Sunday, April 4, 2021

WFG | My $136.50 payment | One hour study

April 4, 2021

Here are some arguments:

  1. 因为本着经纪人的基本良知,解密环球金融集团WFG这个巨大的传销集团采用不道德的推销法来欺骗初级经纪人和新移民保险消费者,以假乱真的推销手法来诈骗保险消费者,使越来越多的保险客人蒙受巨大的经济上和精神上的损失,加上保险监控局的漠视,此问题愈来愈严重已经到无法控制的阶段
  2. 新的保单要重新发放高达年保费80%-125%的佣金给经纪人。



 (最近在美东遇到有人在非常疯狂推销这种保险,而且还说在中国这个还是一个处女地,可以大赚一笔,四处鼓动其他人员加入他们在上海新开的公司。本人从来不干这些害人的勾当,也忧心国内的人不清楚状况,真的山了他们的当,那就麻烦了。故把我在网上的文章转过来,希望能人更多的人识穿他们这种骗局,以免上当受骗。-----本人注。)

WFG前中级市场总监谈 金融传销内幕

近两年来,美东地区的华人社区掀起一股“热潮”,不少新移民家庭发现身边亲戚熟人中突然冒出来许许多多的 “专业理财人士”,他们衣冠楚楚,言辞中肯,谈及你的家庭保险财务需要时,更是一副“欲救你于水火之中”的恳切表情。将你的之前购买的各大公司保单和退休金产品攻击得体无完肤,而将自己描述成宛如福音传道士,信誓旦旦的对您承诺如果将原有保单推出,转至他们所代理的公司,必定是购买了理财保险的 “万应灵丹”,还热忱地邀请您参加他们机构举办的“如何获得财务自由讲座”。
可是当您和家人问到他们代理的公司产品的历史或他们从业的资历时,他们必定支支吾吾,顾左右而言他。这时必定有一个表情更加热忱,目光更加坚定,手势更加夸张的“上线”(当然,这群“专业人士”会尽量避免使用这个敏感字眼)出场,及时递上一张名片,名片上的头衔也是十分吓人,例如:市场主管marketing director, 资深主管senior marketing director, 乃至首席执行官CEO director 等等。
很多不明就里的消费者在这样 “公司高管”坐镇下,加上多年老友中“理财精英”的巧舌如簧声泪俱下的推销,而且如果在组织的大办公室内,必然还有一些其他或自称客户或“原先服务于大保险机构,现在弃暗投明”的经纪人的推波助澜,备受群体效应催眠的客户绝大多数情况下必然昏昏然签下转换(replacement)合约。
—-如果您对以上一幕似曾相识,这就是近年来在美国东北部华人聚居区发展得如火如荼的世界金融集团WORLD FINANCIAL GROUP (简称WFG)这个以金融保险类产品为幌子的传销巨无霸公司,每日在他们的培训中心必定上演数十次的戏码。
本人曾经是World Financial Group 的成员,当年在朋友周六“家庭聚会”鼓动下加入,在World Financial Group数年,去年离开这个金融传销巨头的时候职务已经是Senior Marketing Director。 我向大家写这封通告是因为本着经纪人的基本良知,解密环球金融集团WFG这个巨大的传销集团采用不道德的推销法来欺骗初级经纪人和新移民保险消费者,以假乱真的推销手法来诈骗保险消费者,使越来越多的保险客人蒙受巨大的经济上和精神上的损失,加上保险监控局的漠视,此问题愈来愈严重已经到无法控制的阶段,希望本人的微小力量能唤醒普罗大众和许许多多被误导的保险新人。

销售手段的迷雾


不法的换取保单——Word Financial Group的生意大部分是Replacement保单替换, WFG的各层经理鼓吹新人接触现有人际关系和亲朋好友,利用普通新移民和美国普通外州大众贪心求财,善良无知的弱点来来推销产品给亲朋好友,这些普罗达众本来已经有人寿保险计划,WFG培训它多达十万经纪人去挑拨离间他们的亲朋好友,攻击他们目前人寿保险公司。


WFG经纪人的亲朋好友所投资的保单,不管是任何公司任何计划都会被WFG经纪人说成百孔千疮,各种夸大的言辞和一场场温情的“培训大会”,绝对可以令这些经纪人的亲朋好友不满意现在所投资的保险,随后WFG的经理就会教唆新人就会用甜言蜜语去推WFG的次等产品,WFG经纪人然后用1035 exchange来抽取亲朋好友保单中的现金,把这些钱注入WFG的新保单,WFG的经纪人不管亲朋好友的现在保险保了多久,有的保障已经止付(可以用红利代付保费)或已经接近停付,WFG的经纪人都不会管他们亲朋好友的损失,重新卖给他们新的次品保单,这些客人蒙受巨大的损失,因为他们买的新保单,是根据现在的客人的年龄,年龄大了,保险的消费用也就高了,很多例如两年争议或自杀条款都要重新计算, 而且新的保单要重新发放高达年保费80%-125%的佣金给经纪人。


都是WFG因为叠加式市场组织—就是常言道 “层级市场会”,通俗地描述, 就是“传销老鼠会”, 佣金要养很多不劳而获的“经理级别”,每一级别经理都贪婪吸取客户的保费利润,因WFG的系统是叠加式推销,每一位的经纪人后还有一位经理,层层叠叠多达八级以上经理层吸取佣金。
一般正统的保险公司不同,一般保险公司经纪人只有一位,所以WFG的保险都是养活一大批硕鼠,而且不少是根本没有任何财务和保险背景的兼职人员。 吃亏的是谁?必然是WFG的客人,不法的换取保单成为WFG的80%的生意来源,大多Replacement本是收州政府保险部严格管制的,需要详细向客户和保险机构解释和对照数据后才可以恶进行, 可是WFG的经纪人都用此手段来当作主业做生意。
误导保单内容——Misrepresentation 是指一般不法的寿险经纪人用模棱两可的语言来描述严格的金融产品,WFG有专门的培训,它的培训对新进经纪人洗脑,令新人对客人或他们的亲朋好友说一些美妙的谎言,WFG的经纪人到亲朋好友处, 假借帮亲人朋友温习保单之名,把别家保险公司或保单攻击成一文不值,WFG所代理的保险公司是大多是Transamerica旗下刚刚被并购的地区性二 三流公司,WFG的经纪人会用各种各样的花言巧语把他们所代理的低端公司说成最好的,最大,最完美,每年都能替客人赚大钱。 然后一堆无任何金融学历背景的WFG经理层利用“新经济理论”把一些正统的AA级别以上保险公司如纽约人寿,大都会,普天寿,万通互惠等公司说成次品。
除了夸大WFG所代理的边缘保险公司,贬低其他正统的保险公司,WFG的经纪人还会夸大他们推销的产品,他们所推销的产品都是业内最齐全的,十全十美的,不只是保险计划,还有教育基金+退休计划+护理计划等等,客人买了WFG的保单如同吃了仙丹一样,以后什么生老病死财务问题都可以解决。 其实在保险市场中,没有一种十全十美的计划,没有无成本的保险条款和免费午餐。
都是WFG的多达六级以上培训经理永远不会老老实实地告诉客人保险内容,因为他们很多也是半路出家被洗脑中成长, 他们只会夸大自己,贬低别人,结果大部分的 WFG的客人都会在误导信息情况下做出不该有的选择。
WFG的经纪人利用这几年股市高投资表现, 描述出一种生活伊甸园,他们永远用将来长达30年, 每年高达8.5%以上的年回收来误导客户,而绝不会提醒客户, 向美国如此庞大的经济体, 在客户将来数十年的余生中—-有可能常年回收会如此惊人吗? 一旦回收达不到预期, 客户的保单将会在晚年最需要保险的时候, 戛然而止, 分文不剩。
非法无牌经纪 —大部分活跃在华人社区的WFG基层经纪人都是无执照无学历无监管的“三无”人员。
州保险部明确规定—“无执照销售金融行为”是触犯州和联邦法律,WFG是利用深入各华人阶层来推销保险,WFG大都市地区华人经纪人主要成员来美国有一定年份有一定社会活动力的草根阶层,有的是车行员工,有的是餐厅老板,还有小贩,工人,或家庭主妇。
WFG招募这些人来推销寿险合约给他们的亲朋好友,因为他们很多基于学历太低考试无法通过,所以都是用有执照的上线经纪人来签约, 这些人本身因教育水平不高的关系,他们无法对经济和风险规划有认识,这样会损害保险消费者的利益,而上线更可以借着大批手下没有执照, 堂而皇之地将佣金纳入自己袋中。这就是WFG奉为圣经的“3-3-3”培训模式(三个人供养一个人)
WFG提倡全民卖保险,不管你是谁,你都可以成为保险金融一份子,这样WFG把需要很深专业功底的金融行业贬低成普通民众,家庭主妇都可以做的兼职工作。 这样子,大大的影响与损害了广大保险消费者的利益!
夸张的洗脑大会 — 很多WFG的新人被WFG的经理层以各种美妙的“财富”天方夜谭欺骗和引诱而加入的,此金融巨无霸是邪恶的,它的目的是利用这些新加入无知无牌新人去接近熟人市场, 获取不义之财钱财。还有WFG的培训洗脑大会用各种 高级经理层层层盘剥来的财富去炫耀他们的豪宅名车挥金如土, 去蒙蔽那些无知的大众或天真的AMERICA BORN CHINESE, 加入WFG去卖保险,可以赚很多钱,很容易成为百万富翁,无数次热情邀约身边华人社区亲朋好友参加WFG,结果一传十,十传百,大家都会日进斗金,成为百万富翁指日可待, 请你想一下这是可能的吗?
WFG 永远用几个来历不明的高收入“偶像”, 例如A先生前年还在贫困线挣扎, 加入WFG现在已经月入数万, 或一些几十年如一日的老面孔, 例如一些加州或边缘州县的老牌传销巨头, 来现身说法, 让很多新人热血沸腾, 信誓旦旦的要成为市场主管(MARKETING DIRECTOR)!
可是这个金融巨无霸怪胎的洗脑大会, 永远不会指出, 和二十年来高达二十万人以上的被洗脑人员相比, 那些区区数人的所谓“暴富故事”多么的没有代表性。 本人前后约谈过15个WFG所谓精英团体—MARKETING DIRECTOR, 统计显示他们去年提成平均是$21,600, 可怜的收入水平刚好低于去市政府免费医疗补助线, 更不用说那些离MD门槛还望尘莫及的可悲人群。
不可告人的盈利
WFG公司所属TransAmerica life母公司,目前主打IUL产品, 付出将近高达客户年保费125%的佣金给这个金融传销巨头, 可是经过各级别“上线”的层层盘剥, 新人只能拿到不到30%的佣金, 这样的低佣金, 在美国任何一个州的任何一家公司都是无法维系的, 但是无知的新人经过经理或熟人循循善诱的洗脑, 被将来所谓 “永续收入”这种不劳而获谎言蒙骗, 心甘情愿接受低得可怜的报酬。 一旦略有清醒者提出疑问, 在场大会参与者就会集中火力,用“团队” “合作”“美好未来” 让你哑口无言。
WFG的贪婪巨头在争取这么高额的利润之余, 还贪心不足, 常常组织各种在风景名胜例如夏威夷, 马里兰海滩, 加州马里布的洗脑大会, 用不到百元的团体旅游价格, 向会员出售高达每张数百元的门票, 美其名曰“您人生最好的投资,最美丽的旅程”, 一场几千人的大会, 公司的传销门票收入将高达百万美元, 难怪这个金融巨无霸大会小会不断, 高层笑纳万金。
除此之外, 这个巨无霸吸金组织将敛财功能发挥到极致, 在任何一个有良知的大保险公司都是免费的背景调查, WFG要收取$100元费用(想一下数十万人的组织, 每人百元的净利润),公司还贩卖一套60美元所谓“试题库”,让目不识丁的人能通过州府考试, 新人一旦生活难以为继不再参加洗脑活动, 上线就会利用各种借口扣发或滞留服务费支票, 所以无知新人不管去留, 高级上线永远是赢家。
大量的法律诉讼
面对如此多的客户误导和不当销售, WFG培育了一身刀枪不入的铁骨和脸皮, 其母公司高层公然宣称“基于销售队伍的发展, 我们无法也无力对所有新人监管”(这还是一家有基本企业廉耻的公司吗?)
这家传销巨头不断在美国威严的法律边缘游走, 通过改名字,换注册地, 换标志等变身手法逃脱金融管理机构的严惩。 可是即便如此,打开谷歌搜索,输入WFG三字母, 前三页的结果70%以上都和各项违规有关,打开美国最权威的维基百科WIKIPEDIA, WFG介绍页面上, 关于公司历年违规被判罚的诉讼, 我为你们摘录如下:
In March 2011, the Financial Industry Regulatory Authority (FINRA) reported that World Group Securities had incurred ten regulatory penalties since 2004.[24]
A 2004 NASD disciplinary action report summarized disciplinary actions against WGS. According to the report, WGS “submitted a Letter of Acceptance, Waiver, and Consent in which the firm was censured and fined $15,000. Without admitting or denying the allegations, the firm consented to the described sanctions and to the entry of findings that the firm permitted representatives to act in registered capacities while their registrations were inactive due to their failure to satisfy the Regulatory Element of NASD’s Continuing Education Requirements. NASD also found that the firm failed to establish and maintain a supervisory system reasonably designed to assure compliance with the Regulatory Element of the Continuing Education Requirement by its registered representatives.”[25] / 2004年金管局判罚WFG $15,000。
In December 2006, WGS and one of its brokers were fined $150,000 by Missouri’s commissioner of securities for selling unsuitable products to elderly people.[26][9][27][28] / 2006年密苏里州证券部起诉WFG经纪人误导老年人购买吗, 判罚WFG $150,000
Other cases of private arbitration “where variable annuities were allegedly sold to people too old to realize any benefit before they died” were also reported. Utah’s Division of Securities has cited at least four World Group Securities brokers since 2006.[23][29] / 2006年起, 犹他州证券部起诉4名WFG投资经纪人
In April 2007, WGS was fined $50,000 for failing to supervise its representatives in the State of Utah, who were misrepresenting their credentials and services rendered during free lunch seminars targeting seniors.[30][26][31][32][33] / 2007年, 犹他州起诉WFG经纪人用“免费午餐讲座”误导客户, 判罚$50,000。
In April 2010, WGS was fined in excess of $850,000 as the result of the unauthorized sale of private securities by some of its agents in the State of Arizona.[34][35] / 2010年4月, 亚利桑那州政府判罚用“销售非授权证券”起诉WFG , 判罚85万美元
In May 2010, the U.S. Securities and Exchange Commission (SEC) filed a federal case against two former brokers of WGS, accusing them of having raised approximately $14,800,000 through the offer and sale of promissory notes as part of an illegal Ponzi scheme in the States of Ohio and Florida starting while the two were employed by WGS and using their customer contacts there.[36] / 2010年5月, 联邦证券会起诉两名WFG经纪人用“庞氏骗局”非法敛财$14,800,000!!!(一千四百八十万美元诈骗)
In November 2010, the SEC ordered WGS to pay, among other things, a civil monetary penalty in the amount of $200,000 for the fraudulent selling of unsuitable securities in the State of California, which were funded using home equity, derived from the refinance of the customers’ homes into subprime mortgages.[37][38][39][40] / 2010年11月联邦证券会指令WFG罚款20万美元,因为涉嫌在加州诈骗房屋贷款购买保险
WFG Securities (Canada) was under investigation by the Manitoba Securities Commission in 2008, after some investors say they ended up in financial situations they did not understand regarding leveraged accounts. The securities commission noted that that World Financial Group “did not have adequate controls and mechanisms in place to fully supervise the leveraged accounts.” WFG Securities paid a $250,000 settlement to rectify the situation. Dennis Villarin of Winnipeg, MB, a former agent who opened and trained others to open the above accounts, was stripped of his licensing and charged by the MFDA. They noted that Dennis Villarin and his trainees “made it appear to WFG’s supervisory and compliance staff as though the clients satisfied WFG’s requirements regarding the use of leveraging, as set out in it’s policies and procedures.” [41][42] / 2008年, 加拿大曼尼托巴省证券会判罚WFG加拿大分部25万美元庭外和解金,罪名是经纪人不当误导客户的投资项目(骗出国门了!!!)
In 2013, WFG Securities (Canada) was restructured and rebranded by Transamerica Corporation and is now known as Transamerica Securities of Canada Inc. / 2013年, WFG加拿大证券部门被TRANSAMERICA 解散重组, 更名为加拿大TRANSMAERICA 证券(老伎俩)。
令人三思的结局
保险消费者买保障和储蓄退休长久的行为,其结果要到十年或数十年才见分晓。如果消费者都投保了一家不适当的公司或买了一份不合格的保单,其影响非常深远。其实,保险消费者是买一个“信”字,经纪人也应该本着 “君子求财取之有道”的职业道德, 放弃一夜暴富的心态。
WFG高层和经理层以假乱真, 用不正常,不道德的手段诈骗游说新人身边的朋友亲戚(WFG上线大力推广的WARM MARKET)的钱财,此行为既缺少职业操守,也失信于信任自己的亲朋好友。
现在,纽约州金融监督局已经发现WFG的很多华人经理层利用背题, 替考等方式让很多低学历人员不法获得执照,很多保险消费者在今后几年的股市整盘期间, 也会发现许多当年的美丽承诺是根本不可能实现的空中楼阁。 数年之后,这个金融巨无霸怪胎又会和之前90年代一样进入冬眠期,不少目前风风火火的新人纷纷重操旧业。 留下无数客户面对一知半解的保单和黯然失色的投资报表, 得不到任何服务和解答。
我已经在World Financial Group系统超过五年, 亲身经历此传销敛财集团是如何运作和壮大,此传销会跟其他传销会一样,都是以上压下,以众人催眠个体。 让你放弃人性起码道德和尊严, 主动去勾起身边亲朋好友这些至亲之人心中邪恶贪念, 为自己和上线所用。
所以,我请大家用雪亮的眼睛来分辨是非,来看清楚这个组织,千万不要被这个巨大金融怪圈所欺骗。
天理昭彰,多行不义必自毙, WFG前身WMA的创始人,曾经管辖超过4万保险下线的传销天王Hubert Humphrey, 在把WFG卖给全美人寿后, 继续成立一个金融传销组织鼓吹贷款传销,2008年赶上次贷风暴, 他耗资前后耗资4,500万美元的超级炫富工具—-座落于亚特兰大郊区占地72英亩的超级豪宅, 被以不到1,100万美元拍卖, 曾经让无数传销热爱者视如圣地的宫殿, 轰然倒塌。
In 2005, Hubert Humphrey began construction of a $45 million 82-room mansion on 72 acres in rural Cumming, GA. After the United States housing bubble burst, the property was listed for sale in 2008. The property was later foreclosed and was sold for $11.5 million in 2011——Wikipedia

投资者放弃理性与常识到创业板去追梦

投资者放弃理性与常识到创业板去追梦

How to analyze the growth stock? How to identify bubble? How to avoid big loss?  

我深深知道,在股市持续大涨的当今,能听得进一些以市盈率、市净率来评估投资价值等等的投资常识的人已经不多了。为了分析与说明股票是否还“值得买”,敝人还是换一个角度来与大家一起算另外一些数字吧。


承认与不承认,除了个别蓝筹板块外,A股市场已全面泡沫化。其中创业板更是成为了泡沫空前的“创神板”。之所以称之为“创神板”,是因为除了在市场中不断诞生300元,400元,500元的“神股”之外,每天都在各个投资圈里缔造着成功捕捉到“涨停股”的股神。这些“神迹”反过来激励越来越多的投资者放弃理性与常识到创业板去追梦。


火热的股市能“鼓励国人创业精神”“保障国企改革成功”“促进经济结构转型”等等的这些说法没错,但疯狂至此的股市真是再为二级市场的投资者创造财富吗?我们得好好算算了:


火热的股市有着火热的成交量。近期,沪深两市每天总成交量达两万亿,按万分五的买卖双方平均交易手续费算每天20亿,交易印花税卖方千份之一共20亿,一年200个交易日算手续费加上印花税8000亿,两融余额2万多亿,一年利息共2000亿,上述各项股民共在市场一年缴交了1 万亿的巨款,也就是说,A股每年都消灭1万个亿万富翁。对比一下,而两市全部上市公司2014年的分红总共才6100亿。这样一算,就知道股市一年有多少财富被毁灭了。


建议参与其中的投资者试想想,一个不为非但不为参与者带来财富,而且是消灭财富的市场还能持续多久?


二级市场的投资者每天都在捕捉涨停板,说明每天都在交易,千万不要小看交易的费用:印花税0.1%,交易买卖各0.05%,共0.2%,一年200个交易日算40%的本金就以交易费用的方式“消费”掉了。许多投资人在火热的股市中每天忙忙碌碌,一年下来,实际回报率不高,现在知道原因了吧?


经常看圈子里转发的一些文章,为泡沫找支持的理由不下千条,归根结底,所有理由的核心只有一条“我们正处于一个伟大的时代,这次与以往完全不同”。说实在的,本人在2000年亲历纳斯达克指数5000点巅峰之时听过这话,在2007年沪指6000点的疯狂时期也听说过……. 结果如何? 大家有兴趣的话查查这些股市指数疯狂期过后的表现吧。


著名科学家牛顿在经历了“南海泡沫”的巨亏后悲叹过:他能精确计算出天体运行规律,但确实没法估计人类投机的疯狂。


人类历史上最值得吸取的教训就是:人类从来不从历史上吸取教训。因此,历史总是在出重复。投资市场一直以来的历史就是如此。


投资者可能说,我就是要欣然享受泡沫,在泡沫中获暴利,等市场转势时,我会果断退出的。


恕我直言,说这话的投资者过于自信了。您既然明明知道这是会随时破灭的大泡沫,却让贪婪战胜自己的理性而去拥抱泡沫。到泡沫爆破之际,您能战胜自己的贪婪与恐惧而顺利逃脱吗?不可能的?至少,我在股市多轮的涨跌大潮中没有见过如此成功的高手。


而且,我可以很肯定地说,如果现在不买这些超贵的“创神股”,不久的将来,肯定有比现在好得多的买点,因为,非理性的市场一定只是短期的,不可持续的。


与高涨的泡沫保持距离,才是保住艰苦创造而来的财富不受损于泡沫爆破之时的投资理财正道。正道走与不走?全在自己!

Two kinds of people making money in stock market | in Chinese | 中线思维短线技术操作的人 | 长线思维中线操作的人

April 4, 2021

I like to highlight good arguments. 

  1. 尽量避免长期看股票对操作心理产生的影响,没有好的心态,就没有好的操作
  2. 只要有从不被巨大利益所诱惑,知足常乐的心就够了。

 股市里最赚钱的两种人


在股市中,要想生存长久,首先要学会很多知识,积累丰富的经验,总结出一套适合自己的操作方法。


不管是短线客,还是长线投资者,都要经历几年甚至十几年刻苦的学习,痛苦的磨练,才能在股市里总结出适合自己的操作方式。


下面总结了两种成功的人的操作特点,为炒股的朋友参考。

  

(一)中线思维短线技术操作的人的特点:


1.具有较高水平的技术知识和看盘能力。


2.有一颗永远平静的心脏,任何波澜都干扰不了它的节奏。


3.有自己的操盘计划和纪律,并严格遵守。


4.从不相信任何人和消息。


5.习惯实时看盘,对出现的机会和危险反应迅速,处理果断。


6.一定要学习有中国特色的股市心理学,并能分析出庄家的操作心里和习惯!


7.对政策要有敏感的嗅觉和准确的判断的能力。


注:这种操作是的人需要在股市里长期磨练,经过多次的失败和心灵痛苦的折磨,能成功的太少了。对于大部分散户,不要梦想自己是那万分之一的人,还是选另一种吧!


令人遗憾的是,大多散户都选择了做这种人,他们过于相信自己的能力和老天会赐予他的运气,当他们明白时,也亏得差不多了。我不建议散户这么做,所以我介绍的很少,知识太多,一两句说不完。


(二)长线思维中线操作的人的特点:


1.一般要有自己的工作和生活来源,不靠股票来维持生活。最好是非常忙碌的人,没时间和精力看股票,操作股票。(这条的目的是尽量避免长期看股票对操作心理产生的影响,没有好的心态,就没有好的操作。)


2.只要有从不被巨大利益所诱惑,知足常乐的心就够了。他们从不去赌博,不去猜测明天的事,稳健是他们的原则,他们关心的是什么时后买入,什么时后盈利100%以上卖出。

  

3.有一定的股票知识和技术分析能力。(不用像操盘手那么多,把均线知识和中短线买点技术学会了就够了,当然,要是有股票基本面的分析能力和未来政策和市场导向的判断能力就更好了。)

  

4.他的纪律很简单,低买高卖,高卖了再低买。(一般从买到卖再到买,要2-3年以上)

  

5.利用常人的思维来选择市场的位置是高是低。每月只要听听新闻,看看周边炒股的人盈利情况,大盘的历史位置的分析,来决定是否进入市场。


长线思维的操作条件就更简单了:

  

(1)当听到股市暴跌时,他兴奋的心花怒放,他意识到机会快来了。


(2)当80%的人都长期亏损时。


(3)大盘经过长期下跌(一般是9个月以上),处于历史的底部时。


(4)所有的新闻和你周围的人不再谈论股票,大家谈股色变时。国内实体经济并没有明显变弱或已经低估严重。大多数股票已便宜的让人垂涎,股市出现多只2—3元股票。


(5)此时重仓(50%)买入股票,大盘每下跌10%时曾仓10%直至满仓。大盘上涨不加仓,每上涨50%-100%时减仓一半,涨至150%可考虑清仓。(此时大盘已经很低了,如使用黄金分割最后一个支撑0.19位置作为买点,估计满仓的时候少。要真满仓了,那他就等着买宝马7系了。卖出时间是动态的,要根据他的计划预期和市场热度来决定。)


(6)选择1—2只经过长期研究的股票,1只小盘,1只中大盘,要不同行业和板块。(若你买的股票在大盘上涨中期长时间弱于大盘,你就要降低你的获利预期了,最小也要30%。此时换股已来不及了。)


(7)买入股票后,离开股市,每月只看一次自己买的股票价格和大盘点位。来决定下一步的操作计划。


(8)当所有人都谈论股票时,尤其是从不炒股的人也想买股票了,卖掉股票,一般盈利100%—150%之间。


(9)此时离开股市,一年内不看股票。继续忙工作或出去玩,庆祝自己的胜利。(注:股市就是他家的银行,每1-2年取一回分红罢了。)


总结:贪婪和恐惧是人天生的恶习,谁也无法完全控制。意志坚强的人,可选择做第一种人。剩下的人要想克服恶习,做第二种人是你最佳选择! 而且也不累!


以上分析是大致思路,并不是模式。你要有你的思维和操作习惯。股市千变万化,没有任何一种技术和操作模式是万能的,不同时期要有不同的思维方式。


好的思维方式和操作习惯才是应对股市变化的唯一法宝。

System design: Why I learn Microservice better from Chris Richardson | Hard working | Great teaching techniques

 April 4, 2021

Introduction

It is hard for me to learn system design and be able to compete for a job from Facebook. I am preparing for another onsite in 2021, and I was so excited to learn that I can go to onsite without phone screen this time. I like to learn better this time. 

Being humble 

I came cross the book written by Chris Richardson Microservice pattern, and then I started to read the book, and also watched videos from Chris Richardson. 

I just love to spend time listen his teaching, and then google and find more study material. It is much easy for me to learn this way. 


System design: Chris Richardson | 6.1 The Problem of Microservices and Data Consistency Event Driven Microservices

April 4, 2021

Introduction

It is tough job to learn system design. I do think that it is best option this year to learn Microservice. If I can learn Microservice very well, then I will plan to learn more and learn better. 

6.1 The Problem of Microservices and Data Consistency Event Driven Microservices

Here is the link. 


Saturday, April 3, 2021

System design: Redesigning the Netflix API

 April 3, 2021

Here is the article. 

Decreasing Payload

If we reduce the number of requests to the API to achieve the same user experience, it implies that the payload of each request will need to be larger. While it is possible that this extra payload won’t noticeably impair performance, we still would like to reduce the total number of bits delivered. To do so, we will also be looking at ways to handle partial response through the API. Our goal in this approach will be to conceptualize the API as a database. A database can handle incredible variability in requests through SQL. We want the API to be able to answer questions with the same degree of variability that SQL can for a database. Other implementations, like YQL and OData, offer similar flexibility and we will research them as well. Chattiness and payload size (as well as their impact on the request/response model) are just two examples of the things we are researching in our upcoming API redesign. In the coming weeks, as we get deeper into this work, we will continue to post our thinking to this blog.

System design: Chris richardson: 4.3 Communication Patterns Inter Process Communication Event Driven Microservices | Embracing the Differences : Inside the Netflix API Redesign

April 3, 2021

Here is the link. 

As I discussed in my recent blog post on ProgrammableWeb.com, Netflix has found substantial limitations in the traditional one-size-fits-all (OSFA) REST API approach. As a result, we have moved to a new, fully customizable API. The basis for our decision is that Netflix’s streaming service is available on more than 800 different device types, almost all of which receive their content from our private APIs. In our experience, we have realized that supporting these myriad device types with an OSFA API, while successful, is not optimal for the API team, the UI teams or Netflix streaming customers. And given that the key audiences for the API are a small group of known developers to which the API team is very close (i.e., mostly internal Netflix UI development teams), we have evolved our API into a platform for API development. Supporting this platform are a few key philosophies, each of which is instrumental in the design of our new system. These philosophies are as follows:

  • Embrace the Differences of the Devices
  • Separate Content Gathering from Content Formatting/Delivery
  • Redefine the Border Between “Client” and “Server”
  • Distribute Innovation

I will go into more detail below about each of these, including our implementation and what the benefits (and potential detriments) are of this approach. However, each philosophy reflects our top-level goal: to provide whatever is best for the Netflix customer. If we can improve the interaction between the API and our UIs, we have a better chance of making more of our customers happier.

Embrace the Differences of the Devices

The key driver for this redesigned API is the fact that there are a range of differences across the 800+ device types that we support. Most APIs (including the REST API that Netflix has been using since 2008) treat these devices the same, in a generic way, to make the server-side implementations more efficient. And there is good reason for this approach. Providing an OSFA API allows the API team to maintain a solid contract with a wide range of API consumers because the API team is setting the rules for everyone to follow.

While effective, the problem with the OSFA approach is that its emphasis is to make it convenient for the API provider, not the API consumer. Accordingly, OSFA is ignoring the differences of these devices; the differences that allow us to more optimally take advantage of the rich features offered on each. To give you an idea of these differences, devices may differ on:

  • Memory capacity or processing power, potentially modifying how much content it can manage at a given time
  • Requirements for distinct markup formats and broader device proliferation increases the likelihood of this
  • Document models, some devices may perform better with flatter models, others with more hierarchical
  • Screen real estate which may impact the content elements that are needed
  • Document delivery, some performing better with bits streamed across HTTP rather than delivered as a complete document
  • User interactions, which could influence the metadata fields, delivery method, interaction model, etc.

Our new model is designed to cut against the OSFA paradigm and embrace the differences across devices while supporting those differences equally. To achieve this, our API development platform allows each UI team to create customized endpoints. So the request/response model can be optimized for each team’s UIs to account for unique or divergent device requirements. To support the variability in our request/response model, we need a different kind of architecture, which takes us to the next philosophy…

...

Of course, one drawback to this is that UI teams are often more skilled in technologies like HTML5, CSS3, JavaScript, etc. In this system, they now need to learn server-side technologies and techniques. So far, however, this has been a relatively small issue, especially since our engineering culture is to hire very strong, senior-level engineers who are adaptable, curious and passionate about learning and implementing these kinds of solutions. Another concern is that because the UI teams are implementing server-side adapters, they have the potential to bring down the servers through infinite loops or other processes that are resource intensive. To offset this, we are working on scrubbing engines that will hopefully minimize the likelihood of such mistakes. That said, in the OSFA world, code on the device can just as easily DDOS the server, it is just potentially a bigger problem if it runs on the server.

Yolanda's Journey To Wellness | Real Housewives of Beverly Hills

 April 3, 2021

Here is the link. 

Yolanda's struggle with Lyme Disease, including having her leaking breast implants removed. Watch All Your Favourite Reality Shows Here: https://www.hayu.com/​ Subscribe to the Official Hayu Channel https://www.youtube.com/c/hayu​ Hayu is the place to watch your favourite reality shows whenever and wherever you want. With loads of shows the same day as the U.S. and thousands of episodes of binge-worthy Box Sets from the start, hayu is the undoubted home of reality TV. And if all that wasn't enough, we've got exclusive clips and snippets you can share and your fave stars' social media all in one place. With hayu, you can literally have it all.

System design: Microservice | 4.2 Communication Patterns API Gateway Event Driven Microservices | Optimizing the Netflix API

 April 3, 2021

Here is the article. 


2.5 Partitioning Strategies Event Driven Microservices

April 3, 2021

Here is the link. 

6:09/ 14:07

How to enforce credit limit? 

Order services - placeOrder()

Customer service - updateCreditLimit()

Order management - Order total 

Customer management - Customer - creditLimit 

Partitioning requires you understand the design

Existing monolith:

  • You understand the dependencies
  • But decomposing is a challenge
Greenfield development:
  • No code => no tangled dependencies
  • But no design either!
  • Therefore, do some upfront design/prototyping to understand what you are partitioning
  • Too few
    • Drawbacks of the monolithic architecture
  • Too many - a.k.a.. Nano-service anti-pattern
    • Runtime overhead
    • Potential risk of excessive network hops
    • Potentially difficult to understand system 

communication pattern - sequential or parallel 

Anti-pattern: Distributed monolith
  • Remember the goal
    • Partition your application so that most changes only impact a single service
  • But if you get it wrong
    • Each change requires you to update and deploy all services
  • Therefore: Common closure principle
    • Components that change for the same reason should be packaged together


System design: Learning Microservice | Scalability | THE SCALE CUBE

 April 3, 2021

Here is the article. 

3 DIMENSIONS OF SCALING

The Scale Cube (sometimes known as the “AKF Scale Cube” or “AKF Cube”) is comprised of 3 axes: 

    • X-Axis: Horizontal Duplication and Cloning of services and data
    • Y-Axis: Functional Decomposition and Segmentation - Microservices (or micro-services)
    • Z-Axis: Service and Data Partitioning along Customer Boundaries - Shards/Pods

Scaling with the X Axis of the Scale Cube

The most commonly used approach of scaling a solution is by running multiple identical copies of the application behind a load balancer also known as X-axis scaling. That’s a great way of improving the capacity and the availability of an application.

When using X-axis scaling each server runs an identical copy of the service (if disaggregated) or monolith. One benefit of the X axis is that it is typically intellectually easy to implement and it scales well from a transaction perspective.  Impediments to implementing the X axis include heavy session related information which is often difficult to distribute or requires persistence to servers – both of which can cause availability and scalability problems.  Comparative drawbacks to the X axis is that while intellectually easy to implement, data sets have to be replicated in their entirety which increases operational costs.  Further, caching tends to degrade at many levels as the size of data increases with transaction volumes.  Finally, the X axis doesn’t engender higher levels of organizational scale.

Figure 3 explains the pros and cons of X axis scalability, and walks through a traditional 3 tier architecture to explain how it is implemented.

Scaling with the Y Axis of the Scale Cube
Y-axis scaling (think services oriented architecture, microservices or functional decomposition of a monolith) focuses on separating services and data along noun or verb boundaries.  These splits are “dissimilar” from each other.  Examples in commerce solutions may be splitting search from browse, checkout from add-to-cart, login from account status, etc.  In implementing splits,  Y-axis scaling splits a monolithic application into a set of services. Each service implements a set of related functionalities such as order management, customer management, inventory, etc.  Further, each service should have its own, non-shared data to ensure high availability and fault isolation.  Y axis scaling shares the benefit of increasing transaction scalability with all the axes of the cube.

Further, because the Y axis allows segmentation of teams and ownership of code and data, organizational scalability is increased.  Cache hit ratios should increase as data and the services are appropriately segmented and similarly sized memory spaces can be allocated to smaller data sets accessed by comparatively fewer transactions.  Operational cost often is reduced as systems can be sized down to commodity servers or smaller IaaS instances can be employed.

Figure 4 explains the pros and cons of Y axis scalability and shows a fault-isolated example of services each of which has its own data store for the purposes of fault-isolation.

Scaling with the Z Axis of the Scale Cube

Whereas the Y axis addresses the splitting of dissimilar things (often along noun or verb boundaries), the Z-axis addresses segmentation of “similar” things.  Examples may include splitting customers along an unbiased modulus of customer_id, or along a somewhat biased (but beneficial for response time) geographic boundary.  Product catalogs may be split by SKU, and content may be split by content_id.  Z-axis scaling, like all of the axes, improves the solution’s transactional scalability and if fault isolated it’s availability. Because the software deployed to servers is essentially the same in each Z axis shard (but the data is distinct) there is no increase in organizational scalability.  Cache hit rates often go up with smaller data sets, and operational costs generally go down as commodity servers or smaller IaaS instances can be used.

Figure 5 explains the pros and cons of Z axis scalability and displays a fault-isolated pod structure with 2 unique customer pods in the US, and 2 within the EU.  Note, that an additional benefit of Z axis scale is the ability to segment pods to be consistent with local privacy laws such as the EU’s GDPR.

Summary

Use the Scale Cube to identify opportunities to increase scalability through cloning/replication (X axis), service and resource segmentation (Y axis) and customer/geographical segmentation (Z axis). 
Closely related to the Scale Cube is the Availability Cube.  The two should be considered simultaneously to help architect scalable and available solutions.


Chris Richardson: 2.3 Introduction to the Microservice Architecture Event Driven Microservices

April 3, 2021

Here is the link. 

Sharding - Z-axis scaling, customer ID - data partitioning - scale by splitting 

Function decomposing 

Book - The art of scalability