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List of Grey Cup halftime shows
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The following is a list of halftime performances that have occurred at the Grey Cup, the championship game of the Canadian Football League. Until 1989, the Grey Cup halftime performance, if one occurred, was usually a marching band.[1] The 1990 halftime show featured a number of dance teams, then in 1991 the modern style of a performance by a well known (often Canadian) recording artist was introduced, with Luba, Burton Cummings.[1]
History[edit]
78th Grey Cup
Date: 1990
Location: B.C. Place Stadium
Performer(s): Esmeralda Colombian Dance Group, Mlada Srbadia Serbian Folk Dance Group, Joy of Movement Studio, Yuen's Institute of Tae Kwon-do, Joy of Movement Studio, Hungarian Csardas Dancers of Vancouver
79th Grey Cup
Date: 1991
Location: Winnipeg Stadium
Performer(s): Luba, Burton Cummings[1]
80th Grey Cup
Date: 1992
Location: SkyDome
Performer(s): Dan Hill and Celine Dion[1]
Setlist:
"Love Can Move Mountains" (Celine Dion)
81st Grey Cup
Date: 1993
Location: McMahon Stadium
Performer(s): Miss Molly
82nd Grey Cup
Date: 1994
Location: BC Place Stadium
Performer(s): Tom Cochrane
Setlist:
"Life Is a Highway"
83rd Grey Cup
Date: 1995
Location: Taylor Field
Performer(s): Jack Semple
84th Grey Cup
Date: 1996
Location: Ivor Wynne Stadium
Performer(s): The Nylons
85th Grey Cup
Date: 1997
Location: Commonwealth Stadium
Performer(s): Trooper
Setlist:
"Raise a Little Hell"
86th Grey Cup
Date: 1998
Location: Winnipeg Stadium
Performer(s): Love Inc.
87th Grey Cup
Date: 1999
Location: BC Place Stadium
Performer(s): Parablegics
88th Grey Cup
Date: 2000
Location: McMahon Stadium
Performer(s): The Guess Who[1]
Setlist:
"No Time"
"Bus Rider"
89th Grey Cup
Date: 2001
Location: Olympic Stadium
Performer(s): Sass Jordan and Michel Pagliaro
90th Grey Cup
Date: 2002
Location: Commonwealth Stadium
Performer(s): Shania Twain[1]
Setlist:[1]
"I'm Gonna Getcha Good!"
"Up!"
91st Grey Cup
Date: 2003
Location: Taylor Field
Performer(s): Bryan Adams and Sam Roberts
Setlist:
"Can't Stop This Thing We Started" (Bryan Adams)
"Where Have All the Good People Gone?" (Sam Roberts)
"Summer of '69" (Bryan Adams)
92nd Grey Cup
Date: 2004
Location: Frank Clair Stadium
Performer(s): The Tragically Hip
Setlist:
"Gus: The Polar Bear from Central Park"
"Courage"
93rd Grey Cup
Date: 2005
Location: BC Place Stadium
Performer(s): The Black Eyed Peas[1]
Setlist:
"Pump It"
"Don't Phunk with My Heart"
"My Humps"
94th Grey Cup
Date: 2006
Location: Canad Inns Stadium
Performer(s): Nelly Furtado featuring Saukrates
Setlist:
"Força"
"Promiscuous"
"Maneater"
95th Grey Cup
Date: 2007
Location: Rogers Centre
Performer(s): Lenny Kravitz
Setlist:
"Bring It On"
"American Woman"
"Are You Gonna Go My Way"
96th Grey Cup
Date: 2008
Location: Olympic Stadium
Performer(s): Theory of a Deadman, Suzie McNeil, and Andrée Watters
Setlist:
"So Happy (Theory of a Deadman)
"No Surprise" (Theory of a Deadman)
"Believe" (Theory of a Deadman with Suzie McNeil)
"Minuit" (Andrée Watters)
97th Grey Cup
Date: 2009
Location: McMahon Stadium
Performer(s): Blue Rodeo
Setlist:
"Til I Am Myself Again"
"Hasn't Hit Me Yet"
"Lost Together"
98th Grey Cup
Date: 2010
Location: Commonwealth Stadium
Performer(s): Bachman & Turner[1]
Setlist:
"Roll On Down the Highway"
"You Ain't Seen Nothing Yet"
"Let It Ride"
"Slave To The Rhythm"
"Takin' Care of Business"
99th Grey Cup
Date: 2011
Location: BC Place Stadium
Performer(s): Nickelback[1]
Setlist:[1]
"Animals"
"When We Stand Together"
"Burn It to the Ground"
100th Grey Cup
Date: 2012
Location: Rogers Centre
Performer(s): Justin Bieber, Carly Rae Jepsen, Marianas Trench, Gordon Lightfoot[1]
Setlist:
"Canadian Railroad Trilogy" (Gordon Lightfoot)
"Stutter" (Marianas Trench)
"This Kiss" (Carly Rae Jepsen)
"Call Me Maybe" (Carly Rae Jepsen)
"Boyfriend" (Justin Bieber)
"Beauty and a Beat" (Justin Bieber)
101st Grey Cup
Date: November 24, 2013
Location: Mosaic Stadium at Taylor Field
Performer(s): Hedley
Setlist:
"Anything"
"Invincible"
"Cha-Ching"
102nd Grey Cup
Date: November 30, 2014
Location: BC Place Stadium
Performer(s): Imagine Dragons[1][2]
Setlist:
"I Bet My Life"
"Demons"
"Radioactive"
103rd Grey Cup
Date: November 29, 2015
Location: Investors Group Field
Sponsor: Nissan Titan
Performer(s): Fall Out Boy[1]
Setlist:
"Centuries"
"Irresistible"
"Uma Thurman"
"Thnks fr th Mmrs"
"My Songs Know What You Did in the Dark (Light Em Up)"
104th Grey Cup
Date: November 27, 2016
Location: BMO Field
Sponsor: Freedom Mobile
Performer(s): OneRepublic[3]
Setlist:
"Love Runs Out"
"Let's Hurt Tonight"
"Counting Stars"
105th Grey Cup
Date: November 26, 2017
Location: TD Place Stadium
Sponsor: Shaw
Performer(s): Shania Twain[4]
Setlist:
"That Don't Impress Me Much"
"Life's About to Get Good"
"Man! I Feel Like A Woman!" [5]
References[edit]
^ Jump up to: a b c d e f g h i j k l m n Braun, Liz (2015-11-27). "The most notable Grey Cup halftime shows". 24 Hours Vancouver. Postmedia Network. Retrieved 2017-11-30.
Jump up ^ "Imagine Dragons to fire up Grey Cup's halftime show". Vancouver Sun. Retrieved 27 November 2014.
Jump up ^ "OneRepublic to headline 2016 Grey Cup halftime show". Global News. Retrieved 8 September 2016.
Jump up ^ "Grammy winner Shania Twain to perform at Freedom Mobile Grey Cup Halftime Show". CFL. Retrieved 8 September 2016.
Jump up ^ http://leaderpost.com/entertainment/music/shania-twain-wows-grey-cup-halftime-show/wcm/b1bb28cb-03aa-47f4-8335-324d3c24cc5c
See also[edit]
List of Super Bowl halftime shows
[show]
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Investment management
From Wikipedia, the free encyclopedia
Jump to: navigation, search
Investment management is the professional asset management of various securities (shares, bonds and other securities) and other assets (e.g., real estate) in order to meet specified investment goals for the benefit of the investors. Investors may be institutions (insurance companies, pension funds, corporations, charities, educational establishments etc.) or private investors (both directly via investment contracts and more commonly via collective investment schemes e.g. mutual funds or exchange-traded funds).
The term asset management is often used to refer to the investment management of collective investments, while the more generic fund management may refer to all forms of institutional investment as well as investment management for private investors. Investment managers who specialize in advisory or discretionary management on behalf of (normally wealthy) private investors may often refer to their services as money management or portfolio management often within the context of so-called "private banking".
The provision of investment management services includes elements of financial statement analysis, asset selection, stock selection, plan implementation and ongoing monitoring of investments. Coming under the remit of financial services many of the world's largest companies are at least in part investment managers and employ millions of staff. It remains unclear if professional investment managers can reliably enhance risk adjusted returns by an amount that exceeds fees and expenses of investment management.[1]
The term fund manager (or investment advisor in the United States) refers to both a firm that provides investment management services and an individual who directs fund management decisions.
According to a Boston Consulting Group study, the assets managed professionally for fees reached an all-time high of US$62.4 trillion in 2012, after remaining flat-lined since 2007.[2] Furthermore, these industry assets under management were expected to reach US$70.2 trillion at the end of 2013 as per a Cerulli Associates estimate.
The global investment management industry is highly concentrated in nature, in a universe of about 70,000 funds roughly 99.7% of the US fund flows in 2012 went into just 185 funds. Additionally, a majority of fund managers report that more than 50% of their inflows go to only three funds.
Contents
[hide]
1 Industry scope
1.1 Key problems of running such businesses
1.2 Representing the owners of shares
2 Size of the global fund management industry
3 Philosophy, process and people
4 Investment managers and portfolio structures
4.1 Asset allocation
4.2 Long-term returns
4.3 Diversification
5 Investment styles
6 Performance measurement
6.1 Risk-adjusted performance measurement
7 Education or certification
8 See also
9 References
10 Further reading
11 External links
Industry scope[edit]
The business of investment has several facets, the employment of professional fund managers, research (of individual assets and asset classes), dealing, settlement, marketing, internal auditing, and the preparation of reports for clients. The largest financial fund managers are firms that exhibit all the complexity their size demands. Apart from the people who bring in the money (marketers) and the people who direct investment (the fund managers), there are compliance staff (to ensure accord with legislative and regulatory constraints), internal auditors of various kinds (to examine internal systems and controls), financial controllers (to account for the institutions' own money and costs), computer experts, and "back office" employees (to track and record transactions and fund valuations for up to thousands of clients per institution).
Key problems of running such businesses[edit]
Key problems include:
revenue is directly linked to market valuations, so a major fall in asset prices can cause a precipitous decline in revenues relative to costs;
above-average fund performance is difficult to sustain, and clients may not be patient during times of poor performance;
successful fund managers are expensive and may be headhunted by competitors;
above-average fund performance appears to be dependent on the unique skills of the fund manager; however, clients are loath to stake their investments on the ability of a few individuals- they would rather see firm-wide success, attributable to a single philosophy and internal discipline;
analysts who generate above-average returns often become sufficiently wealthy that they avoid corporate employment in favor of managing their personal portfolios.
Representing the owners of shares[edit]
Institutions often control huge shareholdings. In most cases they are acting as fiduciary agents rather than principals (direct owners). The owners of shares theoretically have great power to alter the companies via the voting rights the shares carry and the consequent ability to pressure managements, and if necessary out-vote them at annual and other meetings.
In practice, the ultimate owners of shares often do not exercise the power they collectively hold (because the owners are many, each with small holdings); financial institutions (as agents) sometimes do. There is a general belief[by whom?] that shareholders – in this case, the institutions acting as agents—could and should exercise more active influence over the companies in which they hold shares (e.g., to hold managers to account, to ensure Board's effective functioning). Such action would add a pressure group to those (the regulators and the Board) overseeing management.
However, there is the problem of how the institution should exercise this power. One way is for the institution to decide, the other is for the institution to poll its beneficiaries. Assuming that the institution polls, should it then: (i) Vote the entire holding as directed by the majority of votes cast? (ii) Split the vote (where this is allowed) according to the proportions of the vote? (iii) Or respect the abstainers and only vote the respondents' holdings?
The price signals generated by large active managers holding or not holding the stock may contribute to management change. For example, this is the case when a large active manager sells his position in a company, leading to (possibly) a decline in the stock price, but more importantly a loss of confidence by the markets in the management of the company, thus precipitating changes in the management team.
Some institutions have been more vocal and active in pursuing such matters; for instance, some firms believe that there are investment advantages to accumulating substantial minority shareholdings (i.e. 10% or more) and putting pressure on management to implement significant changes in the business. In some cases, institutions with minority holdings work together to force management change. Perhaps more frequent is the sustained pressure that large institutions bring to bear on management teams through persuasive discourse and PR. On the other hand, some of the largest investment managers—such as BlackRock and Vanguard—advocate simply owning every company, reducing the incentive to influence management teams. A reason for this last strategy is that the investment manager prefers a closer, more open and honest relationship with a company's management team than would exist if they exercised control; allowing them to make a better investment decision.
The national context in which shareholder representation considerations are set is variable and important. The USA is a litigious society and shareholders use the law as a lever to pressure management teams. In Japan it is traditional for shareholders to be low in the 'pecking order,' which often allows management and labor to ignore the rights of the ultimate owners. Whereas US firms generally cater to shareholders, Japanese businesses generally exhibit a stakeholder mentality, in which they seek consensus amongst all interested parties (against a background of strong unions and labour legislation).
Size of the global fund management industry[edit]
Conventional assets under management of the global fund management industry increased by 10% in 2010, to $79.3 trillion. Pension assets accounted for $29.9 trillion of the total, with $24.7 trillion invested in mutual funds and $24.6 trillion in insurance funds. Together with alternative assets (sovereign wealth funds, hedge funds, private equity funds and exchange traded funds) and funds of wealthy individuals, assets of the global fund management industry totalled around $117 trillion. Growth in 2010 followed a 14% increase in the previous year and was due both to the recovery in equity markets during the year and an inflow of new funds.
The US remained by far the biggest source of funds, accounting for around a half of conventional assets under management or some $36 trillion. The UK was the second largest centre in the world and by far the largest in Europe with around 8% of the global total.[3]
Philosophy, process and people[edit]
The 3-P's (Philosophy, Process and People) are often used to describe the reasons why the manager is able to produce above average results.
Philosophy refers to the overarching beliefs of the investment organization. For example: (i) Does the manager buy growth or value shares, or a combination of the two (and why)? (ii) Do they believe in market timing (and on what evidence)? (iii) Do they rely on external research or do they employ a team of researchers? It is helpful if any and all of such fundamental beliefs are supported by proof-statements.
Process refers to the way in which the overall philosophy is implemented. For example: (i) Which universe of assets is explored before particular assets are chosen as suitable investments? (ii) How does the manager decide what to buy and when? (iii) How does the manager decide what to sell and when? (iv) Who takes the decisions and are they taken by committee? (v) What controls are in place to ensure that a rogue fund (one very different from others and from what is intended) cannot arise?
People refers to the staff, especially the fund managers. The questions are, Who are they? How are they selected? How old are they? Who reports to whom? How deep is the team (and do all the members understand the philosophy and process they are supposed to be using)? And most important of all, How long has the team been working together? This last question is vital because whatever performance record was presented at the outset of the relationship with the client may or may not relate to (have been produced by) a team that is still in place. If the team has changed greatly (high staff turnover or changes to the team), then arguably the performance record is completely unrelated to the existing team (of fund managers).
Investment managers and portfolio structures[edit]
At the heart of the investment management industry are the managers who invest and divest client investments.
A certified company investment advisor should conduct an assessment of each client's individual needs and risk profile. The advisor then recommends appropriate investments.
Asset allocation[edit]
The different asset class definitions are widely debated, but four common divisions are stocks, bonds, real estate and commodities. The exercise of allocating funds among these assets (and among individual securities within each asset class) is what investment management firms are paid for. Asset classes exhibit different market dynamics, and different interaction effects; thus, the allocation of money among asset classes will have a significant effect on the performance of the fund. Some research suggests that allocation among asset classes has more predictive power than the choice of individual holdings in determining portfolio return. Arguably, the skill of a successful investment manager resides in constructing the asset allocation, and separate individual holdings, so as to outperform certain benchmarks (e.g., the peer group of competing funds, bond and stock indices).
Long-term returns[edit]
It is important to look at the evidence on the long-term returns to different assets, and to holding period returns (the returns that accrue on average over different lengths of investment). For example, over very long holding periods (e.g. 10+ years) in most countries, equities have generated higher returns than bonds, and bonds have generated higher returns than cash. According to financial theory, this is because equities are riskier (more volatile) than bonds which are themselves more risky than cash.
Diversification[edit]
Against the background of the asset allocation, fund managers consider the degree of diversification that makes sense for a given client (given its risk preferences) and construct a list of planned holdings accordingly. The list will indicate what percentage of the fund should be invested in each particular stock or bond. The theory of portfolio diversification was originated by Markowitz (and many others). Effective diversification requires management of the correlation between the asset returns and the liability returns, issues internal to the portfolio (individual holdings volatility), and cross-correlations between the returns.
Investment styles[edit]
There are a range of different styles of fund management that the institution can implement. For example, growth, value, growth at a reasonable price (GARP), market neutral, small capitalisation, indexed, etc. Each of these approaches has its distinctive features, adherents and, in any particular financial environment, distinctive risk characteristics. For example, there is evidence that growth styles (buying rapidly growing earnings) are especially effective when the companies able to generate such growth are scarce; conversely, when such growth is plentiful, then there is evidence that value styles tend to outperform the indices particularly successfully.
Large asset managers are increasingly profiling their equity portfolio managers to trade their orders more effectively. While this strategy is less effective with small-cap trades, it has been effective for portfolios with large-cap companies.[4]
Performance measurement[edit]
Fund performance is often thought to be the acid test of fund management, and in the institutional context, accurate measurement is a necessity. For that purpose, institutions measure the performance of each fund (and usually for internal purposes components of each fund) under their management, and performance is also measured by external firms that specialize in performance measurement. The leading performance measurement firms (e.g. Frank Russell in the US or BI-SAM [1] in Europe) compile aggregate industry data, e.g., showing how funds in general performed against given indices and peer groups over various time periods.
In a typical case (let us say an equity fund), then the calculation would be made (as far as the client is concerned) every quarter and would show a percentage change compared with the prior quarter (e.g., +4.6% total return in US dollars). This figure would be compared with other similar funds managed within the institution (for purposes of monitoring internal controls), with performance data for peer group funds, and with relevant indices (where available) or tailor-made performance benchmarks where appropriate. The specialist performance measurement firms calculate quartile and decile data and close attention would be paid to the (percentile) ranking of any fund.
Generally speaking, it is probably appropriate for an investment firm to persuade its clients to assess performance over longer periods (e.g., 3 to 5 years) to smooth out very short-term fluctuations in performance and the influence of the business cycle. This can be difficult however and, industry wide, there is a serious preoccupation with short-term numbers and the effect on the relationship with clients (and resultant business risks for the institutions).
An enduring problem is whether to measure before-tax or after-tax performance. After-tax measurement represents the benefit to the investor, but investors' tax positions may vary. Before-tax measurement can be misleading, especially in regimens that tax realised capital gains (and not unrealised). It is thus possible that successful active managers (measured before tax) may produce miserable after-tax results. One possible solution is to report the after-tax position of some standard taxpayer.
Risk-adjusted performance measurement[edit]
Performance measurement should not be reduced to the evaluation of fund returns alone, but must also integrate other fund elements that would be of interest to investors, such as the measure of risk taken. Several other aspects are also part of performance measurement: evaluating if managers have succeeded in reaching their objective, i.e. if their return was sufficiently high to reward the risks taken; how they compare to their peers; and finally whether the portfolio management results were due to luck or the manager’s skill. The need to answer all these questions has led to the development of more sophisticated performance measures, many of which originate in modern portfolio theory. Modern portfolio theory established the quantitative link that exists between portfolio risk and return. The Capital Asset Pricing Model (CAPM) developed by Sharpe (1964) highlighted the notion of rewarding risk and produced the first performance indicators, be they risk-adjusted ratios (Sharpe ratio, information ratio) or differential returns compared to benchmarks (alphas). The Sharpe ratio is the simplest and best known performance measure. It measures the return of a portfolio in excess of the risk-free rate, compared to the total risk of the portfolio. This measure is said to be absolute, as it does not refer to any benchmark, avoiding drawbacks related to a poor choice of benchmark. Meanwhile, it does not allow the separation of the performance of the market in which the portfolio is invested from that of the manager. The information ratio is a more general form of the Sharpe ratio in which the risk-free asset is replaced by a benchmark portfolio. This measure is relative, as it evaluates portfolio performance in reference to a benchmark, making the result strongly dependent on this benchmark choice.
Portfolio alpha is obtained by measuring the difference between the return of the portfolio and that of a benchmark portfolio. This measure appears to be the only reliable performance measure to evaluate active management. In fact, we have to distinguish between normal returns, provided by the fair reward for portfolio exposure to different risks, and obtained through passive management, from abnormal performance (or outperformance) due to the manager’s skill (or luck), whether through market timing, stock picking, or good fortune. The first component is related to allocation and style investment choices, which may not be under the sole control of the manager, and depends on the economic context, while the second component is an evaluation of the success of the manager’s decisions. Only the latter, measured by alpha, allows the evaluation of the manager’s true performance (but then, only if you assume that any outperformance is due to skill and not luck).
Portfolio return may be evaluated using factor models. The first model, proposed by Jensen (1968), relies on the CAPM and explains portfolio returns with the market index as the only factor. It quickly becomes clear, however, that one factor is not enough to explain the returns very well and that other factors have to be considered. Multi-factor models were developed as an alternative to the CAPM, allowing a better description of portfolio risks and a more accurate evaluation of a portfolio's performance. For example, Fama and French (1993) have highlighted two important factors that characterize a company's risk in addition to market risk. These factors are the book-to-market ratio and the company's size as measured by its market capitalization. Fama and French therefore proposed three-factor model to describe portfolio normal returns (Fama–French three-factor model). Carhart (1997) proposed to add momentum as a fourth factor to allow the short-term persistence of returns to be taken into account. Also of interest for performance measurement is Sharpe’s (1992) style analysis model, in which factors are style indices. This model allows a custom benchmark for each portfolio to be developed, using the linear combination of style indices that best replicate portfolio style allocation, and leads to an accurate evaluation of portfolio alpha.
Education or certification[edit]
Increasingly, international business schools are incorporating the subject into their course outlines and some have formulated the title of 'Investment Management' or 'Asset Management' conferred as specialist bachelor's degrees (e.g. Cass Business School, London). Due to global cross-recognition agreements with the 2 major accrediting agencies AACSB and ACBSP which accredit over 560 of the best business school programs, the Certification of MFP Master Financial Planner Professional from the American Academy of Financial Management is available to AACSB and ACBSP business school graduates with finance or financial services-related concentrations. For people with aspirations to become an investment manager, further education may be needed beyond a bachelors in business, finance, or economics. Designations, such as the Chartered Investment Manager (CIM) in Canada, are required for practitioners in the investment management industry. A graduate degree or an investment qualification such as the Chartered Financial Analyst designation (CFA) may help in having a career in investment management.[5]
There is no evidence that any particular qualification enhances the most desirable characteristic of an investment manager, that is the ability to select investments that result in an above average (risk weighted) long-term performance[citation needed]. The industry has a tradition of seeking out, employing and generously rewarding such people without reference to any formal qualifications.[citation needed]
See also[edit]
Active management
Alpha capture system
Asset management company
Corporate governance
Exchange fund
Exchange-traded fund
Fund governance
Investment
List of asset management firms
Passive management
Pension fund
Portfolio
Securities lending
Separately managed account
Transition management
References[edit]
Jump up ^ Amedeo De Cesari, Susanne Espenlaub, Arif Khurshed and Michael Simkovic, "The Effects of Ownership and Stock Liquidity on the Timing of Repurchase Transactions", 2010
Jump up ^ Shub, Gary et al. (July 2013) Global Asset Management 2013 – capitalizing on the Recovery. Boston Consulting Group
Jump up ^ "Fund Management:" (PDF). [TheCityUK]. 2011-10-05. Retrieved 2008-14-14. Check date values in: |access-date= (help)
Jump up ^ "Portfolio Management Profiling". Global Trading. Retrieved 19 August 2015.
Jump up ^ "Should You Get A CFA, MBA Or Both?". Forbes. Retrieved 13 May 2015.
Further reading[edit]
Billings, Mark; Cowdell, Jane; Cowdell, Paul (2001). Investment Management. Canterbury, U.K.: Financial World Publishing. ISBN 9780852976135. OCLC 47637275.
David Swensen, "Pioneering Portfolio Management: An Unconventional Approach to Institutional Investment," New York, NY: The Free Press, May 2000.
Rex A. Sinquefeld and Roger G. Ibbotson, Annual Yearbooks dealing with Stocks, Bonds, Bills and Inflation (relevant to long-term returns to US financial assets).
Harry Markowitz, Portfolio Selection: Efficient Diversification of Investments, New Haven: Yale University Press
S.N. Levine, The Investment Managers Handbook, Irwin Professional Publishing (May 1980), ISBN 0-87094-207-7.
V. Le Sourd, 2007, “Performance Measurement for Traditional Investment – Literature Survey”, EDHEC Publication.
D. Broby, "A Guide to Fund Management", Risk Books, (Aug 2010), ISBN 1-906348-18-9.
C. D. Ellis, “A New Paradigm: The Evolution of Investment Management.” Financial Analysts Journal, vol. 48, no. 2 (March/April 1992):16–18.
Markowitz, H.M. (2009). Harry Markowitz: Selected Works. World Scientific-Nobel Laureate Series: Vol. 1. World Scientific. p. 716. ISBN 978-981-283-364-8.
Elton, Edwin J; Gruber, Martin J (2010). Investments and Portfolio Performance. World Scientific. p. 416. ISBN 978-981-4335-39-3.
External links[edit]
Investment Company Institute – US industry body
Investment Management Association – UK industry body

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Auspicious wedding date
From Wikipedia, the free encyclopedia
Jump to: navigation, search
Auspicious wedding dates refer to auspicious, or lucky, times to get married, and is a common superstition among many cultures.
Contents
[hide]
1 Verses on Auspicious Wedding Date
2 Common Auspicious Dates
3 Common Inauspicious Dates
4 Hindu culture
5 Chinese culture
6 Roman Catholic
7 Scottish Culture
8 Irish Culture
9 English Culture
10 Ancient Roman Culture
11 Moroccan Culture
12 See also
13 References
Verses on Auspicious Wedding Date[edit]
"A January bride will be a prudent housekeeper, and very good tempered.
A February bride will be an affectionate wife, And a tender mother.
A March bride will be a frivolous chatterbox, Somewhat given to quarreling.
An April bride will be inconsistent, or forceful, But well-meaning.
A May bride will be handsome, agreeable, And practical.
A June bride will be impetuous, And generous.
A July bride will be handsome, But a trifle quick-tempered.
An August bride will be agreeable, And practical as well.
A September bride will be discreet, affable, And much liked.
An October bride will be pretty, coquettish, Loving but jealous.
A November bride will be liberal and kind, But sometimes cold.
A December bride will be fond of novelty, Entertaining but extravagant."

“Married in January’s hoar and rime,
Widowed you’ll be before your prime.
Married in February’s sleepy weather,
Life you’ll tread in time together.
Married when March winds shrill and roar,
Your home will lie on a distant shore.
Married ‘neath April’s changeful skies,
A chequered path before you lies.
Married when bees o’er May-blossoms flit,
Strangers around your board will sit.
Married in month of roses- June-
Life will be one long honeymoon.
Married in July with flowers ablaze,
Bitter-sweet memories in after days.
Married in August’s heat and drowse,
Lover and friend in your chosen spouse.
Married in September’s golden glow,
Smooth and serene your life will go.
Married when leaves in October thin,
Toil and hardships for you begin.
Married in veils of November mist,
Fortune your wedding-ring has kissed.
Married in days of December’s cheer,
Love’s star shines brighter from year to year.”

"Married when the year is new, he'll be loving, kind and true.
When February birds do mate, You wed nor dread your fate.
If you wed when March winds blow, joy and sorrow both you'll know.
Marry in April when you can, Joy for Maiden and for Man.
Marry in the month of May, and you'll surely rue the day.
Marry when June roses grow, over land and sea you'll go.
Those who in July do wed, must labour for their daily bred.
Whoever wed in August be, many a change is sure to see
Marry in September's shrine, your living will be rich and fine.
If in October you do marry, love will come but riches tarry.
If you wed in bleak November, only joys will come, remember.
When December snows fall fast, marry and true love will last."

"Monday for health
Tuesday for wealth
Wednesday best of all
Thursday for losses
Friday for crosses
Saturday for no luck at all."

Although there are a few periods, such as the month of May,[1] which they agree on, a number of cultures, including Hindu, Chinese, Catholic, Scottish, Irish, Old English, Ancient Roman and Moroccan culture, favor and avoid particular months and dates for weddings. A number of cultures, including the Chinese and Hindu cultures, favor particular auspicious dates for weddings. Auspicious days may also be chosen for the dates of betrothals. Dates for a particular couple's wedding may often be determined with the help of a traditional fortune-teller.
Common Auspicious Dates[edit]
Lucky days of the week to get married, according to an old popular poem are: “Monday for wealth / Tuesday for health / Wednesday the best day of all;”
In many Churches the end of April was a busy time for weddings as couples wanted to avoid being married in May.
Common Inauspicious Dates[edit]
The month of May is considered the most inauspicious month in which to get married. This is because in Pagan times, the start of summer was when the Festival of Beltane was celebrated with outdoor orgies. This was therefore thought to be an unsuitable time to start married life. In Roman times the Feast of the Dead occurred in May. The advice was taken more seriously in Victorian times than it is today.
According to an old poem, the unlucky days of the week to have a wedding are: “Thursday for crosses, / Friday for losses, / Saturday, no luck at all --”
Hindu culture[edit]
In Hindu culture, Akshaya Tritiya is viewed as one of the foremost auspicious wedding dates, of which there are many.[2][3] In Hindu Vedic astrology, a couple should first determine each other’s zodiac signs. In addition to aiding them in the search for an auspicious wedding date, it will help them to further understand each other, as each sign has its own meaning and character. An aiding astrologer will first determine the groom’s astrological position in relation to the moon, then he will do the same for the bride in relation to the sun. In light of that data, he is able to give the couple lucky times and dates for their wedding. Inauspicious dates are determined in light of certain circumstances, such as getting married in a court. Birthdays can be times of trial, so they are recommended to be avoided.[4]
Chinese culture[edit]
In Chinese culture, auspicious wedding dates are typically found by numerological analysis of the date in the Chinese calendar.[5] Some modern sources also apply numerological analysis to the date as given by the Gregorian calendar. Another way to determine an auspicious wedding date in Chinese culture is to start with the espoused’s Zodiac animal sign, distinguished by their respective years of birth. To start, the couple must not get married in a year of the animal with which theirs conflict. The couple may not be of the same Zodiac animal but will likely be similar enough to distinguish the years in which they can marry. Some couples eliminate months that will clash with their Zodiac animals. The next step is to set a time period in which the couple might like to marry in and eliminate all inauspicious days within this period. These days include Year Breaker days (the branch of the year clashes with the branch of the day), Month Breaker days (the branch of the month clashes with the branch of the day), and Personal Clash Day (the branch of the couples’ years of birth clash with the branch of the day). There are other inauspicious days, such as the “Four Extinct and Four Departure Days”, the Impoverish or No Wealth days; the couple is allowed to decide for themselves if they are to eliminate these days, as well. From that point, the couple may eliminate further dates with the 12 Day Officers method. Advanced couples even eliminate dates by the stars (or energy) that influence the day.[6]
Roman Catholic[edit]
Although the Catholic Church does not have particular auspicious dates, because of numerous feast days and penitentiary periods, restrictions on marriage during certain spans of time during the year used to be in place. April was favored because of the prohibition during Lent and the promise of a holiday brought by Easter. It was additionally favored because the following month, May, was because of its continual dedication to the Virgin Mary. A 1678 almanac summarizes the prohibited dates for marriage as such:[1]
“Marriage comes in on the 13th day of January, and at Septuagesima Sunday it is out again until Low Sunday, at which time it comes in again, and goes not out until Rogation Sunday ; from whence it is unforbidden till Advent Sunday, but then it goes out, and comes not in again till the 13th January next following.” [1]
Scottish Culture[edit]
Like nearly all of the other cultures, Scottish culture considers May an unlucky month. May 3rd is a particularly unlucky date for a wedding. January 1, on the other hand, is the luckiest day of the year for any novel experience because of the introduction of the New Year.[1]
Irish Culture[edit]
Unlike Scottish culture, the Irish believe the year’s final day is particularly auspicious for weddings, although the Feast of the Holy Innocents (December 28) is unlucky for any occasion.[1]
English Culture[edit]
In addition to their consideration of St. Joseph’s Day’s unluckiness, along with the 17th of December, “English common law forbids marriages between Rogation Sunday and Trinity Sunday.” Marriages that were scheduled between those two dates required dispensations.[1]
Ancient Roman Culture[edit]
Among the ancient Romans, the month of June was particularly auspicious, due to its affiliation with the goddess Juno; it was supposedly derived and sacred to the queen of the gods. A full or new moon were lucky during this month, especially. As many cultures agree, the Romans believed May to be an unfavorable and even illegal month to marry because it was during this month that the festival of Bona Dea, the goddess of charity, took place. The Feasts of the Dead, also named lemuralia, where specters called lemures, or larvœ haunted the living, particularly the young. Their affinity towards tormenting weddings caused the delegalization of marriage during that time.[1]
Moroccan Culture[edit]
Moroccan culture does not have any specific dates that are lucky. They favor the autumn as the lucky season to get married; it allows the bride to participate in the augmentation of the abundant crops by blessing them with her baraka, wedding blessing. The lucky days of the week for Moroccan culture are Thursday and Sunday only; all other days are unlucky. The consummation of the marriage is best done on Thursday evening. However, there are seven days of hesoum - February 24 to March 4 - during which there is a ban on marriage. Besides those dates, marriages may take place any time during the year.[7]
See also[edit]
Fortune-telling
References[edit]
^ Jump up to: a b c d e f g Urlin, Ethel L. (1969). A Short History of Marriage. Singing Tree Press.
Jump up ^ Ahmed, Zubair (2010-05-01). "Indian Hindus wed as drought on auspicious days ends". BBC News. Archived from the original on March 9, 2012. Retrieved 2010-05-19.
Jump up ^ Arasa, Veekshitha (2010-05-15). "Celebrating Akshaya Tritiya". Daijiworld. Archived from the original on 21 May 2010. Retrieved 2010-05-19.
Jump up ^ "Bollywood Shaadis". Retrieved 6 March 2013. [permanent dead link]
Jump up ^ The writing of weddings in middle ... - Google Books. Books.google.co.uk. Retrieved 2010-05-19.
Jump up ^ "Absolutely Fengshui". Archived from the original on 24 January 2013. Retrieved 6 March 2013.
Jump up ^ Legey, Dr. Françoise (1935). The Folklore of Morocco. Unwin Brothers, Ltc., Woking.
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7 (Seventh son of a seventh son)
8
9
13 (Friday the 13th, The Thirteen Club, Thirteenth floor, Triskaidekaphobia)
108
111
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Ace of spades
Auspicious wedding date
Baseball superstition
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Black cat
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Break a leg
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Nelson
Night air
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Penny
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