Zweig's "proven methods for market forecasting and stock selection" are presented in a simplified version of the approach he uses in his Zweig Forecast newsletter calculations. Tables show how well an investor would have done by following the buy or sell signals for his Super Model, which is constructed of various "monetary" and "momentum" indicators. He also subjects his decisions to "sentiment" and "seasonal" indicators. Scan earnings reports, he advises, be flexible, have patience and discipline, set stop orders, and "don't fight the tape." The drawback, common to all such systems, is that transaction costs and taxes are ignored. Nor does Zweig's claim that his model can be accomplished on one transaction per year square with his admonition to diversify into several stocks. On balance, however, the concepts are clearly presented, and his success will probably create a demand.

Few periods in history compare to the Great Depression. Stock market crashes, bread lines, bank runs, and wild currency speculation were worldwide phenomena--all occurring with war looming in the background. This period has provided economists with a marvelous laboratory for studying the links between economic policies and institutions and economic performance. Here, Ben Bernanke has gathered together his essays on why the Great Depression was so devastating. This broad view shows us that while the Great Depression was an unparalleled disaster, some economies pulled up faster than others, and some made an opportunity out of it. By comparing and contrasting the economic strategies and statistics of the world's nations as they struggled to survive economically, the fundamental lessons of macroeconomics stand out in bold relief against a background of immense human suffering. The essays in this volume present a uniquely coherent view of the economic causes and worldwide propagation of the depression.

If you’ve ever bought a personal finance book, watched a TV show about stock picking, listened to a radio show about getting out of debt, or attended a seminar to help you plan for your retirement, you’ve probably heard some version of these quotes: “What’s keeping you from being rich? In most cases, it is simply a lack of belief.” —SUZE ORMAN, The Courage to Be Rich “Are you latte-ing away your financial future?” —DAVID BACH, Smart Women Finish Rich “I know you’re capable of picking winning stocks and holding on to them.” —JIM CRAMER, Mad Money They’re common refrains among personal finance gurus. There’s just one problem: those and many simi­lar statements are false. For the past few decades, Americans have spent billions of dollars on personal finance products. As salaries have stagnated and companies have cut back on benefits, we’ve taken matters into our own hands, embracing the can-do attitude that if we’re smart enough, we can overcome even daunting financial obstacles. But that’s not true. In this meticulously reported and shocking book, journalist and former financial columnist Helaine Olen goes behind the curtain of the personal finance industry to expose the myths, contradictions, and outright lies it has perpetuated. She shows how an industry that started as a response to the Great Depression morphed into a behemoth that thrives by selling us products and services that offer little if any help. Olen calls out some of the biggest names in the business, revealing how even the most respected gurus have engaged in dubious, even deceitful, prac­tices—from accepting payments from banks and corporations in exchange for promoting certain prod­ucts to blaming the victims of economic catastrophe for their own financial misfortune. Pound Foolish also disproves many myths about spending and saving, including: Small pleasures can bankrupt you: Gurus popular­ized the idea that cutting out lattes and other small expenditures could make us millionaires. But reduc­ing our caffeine consumption will not offset our biggest expenses: housing, education, health care, and retirement. Disciplined investing will make you rich: Gurus also love to show how steady investing can turn modest savings into a huge nest egg at retirement. But these calculations assume a healthy market and a lifetime without any setbacks—two conditions that have no connection to the real world. Women need extra help managing money: Product pushers often target women, whose alleged financial ignorance supposedly leaves them especially at risk. In reality, women and men are both terrible at han­dling finances. Financial literacy classes will prevent future eco­nomic crises: Experts like to claim mandatory sessions on personal finance in school will cure many of our money ills. Not only is there little evidence this is true, the entire movement is largely funded and promoted by the financial services sector. Weaving together original reporting, interviews with experts, and studies from disciplines ranging from behavioral economics to retirement planning, Pound Foolish is a compassionate and compelling book that will change the way we think and talk about our money.

In 1983, Michael S. Dell, then an incoming freshman at the University of Texas at Austin, drove away from his parents' Houston home in a white BMW he'd bought selling subscriptions to his hometown newspaper. In the backseat were three personal computers. Today, he is the Chairman and Chief Executive Officer of Dell Computer Corporation, an $18 billion company, the second-largest manufacturer and marketer of computers in the world. Founded on a deceptively simple premise--to deliver high-performance computer systems directly to the end user--Dell Computer is the envy of its competition, constantly growing at five times the industry rate, and a perennial darling of Wall Street: its stock is up more than 36,000 percent this decade, and more than 200 percent in the last year. In Direct From Dell, Michael Dell himself tells the incredible story of Dell Computer's successful rise, beginning in his college dorm room with $1,000 in capital. In these pages, you'll see the formation of a great visionary--and a great company. You'll meet the young Dell who, at the tender age of eight, had already begun looking "to eliminate unnecessary steps" and who, as a numbers-loving adolescent, was inspired by a newfound fascination with computers to save his money to buy a coveted Apple II--only to promptly take it apart. You'll encounter a young visionary who, upon witnessing the inefficiencies of an exploding industry, challenged conventional wisdom and set out to do nothing less than beat IBM at its own game. In so doing, Dell forever changed the way things "had always been done" in the computer industry. You'll also see the birth of a Dell hallmark--the direct model--which, in its ability to reach the customer directly, eliminated not only a substantial middleman markup but also the possibility of costly excess inventory, setting the stage for other extraordinary achievements. In an industry notorious for its unreliable service, Dell utilized its direct customer relationships to pioneer the concept of customer "support"--and didn't rest until the caliber of its service was rivaled only by the quality of its products and its speed of delivery. But the story of Dell Computer is no fairy tale. Marked by uncharacteristically rapid growth, the company was faced with challenges that could have threatened its very existence. From forays into retail to under- (and over-) developed product lines, Dell learned some hard lessons along the way--and emerged stronger as a result. The strategies born of those times--unrivaled speed to market; superior customer service; a fierce commitment to producing constantly high-quality custom-made systems--heralded what has perhaps been the company's crowning achievement: an early exploitation of the Internet. One of the first companies to actually make money online, Dell is now selling more than $12 million worth of systems per day over www.dell.com. Not just for CEOs or those in high tech, the strategies revealed in Direct From Dell are invaluable to managers in a broad cross section of industries. From starting a successful business to pioneering computer sales and service over the Internet, Dell shares his perspectives on: Why it's infinitely better for any business starting out to have too little capital, rather than too much How studying your customers--not your competition--will give you a greater competitive edge Why it can be life-threatening to your company to pursue too many good ideas--or to grow too fast Why it's essential to run a P&L on every area of your business Why your people prose a greater threat to the health of your business than your competition does How you can exploit your competition's weakness by exposing its greatest strength How integrating your business virtually can make the difference between being quick--and being dead Revealing nothing less than a new model for doing business in the information age, Direct From Dell is both an extraordinary business success story and a manifesto for revolutionizing any industry.

Post-war American publishing has been ruthlessly transformed since André Schiffrin joined its ranks in 1956. Gone is a plethora of small but prestigious houses that often put ideas before profit in their publishing decisions, sometimes even deliberately. Now six behemoths share 80% of the market and profit margin is all. André Schiffrin can write about these changes with authority because he witnessed them from inside a conglomerate, as head of Pantheon, co-founded by his father, bought (and sold) by Random House. And he can write about them with candor because he is no longer on the inside, having quit corporate publishing in disgust to set up a flourishing independent house, The New Press. Schiffrin’s evident affection for his authors sparkles throughout a story woven around publishing the work of those such as Studs Terkel, Noam Chomsky, Gunnar Myrdal, George Kennan, Juliet Mitchell, R. D. Laing, Eric Hobsbawm and E.P.Thompson. Part-memoir, part-history, here is an account of the collapsing standards of contemporary publishing that is irascible, acute and passionate. An engaging counterpoint to recent, celebratory memoirs of the industry written by those with more stock options and fewer scruples than Schiffrin, The Business of Books warns of the danger to adventurous, intelligent publishing in the bullring of today’s marketplace.

"Extensive media and online coverage of the businesss arena, news of start-ups, mergers, and deals are familiar headlines these days. But that wasn't always the case. The early years of venture capital were a far cry from today's very public dealings. Alan Patricof, one of the pioneers of the venture arena, offers a behind-the-scenes look at the past fifty years of the industry. From buying stock in Apple when its market valuation was only $60 million to founding New York Magazine to investing in AOL, Audible, and more recently, Axios, his discerning approach to finding companies is almost peerless. All of Patricof's investments -- from Xerox to Venmo -- share certain qualities. Each company had sound product with wide appeal, the economics were solid, and the management team was talented and committed to seeing their visions come to fruition." --

In this book, Nobel Laureate Merton Miller presents a sustained attack on the popular view that modern financial innovations have created excessive market volatility to the detriment of individual savers and business investors, and that regulation is essential in such forms as higher margin requirements, taxes on trading, and perhaps even closing down the future market.

Rothbard opens with a theoretical treatment of business cycle theory, showing how an expansive monetary policy generates imbalances between investment and consumption. He proceeds to examine the Fed's policies of the 1920s, demonstrating that it was quite inflationary even if the effects did not show up in the price of goods and services. He showed that the stock market correction was merely one symptom of the investment boom that led inevitably to a bust. The Great Depression was not a crisis for capitalism but merely an example of the downturn part of the business cycle, which in turn was generated by government intervention in the economy. Had the book appeared in the 1940s, it might have spared the world much grief. Even so, its appearance in 1963 meant that free-market advocates had their first full-scale treatment of this crucial subject. The damage to the intellectual world inflicted by Keynesian- and socialist-style treatments would be limited from that day forward.--Amazon.com

A giant in the history of American entertainment, Eddie Cantor (1892-1964) won over the American public time and time again, first on stage, bowling audiences over in the Ziegfeld Follies, then in films, on the radio, and on television. His career ran from Vaudeville to video making all stops in between. A tireless person even when not on the stage, Cantor helped found the March of Dimes, and was the first national president of the Screen Actor's Guild (SAG), the American Federation of Radio Artists (later AFTRA), and the Jewish Theatrical Guild. Yet another medium in which Cantor succeeded was print. He authored and co-authored several books that upheld his standing as one of America's leading comedians. My Life Is In Your Hands & Take My Life combines for the first time in a single volume two memoirs written in 1928 and 1957, in which Eddie remembers his beginnings as an orphan on the Lower East Side and his hard-won climb from poverty to the bright lights of Broadway. The book also contains a lost chapter in which Eddie recalls his reactions to the stock market crash of 1929, along with a new complete index, discography, and filmography. In My Life Is In Your Hands & Take My Life, Cantor's humor is as sharp as ever and his sentiment is 100% genuine. While not at all modest about his decades of public adoration, Cantor shows a willingness to laugh at his blunders (such as his second film, "Special Delivery"), and to praise the many talented people with whom he collaborated. Along with telling the story of show business in the first half of the 20th century, Cantor also lets readers in on fond stories of his friends, from Jimmy Durante (who worked as a pianist in the Coney Island restaurant where Cantor was a singing waiter), to Ziegfeld alumni Will Rogers and W. C. Fields, to fellow entertainers Clara Bow and Fanny Brice.

Throughout his career Oliver Stone (b. 1946) has broken traditions and challenged audiences with a series of daring, angry, violent, and often confrontational films. Politically charged movies such as Nixon (1995), JFK (1991), and Wall Street (1987), and his Vietnam trilogy of Platoon (1986), Born on the 4th of July (1989), and Heaven and Earth (1993) provoke and enrage critics and audiences from all ideological walks. In a short time, Stone has established himself as one of the most admired and most reviled directors in American cinema. Ranging from 1981 to 1997, the fifteen conversations featured in Oliver Stone: Interviews reveal a man frustrated by what he sees as the hypocrisies of American politics, of conservatism, and of the Hollywood film industry. But the conflicts and tensions these issues generate spellbind him. In the interviews, Stone comes off as a man as brash, outspoken, confident, and complicated as his movies. His obsessions--the 1960s, the ways in which Vietnam shaped the country, the nature of violence, and the role of the media in shaping it--resurface again and again, no matter what film Stone is discussing. Though the subjects of Nixon , JFK , Born on the 4th of July , The Doors (1991), and Heaven and Earth are rooted in the turbulent 1960s, Stone as interviewee and filmmaker is firmly entrenched in the present. He fiercely discusses how the attitudes and political effects of the 1960s have defined later decades and generations, as he talks about his satire of the stock market ( Wall Street , 1987) and media exposure ( Natural Born Killers , 1994). Bolts of the director's raw wit and enthusiasm for the cinema shine through all of Stone's ferocious rage. Stone loves writing as well as directing. Whether discussing his screenplays written for other directors -- which include Scarface (1983), Midnight Express (1978), or Conan the Barbarian (1982, with director John Milius)--or his own films, Stone emphasizes how crucial screenwriting is to making great movies. "Directing is a natural extension of writing," he says in a 1987 interview with Michel Ciment. "A director can always pull through with noise everywhere and his colleagues around. I don't think a good director can make a good film with a bad screenplay, but a bad director can deliver an acceptable film if he has a good screenplay. So for me, that's the number one priority."

Winner of the 2013 National Jewish Book Award, Anthologies and Collections The year 1929 represents a major turning point in interwar Jewish society, proving to be a year when Jews, regardless of where they lived, saw themselves affected by developments that took place around the world, as the crises endured by other Jews became part of the transnational Jewish consciousness. In the United States, the stock market crash brought lasting economic, social, and ideological changes to the Jewish community and limited its ability to support humanitarian and nationalist projects in other countries. In Palestine, the anti-Jewish riots in Hebron and other towns underscored the vulnerability of the Zionist enterprise and ignited heated discussions among various Jewish political groups about the wisdom of establishing a Jewish state on its historical site. At the same time, in the Soviet Union, the consolidation of power in the hands of Stalin created a much more dogmatic climate in the international Communist movement, including its Jewish branches. Featuring a sparkling array of scholars of Jewish history, 1929 surveys the Jewish world in one year offering clear examples of the transnational connections which linked Jews to each other—from politics, diplomacy, and philanthropy to literature, culture, and the fate of Yiddish—regardless of where they lived. Taken together, the essays in 1929 argue that, whether American, Soviet, German, Polish, or Palestinian, Jews throughout the world lived in a global context.

Young women in the 21st century have choices. They can marry or not; the doors of educational institutions and industry are wide open to them. They can do and be whatever they choose. But to keep moving forward, it is important to understand from where we have come. And Norma Yaeger's story helps put it is perspective. Like most young women in the 1950's, Norma Yaeger married young, had children, and depended on her husband to support their families. Unlike most women of the times, when things went awry and her husband failed to provide, Norma took it upon herself to make a better life for her and her kids. The stock market enthralled her. Never mind that she knew of no other women in the industry. Norma set out to get her NY Stock Exchange license. When she acquired it in 1962, it was not to break a barrier, it was to support her family. Norma had already conquered her deepest fears, broke and alone with three children in an isolated house in the Catskills. And she knew what thrilled her- staring at stock prices through a big window of brokerages. Wall Street was not ready for her. Women were not allowed to step foot on the floor of the New York Stock Exchange. The phrase "glass ceiling" wasn't even invented yet. And equal pay for equal work was a term yet to be uttered. But Norma was unstoppable. She acquired the license, walked the floor of the Exchange, and fought for and got equal pay. As one of the pioneering women on Wall Street, Norma had a fascinating career, accomplished much, and paved the way for other women. But the glass ceiling is still only cracked, not yet broken, and she hopes that her story can be an inspiration to the women still pushing against it in all walks of life.