionate needling and pranks. An amateur shutterbug, he has ambled through the Gulf & Western headquarters aiming his Leica at various employees. In one of the photographs the subject thumbs his nose at the photographer. His briefcase reflects Davis's eclectic interests. On a typical evening it brims with newspaper and magazine articles about business and technology, a copy of the American Lawyer, annual reports, and analyses of G&W's competitors. But the chairman cannot get all his questions answered. For about six months, Davis's office telephone had been broadcasting static or, on the odd day, Greek music. The phone was replaced six times without success. In frustration, he called in a team of telecommunications engineers, who suggested covering the windows and carpeting the walls. Davis did not take their advice and finally got his hands on a phone that worked. What he says he learned from the encounter is unprintable. For a modern-day movie mogul, Davis spends little time in Hollywood and avoids film colony society. He seldom discusses his private life. His weekends are spent quietly at his home in Connecticut (''I live in a small house on a lot of land''), where he and his second wife, Luella, enjoy riding horses. He pedals an exercycle daily and swims when he can to keep his 5-foot 10 1/2- inch, 167-pound frame intact. Davis owns two old automobiles, but in his idiosyncratic fashion they are vehicles not everyone would treasure: a 1963 Buick Special and a 1973 Mercedes 450 SL convertible.
CLOSE FRIENDS are not surprised by his passion for the National Multiple Sclerosis Society. Over the past 16 years he has helped raise $23 million for MS through a fund-raiser called the Dinner of Champions. He is so involved with the organization that he drops in on patients' therapy sessions. John McGillicuddy, chairman of New York's Manufacturers Hanover, asked Davis to help revive the bankrupt New York chapter in 1971. Davis had no relatives stricken with the disease, but was touched by the plight of the patients. Says he: ''There was so little money for therapy and research.'' In reflective moments Davis hints that he has not always been a happy man, but says life is better now: ''Accomplishment breeds contentment.'' He seems to have come to terms with his stormy past. In his office on the 42nd floor of the G&W building on Manhattan's West Side, Davis keeps a framed New Yorker cartoon. In it, an executive sits at a big desk. At his right is a tiny version of the executive dressed like an angel; to the left is another tiny figure, dressed as the devil. Davis likes the cartoon because he says that ''it says a lot about people.'' What, exactly? ''There's good in all of us, and bad in all of us. Everybody can be a devil. Everybody can be an angel.'' Everybody, Mr. Davis? ''Everybody. Even me.''
CHART: INVESTOR'S SNAPSHOT GULF & WESTERN SALES (latest four quarters) $2.5 BILLION CHANGE FROM YEAR EARLIER UP 26%
NET PROFIT $330.0 MILLION CHANGE UP 41%
RETURN ON COMMON STOCKHOLDER'S EQUITY 16% FIVE-YEAR AVERAGE 9%
STOCK PRICE RANGE (last 12 months) $93.50-$59.50
RECENT SHARE PRICE $68.50
PRICE/EARNINGS MULTIPLE 13
TOTAL RETURN TO INVESTORS (12 months to 11/16) 5%
By Monci Jo Williams and Mark Alpert.
December 21, 1987
(FORTUNE Magazine) – THE LEGENDARY BAD GUY of Gulf & Western once met his reputation face-to-face. As Chairman Martin Davis recounts the story, a stranger came up to him at a cocktail party and began to tell him about ''one of the coldest, most vicious, most ruthless S.O.B.'s on earth named Martin Davis.'' ''He sounds just terrible,'' Davis replied. ''Have you ever met him?'' ''No.'' ''Well then, let me introduce myself. I am Martin Davis.'' The incident still astonishes Davis, 60. ''Can you believe it?'' he said recently. ''This man is saying terrible things about me -- and he's never even met me.'' People who have met Davis say he is demanding, but not nasty. The son of a real estate broker who had emigrated from Poland, Davis grew up in the Bronx and made his reputation in the shark-eat-shark movie business. At Paramount Pictures in the 1960s, he became known for firing dozens of executives and support staffers and for intimidating countless others. As chief executive of Gulf & Western since 1983, he sold off companies with $4 . billion in revenues and eliminated about 200 corporatestaff members. When interviewed as one of America's ten toughest bosses in 1984, he told FORTUNE: ''I don't want people weaker than I am.'' These days the shark's teeth are just as sharp, but Davis does not bare them as often. Friends and colleagues say he is less driven and more relaxed. One reason: All three of G&W's core businesses are thriving. Paramount has been the No. 1 Hollywood studio measured by box office receipts for two years running, a feat not accomplished in 15 years. Beverly Hills Cop II, Fatal Attraction, and The Untouchables, all Paramount productions, will likely be this year's three top-grossing movies. Publishing powerhouse Simon & Schuster has expanded beyond trade books into more profitable educational publications and information services. At G&W's commercial and consumer loan company, the Associates, assets have nearly doubled to $10 billion in four years. When Davis took over G&W in 1983 after the sudden death of founder Charles Bluhdorn, the company was a mess. The previous year, the hodgepodge of businesses that Bluhdorn had assembled earned a paltry $169 million on revenues of $5.3 billion; the return on equity was an unimpressive 7.7%. Now smaller and more sharply focused, G&W earned $330 million on revenues of $2.5 billion in the 12 months ended July 31. Its return on equity was 16%. Investors have been slow to catch on, however. G&W's stock sells at a price/ earnings ratio of 13, while Walt Disney and Warner Communications, two comparable companies, each carry a P/E of 16. With Gulf & Western flourishing and a war chest of about $350 million in cash, Davis is looking for acquisitions to bolster the publishing and entertainment operations. The Associates now provides 40% of G&W's profits, but some analysts speculate that Davis might sell it once he has beefed up the rest of the company. Though he takes calls from investment bankers, Davis runs his own in-house takeover operation to save on fees. In November he promoted Michael S. Hope, his chief financial officer, to executive vice president of planning and operations so that Hope can track potential acquisitions more closely. Davis is as picky as Goldilocks in the three bears' house. While he bought textbook publisher Prentice-Hall in 1984 for $700 million, he passed on Metromedia's TV stations and Ziff-Davis's magazines because he thought they were too expensive. He also circled around McGraw-Hill and Time Inc. (publisher of FORTUNE), but came away convinced that both companies wanted to remain independent. At least in those instances, the dreaded Davis would not do an unfriendly deal. With advertisers looking for bargains and some broadcasters' revenues down, Davis thinks the time will soon be ripe to buy several independent television stations or even a whole TV network. He says, ''In the current competitive environment, some companies will get weaker.'' When he adds that ''strong companies will get stronger,'' it's clear he's talking about Gulf & Western. Davis (''Call me Martin, I hate being called Marty'') left high school at 16 to join the Army. After getting kicked out because he lied about his age, he worked part time until he was 18, and then signed up again. Though he later earned his high school degree and took some college courses at night, Davis never liked school. He says: ''I didn't think I was learning anything.'' When his 2 1/2-year hitch ended, Davis landed back in New York City after World War II. Answering a newspaper ad for an office boy, he got a job at Samuel Goldwyn Studios in Manhattan. The man who hired him was Bill Ruder, who later helped start the public relations firm Ruder Finn & Rotman and who is now an independent consultant. Ruder remembers that Davis ''just seemed to have muscle -- not the physical kind but the mental kind.'' For his part, Davis had no romantic ideas about the movie business. ''I just wanted a job,'' he says. He soon became enthralled. Then as now, New York moneymen controlled Hollywood's purse strings, and the industry provided an ideal window on the world for a smart, aggressive young man. ''The motion picture business was probably the greatest testing ground in business,'' recalls Davis in an accent that still reflects his birthplace. ''You got thrown into everything, including finance and production. The door was open to me.''
DAVIS started out clipping newspapers in the publicity department, but was quickly spotted by James Mulvey, president of the studio and Sam Goldwyn's right arm. Mulvey took it upon himself to teach Davis about negotiating with Hollywood's creative types. ''He'd call me into his office and say, 'This is how you do a deal,' '' Davis remembers. ''Then he'd send me out to do my own, and yell at me when I blew it.'' After eight years Davis left Goldwyn to help shore up ailing Allied Artists. Allied went under a few years later, but Davis abandoned ship before it sank, ) becoming director of sales and marketing at Paramount in 1958. The small, publicly owned studio was losing money, and its management was moribund -- many members were in their 60s and 70s. Typically, Davis found an opportunity to shine. In 1965 Paramount became the target of a hostile takeover by two dissident shareholders. Since Davis's job included investor relations, he was put in charge of the defense. Having already cultivated such large shareholders as Seagram's Samuel Bronfman, Davis was able to mobilize enough support to fend off the raiders.
PARAMOUNT, however, was too shaky to remain independent and needed a white knight. Enter Charles Bluhdorn. A Viennese-born entrepreneur who had immigrated to the U.S. in 1942, he was in the process of building a small Michigan auto parts manufacturer into Gulf & Western, one of America's first conglomerates. Bluhdorn bought Paramount for $125 million and made Davis chief operating officer. Davis ran the studio hard for three years. Then as now he had little patience for those he refers to as ''dummies, incompetents, and people who won't step up to the plate.'' Among the survivors is Arthur R. Barron, who will soon retire as president of Gulf & Western's entertainment division. At first Davis wanted to fire Barron because he thought an expensive computer system that he was installing was unnecessary. Before his execution, Barron was allowed to present his case. When it was over, Davis pulled a cigar out of the pocket of his new blazer and a little piece of paper fluttered to the table. Davis picked it up, read it, and handed it to Barron with a nod. It said, ''Inspected by No. 1.'' Says Barron, a round, red-faced, jovial guy: ''I thought it was pretty funny -- after I threw up.'' Bluhdorn moved Davis to the corporate staff in 1969 to add some glitz to G& W's corporate image. Analysts were weary of following Bluhdorn's ragtag collection of companies, which ranged from apparel to sugar refining to zinc mining, and G&W's stock had plunged to $9.50 a share from a high of $65 only two years earlier. Events overtook the effort. In 1975 the Securities and Exchange Commission launched an investigation, later charging among other things that Bluhdorn had received improper personal loans from banks that financed the company, and had cheated the Dominican Republic out of millions of dollars in profits from his sugar trading. Once again Davis led the defense. After six long years the suit culminated in a wrist-slapping, two- ! page document in which Gulf & Western agreed to change some of its accounting practices. Along the way a rift developed as Davis tried to steer Bluhdorn from his pell-mell acquisition policy. Davis says Bluhdorn was so ''emotionally bound'' to the company that he was loath to part with any of it. When Bluhdorn died of a heart attack at age 56, Davis won the battle to succeed him. Davis remembers Bluhdorn as ''a certifiable genius, and one of the most maligned guys I have ever met.'' Nevertheless, Davis moved quickly to disassemble the company, selling off Bluhdorn's prized $1 billion stock portfolio and slicing off 65 of his favorite companies.
Today Davis runs G&W by giving his senior executives lots of rope while still keeping a tight grip on his end. He calls this approach teamwork. He frowns on memos and written reports. Says he: ''I want decisiveness, not analysis.'' In his office is a little Lucite cube on which are printed the words ''Assume nothin'.'' Davis sends replicas to executives who have made bad decisions. Occasionally managers who have not been so honored admire the plaque and ask how to find one. ''Don't worry,'' says Davis, ''you'll get one. But you have to earn it.'' This quirky sense of humor runs to affectionate needling and pranks. An amateur shutterbug, he has ambled through the Gulf & Western headquarters aiming his Leica at various employees. In one of the photographs the subject thumbs his nose at the photographer. His briefcase reflects Davis's eclectic interests. On a typical evening it brims with newspaper and magazine articles about business and technology, a copy of the American Lawyer, annual reports, and analyses of G&W's competitors. But the chairman cannot get all his questions answered. For about six months, Davis's office telephone had been broadcasting static or, on the odd day, Greek music. The phone was replaced six times without success. In frustration, he called in a team of telecommunications engineers, who suggested covering the windows and carpeting the walls. Davis did not take their advice and finally got his hands on a phone that worked. What he says he learned from the encounter is unprintable. For a modern-day movie mogul, Davis spends little time in Hollywood and avoids film colony society. He seldom discusses his private life. His weekends are spent quietly at his home in Connecticut (''I live in a small house on a lot of land''), where he and his second wife, Luella, enjoy riding horses. He pedals an exercycle daily and swims when he can to keep his 5-foot 10 1/2- inch, 167-pound frame intact. Davis owns two old automobiles, but in his idiosyncratic fashion they are vehicles not everyone would treasure: a 1963 Buick Special and a 1973 Mercedes 450 SL convertible.
CLOSE FRIENDS are not surprised by his passion for the National Multiple Sclerosis Society. Over the past 16 years he has helped raise $23 million for MS through a fund-raiser called the Dinner of Champions. He is so involved with the organization that he drops in on patients' therapy sessions. John McGillicuddy, chairman of New York's Manufacturers Hanover, asked Davis to help revive the bankrupt New York chapter in 1971. Davis had no relatives stricken with the disease, but was touched by the plight of the patients. Says he: ''There was so little money for therapy and research.'' In reflective moments Davis hints that he has not always been a happy man, but says life is better now: ''Accomplishment breeds contentment.'' He seems to have come to terms with his stormy past. In his office on the 42nd floor of the G&W building on Manhattan's West Side, Davis keeps a framed New Yorker cartoon. In it, an executive sits at a big desk. At his right is a tiny version of the executive dressed like an angel; to the left is another tiny figure, dressed as the devil. Davis likes the cartoon because he says that ''it says a lot about people.'' What, exactly? ''There's good in all of us, and bad in all of us. Everybody can be a devil. Everybody can be an angel.'' Everybody, Mr. Davis? ''Everybody. Even me.''
CHART: INVESTOR'S SNAPSHOT GULF & WESTERN SALES (latest four quarters) $2.5 BILLION CHANGE FROM YEAR EARLIER UP 26%
NET PROFIT $330.0 MILLION CHANGE UP 41%
RETURN ON COMMON STOCKHOLDER'S EQUITY 16% FIVE-YEAR AVERAGE 9%
STOCK PRICE RANGE (last 12 months) $93.50-$59.50
RECENT SHARE PRICE $68.50
PRICE/EARNINGS MULTIPLE 13
TOTAL RETURN TO INVESTORS (12 months to 11/16) 5%
Monday, June 21, 2010
BP and the shores of Louisiana, Mississippi, and Alabamba
On June 21, 2010, stock in BP, which said it has now spent $2 billion since April 20 trying to stop the oil spill and to pay initial claims for damages on shore, fell 2.2 percent to 349.5 pence ($5.18) in London Monday. The company has seen its value cut nearly in half since the disaster.
In the U.S., shares of BP dropped $1.63, or 5.1 percent, to $30.13 in afternoon trading after Oppenheimer & Co. analyst Fadel Gheit cut his price target on the shares to $45 from $55 because of Anadarko's accusations, which he said were made, in part, to reduce its future financial exposure to liabilities.
Gheit said cleanup cost estimates run from $20 billion to $140 billion spread over five to 20 years. He said BP can survive his cost estimate of $30 billion to $60 billion, but costs topping $100 billion could force the company into bankruptcy.
"BP faces record cleanup costs and financial liabilities that are very difficult, if not impossible, to estimate with a high level of certainty," Gheit said in a research note.
___
Associated Press writers Robert Barr and Martin Benedyk in London and Mark Williams in Columbus, Ohio, contributed to this report.
In the U.S., shares of BP dropped $1.63, or 5.1 percent, to $30.13 in afternoon trading after Oppenheimer & Co. analyst Fadel Gheit cut his price target on the shares to $45 from $55 because of Anadarko's accusations, which he said were made, in part, to reduce its future financial exposure to liabilities.
Gheit said cleanup cost estimates run from $20 billion to $140 billion spread over five to 20 years. He said BP can survive his cost estimate of $30 billion to $60 billion, but costs topping $100 billion could force the company into bankruptcy.
"BP faces record cleanup costs and financial liabilities that are very difficult, if not impossible, to estimate with a high level of certainty," Gheit said in a research note.
___
Associated Press writers Robert Barr and Martin Benedyk in London and Mark Williams in Columbus, Ohio, contributed to this report.
Sunday, June 20, 2010
To the Lieutenant and the Misses
Could you write in this napkin, "To Lieutenant Columbo and the Misses," or better yet could you just write, "To Rose," "Frank Sinatra." Thank you, thank you very much. Lieutenant Frank Columbo on Dean Martin's "Roast to Frank Sinatra," 1978.
Wednesday, June 9, 2010
How has Warren Buffett done it
"Through thrift, honesty, and a 'can do' attitude." Biography Channel.
Wednesday, May 26, 2010
Thorogood
George Thorogood's first words in his famous song Bad To The Bone: "On the day I was born, the nurses all gathered 'round, and they gazed in wide wonder, at the joy they had found, the head nurse spoke up and said, 'Leave this one alone,' she could tell right away - that I was bad to the bone, bad to the bone... bad.... bad to the bone. I broke a thousand hearts before I met you, I'll break a thousand more baby, before I am through... I am here to tell you honey, that I am bad to the bone."
Peregrina Paloma Imaginaria
Peregrina paloma imaginaria que enardeces los úlitmos amores... alma de luz, de música y de flores, peregrina paloma imaginaria. Jorge Luis Borges recordando el poema de uno de los literatos más grandes - Ricardo Jaimes Freyre, boliviano.
Herb Kelleher and James Carville
In their book, Buck Up, Suck Up... and Come Back When You Foul Up, James Carville and Paul Begala talk about Herb Kelleher, perhaps the best CEO of all time, according to Fortune magazine. On one occasion, Herb Kelleher told Paul Begala: "I can teach you the secret to running this airline in 30 seconds. This is it: Southwest is the low-fare airline. Not a low-fare airline. We are THE low-fare airline. Once you understand that fact, you can make any decision about this company's future as well as I can."
"Here's an example," Herb said. "Tracy from marketing comes into your office. She says her surveys indicate that the passengers might enjoy a light entrée on the Houston to Las Vegas flight. All we offer is peanuts, and she thinks a nice chicken Caesar salad would be popular. What do you say?"
Paul Begala stammered (hesitated, paused, stuttered). So Herd told him: "You say, 'Tracy, will adding that chicken Caesar salad make us THE low-fare airline form Houston to Las Vegas? Because if it doesn't help us become the unchallenged low-fare airline, we're not serving any damn chicken salad.'"
"Here's an example," Herb said. "Tracy from marketing comes into your office. She says her surveys indicate that the passengers might enjoy a light entrée on the Houston to Las Vegas flight. All we offer is peanuts, and she thinks a nice chicken Caesar salad would be popular. What do you say?"
Paul Begala stammered (hesitated, paused, stuttered). So Herd told him: "You say, 'Tracy, will adding that chicken Caesar salad make us THE low-fare airline form Houston to Las Vegas? Because if it doesn't help us become the unchallenged low-fare airline, we're not serving any damn chicken salad.'"
Jean Paul Getty's 10 rules to being rich
Jean Paul Getty: 10 Rules of Business Success.
Posted on 29. Jan, 2010 by Tito Philips, Jnr. in Archives, Business Quotient (BQ), People Quotient (PQ)
“It is not easy to build a business and make millions. It takes hard–extremely hard–work. There are no nine-to-five working hours and no five-day working weeks. Work is round the clock, 24/7.”
Jean Paul Getty (December 15, 1892 – June 6, 1976) was an American industrialist who founded, among other companies, the Getty Oil Company. He was named in 1957 by Fortune magazine the richest man in the world, and continued to be so until the time of his death. At his death, he was worth more than $2 billion. These rules were extracted from his legendary book “How to be Rich.” Footnotes were added to each of the rules to make them more related to our age and time. There are no absolutely safe or sure formulas for achieving success in business. Nonetheless, there are some fundamental rules to the game, which if followed, tip the odds for success very much in the businessman’s favour.
1. Adequate knowledge of the business: Almost without exception, there is only one way to make a great deal of money in the business world–and that is in one’s own business. The man who wants to go into business for himself should choose a field which he knows and understands. Obviously, he can’t know everything there is to know from the very beginning, but he should not start until he has acquired a good, solid working knowledge of the business.
Footnote
There’s no way one can run a business successfully without having adequate knowledge of the nitty gritty of the particular business he or she is venturing into. Take your time to learn as much as you can about the particular industry, market and peculiar characteristics of the prospective customers your product or service will serve. Also, make sure you have the necessary skills needed as the leader of the business. Remember, “time spent learning and planning is considered an investment in business and the knowledge eventually acquired is an asset and competitive advantage to the business.”
2. Commitment to the central purpose of a business: the businessman should never lose sight of the central aim of all business–to produce more and better goods or to provide more and better services to more people (customers) at lower cost.
Footnote
In the words of Management Guru, Peter F. Drucker, to know what a business is, we have to start with its purpose. Its purpose must lie outside of the business itself. In fact, it must lie in society since business enterprise is an organ of society. There is only one valid definition of business purpose: to create a customer. This then is achieved through the continuous production of more and better goods or the provision of more and better services to the society at lower cost. Because its purpose is to create a customer, the business enterprise has two–and only these two–basic functions: MARKETING and INNOVATION. It is not necessary for a business to grow BIGGER; but it is necessary that it constantly grows BETTER. A businessman or woman who runs a business that isn’t doing this should not hope to achieve any form of business success.
3. Financial management: a sense of thrift (economy) is essential for success in business. The businessman must discipline himself to practice economy wherever possible, in his personal life as well as his business affairs. “Make your money first – then THINK about spending it,” is the best mantra for the man who wishes to succeed!
Footnote
There’s no way a business can be successfully managed without a good sense of money management on the part of the business owner. There must be a clear line of difference between ‘necessary expenses’ and ‘luxury expenses’. Always remember you’re not in business to satisfy your own personal desires, but to satisfy your customers’ desires consistently through the production of more and better goods or the provision of more and better services at lower cost. To do this, firstly, you must practice budgeting–a process of prioritizing necessary expenses essential to the survival and operational stability of the business. Secondly, negotiate everything! Always strive for a bargain no matter how small or intangible it may seem.
4. Seek continuous growth through necessary expansion: legitimate opportunities for expansion should never be overlooked or ignored. On the other hand, the businessman must always be on his guard against the temptation to over expand or launch expansion programs blindly, without sufficient justification and planning. Forced growth can be fatal to any business, new or old.
Footnote
Every business like every child ultimately wants to grow; this is the natural inclination of every living entity. The alert businessman or woman would seek various ways through which the business can grow through expansions. There are a few strategies for business expansion such as; buying over other related businesses, licensing of products or services, selling of franchises, opening of more branches, creation of strategic alliances and the cheapest; network marketing. Adequate planning and research must be fully carried out before any of these strategies can be adopted. Any business which fails to grow through necessary expansion faces the risk of extinction!
5. You’re the BOSS, call the shots: a businessman must run his own business. He cannot expect his employees to think or do as well as he can. If they could, they would not be his employees. When “The Boss” delegates authority or responsibility, he must maintain close and constant supervision over the subordinates entrusted with it.
Footnote
The great Inventor and entrepreneur, Henry Ford was once accused of being uneducated and rather than feel offended he posed a challenge telling his accusers to ask him any question whatsoever. With every question asked, Henry Ford simply called upon any of his workers who was qualified enough academically to answer the questions. On answering all the questions through his workers, his accusers claimed to have proved their allegations of Henry Ford’s illiteracy. Henry Ford smiling made a profound statement which will never go down in history; “I don’t bother to do the work anyone can do, I do the hardest work of all–thinking, which only a few men can do.” The few men who can think are those who become business owners employing those who cannot think but simply follow orders. Your key task as a businessman or woman lies in these words: directing human activities. And only those who know how to think can direct those who don’t think. To do this, you have to know a little about a lot (versatility) and employ those who know a lot about a few (specialization).
6. Seek continuous improvement: the businessman must be constantly alert for new ways to improve his products or services and increase his production and sales. He should also use prosperous periods to find the ways by which techniques and operational processes may be improved and costs lowered. It is only human for people to give little though to economies when business is booming. That, however, is just the time when the businessman has the mental elbow room to examine his operations calmly and objectively and thus effect important savings without sacrificing quality or efficiency. Many businessmen wait for lean periods to do these things and, as a result, often hit the panic button and slash costs in the wrong places.
Footnote
Success they say is a lazy teacher who makes her student complacent and comfortable. The best time to examine your business and seek ways for improvement isn’t when it’s declining, but rather when it is booming. A businessman or woman who desires success in business must deliberately seek out more and more ways of improving their business operations, products or services long before it becomes an emergency. Entrepreneurship is not a destination one is heading to, but a journey one embarks on; it has no end but death. In other words, there is no stationary spot or a point for resting on one’s laurels. Areas through which improvements can be channeled includes; business processes or systems, cost of production or cost of service delivery, product or service features and benefits, human resources, research and development, customer relationship management, finance, distribution etc. Remember, “opportunity is a haughty goddess who wastes no time with those who are unprepared”. Now, not later or tomorrow, is always the time to make room for improvement!
7. Take only justified risks: a businessman must be willing to take risks – to risk his own capital and lose his credit and to risk borrowed money as well when, in his considered opinion, the risks are justified. But borrowed money must promptly be repaid. Nothing will write finis to a career faster than a bad credit rating.
Footnote
Taking risks in order to meet the needs and solve the problem of the society is the essence of entrepreneurship. However, not all risks are worth taking. A businessman or woman who desires to be successful in business would always evaluate and analyze any risk they choose to take so as to justify its viability. It has always been said, “It’s not the entrepreneur with the best idea that wins but the entrepreneur with an idea whose time has come.” Adequate care must be taken in ensuring that whatever project or venture a businessman or woman chooses to embark on has a positive return on investment (ROI). There are various tools that can be used to analyze the viability of a venture or project some of which are; Best/Worst analysis (BWA), capital budgeting techniques, SWOT analysis etc.
8. Seek new business opportunities: a businessman must constantly seek new horizons and untapped or under-exploited markets. Today’s shrewd businessman looks to foreign markets.
Footnote
Businesses exists because of the opportunities created by the needs and problems of the society in which they operate. If these needs or problems weren’t present, the entrepreneur wouldn’t have any cause to go into business in the first place. Each need or problem represents a business opportunity usually called an ‘untapped-market’. It becomes paramount then to the alert businessman or woman who desires to succeed in any business to constantly be on the lookout for more needs or problems that may represent business opportunities within the society in which they operate. Taking advantage of these opportunities is what innovation is all about. An innovative business is one that is alert to the needs and problems of the market it serves. Once a business becomes dead or indifferent to the needs and problems of the society, its demise is inevitable. In today’s world, the society in which a business operates has greater implications as a result of the changes created by Information and Communications Technology (ICT). The world as we know is now a global village making the operating environment in which businesses function to be unlimited. A local business enterprise can fully meet the needs and solve the problems of an international market through the aid of Information and Communications Technology. For example, millions of businesses are created on the internet every day, businesses open up branches in different parts of the world as a result of strategic alliances/partnerships formed over the internet, goods and services are now being bought and sold online, meetings are held in various places over the internet across the world. Never before in the history of mankind has such a time like this where opportunities abound for the alert businessman or woman to capitalize on and make the most of the ‘boundary-less markets’ open to them.
9. Trust is a social capital: nothing builds confidence and volume faster or better than a reputation for standing behind one’s work or products. Guarantees should always be honoured–and in doubtful cases, the decision should always be in the customers’ favour. A generous service policy should always be maintained. The firm that is known to be completely reliable will have little difficulty filling its order books and keeping them filled.
Footnote
Business at its very core is a social activity. The whole concept of business is built around human interaction. All the parties needed for the successful operations of a business are people; your customers, employees, suppliers, professional partners, etc., are all people. So there’s hardly any thing one can do in the world of business without dealing with people or social interaction. This places a great burden on the character of every businessman or woman much more than they probably bargained for. In the world of business, whether you’re just starting out or you’re an established entrepreneur, your character is a valuable asset that must be jealously guarded. Before you became a businessman or woman, very few people counted on you and how you lived your personal life. The moment you choose to start your own business, the reverse is the case; every one within the world of business watches your every move and character. Your employees look up to you for leadership, your customers hold on to your brand promises, your suppliers bank on your credit worthiness, your professional partners count on your integrity. Everywhere you turn in the world of business, your character as an entrepreneur is daily put to test; your long term success in business will greatly depend on how well you are perceived by those you work with in business. Do you keep your word to your customers, employees, suppliers, professional partners? Do you sell or produce inferior goods or services? Do you cut corners to get the project done? Do you make all the money and treat your employees like rags? Are you sincere and honest in your business dealings? What you must always bear in mind at all times is this; “business is like making babies, you can’t do it alone!” And the golden rule of dealing with people is; “do unto others as you would have them do unto you–treat people like they would like to be treated”
10. You are an instrument of nature: no matter how many millions an individual amasses, if he is in business he must always consider his wealth as a means of improving living conditions everywhere. He must remember that he has the responsibilities toward his associates, employees, stockholders–and the public.
Footnote
Entrepreneurship is a call that is obeyed. There is a spiritual side to it. History is filled with great men and women who built businesses that have significantly improved our existence as humans here on earth. Imagine what the world would have been like if there weren’t people like Thomas Edison who invented light bulb? Imagine a world without computers; would there ever be a term like global village? Imagine a world where we had to gaze at the sun to know what time of the day it is? There are countless examples the world over of breakthrough inventions that has radically changed our existence, all these were made possible by men and women like you and I who felt it more compelling to use their wealth and talents for the good of humanity rather than wallowing in their own fantasies enjoying all the good their wealth can possibly buy. Entrepreneurs are the architects of civilization. We are the instruments of nature being used for the good of humanity.
In conclusion, in the words of the legend himself, Jean Paul Getty: “Do you want to make a million? Believe me, you can – if you are able to recognize the limitless opportunities and potentials around you and will apply these rules and work hard. For today’s alert, ambitious and able young men and women, all that glitters truly CAN be gold!”
Posted on 29. Jan, 2010 by Tito Philips, Jnr. in Archives, Business Quotient (BQ), People Quotient (PQ)
“It is not easy to build a business and make millions. It takes hard–extremely hard–work. There are no nine-to-five working hours and no five-day working weeks. Work is round the clock, 24/7.”
Jean Paul Getty (December 15, 1892 – June 6, 1976) was an American industrialist who founded, among other companies, the Getty Oil Company. He was named in 1957 by Fortune magazine the richest man in the world, and continued to be so until the time of his death. At his death, he was worth more than $2 billion. These rules were extracted from his legendary book “How to be Rich.” Footnotes were added to each of the rules to make them more related to our age and time. There are no absolutely safe or sure formulas for achieving success in business. Nonetheless, there are some fundamental rules to the game, which if followed, tip the odds for success very much in the businessman’s favour.
1. Adequate knowledge of the business: Almost without exception, there is only one way to make a great deal of money in the business world–and that is in one’s own business. The man who wants to go into business for himself should choose a field which he knows and understands. Obviously, he can’t know everything there is to know from the very beginning, but he should not start until he has acquired a good, solid working knowledge of the business.
Footnote
There’s no way one can run a business successfully without having adequate knowledge of the nitty gritty of the particular business he or she is venturing into. Take your time to learn as much as you can about the particular industry, market and peculiar characteristics of the prospective customers your product or service will serve. Also, make sure you have the necessary skills needed as the leader of the business. Remember, “time spent learning and planning is considered an investment in business and the knowledge eventually acquired is an asset and competitive advantage to the business.”
2. Commitment to the central purpose of a business: the businessman should never lose sight of the central aim of all business–to produce more and better goods or to provide more and better services to more people (customers) at lower cost.
Footnote
In the words of Management Guru, Peter F. Drucker, to know what a business is, we have to start with its purpose. Its purpose must lie outside of the business itself. In fact, it must lie in society since business enterprise is an organ of society. There is only one valid definition of business purpose: to create a customer. This then is achieved through the continuous production of more and better goods or the provision of more and better services to the society at lower cost. Because its purpose is to create a customer, the business enterprise has two–and only these two–basic functions: MARKETING and INNOVATION. It is not necessary for a business to grow BIGGER; but it is necessary that it constantly grows BETTER. A businessman or woman who runs a business that isn’t doing this should not hope to achieve any form of business success.
3. Financial management: a sense of thrift (economy) is essential for success in business. The businessman must discipline himself to practice economy wherever possible, in his personal life as well as his business affairs. “Make your money first – then THINK about spending it,” is the best mantra for the man who wishes to succeed!
Footnote
There’s no way a business can be successfully managed without a good sense of money management on the part of the business owner. There must be a clear line of difference between ‘necessary expenses’ and ‘luxury expenses’. Always remember you’re not in business to satisfy your own personal desires, but to satisfy your customers’ desires consistently through the production of more and better goods or the provision of more and better services at lower cost. To do this, firstly, you must practice budgeting–a process of prioritizing necessary expenses essential to the survival and operational stability of the business. Secondly, negotiate everything! Always strive for a bargain no matter how small or intangible it may seem.
4. Seek continuous growth through necessary expansion: legitimate opportunities for expansion should never be overlooked or ignored. On the other hand, the businessman must always be on his guard against the temptation to over expand or launch expansion programs blindly, without sufficient justification and planning. Forced growth can be fatal to any business, new or old.
Footnote
Every business like every child ultimately wants to grow; this is the natural inclination of every living entity. The alert businessman or woman would seek various ways through which the business can grow through expansions. There are a few strategies for business expansion such as; buying over other related businesses, licensing of products or services, selling of franchises, opening of more branches, creation of strategic alliances and the cheapest; network marketing. Adequate planning and research must be fully carried out before any of these strategies can be adopted. Any business which fails to grow through necessary expansion faces the risk of extinction!
5. You’re the BOSS, call the shots: a businessman must run his own business. He cannot expect his employees to think or do as well as he can. If they could, they would not be his employees. When “The Boss” delegates authority or responsibility, he must maintain close and constant supervision over the subordinates entrusted with it.
Footnote
The great Inventor and entrepreneur, Henry Ford was once accused of being uneducated and rather than feel offended he posed a challenge telling his accusers to ask him any question whatsoever. With every question asked, Henry Ford simply called upon any of his workers who was qualified enough academically to answer the questions. On answering all the questions through his workers, his accusers claimed to have proved their allegations of Henry Ford’s illiteracy. Henry Ford smiling made a profound statement which will never go down in history; “I don’t bother to do the work anyone can do, I do the hardest work of all–thinking, which only a few men can do.” The few men who can think are those who become business owners employing those who cannot think but simply follow orders. Your key task as a businessman or woman lies in these words: directing human activities. And only those who know how to think can direct those who don’t think. To do this, you have to know a little about a lot (versatility) and employ those who know a lot about a few (specialization).
6. Seek continuous improvement: the businessman must be constantly alert for new ways to improve his products or services and increase his production and sales. He should also use prosperous periods to find the ways by which techniques and operational processes may be improved and costs lowered. It is only human for people to give little though to economies when business is booming. That, however, is just the time when the businessman has the mental elbow room to examine his operations calmly and objectively and thus effect important savings without sacrificing quality or efficiency. Many businessmen wait for lean periods to do these things and, as a result, often hit the panic button and slash costs in the wrong places.
Footnote
Success they say is a lazy teacher who makes her student complacent and comfortable. The best time to examine your business and seek ways for improvement isn’t when it’s declining, but rather when it is booming. A businessman or woman who desires success in business must deliberately seek out more and more ways of improving their business operations, products or services long before it becomes an emergency. Entrepreneurship is not a destination one is heading to, but a journey one embarks on; it has no end but death. In other words, there is no stationary spot or a point for resting on one’s laurels. Areas through which improvements can be channeled includes; business processes or systems, cost of production or cost of service delivery, product or service features and benefits, human resources, research and development, customer relationship management, finance, distribution etc. Remember, “opportunity is a haughty goddess who wastes no time with those who are unprepared”. Now, not later or tomorrow, is always the time to make room for improvement!
7. Take only justified risks: a businessman must be willing to take risks – to risk his own capital and lose his credit and to risk borrowed money as well when, in his considered opinion, the risks are justified. But borrowed money must promptly be repaid. Nothing will write finis to a career faster than a bad credit rating.
Footnote
Taking risks in order to meet the needs and solve the problem of the society is the essence of entrepreneurship. However, not all risks are worth taking. A businessman or woman who desires to be successful in business would always evaluate and analyze any risk they choose to take so as to justify its viability. It has always been said, “It’s not the entrepreneur with the best idea that wins but the entrepreneur with an idea whose time has come.” Adequate care must be taken in ensuring that whatever project or venture a businessman or woman chooses to embark on has a positive return on investment (ROI). There are various tools that can be used to analyze the viability of a venture or project some of which are; Best/Worst analysis (BWA), capital budgeting techniques, SWOT analysis etc.
8. Seek new business opportunities: a businessman must constantly seek new horizons and untapped or under-exploited markets. Today’s shrewd businessman looks to foreign markets.
Footnote
Businesses exists because of the opportunities created by the needs and problems of the society in which they operate. If these needs or problems weren’t present, the entrepreneur wouldn’t have any cause to go into business in the first place. Each need or problem represents a business opportunity usually called an ‘untapped-market’. It becomes paramount then to the alert businessman or woman who desires to succeed in any business to constantly be on the lookout for more needs or problems that may represent business opportunities within the society in which they operate. Taking advantage of these opportunities is what innovation is all about. An innovative business is one that is alert to the needs and problems of the market it serves. Once a business becomes dead or indifferent to the needs and problems of the society, its demise is inevitable. In today’s world, the society in which a business operates has greater implications as a result of the changes created by Information and Communications Technology (ICT). The world as we know is now a global village making the operating environment in which businesses function to be unlimited. A local business enterprise can fully meet the needs and solve the problems of an international market through the aid of Information and Communications Technology. For example, millions of businesses are created on the internet every day, businesses open up branches in different parts of the world as a result of strategic alliances/partnerships formed over the internet, goods and services are now being bought and sold online, meetings are held in various places over the internet across the world. Never before in the history of mankind has such a time like this where opportunities abound for the alert businessman or woman to capitalize on and make the most of the ‘boundary-less markets’ open to them.
9. Trust is a social capital: nothing builds confidence and volume faster or better than a reputation for standing behind one’s work or products. Guarantees should always be honoured–and in doubtful cases, the decision should always be in the customers’ favour. A generous service policy should always be maintained. The firm that is known to be completely reliable will have little difficulty filling its order books and keeping them filled.
Footnote
Business at its very core is a social activity. The whole concept of business is built around human interaction. All the parties needed for the successful operations of a business are people; your customers, employees, suppliers, professional partners, etc., are all people. So there’s hardly any thing one can do in the world of business without dealing with people or social interaction. This places a great burden on the character of every businessman or woman much more than they probably bargained for. In the world of business, whether you’re just starting out or you’re an established entrepreneur, your character is a valuable asset that must be jealously guarded. Before you became a businessman or woman, very few people counted on you and how you lived your personal life. The moment you choose to start your own business, the reverse is the case; every one within the world of business watches your every move and character. Your employees look up to you for leadership, your customers hold on to your brand promises, your suppliers bank on your credit worthiness, your professional partners count on your integrity. Everywhere you turn in the world of business, your character as an entrepreneur is daily put to test; your long term success in business will greatly depend on how well you are perceived by those you work with in business. Do you keep your word to your customers, employees, suppliers, professional partners? Do you sell or produce inferior goods or services? Do you cut corners to get the project done? Do you make all the money and treat your employees like rags? Are you sincere and honest in your business dealings? What you must always bear in mind at all times is this; “business is like making babies, you can’t do it alone!” And the golden rule of dealing with people is; “do unto others as you would have them do unto you–treat people like they would like to be treated”
10. You are an instrument of nature: no matter how many millions an individual amasses, if he is in business he must always consider his wealth as a means of improving living conditions everywhere. He must remember that he has the responsibilities toward his associates, employees, stockholders–and the public.
Footnote
Entrepreneurship is a call that is obeyed. There is a spiritual side to it. History is filled with great men and women who built businesses that have significantly improved our existence as humans here on earth. Imagine what the world would have been like if there weren’t people like Thomas Edison who invented light bulb? Imagine a world without computers; would there ever be a term like global village? Imagine a world where we had to gaze at the sun to know what time of the day it is? There are countless examples the world over of breakthrough inventions that has radically changed our existence, all these were made possible by men and women like you and I who felt it more compelling to use their wealth and talents for the good of humanity rather than wallowing in their own fantasies enjoying all the good their wealth can possibly buy. Entrepreneurs are the architects of civilization. We are the instruments of nature being used for the good of humanity.
In conclusion, in the words of the legend himself, Jean Paul Getty: “Do you want to make a million? Believe me, you can – if you are able to recognize the limitless opportunities and potentials around you and will apply these rules and work hard. For today’s alert, ambitious and able young men and women, all that glitters truly CAN be gold!”
8 Rules for a future millionaire
8 SECRETS TO WEALTH by Sir John Paul Getty (September 7,1932 - April 17, 2003). Son of Jean Paul Getty, the richest man in the world from 1956 - 1976, who was born in 1892, and died in 1976.
The late John Paul Getty's rules for accumulating wealth are simple and to the point. In fact, they are so simple that most people who read them either dismiss them as sweeping generalities or falsely believe they have known and used them most of their lives... but these people are probably not rich. So while these guidelines may lack romance or an obvious direction, be assured that they are the genuine article. Apply them as soon and as often as you can, and apply them with intelligence and creativity.
Rule No. 1: To acquire wealth today, you must be in your own business.
You may think that the corporate executive with a $100,000 salary is better off than small shop owner, but the executive will be hard-pressed to double his income and taxes will eat up most of any increase. The simplest peanut vendor has unlimited opportunity to expand his business and his income, and even salesmen, who in most cases are able to write their own paychecks, can control his sale increases himself.
Rule No. 2. You must have a working knowledge of the business when you start and continue to increase your knowledge of it as you go along.
If you don't know what you're doing when you start, your mistakes will be costly and often unnecessary, and you won't be able to keep up with the technological explosions in any field. Start smart and stay that way.
Rule No. 3. You must save money in your personal life and in your business venture as well.
Discipline is the key to saving money. You must develop the will power to deny yourself immediate gratification or the temptation to gamble on the quick buck. Resources will be needed for expansion and should be guarded carefully.
Rule No. 4. You must take risks, both with your own money or with borrowed money.
Risk-taking is essential to business growth. Nelson Bunker Hunt is admired for his guts in trying to corner the silver market, not scorned for losing money on this deal. Some of the richest men have staked their entire fortunes and lost, several times over, before the risk-taking paid off. Back those risks with good judgment, experience, commitment, and the right support. Seek advice on risks from the wealthy who still take risks, not friends who dare nothing more than a football bet.
Rule No. 5. You must not only learn to live with tension, you must seek it out.
Thrive on stress! If it means getting physically fit, having a psychiatric overall or losing 50 pounds before you can handle it, do it. Once you can learn to thrive on stress, you will not only enjoy it, you will seek it out willingly and enthusiastically and wonder how you could live any other way. Men of means look at making money as a game which they love to play. Consider it serious business and you will suffer far more stress than you need or want. Keep your perspective or your stress level will rocket beyond your control.
Rule No. 6. Build wealth as a by-product of your business success.
If wealth is your only object in business, you will probably fail. Wealth is only a benefit of the game. If you win, the money will be there. If you lose, and you will from time to time if you play long and hard enough, it must have been fun or it was not worth it.
Rule No. 7. Patience.
This is the greatest business asset. Wait for the right time to make your moves. Let your business grow naturally, not by pressing your luck.
Rule No. 8. Diversify at the top.
Once you've made it, you'll understand that any business is limited in the challenges it offers. You'll want and need other games to play, so you'll look for other ventures to hold your interest.
Now go for it!
The late John Paul Getty's rules for accumulating wealth are simple and to the point. In fact, they are so simple that most people who read them either dismiss them as sweeping generalities or falsely believe they have known and used them most of their lives... but these people are probably not rich. So while these guidelines may lack romance or an obvious direction, be assured that they are the genuine article. Apply them as soon and as often as you can, and apply them with intelligence and creativity.
Rule No. 1: To acquire wealth today, you must be in your own business.
You may think that the corporate executive with a $100,000 salary is better off than small shop owner, but the executive will be hard-pressed to double his income and taxes will eat up most of any increase. The simplest peanut vendor has unlimited opportunity to expand his business and his income, and even salesmen, who in most cases are able to write their own paychecks, can control his sale increases himself.
Rule No. 2. You must have a working knowledge of the business when you start and continue to increase your knowledge of it as you go along.
If you don't know what you're doing when you start, your mistakes will be costly and often unnecessary, and you won't be able to keep up with the technological explosions in any field. Start smart and stay that way.
Rule No. 3. You must save money in your personal life and in your business venture as well.
Discipline is the key to saving money. You must develop the will power to deny yourself immediate gratification or the temptation to gamble on the quick buck. Resources will be needed for expansion and should be guarded carefully.
Rule No. 4. You must take risks, both with your own money or with borrowed money.
Risk-taking is essential to business growth. Nelson Bunker Hunt is admired for his guts in trying to corner the silver market, not scorned for losing money on this deal. Some of the richest men have staked their entire fortunes and lost, several times over, before the risk-taking paid off. Back those risks with good judgment, experience, commitment, and the right support. Seek advice on risks from the wealthy who still take risks, not friends who dare nothing more than a football bet.
Rule No. 5. You must not only learn to live with tension, you must seek it out.
Thrive on stress! If it means getting physically fit, having a psychiatric overall or losing 50 pounds before you can handle it, do it. Once you can learn to thrive on stress, you will not only enjoy it, you will seek it out willingly and enthusiastically and wonder how you could live any other way. Men of means look at making money as a game which they love to play. Consider it serious business and you will suffer far more stress than you need or want. Keep your perspective or your stress level will rocket beyond your control.
Rule No. 6. Build wealth as a by-product of your business success.
If wealth is your only object in business, you will probably fail. Wealth is only a benefit of the game. If you win, the money will be there. If you lose, and you will from time to time if you play long and hard enough, it must have been fun or it was not worth it.
Rule No. 7. Patience.
This is the greatest business asset. Wait for the right time to make your moves. Let your business grow naturally, not by pressing your luck.
Rule No. 8. Diversify at the top.
Once you've made it, you'll understand that any business is limited in the challenges it offers. You'll want and need other games to play, so you'll look for other ventures to hold your interest.
Now go for it!
Friday, May 21, 2010
The day television died
The Day Music Died was on February 3, 1959, when a small airplane crashed near Clear Lake, Iowa, killing Buddy Holly, Ritchie Valens, and J.P. Richardson who were aboard that plane. They were the biggest rock and roll performers of that time. On May 22, 1992 the last show of The Tonight Show With Johnny Carson was aired on television after running for 30 years every weeknight. That's the Day Television Died.
Paramount Pictures
In 1968 Paramount Pictures was floundering as the 9th studio in Hollywood, year in which Robert Evans was hired by Charles Bluhdorn of Gulf Western to run it. In less than 4 years Robert Evans turned it into the number 1 studio in Hollywood with such pictures as The Godfather, Love Story, The Great Gatsby, Serpico, and many others. There, he was the boss of Barry Diller and Michael Eisner who, like him, later went on to produce pictures that transformed American and world culture.
Wednesday, May 19, 2010
Don Simpson's Biography
If there was ever one person who defined the Hollywood tableau of wild success succumbing to even wilder excess, it was fabled producer Don Simpson. Though a driven and talented executive-turned-producer whose flair for churning out hit movies throughout the 1970s and 1980s was unparalleled, Simpson’s enormous appetite for drugs, food and sadomasochistic sex wound up destroying his lucrative partnership with producer Jerry Bruckheimer and ultimately ending his life. At first glance, Simpson reveled in being a raving, solipsistic mogul whose ability to snort massive amounts cocaine was a natural extension of his glamorous lifestyle. But to peel back the layers was to reveal a dark and diseased soul. Though remembered mostly for his excesses, Simpson’s true legacy was his work – he produced some of the most memorable and profitable movies to come off the studio conveyor belt, a contradiction that underscored his tortured, self-destructive nature.
Simpson was born Oct. 29, 1943 in Seattle, WA, but was reared in Anchorage, AK from the age of 2. His father, Russell Simpson, was a mechanic for Boeing and his mother, June, raised him and his younger brother, Larry. His upbringing was steeped in the fire and brimstone of his Southern Baptist parents – church was attended several times a week and the idea of eternal damnation was a constant – an environment he routinely described later in life as a nightmare of repression. According to Simpson, he was a well-behaved boy who ran afoul of righteousness when he discovered sex. Though no official records existed, Simpson claimed to have gotten into his share of juvenile trouble, prompting a local cop to lock him in a room and kick the crap out of him – an act that scared the lad straight. Other variations on the story were a hell-fire minister to whom Simpson confessed his libidinous dalliances and a rough-and-tumble county judge who gave the wayward youth a choice: college or prison. Whether or not these stories were true, it was obvious later in life that his tough love mentor – if one existed – had little to no effect.
Simpson eventually left rural Anchorage to attend the University of Oregon at Eugene, from which he graduated Phi Beta Kappa in 1966. He left for Hollywood soon after, landing at Warner Bros. where he worked in their marketing department on youth-exploitation films. In 1973, he was snatched away from Warner’s by Paramount where his brash attitude and outspoken nature appealed to the likes of studio heads Robert Evans, Michael Eisner and Barry Diller. Eisner especially took a shine to the lad and gave him the opportunity to rise quickly up the ranks, thanks to Simpson’s ability to boil down the plot of a film into a short and succinct sentence – what later became known as the high concept pitch. By 1975, Simpson was a production executive and, soon thereafter, became the studio’s first president of production, even receiving screenplay credit on the all-star farce, “Cannonball!” (1976). He then began what would become his most valuable partnership – and his most important friendship – with Bruckheimer in 1979 when Bruckheimer was brought to Paramount to produce the Richard Gere film, “America Gigolo” (1980). The two hit it off immediately and soon formed a productive working partnership.
By the time Simpson began working with Bruckheimer, he was fully invested in his cocaine habit. So bad was his addiction, that Diller and Eisner quietly cut him loose. Paramount did, however, have affection for him and respected his talent, extending to Simpson the opportunity to stay on as a producer. In 1983, they handed him the reigns to “Flashdance,” which prompted Simpson to ask for Bruckheimer’s help. About a female steel worker (Jennifer Beals) moonlighting as an exotic dancer with dreams of going to a real dance school, “Flashdance” became a sensation, taking in over $90 million at the box office after being shot on a modest $7.5 million budget. With the success of this iconic film, Simpson and Bruckheimer were rolling. Though their next effort, “Thief of Hearts” (1984), a cheap and cheesy thriller about a professional thief (Steven Bauer) who stumbles upon a woman’s diary and uses her private thoughts to seduce her, was easily forgettable, it was his next project that made Simpson king.
Simpson first pitched the idea of “Beverly Hills Cop” back in 1977 when he was still an exec at Paramount. Though his version was uninspiring in the initial stages, he managed to develop a strong fish-out-of-water story about a rough-and-tumble cop from Detroit forced to work with uppity Beverly Hills detectives. Simpson later boasted that the scripts saw over 37 drafts and 11 different writers before Eddie Murphy signed on to play Axel Foley. Again shot on a modest budget – only $14 million – “Beverly Hills Cop” took in a whopping $235 million at the box office, an astronomical sum in 1984. Thus the action-comedy was born.
But it was his next movie, “Top Gun” (1986), that put Simpson over the top. Born when Bruckheimer found an article about naval flight schools and excitedly pointed it out to Simpson, “Top Gun” – the story of a maverick fighter pilot (Tom Cruise) who attends the top flight school and falls in love with his instructor (Kelly McGillis) – became a sensation, turning Cruise into the biggest star in the world. By the time “Top Gun” hit the theaters, however, Simpson was drowning in his cocaine addiction. He tried rehab while the film was in production, but relapsed upon returning to set. It seemed the more successful a producer he was, the worse his demons became.
“Top Gun” took in $176 million at the box office, dealing Simpson and Bruckheimer yet another winner. Simpson returned to the well for “Beverly Hills Cop II” (1987), and though it proved less successful as its predecessor, the dye, had been cast. Simpson and Bruckheimer were given an unprecedented production deal with Paramount: several hundred million dollars to finance movies, a large cut of the box office take, and no prior approval from the studio. In essence, Paramount handed Simpson a blank check, inflating his already enormous ego beyond all reason.
The regret was felt through the Paramount halls of power almost immediately upon the release of “Days of Thunder” (1990) – a disaster of a movie from start to finish and the beginning of Simpson’s personal unraveling. All indications prior to production indicated a massive hit: Tom Cruise starring in a race car movie – “Top Gun” on wheels. But cost overruns ballooned the budget from $45 million to $70 million. To make matters worse, aside from the constant rewrites to satisfy an unhappy star, Simpson inserted himself as an actor, playing Italian NASCAR driver Aldo Benadetti. The producer’s uncontrollable appetite for junk food and prescription drugs – he was known to take growth hormones for their supposed sexual performance benefits – helped him pack on the pounds, causing him to undergo multiple reconstructive surgeries. He even received injections of fat into his penis!
Though in public he was extremely confident that “Days of Thunder” would be a hit, privately he was deeply concerned. His fears proved correct when the movie took in a paltry $82 million in ticket sales. The disaster prompted Paramount to nix their deal with Simpson and Bruckheimer. After shopping around for a new home, the duo found a new haven with the unlikeliest of studios: Disney, where old boss Michael Eisner was CEO. It would take a few years to get his next project off the ground – though in development on a couple dozen projects, Simpson could not get one into production. Meanwhile, he was descending into a delirium of sex and drugs that made all around him concerned. Rumors were rampant about his deranged predilections – extreme sadomasochistic sex with high class call girls being chief among them, one that later proved to be true. As drugs and junk food took their toll on his body, Simpson – who prided himself on his sexual conquests – found it impossible to perform, forcing him to just sit and watch. He had a penchant for disappearing, sometimes to his Bel Air home where he’d lock himself away from the world, other times to parts undisclosed, causing concern from those closest to him.
By 1994, when Simpson and Bruckheimer released their next film, “The Ref” (1994), an action comedy starring Denis Leary as a burglar who kidnaps a feuding couple (Judy Davis and Kevin Spacey) after a robbery, the magic was gone. Simpson was too far lost to his own depravity to be an effective producer. Though he was involved in several hits in his last year of life – “Bad Boys” (1995), “Crimson Tide” (1995), “Dangerous Minds” (1995) and “The Rock” (1996) – Simpson was barely involved in the productions, turning over control to his clean-living partner. In August of 1995, friend and noted physical trainer Stephen Ammerman was found dead in Simpson’s pool from a drug overdose – toxicologists found cocaine, morphine and Valium in his system. Reeling from the death and its proximity, Simpson spent weeks hiding out in his mansion, refusing to deal with anyone. By this time, Bruckheimer began trying to sever his professional partnership with Simpson – even he was fed up with his problems. The two officially dissolved their creative union in December 1995, but vowed to complete projects already in production. Just a month after their partnership ended, Simpson was found dead in his Bel Air mansion from an apparent heart attack. Autopsy reports later confirmed that Simpson had dozens of prescription drugs in his system, including Thorazine, Valium and Morphine. He was also steeped in large amounts of alcohol and cocaine. Instead of going out in a blaze of glory, Simpson pulled an Elvis, dying on the toilet while reading James Riordan’s biography on Oliver Stone, Stone: The Controversies, Excesses and Exploits of a Radical Filmmaker. He was only 52.
Also credited as: Donald C. Simpson. Born: October 29, 1943 in Seattle, Washington. Died: January 19, 1996. Job titles: Producer, Actor, Executive, Screenwriter. Education: University of Oregon, Eugene, Oregon, 1967.
Milestones:
1970 Handeled the publicity for the First International Erotic Film Festival in San Francisco
1971 Hired by Warner Bros. as marketing executive, specializing in youth-oriented product
1975 Became production executive at Paramount
1975 Co-wrote low-budget film, "Aloha, Bobby and Rose"
1977 Promoted to vice president, production, Paramount
1980 Made president, worldwide production, Paramount
1980 Made senior vice president, production, Paramount
1983 First screen credit as producer, "Flashdance"
1983 Formed Don Simpson/Jerry Bruckheimer Productions; entered into five-year exclusive development/production deal with Paramount
1990 With Bruckheimer, signed second five-year production deal with Paramount in February; contract ended "by mutual agreement" in November of same year
1991 Simpson-Bruckheimer signed non-exclusive, five-year, five-picture deal with Disney subsidiary Hollywood Pictures (January)
1995 At the request of Bruckheimer, Simpson-Bruckheimer dissolved their partnership in December
1995 Simpson's doctor, Stephen Ammerman, was found dead of an apparent drug overdose in the shower of Simpson's pool house
1996 Final Simpson-Bruckheimer production, "The Rock", debuted in the summer
1996 Simpson found dead at his home on January 19
Began film career as account executive with Jack Woodel Agency, San Francisco (supervised marketing of Warner Bros. Films)
Raised in Anchorage, Alaska
* This biography was retrieved from Yahoo Movies' Biographies.
Simpson was born Oct. 29, 1943 in Seattle, WA, but was reared in Anchorage, AK from the age of 2. His father, Russell Simpson, was a mechanic for Boeing and his mother, June, raised him and his younger brother, Larry. His upbringing was steeped in the fire and brimstone of his Southern Baptist parents – church was attended several times a week and the idea of eternal damnation was a constant – an environment he routinely described later in life as a nightmare of repression. According to Simpson, he was a well-behaved boy who ran afoul of righteousness when he discovered sex. Though no official records existed, Simpson claimed to have gotten into his share of juvenile trouble, prompting a local cop to lock him in a room and kick the crap out of him – an act that scared the lad straight. Other variations on the story were a hell-fire minister to whom Simpson confessed his libidinous dalliances and a rough-and-tumble county judge who gave the wayward youth a choice: college or prison. Whether or not these stories were true, it was obvious later in life that his tough love mentor – if one existed – had little to no effect.
Simpson eventually left rural Anchorage to attend the University of Oregon at Eugene, from which he graduated Phi Beta Kappa in 1966. He left for Hollywood soon after, landing at Warner Bros. where he worked in their marketing department on youth-exploitation films. In 1973, he was snatched away from Warner’s by Paramount where his brash attitude and outspoken nature appealed to the likes of studio heads Robert Evans, Michael Eisner and Barry Diller. Eisner especially took a shine to the lad and gave him the opportunity to rise quickly up the ranks, thanks to Simpson’s ability to boil down the plot of a film into a short and succinct sentence – what later became known as the high concept pitch. By 1975, Simpson was a production executive and, soon thereafter, became the studio’s first president of production, even receiving screenplay credit on the all-star farce, “Cannonball!” (1976). He then began what would become his most valuable partnership – and his most important friendship – with Bruckheimer in 1979 when Bruckheimer was brought to Paramount to produce the Richard Gere film, “America Gigolo” (1980). The two hit it off immediately and soon formed a productive working partnership.
By the time Simpson began working with Bruckheimer, he was fully invested in his cocaine habit. So bad was his addiction, that Diller and Eisner quietly cut him loose. Paramount did, however, have affection for him and respected his talent, extending to Simpson the opportunity to stay on as a producer. In 1983, they handed him the reigns to “Flashdance,” which prompted Simpson to ask for Bruckheimer’s help. About a female steel worker (Jennifer Beals) moonlighting as an exotic dancer with dreams of going to a real dance school, “Flashdance” became a sensation, taking in over $90 million at the box office after being shot on a modest $7.5 million budget. With the success of this iconic film, Simpson and Bruckheimer were rolling. Though their next effort, “Thief of Hearts” (1984), a cheap and cheesy thriller about a professional thief (Steven Bauer) who stumbles upon a woman’s diary and uses her private thoughts to seduce her, was easily forgettable, it was his next project that made Simpson king.
Simpson first pitched the idea of “Beverly Hills Cop” back in 1977 when he was still an exec at Paramount. Though his version was uninspiring in the initial stages, he managed to develop a strong fish-out-of-water story about a rough-and-tumble cop from Detroit forced to work with uppity Beverly Hills detectives. Simpson later boasted that the scripts saw over 37 drafts and 11 different writers before Eddie Murphy signed on to play Axel Foley. Again shot on a modest budget – only $14 million – “Beverly Hills Cop” took in a whopping $235 million at the box office, an astronomical sum in 1984. Thus the action-comedy was born.
But it was his next movie, “Top Gun” (1986), that put Simpson over the top. Born when Bruckheimer found an article about naval flight schools and excitedly pointed it out to Simpson, “Top Gun” – the story of a maverick fighter pilot (Tom Cruise) who attends the top flight school and falls in love with his instructor (Kelly McGillis) – became a sensation, turning Cruise into the biggest star in the world. By the time “Top Gun” hit the theaters, however, Simpson was drowning in his cocaine addiction. He tried rehab while the film was in production, but relapsed upon returning to set. It seemed the more successful a producer he was, the worse his demons became.
“Top Gun” took in $176 million at the box office, dealing Simpson and Bruckheimer yet another winner. Simpson returned to the well for “Beverly Hills Cop II” (1987), and though it proved less successful as its predecessor, the dye, had been cast. Simpson and Bruckheimer were given an unprecedented production deal with Paramount: several hundred million dollars to finance movies, a large cut of the box office take, and no prior approval from the studio. In essence, Paramount handed Simpson a blank check, inflating his already enormous ego beyond all reason.
The regret was felt through the Paramount halls of power almost immediately upon the release of “Days of Thunder” (1990) – a disaster of a movie from start to finish and the beginning of Simpson’s personal unraveling. All indications prior to production indicated a massive hit: Tom Cruise starring in a race car movie – “Top Gun” on wheels. But cost overruns ballooned the budget from $45 million to $70 million. To make matters worse, aside from the constant rewrites to satisfy an unhappy star, Simpson inserted himself as an actor, playing Italian NASCAR driver Aldo Benadetti. The producer’s uncontrollable appetite for junk food and prescription drugs – he was known to take growth hormones for their supposed sexual performance benefits – helped him pack on the pounds, causing him to undergo multiple reconstructive surgeries. He even received injections of fat into his penis!
Though in public he was extremely confident that “Days of Thunder” would be a hit, privately he was deeply concerned. His fears proved correct when the movie took in a paltry $82 million in ticket sales. The disaster prompted Paramount to nix their deal with Simpson and Bruckheimer. After shopping around for a new home, the duo found a new haven with the unlikeliest of studios: Disney, where old boss Michael Eisner was CEO. It would take a few years to get his next project off the ground – though in development on a couple dozen projects, Simpson could not get one into production. Meanwhile, he was descending into a delirium of sex and drugs that made all around him concerned. Rumors were rampant about his deranged predilections – extreme sadomasochistic sex with high class call girls being chief among them, one that later proved to be true. As drugs and junk food took their toll on his body, Simpson – who prided himself on his sexual conquests – found it impossible to perform, forcing him to just sit and watch. He had a penchant for disappearing, sometimes to his Bel Air home where he’d lock himself away from the world, other times to parts undisclosed, causing concern from those closest to him.
By 1994, when Simpson and Bruckheimer released their next film, “The Ref” (1994), an action comedy starring Denis Leary as a burglar who kidnaps a feuding couple (Judy Davis and Kevin Spacey) after a robbery, the magic was gone. Simpson was too far lost to his own depravity to be an effective producer. Though he was involved in several hits in his last year of life – “Bad Boys” (1995), “Crimson Tide” (1995), “Dangerous Minds” (1995) and “The Rock” (1996) – Simpson was barely involved in the productions, turning over control to his clean-living partner. In August of 1995, friend and noted physical trainer Stephen Ammerman was found dead in Simpson’s pool from a drug overdose – toxicologists found cocaine, morphine and Valium in his system. Reeling from the death and its proximity, Simpson spent weeks hiding out in his mansion, refusing to deal with anyone. By this time, Bruckheimer began trying to sever his professional partnership with Simpson – even he was fed up with his problems. The two officially dissolved their creative union in December 1995, but vowed to complete projects already in production. Just a month after their partnership ended, Simpson was found dead in his Bel Air mansion from an apparent heart attack. Autopsy reports later confirmed that Simpson had dozens of prescription drugs in his system, including Thorazine, Valium and Morphine. He was also steeped in large amounts of alcohol and cocaine. Instead of going out in a blaze of glory, Simpson pulled an Elvis, dying on the toilet while reading James Riordan’s biography on Oliver Stone, Stone: The Controversies, Excesses and Exploits of a Radical Filmmaker. He was only 52.
Also credited as: Donald C. Simpson. Born: October 29, 1943 in Seattle, Washington. Died: January 19, 1996. Job titles: Producer, Actor, Executive, Screenwriter. Education: University of Oregon, Eugene, Oregon, 1967.
Milestones:
1970 Handeled the publicity for the First International Erotic Film Festival in San Francisco
1971 Hired by Warner Bros. as marketing executive, specializing in youth-oriented product
1975 Became production executive at Paramount
1975 Co-wrote low-budget film, "Aloha, Bobby and Rose"
1977 Promoted to vice president, production, Paramount
1980 Made president, worldwide production, Paramount
1980 Made senior vice president, production, Paramount
1983 First screen credit as producer, "Flashdance"
1983 Formed Don Simpson/Jerry Bruckheimer Productions; entered into five-year exclusive development/production deal with Paramount
1990 With Bruckheimer, signed second five-year production deal with Paramount in February; contract ended "by mutual agreement" in November of same year
1991 Simpson-Bruckheimer signed non-exclusive, five-year, five-picture deal with Disney subsidiary Hollywood Pictures (January)
1995 At the request of Bruckheimer, Simpson-Bruckheimer dissolved their partnership in December
1995 Simpson's doctor, Stephen Ammerman, was found dead of an apparent drug overdose in the shower of Simpson's pool house
1996 Final Simpson-Bruckheimer production, "The Rock", debuted in the summer
1996 Simpson found dead at his home on January 19
Began film career as account executive with Jack Woodel Agency, San Francisco (supervised marketing of Warner Bros. Films)
Raised in Anchorage, Alaska
* This biography was retrieved from Yahoo Movies' Biographies.
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