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Mark Hulbert lists the quality stocks with low P/E ratios, little debt, high return on equity, and long records of earnings growth spanning long periods that limit volatility after the emerging markets crisis of 2014. He adds a cautionary note on the idea of quality stocks by saying P/E ratios matter, that quality stocks at a high price are a bad investment and at extraordinary prices are a extraodinarily bad investment, citing the Nifty Fifty stocks of quality in 1972 that lost value in the stock market slide in 1973. He takes quality stocks Disney, Procter & Gamble, Johnson & Johnson off the list of quality stocks because of high P/E ratios, a critical criteria. Hulbert's list for financial quality companies and their P/E ratios in Jan. 2014: AT&T telecom 9.4, Aflac insurance 9.1, Allstate insurance 10.9, Apple computer and telecom 12.7, Bank of Nova Scotia 11.0, Chevron oil 10.0, Cisco computer hardware 12.2, IBM technology 11.7, Royal Bank of Canada 11.5, Wells Fargo banking 11.5. These P/E ratios compare with the S&P 500 P/E of 17.3....

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Eni's dividend cut and plans in 2009 to increase production.

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Nicola Clark's interview in NYT with Mathias Dopfner, CEO of Axel Springer which owns German newspapers Die Welt and Bild. Dopfner describes the digital transformation underway at Axel Springer, and the changing mindset of its managers for a cultural transformation.

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Sallie Krawcheck and Joe Price will be leaving Bank of America. David Darnell and Tom Montag were appointed co-chief operating officers of Bank of America. Bank of America stock declined by 50% by September 2011. Montag will oversee the bank's banking and marketing activities including Merrill Lynch. Darnell will run the consumer business including wealth management and home loans.

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This article by Jim Carlton in the Wall Street Journal in 1998, shows a different side of Steve Jobs- a relentless hard driving manager, with sheer intensity and lack of patience with people who could not keep up with him, who can be arrogant and ride roughshod over employees. Supporters say he had the right intuition about decisions facing Apple, such as not cloning the Mac because it was already too late, closing Newton and refocussing the engineers on new devices, staying out of direct competition with the Wintel alliance and willingness to work with Microsoft to include the Office suite on the Mac. These moves came at a point where Apple was rapidly shrinking in the market, and was down to 2.6%, having lost half its share in the education market. Jobs dictatorial style came when Apple was in a chaotic situation without any clear direction, and the company was simply drifting into a steep decline, a style which was as one director put it, what Apple needed in that situation. Other aspects of Steve Jobs style included a penchant for secrecy. When the news of the folding of the Newton operation was leaked to the media, Jobs fired the head of the Newton group on the spot. At other times Jobs could back off, as when the launch of the G3 line of Macs was put off because of quality problems. The Jobs who returned to Apple in 1996-1997 comes across as a different Jobs- whose main motivation now was to show these "bozos" like Sculley who ousted him in 1985, and Amelio whom he replaced in 1998, how this (Apple's revival) is to be done. ...