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Charter: Cable's Sucker Stock

机译：宪章：电缆的吸盘

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WTHEN I WENT TO work on Wall Street after college, I immersed myself in the equity culture. I ate breakfast watching Maria Bartiro-mo and scarfed down lunch in front of a Bloomberg terminal. I took home stacks of research reports, valuation models, and prospectuses. Blinking Excel spreadsheets appeared in my dreams. I'd say I was a fairly avid student. And yet it was during that period of my life when I managed to buy perhaps the worst stock in America: Charter Communications Inc., the country's No. 4 cable-TV provider. In early 2000, Charter seemed a no-brainer of an investment-that rare intersection of vast potential and minimal risk. I was buying alongside majority owner and Chairman Paul G. Allen, a co-founder of Microsoft Corp. and one of the world's richest men. Allen had put up 8 billion dollars of his own money to make Charter the keystone of his "wired world" strategy that also included big stakes in Priceline.com, RCN Corp., and Oxygen Media. Much ink has been spilled about Allen's troubles as an investor in such companies. But at Charter he also ran-and continues to run-the show. Wall street loved how he rolled up small cable outlets across the map, culminating in a 3.2 billion dollars initial public offering in 1999.
机译：大学毕业后，我去华尔街工作时，我沉浸在股票文化中。我在玛丽亚·巴蒂罗（Maria Bartiro-mo）看早餐，在彭博航站楼前吃午饭。我把研究报告，估值模型和招股说明书一堆带回家。闪烁的Excel电子表格出现在我的梦想中。我会说我是一个相当狂热的学生。然而，在我生命中的那个时期，我设法购买了美国最差的股票：美国第四大有线电视提供商Charter Communications Inc.。在2000年初，查特（Charter）似乎不费吹灰之力，这是一种潜力巨大，风险最小的难得的交集。我与大股东兼董事长保罗·艾伦（Paul G. Allen）（微软公司的共同创始人，世界上最富有的人之一）一起购买。艾伦投入了自己的80亿美元，使查特成为他“有线世界”战略的基石，该战略还包括在Priceline.com，RCN Corp.和Oxygen Media的大量股份。关于艾伦（Allen）作为此类公司的投资者所遇到的麻烦，已经流传了很多墨水。但在查特（Charter），他还负责并继续进行演出。华尔街喜欢他如何在地图上滚动小电缆插座，最终在1999年完成了32亿美元的首次公开募股。

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