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MugenQiang

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- MugenQiangMugenQiang
  ·2022-03-20
  Good
  Want $1 Million in Retirement? Invest $150,000 in These 3 Stocks and Wait a Decade
  As you approach your golden years, these companies could deliver the stability and growth that you need.
  Want $1 Million in Retirement? Invest $150,000 in These 3 Stocks and Wait a Decade
  543 Comment
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- MugenQiangMugenQiang
  ·2021-09-03
  $Barrick Gold Corp(GOLD)$should i buy in ??
  490 Comment
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- MugenQiangMugenQiang
  ·2021-09-03
  $Skillz Inc(SKLZ)$good try...
  370 Comment
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- MugenQiangMugenQiang
  ·2021-09-02
  $KEPPEL DC REIT(AJBU.SI)$this is fustrating...
  647 Comment
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- MugenQiangMugenQiang
  ·2021-09-01
  $Romeo Power, Inc.(RMO)$pls come back...
  312 Comment
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- MugenQiangMugenQiang
  ·2021-08-31
  Time to add more..
  @Sg：
  $SINGAPORE EXCHANGE LIMITED(S68.SI)$ Next Support 9.23, hope it doesnt break, if it breaks, it will be $8 soon
  $SINGAPORE EXCHANGE LIMITED(S68.SI)$ Next Support 9.23, hope it doesnt break, if it breaks, it will be $8 soon
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- MugenQiangMugenQiang
  ·2021-08-30
  Like too pls...
  Tesla files to sell electricity in Texas
  New York $Tesla Motors$ wants to do more than sell you an electric car. It wants to start selling electricity itself — at least to some people in Texas.It has filed with the Texas Public Utility Commission to generate electricity and sell it directly to the public. Details about its exact plans are not included in the application, and Tesla did not respond to a request for comment. But the company said in its filing it plans to sell electricity directly to consumers, with a focus on those who al
  Tesla files to sell electricity in Texas
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- MugenQiangMugenQiang
  ·2021-08-28
  ???
  390 Comment
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- MugenQiangMugenQiang
  ·2021-08-28
  Power...
  Wall Street Crime And Punishment: Bernard Ebbers And WorldCom's Seriously Wrong Numbers
  Does crime pay? Among the mightiest of the high-profile corporate executives that dominated the head
  Wall Street Crime And Punishment: Bernard Ebbers And WorldCom's Seriously Wrong Numbers
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- MugenQiangMugenQiang
  ·2021-08-27
  Can buy now?
  420 Comment
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22:46","market":"us","language":"en","title":"Want $1 Million in Retirement? Invest $150,000 in These 3 Stocks and Wait a Decade","url":"https://stock-news.laohu8.com/highlight/detail?id=2220711686","media":"Motley Fool","summary":"As you approach your golden years, these companies could deliver the stability and growth that you need.","content":"<html><head></head><body><p>The last decade before retirement is when many people put their wealth-building efforts into overdrive to get ready for their golden years. However, it&#39;s important to manage your risk carefully, as a catastrophic misstep could be hard to recover from when you&#39;re close to retirement.</p><p>Investing a large sum like $150,000 into each of these three healthcare names as part of a diversified portfolio could deliver enough growth to double or more over the coming decade, helping you secure the nest egg you need to retire comfortably. Remember, managing risk can be just as important as generating returns, especially as you approach retirement.</p><h2>1. Pfizer</h2><p>Pharmaceutical giant <b>Pfizer</b> (NYSE:PFE) has benefited from COVID-19 as <a href=\"https://laohu8.com/S/AONE.U\">one</a> of the leading vaccine manufacturers. Its vaccine Comirnaty and oral COVID-19 pill Paxlovid are expected to contribute $32 billion and $22 billion, respectively, to management&#39;s 2022 revenue guidance of between $98 billion and $102 billion. This figure would represent a 26% increase over Pfizer&#39;s 2021 sales.</p><p class=\"t-img-caption\"><img src=\"https://g.foolcdn.com/image/?url=https%3A%2F%2Fg.foolcdn.com%2Feditorial%2Fimages%2F669475%2Fgettyimages-1316488076.jpg&amp;w=700&amp;op=resize\" tg-width=\"700\" tg-height=\"466\" referrerpolicy=\"no-referrer\"/><span>Image source: Getty Images.</span></p><p>However, the important part of this isn&#39;t the near-term windfall of cash but what it means for the company over the long term. Pharmaceutical companies live and die by their product pipelines, and Pfizer&#39;s nearly $30 billion in 2021 free cash flow gives the company a war chest of money for research and development that should buoy Pfizer&#39;s growth efforts, even after its revenues from COVID-19 treatments fade.</p><p>Analysts expect the company to grow its earnings-per-share (EPS) by more than 12% annually over the next three to five years, and Pfizer&#39;s large balance sheet should help the company fund its growth beyond that. Investors also get the benefit of a dividend that yields 3.2%, so the ingredients are there for total returns of 10% or higher per year, more than enough to double an investment over the next decade.</p><h2>2. Abbott Labs</h2><p>The healthcare conglomerate has gone through some changes since spinning its pharmaceutical business out as <b>AbbVie</b> almost a decade ago. Today, <b>Abbott Labs</b> (NYSE:ABT) is positioned primarily in consumer products, medical devices, analytics, testing, and making generic drugs for emerging markets.</p><p>Abbott is positioned to cater especially to the cardiology and diabetes fields, which are both fast-growing; heart disease and diabetes are among the most prevalent health conditions in the population. Abbott sells devices for them, including pacemakers, catheters, stents for cardiovascular applications, and a glucose monitoring system for diabetes patients. The company&#39;s revenue growth has picked up, growing more than 15% annually over the past five years.</p><p>This renewed growth could set the company to perform well over the next decade. Analysts believe Abbott will grow EPS an average of 10% annually over the next three to five years. Abbott also has a storied dividend history that goes back decades before its split with AbbVie. Investors can get a dividend yield of 1.6% on today&#39;s share price, which results in low-double-digit total investment returns if the stock&#39;s valuation remains constant.</p><h2>3. UnitedHealth Group</h2><p>Health insurance company <b>UnitedHealth Group</b> (NYSE:UNH) is one of the world&#39;s largest healthcare businesses, providing health insurance and other care services to more than 146 million people in the United States and around the world. Its insurance business is complemented by Optum, which provides healthcare products and services directly to consumers.</p><p>The company has done $285 billion in revenue over the past 12 months, and its $465 billion market cap makes it a core pillar of the healthcare industry as we know it. U.S. healthcare spending hit $4.1 trillion in 2020, increasing 9.7% over the previous year. It&#39;s likely that a lot of this growth was driven by COVID-19, but the prevalence of chronic conditions amid the population could drive growth for years to come. They account for more than $1 trillion in spending alone.</p><p>UnitedHealth Group just wrapped up its fiscal 2021 year, growing revenue 12% year over year, driven by double-digit growth in both of its insurance and Optum business segments. Analysts expect EPS to grow an average of nearly 15% annually over the next three to five years, giving investors all the ammunition they need to double their money over the next decade if this is accurate. The company&#39;s dividend offers a yield of 1.1% as an added bonus for shareholders.</p></body></html>","source":"fool_stock","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Want $1 Million in Retirement? 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Invest $150,000 in These 3 Stocks and Wait a Decade\n</h2>\n\n<h4 class=\"meta\">\n\n\n2022-03-18 22:46 GMT+8&nbsp;&nbsp;&nbsp;<a href=https://www.fool.com/investing/2022/03/17/want-1-million-in-retirement-invest-150000-in-thes/><strong>Motley Fool</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>The last decade before retirement is when many people put their wealth-building efforts into overdrive to get ready for their golden years. However, it's important to manage your risk carefully, as a ...</p>\n\n<a href=\"https://www.fool.com/investing/2022/03/17/want-1-million-in-retirement-invest-150000-in-thes/\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"BK4007":"制药","BK4139":"生物科技","BK4533":"AQR资本管理(全球第二大对冲基金)","BK4566":"资本集团","BK4535":"淡马锡持仓","BK4082":"医疗保健设备","BNTX":"BioNTech SE","BK4568":"美国抗疫概念","BK4550":"红杉资本持仓","BK4154":"管理型保健护理","BK4551":"寇图资本持仓","BK4581":"高盛持仓","BK4504":"桥水持仓","BK4548":"巴美列捷福持仓","ABT":"雅培","BK4532":"文艺复兴科技持仓","PFE":"辉瑞","UNH":"联合健康","BK4534":"瑞士信贷持仓"},"source_url":"https://www.fool.com/investing/2022/03/17/want-1-million-in-retirement-invest-150000-in-thes/","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"2220711686","content_text":"The last decade before retirement is when many people put their wealth-building efforts into overdrive to get ready for their golden years. However, it's important to manage your risk carefully, as a catastrophic misstep could be hard to recover from when you're close to retirement.Investing a large sum like $150,000 into each of these three healthcare names as part of a diversified portfolio could deliver enough growth to double or more over the coming decade, helping you secure the nest egg you need to retire comfortably. Remember, managing risk can be just as important as generating returns, especially as you approach retirement.1. PfizerPharmaceutical giant Pfizer (NYSE:PFE) has benefited from COVID-19 as one of the leading vaccine manufacturers. Its vaccine Comirnaty and oral COVID-19 pill Paxlovid are expected to contribute $32 billion and $22 billion, respectively, to management's 2022 revenue guidance of between $98 billion and $102 billion. This figure would represent a 26% increase over Pfizer's 2021 sales.Image source: Getty Images.However, the important part of this isn't the near-term windfall of cash but what it means for the company over the long term. Pharmaceutical companies live and die by their product pipelines, and Pfizer's nearly $30 billion in 2021 free cash flow gives the company a war chest of money for research and development that should buoy Pfizer's growth efforts, even after its revenues from COVID-19 treatments fade.Analysts expect the company to grow its earnings-per-share (EPS) by more than 12% annually over the next three to five years, and Pfizer's large balance sheet should help the company fund its growth beyond that. Investors also get the benefit of a dividend that yields 3.2%, so the ingredients are there for total returns of 10% or higher per year, more than enough to double an investment over the next decade.2. Abbott LabsThe healthcare conglomerate has gone through some changes since spinning its pharmaceutical business out as AbbVie almost a decade ago. Today, Abbott Labs (NYSE:ABT) is positioned primarily in consumer products, medical devices, analytics, testing, and making generic drugs for emerging markets.Abbott is positioned to cater especially to the cardiology and diabetes fields, which are both fast-growing; heart disease and diabetes are among the most prevalent health conditions in the population. Abbott sells devices for them, including pacemakers, catheters, stents for cardiovascular applications, and a glucose monitoring system for diabetes patients. The company's revenue growth has picked up, growing more than 15% annually over the past five years.This renewed growth could set the company to perform well over the next decade. Analysts believe Abbott will grow EPS an average of 10% annually over the next three to five years. Abbott also has a storied dividend history that goes back decades before its split with AbbVie. Investors can get a dividend yield of 1.6% on today's share price, which results in low-double-digit total investment returns if the stock's valuation remains constant.3. UnitedHealth GroupHealth insurance company UnitedHealth Group (NYSE:UNH) is one of the world's largest healthcare businesses, providing health insurance and other care services to more than 146 million people in the United States and around the world. Its insurance business is complemented by Optum, which provides healthcare products and services directly to consumers.The company has done $285 billion in revenue over the past 12 months, and its $465 billion market cap makes it a core pillar of the healthcare industry as we know it. U.S. healthcare spending hit $4.1 trillion in 2020, increasing 9.7% over the previous year. It's likely that a lot of this growth was driven by COVID-19, but the prevalence of chronic conditions amid the population could drive growth for years to come. They account for more than $1 trillion in spending alone.UnitedHealth Group just wrapped up its fiscal 2021 year, growing revenue 12% year over year, driven by double-digit growth in both of its insurance and Optum business segments. Analysts expect EPS to grow an average of nearly 15% annually over the next three to five years, giving investors all the ammunition they need to double their money over the next decade if this is accurate. The company's dividend offers a yield of 1.1% as an added bonus for shareholders.","news_type":1},"isVote":1,"tweetType":1,"viewCount":543,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":815914512,"gmtCreate":1630635088436,"gmtModify":1676530362208,"author":{"id":"3576130746722228","authorId":"3576130746722228","name":"MugenQiang","avatar":"https://static.tigerbbs.com/f17ec4e89d68e2bc6ac39a336e9be71c","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3576130746722228","authorIdStr":"3576130746722228"},"themes":[],"htmlText":"<a href=\"https://laohu8.com/S/GOLD\">$Barrick Gold Corp(GOLD)$</a>should i buy in ??","listText":"<a href=\"https://laohu8.com/S/GOLD\">$Barrick Gold Corp(GOLD)$</a>should i buy in ??","text":"$Barrick Gold Corp(GOLD)$should i buy in ??","images":[{"img":"https://static.tigerbbs.com/9e8d98dc6148b54062566739dc855d1d","width":"1080","height":"2847"}],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":4,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/815914512","isVote":1,"tweetType":1,"viewCount":490,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":1,"langContent":"EN","totalScore":0},{"id":815912488,"gmtCreate":1630634917644,"gmtModify":1676530362161,"author":{"id":"3576130746722228","authorId":"3576130746722228","name":"MugenQiang","avatar":"https://static.tigerbbs.com/f17ec4e89d68e2bc6ac39a336e9be71c","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3576130746722228","authorIdStr":"3576130746722228"},"themes":[],"htmlText":"<a href=\"https://laohu8.com/S/SKLZ\">$Skillz Inc(SKLZ)$</a>good try...","listText":"<a href=\"https://laohu8.com/S/SKLZ\">$Skillz Inc(SKLZ)$</a>good try...","text":"$Skillz Inc(SKLZ)$good try...","images":[{"img":"https://static.tigerbbs.com/8e088e30c44f8d66bac3a61c371eb3ec","width":"1080","height":"1920"}],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":3,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/815912488","isVote":1,"tweetType":1,"viewCount":370,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":1,"langContent":"EN","totalScore":0},{"id":812941230,"gmtCreate":1630548776920,"gmtModify":1676530337156,"author":{"id":"3576130746722228","authorId":"3576130746722228","name":"MugenQiang","avatar":"https://static.tigerbbs.com/f17ec4e89d68e2bc6ac39a336e9be71c","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3576130746722228","authorIdStr":"3576130746722228"},"themes":[],"htmlText":"<a href=\"https://laohu8.com/S/AJBU.SI\">$KEPPEL DC REIT(AJBU.SI)$</a>this is fustrating...","listText":"<a href=\"https://laohu8.com/S/AJBU.SI\">$KEPPEL DC REIT(AJBU.SI)$</a>this is fustrating...","text":"$KEPPEL DC REIT(AJBU.SI)$this is fustrating...","images":[{"img":"https://static.tigerbbs.com/3632d5e4a4dd250cdf98e77f10eb83f0","width":"1080","height":"1920"}],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":3,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/812941230","isVote":1,"tweetType":1,"viewCount":647,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":1,"langContent":"EN","totalScore":0},{"id":818730706,"gmtCreate":1630448289005,"gmtModify":1676530303344,"author":{"id":"3576130746722228","authorId":"3576130746722228","name":"MugenQiang","avatar":"https://static.tigerbbs.com/f17ec4e89d68e2bc6ac39a336e9be71c","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3576130746722228","authorIdStr":"3576130746722228"},"themes":[],"htmlText":"<a href=\"https://laohu8.com/S/RMO\">$Romeo Power, Inc.(RMO)$</a>pls come back...","listText":"<a href=\"https://laohu8.com/S/RMO\">$Romeo Power, Inc.(RMO)$</a>pls come back...","text":"$Romeo Power, Inc.(RMO)$pls come back...","images":[{"img":"https://static.tigerbbs.com/8cc25051adb5da7d3328ace28cf901a4","width":"1080","height":"1920"}],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":6,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/818730706","isVote":1,"tweetType":1,"viewCount":312,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":1,"langContent":"EN","totalScore":0},{"id":818131508,"gmtCreate":1630382368804,"gmtModify":1676530287361,"author":{"id":"3576130746722228","authorId":"3576130746722228","name":"MugenQiang","avatar":"https://static.tigerbbs.com/f17ec4e89d68e2bc6ac39a336e9be71c","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3576130746722228","authorIdStr":"3576130746722228"},"themes":[],"htmlText":"Time to add more..","listText":"Time to add more..","text":"Time to add more..","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":2,"commentSize":1,"repostSize":0,"link":"https://ttm.financial/post/818131508","repostId":"818343962","repostType":1,"repost":{"id":818343962,"gmtCreate":1630378987956,"gmtModify":1676530286125,"author":{"id":"3558100791672162","authorId":"3558100791672162","name":"Sg","avatar":"https://static.tigerbbs.com/e7b4325754834a224802311d2315e4e6","crmLevel":9,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3558100791672162","authorIdStr":"3558100791672162"},"themes":[],"htmlText":"<a target=\"_blank\" href=\"https://laohu8.com/S/S68.SI\">$SINGAPORE EXCHANGE LIMITED(S68.SI)$</a> Next Support 9.23, hope it doesnt break, if it breaks, it will be $8 soon","listText":"<a target=\"_blank\" href=\"https://laohu8.com/S/S68.SI\">$SINGAPORE EXCHANGE LIMITED(S68.SI)$</a> Next Support 9.23, hope it doesnt break, if it breaks, it will be $8 soon","text":"$SINGAPORE EXCHANGE LIMITED(S68.SI)$ Next Support 9.23, hope it doesnt break, if it breaks, it will be $8 soon","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/818343962","isVote":1,"tweetType":1,"viewCount":0,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},"isVote":1,"tweetType":1,"viewCount":547,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":811332233,"gmtCreate":1630288671222,"gmtModify":1676530257809,"author":{"id":"3576130746722228","authorId":"3576130746722228","name":"MugenQiang","avatar":"https://static.tigerbbs.com/f17ec4e89d68e2bc6ac39a336e9be71c","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3576130746722228","authorIdStr":"3576130746722228"},"themes":[],"htmlText":"Like too pls...","listText":"Like too pls...","text":"Like too pls...","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":6,"commentSize":1,"repostSize":0,"link":"https://ttm.financial/post/811332233","repostId":"1137514360","repostType":4,"repost":{"id":"1137514360","kind":"news","pubTimestamp":1630287425,"share":"https://ttm.financial/m/news/1137514360?lang=&edition=fundamental","pubTime":"2021-08-30 09:37","market":"us","language":"en","title":"Tesla files to sell electricity in Texas","url":"https://stock-news.laohu8.com/highlight/detail?id=1137514360","media":"cnn","summary":"New York $Tesla Motors$ wants to do more than sell you an electric car. It wants to start selling electricity itself — at least to some people in Texas.It has filed with the Texas Public Utility Commission to generate electricity and sell it directly to the public. Details about its exact plans are not included in the application, and Tesla did not respond to a request for comment. But the company said in its filing it plans to sell electricity directly to consumers, with a focus on those who al","content":"<p>New York (CNN Business)<a href=\"https://laohu8.com/S/TSLA\">Tesla Motors</a> wants to do more than sell you an electric car. It wants to start selling electricity itself — at least to some people in Texas.</p>\n<p>It has filed with the Texas Public Utility Commission to generate electricity and sell it directly to the public. Details about its exact plans are not included in the application, and Tesla did not respond to a request for comment. But the company said in its filing it plans to sell electricity directly to consumers, with a focus on those who already own Tesla cars.</p>\n<p>The filing was first reported by Texas Monthly.</p>\n<p>The company best known for being the largest electric vehicle company in the world also has a solar energy unit. Most of that business is focused on installing solar panels on homes or other buildings, which are then linked to batteries, which Tesla has branded as Powerwalls, used to store excess power captured during the day to provide power at night.</p>\n<p>But Tesla has a very low-profile business known as \"Megapack\" that builds very large batteries used to store utility-scale amounts of electricity. It built the first of those massive batteries in Hornsdale, Australia, in 2017, and has since expanded the product to other locations.</p>\n<p>\"Battery storage is transforming the global electric grid and is an increasingly important element of the world's transition to sustainable energy,\" it said in a 2019 blog post. \"To match global demand for massive battery storage projects like Hornsdale, Tesla designed and engineered a new battery product specifically for utility-scale projects.\"</p>\n<p>It's a growing business. Tesla has said it is investing more of its available cash in its Megapack. Utilities have reported plans to install over 10,000 megawatts of additional large-scale battery power capacity from 2021 through 2023 from all manner of battery suppliers, according to the US Energy Information Administration. That's up from only 1,650 megawatts of large-scale capacity in place at the end of last year.</p>\n<p>Bloomberg reported earlier this year that Gambit Energy Storage LLC, a Tesla subsidiary, is quietly building a more than 100 megawatt energy storage project in Angleton, Texas, a town roughly 40 miles south of Houston. A battery that size could power about 20,000 homes on a hot summer day.</p>\n<p>But, so far, Tesla has sold Megapacks only to other companies and Tesla has not tried to sell directly to consumers. That would change, according to its filing.</p>\n<p>Despite its long association with oil and natural gas, Texas has the third most EVs in the country, behind only California and Florida, according to recent statistics from Electrek. Texas also generates a significant portion of electrical power through solar and wind power, sources of power that need to have storage of electricity since they are not constantly available. Texas generates by far the greatest amount of electricity from wind power of any state and is second only to California for the amount of electricity coming from to solar power, according to the EIA.</p>\n<p>But its electrical grid suffered a massive failure due to a winter storm in February. Part of the problem was that Texas is the only state in the continental United States not tied into the national grid, which would allow it to tap into other states' electricity supplies at times of crisis. Some electric companies have filed for bankruptcy since then.</p>\n<p>CEO Elon Musk made reference to the need for more electrical storage if utilities in Texas are to avoid the problems of this past winter.</p>\n<p>\"In Texas, there was a peak power demand, and ... because the grid lacks the ability to buffer the power, they have to shut down power. There's no power storage,\" he said in a call with investors in April. He did not mention Megapack on that call, but suggested that the greater adoption of solar panels on homes and Tesla's Powerwalls would help to provide that buffer needed for the grid in Texas and elsewhere.</p>\n<p>This is the latest move by Tesla and Musk to focus more attention on Texas. Tesla is already building its second US car factory outside of Austin, and Musk formally moved his residence to Texas, he disclosed in December. Last year during a fight over Covid-19 public health restrictions that Musk opposed, he threatened he would move Tesla's headquarters to Texas, but he never followed through on that threat.</p>\n<p>In addition his rocket company SpaceX also has a strong presence in South Texas, include a sprawling manufacturing facility, launch and landing pads, where the company is building and testing early versions of Starship, its gargantuan rocket that Musk hopes will one day be used to carry people to the moon and Mars.</p>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Tesla files to sell electricity in Texas</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nTesla files to sell electricity in Texas\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-08-30 09:37 GMT+8&nbsp;&nbsp;&nbsp;<a href=https://edition.cnn.com/2021/08/27/business/tesla-electricity/index.html><strong>cnn</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>New York (CNN Business)Tesla Motors wants to do more than sell you an electric car. It wants to start selling electricity itself — at least to some people in Texas.\nIt has filed with the Texas Public ...</p>\n\n<a href=\"https://edition.cnn.com/2021/08/27/business/tesla-electricity/index.html\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"TSLA":"特斯拉"},"source_url":"https://edition.cnn.com/2021/08/27/business/tesla-electricity/index.html","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1137514360","content_text":"New York (CNN Business)Tesla Motors wants to do more than sell you an electric car. It wants to start selling electricity itself — at least to some people in Texas.\nIt has filed with the Texas Public Utility Commission to generate electricity and sell it directly to the public. Details about its exact plans are not included in the application, and Tesla did not respond to a request for comment. But the company said in its filing it plans to sell electricity directly to consumers, with a focus on those who already own Tesla cars.\nThe filing was first reported by Texas Monthly.\nThe company best known for being the largest electric vehicle company in the world also has a solar energy unit. Most of that business is focused on installing solar panels on homes or other buildings, which are then linked to batteries, which Tesla has branded as Powerwalls, used to store excess power captured during the day to provide power at night.\nBut Tesla has a very low-profile business known as \"Megapack\" that builds very large batteries used to store utility-scale amounts of electricity. It built the first of those massive batteries in Hornsdale, Australia, in 2017, and has since expanded the product to other locations.\n\"Battery storage is transforming the global electric grid and is an increasingly important element of the world's transition to sustainable energy,\" it said in a 2019 blog post. \"To match global demand for massive battery storage projects like Hornsdale, Tesla designed and engineered a new battery product specifically for utility-scale projects.\"\nIt's a growing business. Tesla has said it is investing more of its available cash in its Megapack. Utilities have reported plans to install over 10,000 megawatts of additional large-scale battery power capacity from 2021 through 2023 from all manner of battery suppliers, according to the US Energy Information Administration. That's up from only 1,650 megawatts of large-scale capacity in place at the end of last year.\nBloomberg reported earlier this year that Gambit Energy Storage LLC, a Tesla subsidiary, is quietly building a more than 100 megawatt energy storage project in Angleton, Texas, a town roughly 40 miles south of Houston. A battery that size could power about 20,000 homes on a hot summer day.\nBut, so far, Tesla has sold Megapacks only to other companies and Tesla has not tried to sell directly to consumers. That would change, according to its filing.\nDespite its long association with oil and natural gas, Texas has the third most EVs in the country, behind only California and Florida, according to recent statistics from Electrek. Texas also generates a significant portion of electrical power through solar and wind power, sources of power that need to have storage of electricity since they are not constantly available. Texas generates by far the greatest amount of electricity from wind power of any state and is second only to California for the amount of electricity coming from to solar power, according to the EIA.\nBut its electrical grid suffered a massive failure due to a winter storm in February. Part of the problem was that Texas is the only state in the continental United States not tied into the national grid, which would allow it to tap into other states' electricity supplies at times of crisis. Some electric companies have filed for bankruptcy since then.\nCEO Elon Musk made reference to the need for more electrical storage if utilities in Texas are to avoid the problems of this past winter.\n\"In Texas, there was a peak power demand, and ... because the grid lacks the ability to buffer the power, they have to shut down power. There's no power storage,\" he said in a call with investors in April. He did not mention Megapack on that call, but suggested that the greater adoption of solar panels on homes and Tesla's Powerwalls would help to provide that buffer needed for the grid in Texas and elsewhere.\nThis is the latest move by Tesla and Musk to focus more attention on Texas. Tesla is already building its second US car factory outside of Austin, and Musk formally moved his residence to Texas, he disclosed in December. Last year during a fight over Covid-19 public health restrictions that Musk opposed, he threatened he would move Tesla's headquarters to Texas, but he never followed through on that threat.\nIn addition his rocket company SpaceX also has a strong presence in South Texas, include a sprawling manufacturing facility, launch and landing pads, where the company is building and testing early versions of Starship, its gargantuan rocket that Musk hopes will one day be used to carry people to the moon and Mars.","news_type":1},"isVote":1,"tweetType":1,"viewCount":683,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":813067691,"gmtCreate":1630115050113,"gmtModify":1676530227973,"author":{"id":"3576130746722228","authorId":"3576130746722228","name":"MugenQiang","avatar":"https://static.tigerbbs.com/f17ec4e89d68e2bc6ac39a336e9be71c","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3576130746722228","authorIdStr":"3576130746722228"},"themes":[],"htmlText":"???","listText":"???","text":"???","images":[{"img":"https://static.tigerbbs.com/226417c4992d0396c64abb085f12351c","width":"1080","height":"2748"}],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/813067691","isVote":1,"tweetType":1,"viewCount":390,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":1,"langContent":"EN","totalScore":0},{"id":813068781,"gmtCreate":1630114763443,"gmtModify":1676530227871,"author":{"id":"3576130746722228","authorId":"3576130746722228","name":"MugenQiang","avatar":"https://static.tigerbbs.com/f17ec4e89d68e2bc6ac39a336e9be71c","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3576130746722228","authorIdStr":"3576130746722228"},"themes":[],"htmlText":"Power...","listText":"Power...","text":"Power...","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":4,"commentSize":2,"repostSize":0,"link":"https://ttm.financial/post/813068781","repostId":"1184130616","repostType":4,"repost":{"id":"1184130616","kind":"news","pubTimestamp":1630111537,"share":"https://ttm.financial/m/news/1184130616?lang=&edition=fundamental","pubTime":"2021-08-28 08:45","market":"us","language":"en","title":"Wall Street Crime And Punishment: Bernard Ebbers And WorldCom's Seriously Wrong Numbers","url":"https://stock-news.laohu8.com/highlight/detail?id=1184130616","media":"Benzinga","summary":"Does crime pay?\nAmong the mightiest of the high-profile corporate executives that dominated the head","content":"<p><i>Does crime pay?</i></p>\n<p>Among the mightiest of the high-profile corporate executives that dominated the headlines in the 1990s and early 2000s,<b>Bernard Ebbers</b>physically stood out from his peers — the 6-foot-4 head of WorldCom was dubbed the “telecom cowboy” thanks to his sartorial preference for jeans, cowboy boots and a 10-gallon hat.</p>\n<p>Ebbers also stood out from his peers for tightly holding on to Luddite practices as the digital age dawned. He famously refused to communicate with his workforce via email. Even worse, he stood out thanks to a prickly personality that quickly seethed when confronted with unpleasant news. A 2002 profile in The Economist defined him as “parochial, stubborn, preoccupied with penny-pinching … a difficult man to work for.”</p>\n<p><b>But ultimately, Ebbers stood out for being at the center of what was (at the time) the largest accounting fraud in U.S. history, which was followed by the harshest prison sentence ever imposed on a corporate executive for financial crimes.</b></p>\n<p><b>A Man In Search Of Himself:</b>&nbsp;Bernard John Ebbers was born Aug. 27, 1941, in Edmonton, Alberta, the second of five children. His father John was a traveling salesman and his peripatetic profession brought the family down from Canada into California, where he jettisoned his sales work and became an auto mechanic. The family later relocated to Gallup, New Mexico, where Ebbers’ parents became teachers on the Navajo Nation Indian reservation.</p>\n<p>The Ebbers clan was back in Canada when Ebbers was a teenager and Bernie (as he was commonly known) came into adulthood unable to determine a course for his life. He&nbsp;attended Canada’s University of Alberta and Michigan’s Calvin College before accepting a basketball scholarship to Mississippi College. But he was the victim of a robbery prior to his senior year that left him seriously injured and switched his attention from playing to coaching the junior varsity team.</p>\n<p>Ebbers graduated in 1967 majoring in physical education and minoring in secondary education. He supported himself during his college years by taking on a variety of odd jobs including a bouncer and milk delivery driver. He married his college sweetheart,<b>Linda Pigott,</b>after graduating and landed work teaching science to middle-school students while coaching high school basketball.</p>\n<p>But Ebbers didn’t stay very long in the school system. When his wife received a job offer as a teacher in another Mississippi town, the couple relocated and he found work managing a garment factory warehouse. By 1974, he tired of working for others and responded to a newspaper advertisement seeking a buyer for a motel in Columbia, Mississippi.</p>\n<p>Ebbers’ approach to running a hospitality establishment sometimes bordered on the eccentric.&nbsp;He would distribute bathroom towels at the front desk and require guests to return them to avoid being charged for taking them. Nonetheless, he found a niche in hospitality management and by the early 1980s he owned and operated eight motels within Mississippi and Texas; he also picked up a car dealership that also proved profitable.</p>\n<p><b>Calling Out Around The World:</b>Ebbers might have remained in the Mississippi hospitality industry had it not been for the 1982 breakup of<b>AT&amp;T Inc.'s</b>&nbsp;T 0.41%monopoly on the U.S. telephone system. This created a seismic shift in the telecommunications world by enabling other companies to begin reselling long-distance telephone services.</p>\n<p>In 1983, Ebbers and three friends met at a diner in Hattiesburg, Mississippi, to consider the feasibility of pursuing this newly opened opportunity. Ebbers theorized that having control of his long-distance calling services could benefit his motel business. In the days before mobile phones, guests in lodging establishments in need of long-distance calling would either have to feed handfuls of quarters into payphones or make calls from their rooms, which usually came with extra fees.</p>\n<p>Ebbers and his pals decided to get into the telecommunications business with&nbsp;<b>Long Distance Discount Services,</b>&nbsp;which they established in 1985 with headquarters in Jackson, Mississippi, with Ebbers as CEO.</p>\n<p><b>Carl J. Aycock,</b>a Mississippi financial advisor who was among the early investors in LDDS, would later laugh at the unlikelihood of Ebbers running a telecom company.</p>\n<p>“The only experience Bernie had before operating a long-distance company was he used the phone,” Aycock quipped in a 1997 interview.</p>\n<p>Maybe Ebbers did not possess an encyclopedic knowledge of telecommunications technology, but the good fortune he enjoyed in the motel business transitioned to this unlikely setting. Within four years of its launch, LDDS was being publicly traded.</p>\n<p>Within 10 years of its opening, LDDS took on an almost Pac Man-style persona of gobbling up telecom firms in&nbsp;sight of the company, acquiring more than 60 different telecommunications company. By 1995, the company renamed itself LDDS WorldCom.</p>\n<p>Many of the company’s acquisitions were on the small side, and the company was never considered a major player in the telecom industry until its $720 million acquisition of&nbsp;<b>Advanced Telecommunications Corporation</b>&nbsp;in 1992.</p>\n<p>The unlikely acquisition came with Ebbers’ ability to outbid industry titans AT&amp;T and&nbsp;<b>Sprint Corporation,</b>both considerably larger players in this field.</p>\n<p>The one unfortunate development during this time was the end of Ebbers’ marriage in 1997. He remarried in 1999 to&nbsp;<b>Kristie Webb.</b></p>\n<p>In February 1998, Ebbers’ company launched its acquisition plans for&nbsp;<b>CompuServe</b>&nbsp;from&nbsp;<b>H&amp;R Block Inc</b>.</p>\n<p>This transaction was followed by an astonishing spin of assets: LDDS sold the CompuServe Information Service portion of its acquisition to<b>America Online,</b>while retaining the CompuServe Network Services portion of the business. AOL simultaneously sold LDDS WorldCom its networking division, Advanced Network Services.</p>\n<p>In September 1998, LDDS WorldCom sealed a $37 billion union with&nbsp;<b>MCI Communications,</b>which created the largest corporate merger in U.S. history. The combined entity became MCI WorldCom, and for Ebbers it seemed that the sky was the limit —&nbsp;except that Ebbers’ ability to soar in the corporate skies resulted in an Icarus-worthy predicament.</p>\n<p><b>A Little Out Of Touch:</b>One year after the CompuServe and MCI deals, Ebbers’ company boasted an 80,000-person workforce, a market capitalization of roughly $185 billion and its shares were trading at a peak of nearly $62.</p>\n<p>At the peak of the company’s success, Ebbers granted an interview to The New York Times aboard his 130-yacht, which he berthed in the resort town of Hilton Head, South Carolina. He claimed that the secret of his success was “not as complicated as people make it out to be,” adding that he surrounded himself with experts who advised him on which moves to make.</p>\n<p>“I’m not an engineer by training,” he said. “I’m not an accountant by training. I’m the coach. I’m not the point guard who shoots the ball.”</p>\n<p>But as the company grew larger, Ebbers penny-pinching behavior during his early motel management days became more extreme. WorldCom executives would later complain that Ebbers stopped providing free coffee within their offices and directed security guards fill the water coolers with tap water.</p>\n<p>And for the head of a telecommunications company, Ebbers was curiously distrustful of cutting-edge tech developments. He refused to communicate via email and would not carry a pager or a cell phone. He would explain his actions internally by repeating “That’s the way we did it at LDDS,” and in a 1997 Business Week interview about this behavior he claimed that “when you come to the table with a (physical education) degree like I do, you don't know a lot about the technical stuff.”</p>\n<p>While Ebbers’ arms-length distance from personal technology could have been attributed to a zany quirk, there was another problem that couldn’t be happily shrugged away. As the company expanded, operational problems began to permeate the multiple divisions. Ebbers would become impatient or worse when confronted with problems, to the point that he would angrily demand that he only wanted to be addressed with good news.</p>\n<p><b>In retrospect, Ebbers’ refusal to acknowledge that his company was growing too fast and too large proved to be a fatal flaw</b>, especially when the corporate culture began to manufacture good news in lieu of reporting problems. As a result, Ebbers’ XL-sized business empire was sustained by taking on massive amounts of debt and highly improper accounting.</p>\n<p><b>Detour Off The Cliff:</b>The first cracks in this corporate story began in October 1999 when MCI WorldCom —&nbsp;which had become the second-largest long-distance telephone company in the country —&nbsp;announced a $129 billion merger with Sprint, the third-largest telecom carrier. Within nine months of this announcement, the merger was canceled in the face of pressure from U.S. and European regulators who feared a telecom monopoly would be born from this union. MCI WorldCom walked away from the failure by renaming itself as WorldCom.</p>\n<p>With the rise of the new millennium came the fall of the dot-com industry, and almost any company that had a tech-related aspect found itself taking a financial tumble. When Ebbers’ company tried to cut corners and save money, it turned into an act of self-immolation.</p>\n<p>Worldcom’s network systems engineering division exhausted its annual capital expenditures budget by November 2000, with a&nbsp;senior manager ordering&nbsp;a halt to processing payments for network systems vendors and suppliers until the beginning of 2001.</p>\n<p>The company’s chief technical officer,<b>Fred Briggs,</b>then ordered all of the labor associated with the capital projects in the network systems division to be booked as an expense rather than a capital project —&nbsp;and his directive was shared with other divisions in the company.</p>\n<p>A WorldCom budget analyst named&nbsp;<b>Kim Amigh</b>in the company’s Richardson, Texas, office recognized the legal ramifications of intentionally mischaracterizing capital expenses and lodged a protest against the order. The directive was canceled and so was Amigh —&nbsp;three months after his action, Amigh was abruptly laid off from the company.</p>\n<p>But Vice President of Internal Audit&nbsp;<b>Cynthia Cooper</b>&nbsp;learned of Amigh’s findings and picked up his trail. Her department began combing through WorldCom’s accounts and found $2 billion that the company claimed in its public filings was spent on capital expenditures during the first three quarters of 2001 —&nbsp;except that the funds were never authorized for that purpose and were clearly operating costs moved into the capital expenditure accounting as a way to make WorldCom look more profitable.</p>\n<p>Cooper could not find anyone in the WorldCom leadership ranks to explain the $2 billion discrepancy. Most executives said it was a “prepaid capacity,” a meaningless term which they couldn’t define when pressed by Cooper.</p>\n<p>And Cooper was not alone in her suspicions. The U.S. Securities and Exchange Commission could not fathom how WorldCom continued to claim robust profits during the dot-com period while its competitors were operating at a loss, and it sent forth a “Request for Information” to learn the secret of its success.</p>\n<p>Adding to this chaos were Ebbers’ personal financial woes, which became exacerbated during to dot-com crisis by margin calls on his WorldCom shares, which were tanking as the economy plummeted into a recession.</p>\n<p>To alleviate his monetary pain, Ebbers borrowed $50 million from WorldCom in September 2000&nbsp;— and then borrowed again&nbsp;and again. By April 2002, Ebbers was $400 million in debt to WorldCom and the board of directors demanded his resignation, which he provided.</p>\n<p>In June 2002, WorldCom acknowledged its earnings reports contained $3.9 billion in accounting misstatements, with the figure&nbsp;later adjusted to $11 billion. In July 2002, the company declared bankruptcy and was delisted from public trading. Also during that month, Ebbers was called before the U.S. House of Representatives Committee on Financial Services to explain what happened. He pleaded the Fifth Amendment.</p>\n<p><b>Road’s End:</b>The efforts to bring Ebbers to trial got off to a weird start when the State of Oklahoma jumped the gun with a 15-count indictment, only to drop its charges in favor of federal prosecution.</p>\n<p>Ebbers was indicted in May 2004 on seven counts of filing false statements with securities regulators plus one count each of conspiracy and securities fraud. Ebbers agreed to testify on his behalf, which many observers later considered to be a major mistake because he came across as evasive and unconvincing when insisting WorldCom’s downfall was solely the fault of his subordinates and that he was ignorant about how his company worked.</p>\n<p>“I know what I don’t know,” Ebbers said during his trial. “To this day, I don’t know technology, and I don’t know finance or accounting.”</p>\n<p>Ebbers was found guilty on all counts and was sentenced to 25 years in prison, the longest sentence ever handed down in U.S. history for a financial fraud case against a corporate executive.</p>\n<p>He remained free on bail while fighting to overturn the verdict, but the conviction was upheld in the U.S. Court of Appeals for the Second Circuit in July 2006. Two months later, he drove himself in his luxury Mercedes-Benz to a low-security Louisiana prison to begin his sentence. Two years later, his wife Kristie successfully filed for divorce.</p>\n<p>After 13 years behind bars, Ebbers was granted a compassionate release on Dec. 21, 2019, due to a deteriorating state of health that included macular degeneration that left him legally blind, anemia, a weakened heart condition and the beginnings of dementia. He returned to his home in Brookhaven, Mississippi, and passed away on Feb. 2, 2020.</p>\n<p>In defining his rise to the top, Ebbers harkened back to his basketball days by insisting, “The coach's job is to get the best players and get them to play together.” But in explaining his fall from grace, Ebbers forgot that the core of coaching is accepting responsibility for the team’s performance and he blamed his “best players” for not being able to “play together” while absolving himself from their errors.</p>\n<p>Said Ebbers when confronted with his ultimate failure as the corporate equivalent of a coach: “I didn't have anything to apologize for.”</p>\n<p></p>","source":"lsy1606299360108","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Wall Street Crime And Punishment: Bernard Ebbers And WorldCom's Seriously Wrong Numbers</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; 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}\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nWall Street Crime And Punishment: Bernard Ebbers And WorldCom's Seriously Wrong Numbers\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-08-28 08:45 GMT+8&nbsp;&nbsp;&nbsp;<a href=https://www.benzinga.com/news/21/08/22680432/wall-street-crime-and-punishment-bernard-ebbers-and-worldcoms-seriously-wrong-numbers><strong>Benzinga</strong></a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\n<p>Does crime pay?\nAmong the mightiest of the high-profile corporate executives that dominated the headlines in the 1990s and early 2000s,Bernard Ebbersphysically stood out from his peers — the 6-foot-4 ...</p>\n\n<a href=\"https://www.benzinga.com/news/21/08/22680432/wall-street-crime-and-punishment-bernard-ebbers-and-worldcoms-seriously-wrong-numbers\">Web Link</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"HRB":"H&R布洛克税务"},"source_url":"https://www.benzinga.com/news/21/08/22680432/wall-street-crime-and-punishment-bernard-ebbers-and-worldcoms-seriously-wrong-numbers","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1184130616","content_text":"Does crime pay?\nAmong the mightiest of the high-profile corporate executives that dominated the headlines in the 1990s and early 2000s,Bernard Ebbersphysically stood out from his peers — the 6-foot-4 head of WorldCom was dubbed the “telecom cowboy” thanks to his sartorial preference for jeans, cowboy boots and a 10-gallon hat.\nEbbers also stood out from his peers for tightly holding on to Luddite practices as the digital age dawned. He famously refused to communicate with his workforce via email. Even worse, he stood out thanks to a prickly personality that quickly seethed when confronted with unpleasant news. A 2002 profile in The Economist defined him as “parochial, stubborn, preoccupied with penny-pinching … a difficult man to work for.”\nBut ultimately, Ebbers stood out for being at the center of what was (at the time) the largest accounting fraud in U.S. history, which was followed by the harshest prison sentence ever imposed on a corporate executive for financial crimes.\nA Man In Search Of Himself: Bernard John Ebbers was born Aug. 27, 1941, in Edmonton, Alberta, the second of five children. His father John was a traveling salesman and his peripatetic profession brought the family down from Canada into California, where he jettisoned his sales work and became an auto mechanic. The family later relocated to Gallup, New Mexico, where Ebbers’ parents became teachers on the Navajo Nation Indian reservation.\nThe Ebbers clan was back in Canada when Ebbers was a teenager and Bernie (as he was commonly known) came into adulthood unable to determine a course for his life. He attended Canada’s University of Alberta and Michigan’s Calvin College before accepting a basketball scholarship to Mississippi College. But he was the victim of a robbery prior to his senior year that left him seriously injured and switched his attention from playing to coaching the junior varsity team.\nEbbers graduated in 1967 majoring in physical education and minoring in secondary education. He supported himself during his college years by taking on a variety of odd jobs including a bouncer and milk delivery driver. He married his college sweetheart,Linda Pigott,after graduating and landed work teaching science to middle-school students while coaching high school basketball.\nBut Ebbers didn’t stay very long in the school system. When his wife received a job offer as a teacher in another Mississippi town, the couple relocated and he found work managing a garment factory warehouse. By 1974, he tired of working for others and responded to a newspaper advertisement seeking a buyer for a motel in Columbia, Mississippi.\nEbbers’ approach to running a hospitality establishment sometimes bordered on the eccentric. He would distribute bathroom towels at the front desk and require guests to return them to avoid being charged for taking them. Nonetheless, he found a niche in hospitality management and by the early 1980s he owned and operated eight motels within Mississippi and Texas; he also picked up a car dealership that also proved profitable.\nCalling Out Around The World:Ebbers might have remained in the Mississippi hospitality industry had it not been for the 1982 breakup ofAT&T Inc.'s T 0.41%monopoly on the U.S. telephone system. This created a seismic shift in the telecommunications world by enabling other companies to begin reselling long-distance telephone services.\nIn 1983, Ebbers and three friends met at a diner in Hattiesburg, Mississippi, to consider the feasibility of pursuing this newly opened opportunity. Ebbers theorized that having control of his long-distance calling services could benefit his motel business. In the days before mobile phones, guests in lodging establishments in need of long-distance calling would either have to feed handfuls of quarters into payphones or make calls from their rooms, which usually came with extra fees.\nEbbers and his pals decided to get into the telecommunications business with Long Distance Discount Services, which they established in 1985 with headquarters in Jackson, Mississippi, with Ebbers as CEO.\nCarl J. Aycock,a Mississippi financial advisor who was among the early investors in LDDS, would later laugh at the unlikelihood of Ebbers running a telecom company.\n“The only experience Bernie had before operating a long-distance company was he used the phone,” Aycock quipped in a 1997 interview.\nMaybe Ebbers did not possess an encyclopedic knowledge of telecommunications technology, but the good fortune he enjoyed in the motel business transitioned to this unlikely setting. Within four years of its launch, LDDS was being publicly traded.\nWithin 10 years of its opening, LDDS took on an almost Pac Man-style persona of gobbling up telecom firms in sight of the company, acquiring more than 60 different telecommunications company. By 1995, the company renamed itself LDDS WorldCom.\nMany of the company’s acquisitions were on the small side, and the company was never considered a major player in the telecom industry until its $720 million acquisition of Advanced Telecommunications Corporation in 1992.\nThe unlikely acquisition came with Ebbers’ ability to outbid industry titans AT&T and Sprint Corporation,both considerably larger players in this field.\nThe one unfortunate development during this time was the end of Ebbers’ marriage in 1997. He remarried in 1999 to Kristie Webb.\nIn February 1998, Ebbers’ company launched its acquisition plans for CompuServe from H&R Block Inc.\nThis transaction was followed by an astonishing spin of assets: LDDS sold the CompuServe Information Service portion of its acquisition toAmerica Online,while retaining the CompuServe Network Services portion of the business. AOL simultaneously sold LDDS WorldCom its networking division, Advanced Network Services.\nIn September 1998, LDDS WorldCom sealed a $37 billion union with MCI Communications,which created the largest corporate merger in U.S. history. The combined entity became MCI WorldCom, and for Ebbers it seemed that the sky was the limit — except that Ebbers’ ability to soar in the corporate skies resulted in an Icarus-worthy predicament.\nA Little Out Of Touch:One year after the CompuServe and MCI deals, Ebbers’ company boasted an 80,000-person workforce, a market capitalization of roughly $185 billion and its shares were trading at a peak of nearly $62.\nAt the peak of the company’s success, Ebbers granted an interview to The New York Times aboard his 130-yacht, which he berthed in the resort town of Hilton Head, South Carolina. He claimed that the secret of his success was “not as complicated as people make it out to be,” adding that he surrounded himself with experts who advised him on which moves to make.\n“I’m not an engineer by training,” he said. “I’m not an accountant by training. I’m the coach. I’m not the point guard who shoots the ball.”\nBut as the company grew larger, Ebbers penny-pinching behavior during his early motel management days became more extreme. WorldCom executives would later complain that Ebbers stopped providing free coffee within their offices and directed security guards fill the water coolers with tap water.\nAnd for the head of a telecommunications company, Ebbers was curiously distrustful of cutting-edge tech developments. He refused to communicate via email and would not carry a pager or a cell phone. He would explain his actions internally by repeating “That’s the way we did it at LDDS,” and in a 1997 Business Week interview about this behavior he claimed that “when you come to the table with a (physical education) degree like I do, you don't know a lot about the technical stuff.”\nWhile Ebbers’ arms-length distance from personal technology could have been attributed to a zany quirk, there was another problem that couldn’t be happily shrugged away. As the company expanded, operational problems began to permeate the multiple divisions. Ebbers would become impatient or worse when confronted with problems, to the point that he would angrily demand that he only wanted to be addressed with good news.\nIn retrospect, Ebbers’ refusal to acknowledge that his company was growing too fast and too large proved to be a fatal flaw, especially when the corporate culture began to manufacture good news in lieu of reporting problems. As a result, Ebbers’ XL-sized business empire was sustained by taking on massive amounts of debt and highly improper accounting.\nDetour Off The Cliff:The first cracks in this corporate story began in October 1999 when MCI WorldCom — which had become the second-largest long-distance telephone company in the country — announced a $129 billion merger with Sprint, the third-largest telecom carrier. Within nine months of this announcement, the merger was canceled in the face of pressure from U.S. and European regulators who feared a telecom monopoly would be born from this union. MCI WorldCom walked away from the failure by renaming itself as WorldCom.\nWith the rise of the new millennium came the fall of the dot-com industry, and almost any company that had a tech-related aspect found itself taking a financial tumble. When Ebbers’ company tried to cut corners and save money, it turned into an act of self-immolation.\nWorldcom’s network systems engineering division exhausted its annual capital expenditures budget by November 2000, with a senior manager ordering a halt to processing payments for network systems vendors and suppliers until the beginning of 2001.\nThe company’s chief technical officer,Fred Briggs,then ordered all of the labor associated with the capital projects in the network systems division to be booked as an expense rather than a capital project — and his directive was shared with other divisions in the company.\nA WorldCom budget analyst named Kim Amighin the company’s Richardson, Texas, office recognized the legal ramifications of intentionally mischaracterizing capital expenses and lodged a protest against the order. The directive was canceled and so was Amigh — three months after his action, Amigh was abruptly laid off from the company.\nBut Vice President of Internal Audit Cynthia Cooper learned of Amigh’s findings and picked up his trail. Her department began combing through WorldCom’s accounts and found $2 billion that the company claimed in its public filings was spent on capital expenditures during the first three quarters of 2001 — except that the funds were never authorized for that purpose and were clearly operating costs moved into the capital expenditure accounting as a way to make WorldCom look more profitable.\nCooper could not find anyone in the WorldCom leadership ranks to explain the $2 billion discrepancy. Most executives said it was a “prepaid capacity,” a meaningless term which they couldn’t define when pressed by Cooper.\nAnd Cooper was not alone in her suspicions. The U.S. Securities and Exchange Commission could not fathom how WorldCom continued to claim robust profits during the dot-com period while its competitors were operating at a loss, and it sent forth a “Request for Information” to learn the secret of its success.\nAdding to this chaos were Ebbers’ personal financial woes, which became exacerbated during to dot-com crisis by margin calls on his WorldCom shares, which were tanking as the economy plummeted into a recession.\nTo alleviate his monetary pain, Ebbers borrowed $50 million from WorldCom in September 2000 — and then borrowed again and again. By April 2002, Ebbers was $400 million in debt to WorldCom and the board of directors demanded his resignation, which he provided.\nIn June 2002, WorldCom acknowledged its earnings reports contained $3.9 billion in accounting misstatements, with the figure later adjusted to $11 billion. In July 2002, the company declared bankruptcy and was delisted from public trading. Also during that month, Ebbers was called before the U.S. House of Representatives Committee on Financial Services to explain what happened. He pleaded the Fifth Amendment.\nRoad’s End:The efforts to bring Ebbers to trial got off to a weird start when the State of Oklahoma jumped the gun with a 15-count indictment, only to drop its charges in favor of federal prosecution.\nEbbers was indicted in May 2004 on seven counts of filing false statements with securities regulators plus one count each of conspiracy and securities fraud. Ebbers agreed to testify on his behalf, which many observers later considered to be a major mistake because he came across as evasive and unconvincing when insisting WorldCom’s downfall was solely the fault of his subordinates and that he was ignorant about how his company worked.\n“I know what I don’t know,” Ebbers said during his trial. “To this day, I don’t know technology, and I don’t know finance or accounting.”\nEbbers was found guilty on all counts and was sentenced to 25 years in prison, the longest sentence ever handed down in U.S. history for a financial fraud case against a corporate executive.\nHe remained free on bail while fighting to overturn the verdict, but the conviction was upheld in the U.S. Court of Appeals for the Second Circuit in July 2006. Two months later, he drove himself in his luxury Mercedes-Benz to a low-security Louisiana prison to begin his sentence. Two years later, his wife Kristie successfully filed for divorce.\nAfter 13 years behind bars, Ebbers was granted a compassionate release on Dec. 21, 2019, due to a deteriorating state of health that included macular degeneration that left him legally blind, anemia, a weakened heart condition and the beginnings of dementia. He returned to his home in Brookhaven, Mississippi, and passed away on Feb. 2, 2020.\nIn defining his rise to the top, Ebbers harkened back to his basketball days by insisting, “The coach's job is to get the best players and get them to play together.” But in explaining his fall from grace, Ebbers forgot that the core of coaching is accepting responsibility for the team’s performance and he blamed his “best players” for not being able to “play together” while absolving himself from their errors.\nSaid Ebbers when confronted with his ultimate failure as the corporate equivalent of a coach: “I didn't have anything to apologize for.”","news_type":1},"isVote":1,"tweetType":1,"viewCount":374,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":819382433,"gmtCreate":1630034422222,"gmtModify":1676530206546,"author":{"id":"3576130746722228","authorId":"3576130746722228","name":"MugenQiang","avatar":"https://static.tigerbbs.com/f17ec4e89d68e2bc6ac39a336e9be71c","crmLevel":5,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3576130746722228","authorIdStr":"3576130746722228"},"themes":[],"htmlText":"Can buy now?","listText":"Can buy now?","text":"Can buy now?","images":[{"img":"https://static.tigerbbs.com/bdfb4507680cea913315d29906301e75","width":"1080","height":"2748"}],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/819382433","isVote":1,"tweetType":1,"viewCount":420,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":1,"langContent":"EN","totalScore":0}],"defaultTab":"following","isTTM":true}