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Back in 1999, Robert G. Hagstrom wrote a book about the legendary investor Warren Buffett, entitled “The Warren Buffett Portfolio”. What’s so great about the book, and what makes it different from the countless other books and articles written about the “Oracle of Omaha” is that it offers the reader valuable insight into how Buffett actually thinks about investments. In other words, the book delves into the psychological mindset that has made Buffett so fabulously wealthy. (For more on Warren Buffett and his current holdings, check out Coattail Investor.)

Although investors could benefit from reading the entire book, we’ve selected a bite-sized sampling of the tips and suggestions regarding the investor mindset and ways that an investor can improve their stock selection that will help you get inside Buffett’s head.

1. Think of Stocks as a Business

Many investors think of stocks and the stock market in general as nothing more than little pieces of paper being traded back and forth among investors, which might help prevent investors from becoming too emotional over a given position but it doesn’t necessarily allow them to make the best possible investment decisions.

That’s why Buffett has stated he believes stockholders should think of themselves as “part owners” of the business in which they are investing. By thinking that way, both Hagstrom and Buffett argue that investors will tend to avoid making off-the-cuff investment decisions, and become more focused on the longer term. Furthermore, longer-term “owners” also tend to analyze situations in greater detail and then put a great eal of thought into buy and sell decisions. Hagstrom says this increased thought and analysis tends to lead to improved investment returns.

2. Increase the Size of Your Investment

While it rarely – if ever – makes sense for investors to “put all of their eggs in one basket,” putting all your eggs in too many baskets may not be a good thing either. Buffett contends that over-diversification can hamper returns as much as a lack of diversification. That’s why he doesn’t invest in mutual funds. It’s also why he prefers to make significant investments in just a handful of companies.

Buffett is a firm believer that an investor must first do his or her homework before investing in any security. But after that due diligence process is completed, an investor should feel comfortable enough to dedicate a sizable portion of assets to that stock. They should also feel comfortable in winnowing down their overall investment portfolio to a handful of good companies with excellent growth prospects.

Buffett’s stance on taking time to properly allocate your funds is furthered with his comment that it’s not just about the best company, but how you feel about the company. If the best business you own presents the least financial risk and has the most favorable long-term prospects, why would you put money into your 20th favorite business rather than add money to the top choices?

This articles source creditcards.com

Many retailers give options for replacing missing cards

By Melody Warnick

The reason so many of us love gift cards — they’re a lot like cash — is also the reason they can be hard to replace when they’re stolen or lost. Some retailers, including Wal-Mart, even put the onus exclusively on the consumer and refuse to replace lost or stolen gift cards altogether. However, in most cases, there are steps you can take to ensure that you haven’t just thrown away $50 if that gift card accidentally ends up in the trash.

With an estimated $66 billion in gift cards purchased in 2008, chances are good that you’re hanging on to one or two (or five or six), and you may not know precisely where some of them are. If your card is lost or stolen, most retailers (see chart below) are sympathetic — but only if you can prove that you actually purchased the card.

“The receipt is your first line of defense if you lose a card,” says Kwame Kuadey, founder of GiftCardBlogger.com. “If you lose the receipt and lose the card, you’re pretty much out of luck.”

What to do when your gift card goes astray
If you held on to your receipt — or if the generous soul who gave you the gift card in the first place can produce one — contact the retailer immediately. Most maintain toll-free numbers (available on the card itself or, since that’s gone, on the store’s Web site) manned by customer service representatives who can cancel the card and work on issuing you a new one.

If it’s a store card, you shouldn’t have to pay for the replacement; similarly, American Express now offers to replace lost or stolen gift cards for free (if you have the original card number). With other bank-issued gift cards — for instance, one from Visa or MasterCard — expect a replacement fee of $5 to $15.

No receipt? A few stores may offer a replacement over the phone if you have the gift card number. Otherwise, even a credit card statement proving that you made a $50 transaction at The Gap won’t be sufficient, since the purchase could have been for anything.

Your only other outs include trying to get reimbursement from PayPal or your credit card company if you ordered a card online and it never arrived, or replacing a gift card stolen from your home through your homeowner’s or renter’s insurance coverage. (Check your policy for coverage details.)

Prevention and protection
Even with a receipt in hand, it’s a hassle to cancel and then replace a lost or stolen gift card. Here’s how to keep your cards safer now and how some of these steps can make your life easier if a card does go missing:

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CreditOneBank is one of America’s leading issuers of credit cards. The bank offers the VISA or MasterCard credit card that’s perfect for you.  The companry is located in Las Vegas, Nevada. Credit One Bank( CreditOneBank ) offers credit cards to individuals who have been historically overlooked by other banks because of their less than perfect credit.

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With millions of people carrying a Credit One Bank ( CreditOneBank ) credit card, they pride themselves on excellent customer service and an array of credit card products with innovative features.

Credit One Bank, N.A. is a national bank chartered by the Office of the Comptroller of the Currency (OCC), a bureau of the United States Department of the Treasury. The OCC was established by Congress to charter national banks, to oversee a nationwide system of banking institutions and to assure that national banks are safe and sound, competitive, profitable, and capable of serving in the best possible manner the banking needs of their customers.

If you are looking for despairing need of a credit card and are denied one everywhere you go, make sure you check out this site. They offer their clients with credit products, and focus primarily on helping individuals who have been historically overlooked by other financial services companies. This company takes a huge amount of care to ensure all of their clients are satisfied and happy with their service. If you want to request for a credit card all you have to do is register at this site and follow a few easy steps, which include choosing from a large list of cards the one that fits your needs the most, and this page will help you make that decision based on your input.

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More companies are rolling out detailed and affordable services to help get your finances in shape. We tell you what’s good about them — and what’s not so good.

Can I afford to retire?

In the wake of the financial crisis, this question and its obvious follow-up — How can I better prepare? — are weighing on many people.

If you’re among them, help is at hand. Financial-services companies, eager to tap the baby-boomer market, are rolling out programs that offer, at little or no cost, a detailed assessment of whether you’re in danger of outliving your savings. Along the way, you’ll also receive advice on what to do if your savings are deemed insufficient and how best to tap your nest egg, or what’s left of it.

What’s the catch? First, there’s work involved; the programs can take hours to complete. Second, each company typically pairs you with a financial planner, who — not surprisingly — is likely to try to interest you in that company’s products. Finally, the programs focus on saving and investing; if you need guidance on other matters, such as estate or tax planning, you may be better off elsewhere.

That said, these services, for the most part, are a good mix of analysis, one-on-one advice and modest costs. As such, they can help you start or enhance your retirement planning.

Many American households, wealthy or not, don’t need enough hand-holding “to justify spending more than a few hundred dollars on financial planning,” says Chip Roame, managing principal at Tiburon Strategic Advisors, a Tiburon, Calif., consulting company that specializes in the financial-services industry. For many people, he adds, these programs “are a good fit.”

To help you sort through the options in this fast-growing area, we tested services, new and established, offered by four companies.

We asked each to provide a financial plan for Jack and Rose Ryan, a fictional couple we endowed with about $1.2 million in savings, plus a $600,000 home in Evanston, Ill. Concerned about job security, Jack — a 60-year-old executive at a newspaper company — wants to know whether he can afford to retire at 63. His wife, a 58-year-old public-school teacher with a generous pension, wants to retire around the same time.

The results? For the most part, the advice fell within conventional retirement-planning wisdom. Most of the firms, for instance, advised the Ryans to take the same basic steps, such as paring expenses and diversifying their stock holdings.

Huge Goldman Sachs pay pool could enrich Treasury by £2bn

The Chancellor stands to receive £2 billion of Goldman Sachs’s record-breaking compensation pool if the Wall Street bank continues its winning streak (see Commentary, facing page).

David Viniar, the chief financial officer, said yesterday that, barring “some disaster” in the fourth quarter, he expected to pay the staff more than the $10.9 billion they shared last year after profits were hit hard by the credit crunch.

A spokesman said that Goldman Sachs and its British bankers would hand over about £2 billion in corporate and personal tax for 2009 if the bank continued accruing compensation at the present rate. This is equivalent to tax payments of £370,700 for each of Goldman Sachs’s 5,500 London-based workers.

With a return to strong profits this year, the bank had been putting aside almost half of its revenues to pay salaries, benefits and bonuses to its 30,700 staff, building its compensation pool to $16.7 billion by the end of the third quarter.

The prospect of a $544,364 (£335,000) average payout for staff, with still another quarter in which to earn before the end of the year, has infuriated lawmakers and taxpayers, who gave the bank $10 billion at the height of the financial meltdown.

However, Mr Viniar insisted that Goldman Sachs was conscious of the hardship the recession was causing for people outside Wall Street. He said: “We’re very focused on what’s going on in the world, what’s going on in the economic environment.

“But we’re also focused on our franchise and being fair to our people, who we think have performed admirably through the entire crisis. That’s something we’re weighing up.”

Mr Viniar said that the bank was considering whether to raise the proportion of its compensation paid in equity, as other banks have done in response to pressure to tie bonuses better to banks’ performances.

“We’ve always paid a lot of our bonuses in stock, deferred and divesting over time, but we’re looking at those programmes and a decision will be made at the end of the year,” he said. Goldman Sachs reported a higher-than-expected net profit of almost $3.2 billion for the third quarter. It poured $5.3 billion into its compensation pool, up 46 per cent on the comparable quarter last year.

Although less than the $6.6 billion put away in the second quarter, the bank’s third-quarter compensation allocation still puts the bank on track to beat its 2007 record compensation pool of about $21 billion. Lloyd Blankfein, the chief executive of Goldman Sachs, said that business conditions were improving.

Bruce Wasserstein, prominent Wall Street dealmaker and Lazard CEO, dies at 61

Resource : finance.yahoo.com

Bruce Wasserstein, the CEO of Lazard Ltd. and a prominent Wall Street dealmaker who helped negotiate some of the largest corporate takeovers in history, died Wednesday. He was 61. The death of the driving force behind Lazard raises questions about the future of one of Wall Street’s top mergers and acquisitions advisory firms.

Wasserstein was hospitalized earlier this week for an irregular heartbeat, with the company saying Sunday his condition was serious but he was “stable and recovering.” In a statement Wednesday, Lazard’s board said the cause of death had not yet been determined.

The New York-based firm named Vice Chairman Steven J. Golub as interim CEO, effective immediately. Golub, 63, has been with Lazard since 1984 and served in various senior leadership positions, including as CFO and chairman of Lazard’s financial advisory business.

But some say Lazard’s success was so tied to Wasserstein that the company could face a tough road ahead.

“Mr. Wasserstein was the main driver that created Lazard as a public company,” Rochdale Securities analyst Richard Bove said. “He forced the expansion of the business and his contacts brought in deals. He cannot be replaced easily or perhaps at all.”

Collins Stewart LLC analyst William Tanona, however, said Lazard has a deep management bench, and expects the company to post improved profit as the merger and acquisition environment improves. Tanona said he does expect the company’s stock to sell off in the wake of Wasserstein’s death but is advising investors to take advantage of the opportunity to build positions.

A Wall Street superstar since the 1980s, Wasserstein worked on such landmark deals as Kohlberg Kravis Roberts’ takeover of RJR Nabisco, and the Morgan Stanley-Dean Witter and AOL-Time Warner mergers. Most recently he was advising Kraft Foods Inc. on its unsolicited $16.7 billion takeover bid for British candy maker Cadbury PLC.

In the 1980s, Wasserstein and Joseph Perella ran First Boston Corp.’s mergers and acquisitions department before leaving to form their own boutique investment bank, Wasserstein Perella Group Inc. It was at Wasserstein Perella that the pair worked on the RJR Nabisco deal, at the time the biggest corporate takeover in U.S. history, with a price tag of $24.5 billion.

The deal was chronicled in the 1990 book “Barbarians at the Gate,” by journalists Bryan Burrough and John Helyar, and later made into an Emmy award-winning television movie starring James Garner as RJR Nabisco CEO F. Ross Johnson.

Wasserstein was CEO of Wasserstein Perella between 1988 and 2001 before selling it to Germany’s Dresdner Bank AG for about $1.4 billion.