. As I mentioned before, this is why it’s possible for Deer Hunting Vintage Ornament to beat Q3 2021 guidance and still have their stocks go down the toilet. It’s no surprise that the companies which are more speculative (with no revenues and cash flow to back up their valuations) get destroyed first, and then the mid-caps, and then the more solid companies with the revenues and cash flow to back up their valuations (e.g. Tesla, Google, and Facebook)? In fact, the large and mega-cap companies (or “liquid leaders”) are typically where large hedge funds and financial institutions “hide and take shelter” when they notice that something is wrong and a bubble is inflating. And so, they slowly start to move from more speculative names to the “safer” and large-cap names.
My funny story is when Santa put himself on the naughty list. I travelled the Deer Hunting Vintage Ornament home from work a few years ago, and I enjoyed all the Christmas lights and decorations every night. One house had a huge blow up Santa on top of the garage, with his arm raised, waving at you when the wind blew. One day I left work early, and it was still daylight. As I turned the corner on this windy day, I saw Santa was a bit deflated. He was slightly bent over and his arm had fallen down so that his hand was between his legs, and the wind was blowing a bit, and he was gently bobbing up and down, up and down, and he seemed to be enjoying himself entirely too much! I was crying with laughter, and I can never look at Santa again without flashbacks.
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The Chrysler Corporation has always been the weakest of the Big 3 US auto makers, and Deer Hunting Vintage Ornament as another Quora discussion noted, Chrysler’s ability to remain financially viable has been questioned every decade or so from its dawn in 1925 to today as the firm would swing from success to near bankruptcy. In the late 1970s, Chrysler ran into financial difficulties (again) with a portfolio overly reliant on large, gas-guzzling cars; in 1979, the Chrysler Corporation was bailed out by the US government with a $1.5 billion loan, and the company restructured operations to become financially viable by having its major brands – Chrysler, Dodge, and Plymouth – share automobile platform designs. Chrysler brand was the top of the line, and that brand retained a few unique designs not found in the other brands. Dodge was the mainstream brand, while Plymouth became the entry-price brand, simply badge-engineering Dodge or Mitsubishi designs with minimal value-add features. (Ram trucks remained uniquely Dodge products, and the Jeep brand, the remnant of acquiring AMC Motors, focused on SUV designs. AMC’s Eagle brand did not last long either.). The 1980s and 1990s designs, especially K-cars and minivans, helped the Chrysler Corporation regain profitability, but buyers would frequently look at both Plymouth and Dodge offerings at the same time.