Investing Terms

Fundamental vs Technical Analysis

Technical Analyis 
Support vs Resistance
Support - prices on a chart that tend to act as a floor by preventing the price of an asset from being pushed downward
Resistance levels - also regarded as a ceiling because these price levels prevent the market from moving prices upward


GSW1 - 1985 to 1997
Wave 3 - 1989 to Dec 1993 (500 to 3300/3474)

GSW2 - 1997 to 2001 - (3474 to 1000)

GSW3 - 2001 to ____
Super Cycle Wave 1  -  Oct 2001 to Aug 2007  -  6 yrs more or less -  (1000 to 3800)
Super Cycle Wave 2  -  Oct 2007 to Nov 2008  -  1  yr     "          "
Super Cycle Wave 3  -  031709 to ? ( est dec2013 june 2014) -  (1747 to ____)
         cw 1  - 031709 to 080211
         cw 2  - 080211 to 092611 or 110310 to 092611
         cw 3  -  092611 to 051513
         cw 4  -  051513 to 062513 nx is sideways/consolidations
         cw 5  -  062513 to est. dec or nx yr
Supercycle Wave 4 may be in 2014 up to 2015 (1 year)
Supercylce Wave 5 may be in 2015.

Sources:
http://www.investopedia.com/articles/technical/061801.asp
http://www.pinoymoneytalk.com/forum
http://www.pinoymoneytalk.com/forum/index.php?topic=44602.720

Time

EST (Eastern Standard Time) - time in US

DST (Daylight Saving Time) - 12 hr difference b/w NJ & PH
Standard Time - 13 hr difference b/w NJ & PH (4am NJ = 5PM PH)

GMT (Greenwich Mean Time) - global standard time

• US NJ/NY - GMT-5
• PH - GMT+8

Financial Sites

Bloomberg - http://bloomberg.com/
Financial Times - http://www.ft.com/
Reuters - http://www.reuters.com/

BLOGS:
Absolutetraders.com - http://absolutetraders.com/main/
tsupitero.com - http://tsupitero.com/

CONCEPTS:
Elliott Wave - http://stockcharts.com/school/doku.php?id=chart_school:market_analysis:elliott_wave_theory

http://www.moneylifeblood.com/2013/02/dividend-paying-stocks-and-5-year.html#.UcqDo_lORH0

Stock Code	Bloomberg Quote	Financial Times Quote	Reuters Quote	Dividend Per Share 2012	Dividend Yield					Average
					2011	2010	2009	2008	2007
FGEN	FGEN:PM	FGEN:PHS	FGEN:PS	NA					9.76	9.76
TEL	TEL:PM	TEL:PHS	TEL:PS	Php 171	8.73	8.57	7.9	9.17	4.72	7.818
GLO	GLO:PM	GLO:PHS	GLO:PS	Php 65.00	5.47	0	2.46	6.45	7.39	4.354
RLC	RLC:PM	RLC:PHS	RLC:PS	Php 0.36	3.19	3.23	2.57	7.53		4.13
URC	URC:PM	URC:PHS	URC:PS	Php 1.90	4.58	2.27	2.27	7.16		4.07
BPI	BPI:PM	BPI:PHS	BPI:PS	Php 2.30	3.26	1.53	3.85	7.48	1.81	3.586
PX	PX:PM	PX:PHS	PX:PS	Php 0.53	1.68	0.87			7.7	3.416667
EDC	EDC:PM	EDC:PHS	EDC:PS	Php 1.14	2.54	2.04	2.66	7.76	1.9	3.38
SCC	SCC:PM	SCC:PHS	SCC:PS	Php 12.00	4.52	3.24	1.22	3.95	2.81	3.148
SMPH	SMPH:PM	SMPH:PHS	SMPH:PS	Php 0.29	2.54	2.75	3.06	4	3.29	3.128
AP	AP:PM	AP:PHS	AP:PS	Php 1.54	4.41	0.96	2.33	4.74		3.11
BDO	BDO:PM	BDO:PHS	BDO:PS	3% stock div	1.88	1.52	0.8	7.39	1.47	2.612
AEV	AEV:PM	AEV:PHS	AEV:PS	Php 1.58	3.94	1.4	3	0.89	2.9	2.426
MWC	MWC:PM	MWC:PHS	MWC:PS	Php 0.60	2.89	2.4	2.54	2.64	0.81	2.256
SMDC	SMDC:PM	SMDC:PHS	SMDC:PS	Php 0.05	1.62	1.12	1.77	3.18	3.56	2.25
DMC	DMC:PM	DMC:PHS	DMC:PS	Php 1.20	2.42	1.39	2.06	3.77	1.04	2.136
MER	MER:PM	MER:PHS	MER:PS	Php 8.10	3.16	2.48	1.22	1.68		2.135
SMC	SMC:PM	SMC:PHS	SMC:PS	Php 1.75	0.9	4.12	0.51	2.59	2.37	2.098
MBT	MBT:PM	MBT:PHS	MBT:PS	Php 1.0	1.47	0.83	2.28	4.47	1.13	2.036
AGI	AGI:PM	AGI:PHS	AGI:PS	Php 0.36	3.48	0.48				1.98
SM	SM:PM	SM:PHS	SM:PS	Php 10.40	1.55	1.45	2.12	3.07	1.59	1.956
JFC	JFC:PM	JFC:PHS	JFC:PS	Php 2.20	1.18	2.53	1.55	2.02	1.54	1.764
AC	AC:PM	AC:PHS	AC:PS	Php 2.00	1.93	1.22	1.59	1.15	2.55	1.688
ICT	ICT:PM	ICT:PHS	ICT:PS	Php 0.65	0.94	0.89	1.78	2.75	0.66	1.404
MEG	MEG:PM	MEG:PHS	MEG:PS	Php 0.03	1.4	0.77	1.28	2.77	0.49	1.342
PCOR	PCOR:PM	PCOR:PHS	PCOR:PS	Php 0.10	0.79	0.53		1.96	1.75	1.2575
ALI	ALI:PM	ALI:PHS	ALI:PS	Php 0.21	0.97	0.57	0.53	0.94	0.42	0.686
JGS	JGS:PM	JGS:PHS	JGS:PS	Php 0.16	0.32	0.26	0.45	1.76	0.26	0.61
MPI	MPI:PM	MPI:PHS	MPI:PS	Php 0.03	0.68	0.26				0.47

Outline: The 16 Days of Competencies

POST: http://zengerfolkman.wordpress.com/2011/09/21/the-16-days-of-competencies-1-displays-high-integrity-and-honesty/

POSTED BY: zengerfolkman, September 21, 2011

#1 DISPLAYS HIGH INTEGRITY AND HONESTY

• Avoid saying one thing and doing another (i.e., walk the talk)
• Follow through on promises and commitments
• Model the core values
• Lead by example

Are you able to communicate bad news to your boss? Do you confront difficult problems directly and promptly? Are you assertive enough to stand up for what you believe, even if it is not the popular position?

#2 TECHNICAL AND PROFESSIONAL EXPERTISE

• Stay up to date in the field
• Demonstrate technical, functional, and job-specific knowledge required for assignments
• Be sought out for opinions, advice, and counsel
• Make a significant contribution toward achieving team goals through knowledge and skills

Do you stay up to date by reading professional journals and books? Do you participate in trade association meetings? Do you help to integrate the different technologies that affect your group —determining how they fit together and how they contribute to the efforts of the organization?

#3 SOLVES PROBLEMS AND ANALYZES ISSUES

• Systematically evaluate information by using a variety of proven methods and techniques
• Encourage alternative approaches and new ideas
• See patterns and trends in complex data and use the patterns to outline a path forward
• Clarify complex data or situations so that others can comprehend, respond, and contribute

Do you ask your team members for help in solving problems? Do you consider the viewpoints of various interested parties? When problems arise, do you make a list of possible causes, prioritizing them in the order of probability that they actually contribute to the problem? Do you determine what information needs to be collected to resolve the problem?

#4 INNOVATES

• Consistently generate creative, resourceful solutions to problems
• Constructively challenge the usual approach to doing things, and find new and better ways to do the job
• Create a culture of innovation and learning that drives individual development
• Build on other people’s suggestions and ideas. (Doing so often leads to new approaches and improvements)

Do you champion ingenuity at all levels? Do you work to improve new ideas rather than discouraging them? Do you generate creative solutions by bringing together the most talented people? Do you integrate ideas and input from different sources to find innovative solutions?

#5 PRACTICES SELF-DEVELOPMENT

• Make constructive efforts to change and improve based on feedback from others
• Learn from both success and failure
• Model self-development and embrace its value

Do you take ownership of your own development? Do you seek feedback from others to improve and develop? Do you look for ways to build challenge into current assignments?

#6 DRIVES FOR RESULTS

• Do everything possible to meet goals or deadlines
• Consistently meet or exceed commitments
• Aggressively pursue all assignments and projects until completion

Do you follow up regularly on progress and reinforce any movement in the right direction? Are you willing to volunteer for a difficult task or assignment that requires you to stretch your current capability?

#7 ESTABLISH STRETCH GOALS

• Build Commitment with all employees on team goals and objectives
• Promote a spirit of continuous improvement
• Maintain High Standards of performance

Do you focus on why you can achieve goals rather than on why they can’t be achieved? Are you willing to discuss your priorities and your commitment to your work with others?

#8 TAKES INITIATIVE

• Volunteer for Challenging assignments
• Go above and beyond what needs to be done without being told
• Have the confidence to initiate action independently

Do you approach your work as if your responsibilities extend beyond your immediate job descriptions?  Are you willing to commit extra time and effort when the situation calls for it? Do you constantly ask, “Is there a better way to do this”?

#9 COMMUNICATES POWERFULLY AND PROLIFICALLY

• Communicate clearly and concisely
• Give clear, understandable instructions to employees and others
• Skillfully communicate new insights

When you are preparing to speak to people, do you think about their backgrounds and needs, and about where they stand on the issue you will be discussing? Do you sketch out an outline that presents your case in a logical way?

#10 INSPIRES AND MOTIVATES OTHERS TO HIGH PERFORMANCE

• Have a personal style that helps to positively motivate others.
• Energize people to go the extra mile.
• Skillfully persuade others toward commitment to ideas or action.

Do you employ different motivational strategies to influence the behavior of others?  Do you express confidence in the individual’s ability to reach goals? Do you demonstrate enthusiasm to your group by talking about why your goals are important and encouraging others to set challenging goals?

#11 BUILDS RELATIONSHIPS

• Deal effectively with people in order to get work accomplished
• By trusted by work group members
• Be approachable and friendly

Do you pleasantly greet people when you meet them in the hall? Do you demonstrate an interest in people and their work? Are you able to handle difficult situations constructively and tactfully?

#12 DEVELOPS OTHERS

• Act as a coach or mentor to facilitate learning from experience
• Give honest and candid feedback
• Find stretch assignments for individuals which require them to achieve significant but realistic goals
• Willingly share his/her time to help others develop.

Do you foster a learning environment that encourages others to learn from their experience? Do you act as a coach or mentor to facilitate learning from experience? Are you willing to make the tough decisions necessary to ensure the current and future success of your employees?

#13 COLLABORATION AND TEAMWORK

• Promote a spirit of cooperation with other members of the work group
• Champion an environment that supports effective teamwork
• Have the trust and respect of the team

Have you developed cooperative working relationships with others in the company? Do you take into account how individual’s actions affect the team? Do you remove barriers to positive team performance?

#14 DEVELOPS STRATEGIC PERSPECTIVE

• Know how work relates to the organization’s business strategy
• Balance the short-term and long-term needs of the organization
• Demonstrate forward thinking about tomorrow’s issues

Do you ensure that work group goals are aligned with the organization’s strategic goals and vision? Do you clarify vision, mission, values, and long-term goals for others? Do you propose initiatives that become part of the organization’s strategic plan?

#15 CHAMPIONS CHANGE

• Act as a change agent—strongly support the continual need to change
• Become a champion for projects or programs, presenting them so that others support them.
• Be an effective marketer for work group projects, programs, or products.

Do you encourage people to let go of old ways so new ways can begin? Are you one to help teams and work groups translate new change goals into practical implementation steps? Can you champion organizational change initiatives in a way that helps people understand, appreciate, and support them?

#16 CONNECTS THE GROUP TO THE OUTSIDE WORLD

• Know how to deliver products or services that delight customers by meeting and exceeding their expectations
• Use knowledge and feedback from an external perspective to improve products or services

Do you view your work in the context (through the eyes) of the external customer? Are you willing to help people understand how meeting customer needs is central to the mission and goals of the organization?

SSL and certificates

Terms:

• SSL (Secure Socket Layer) - a security protocol that ensures secure transaction/connection between a server and a client
• https - beginning of an SSL-secured website/URL
• SSL Certificate - a small data file that establishes encrypted connection. It contains a key pair, a public and private key, and the subject identifying the certificate. Typically an SSL Certificate will contain your domain name, your company name, your address, your city, your state and your country. It will also contain the expiration date of the Certificate and details of the Certification Authority responsible for the issuance of the Certificate.
• Certificate Authority or CA - the SSL Certificate issuer. It researches companies, checks references, assures identity and encrypts data to and from servers. 
• certificate chain - a series of intermediate certificates
• public, private, and session keys - anything encrypted with the public key can only be decrypted with the private key, and vice versa. After the secure connection is made, the session key is used to encrypt all transmitted data. 

Server Setup: (http://www.lwithers.me.uk/articles/cacert.html)

1. In order for a server to handle SSL connections, it must activate SSL.
2. Server will be prompted several question about identity of website or organization.
3. Server generates the CSR (Certificate Signing Request). It contains the private key and a CSR data file.
4. The CA uses the CSR data file to create a public key to match the private key.
5. CA sends the SSL certificate.
6. Server installs the SSL certificate. (http://www.digicert.com/ssl-certificate-installation.htm)

How it works:

1. Browser connects to a web server secured with SSL (https). Browser requests that the server identify itself.
2. Server sends a copy of its SSL Certificate (including the server’s public key), to assure the client that it can be trusted. The SSL Certficate was purchased from CA.
3. Browser checks the certificate root against a list of trusted CAs and that the certificate is unexpired, unrevoked, and that its common name is valid for the website that it is connecting to. If the browser trusts the certificate, it creates, encrypts, and sends back a symmetric session key using the server’s public key. --- "SSL handshake"  
4. Server decrypts the symmetric session key using its private key and sends back an acknowledgement encrypted with the session key to start the encrypted session.
5. Server and Browser now encrypt all transmitted data with the session key.

Commands:

• the default password is changeit
• list certificates
  keytool -list -v -keystore [cacert location], ex. keytool -list -v -keystore cacerts.jks
• list certificates to a text file
  keytool -list -v -keystore [cacert location] > [text file path]
  keytool -list -v -keystore "C:/Program Files (x86)/Java/jre6/lib/security/cacerts" > java_cacerts.txt
• delete certificate (used when certificate is expired)
  keytool -delete -v -alias [alias] -keystore [cacert location], ex. keytool -delete -v -alias [alias] -keystore cacerts.jks
• add certificate to cacert
  keytool -import -alias [alias name] -keystore  [cacert location] -file [cert to add path]
  keytool -import -alias Verisign -keystore  "C:/Program Files (x86)/Java/jre6/lib/security/cacerts" -file C:/bel/docs/certs/Verisign.cer

Source:
http://www.digicert.com/ssl.htm

Custom JSP tags

1) Make sure that the library for tags is in your classpath. servlet-api-2.3.jar supports it.
2) Create the tag class
   Ex.
   public class MyTag extends TagSupport
   public class HelloTag extends SimpleTagSupport
3) Create the tag libray descripto file and put anywhere inside WEB-INF directory
   Ex. WEB-INF/tld/myApp.tld

<taglib>
  <tlib-version>1.0</tlib-version>
  <jsp-version>2.0</jsp-version>
  <short-name>Example TLD</short-name>
  <tag>
    <name>Hello</name>
    <tag-class>com.tutorialspoint.HelloTag</tag-class>
    <body-content>empty</body-content>
  </tag>
</taglib>

4) Use the tag. You can also set uri in tld and use it as your uri in JSP page.

<%@ taglib prefix="ex" uri="WEB-INF/tld/myApp.tld"%>
<html>
  <head>
    <title>A sample custom tag</title>
  </head>
  <body>
    <ex:Hello message="This is custom tag" />
  </body>
</html>

Merging in SVN using Eclipse

1. Do a fresh checkout of the project where you are going to merge into. This is done to ensure that your target branch is up to date.
2. Right click the project and click Team -> Merge
3. In URL, browse on the source project
4. Click Ok
5. Resolve any conflicts