Kinh Đời

TỶ PHÚ CHUCK FEENEY: TẤM VẢI LIỆM KHÔNG CÓ TÚI !!!

Đây là một ông lão mới thoạt nhìn trông nghèo khó lại keo kiệt. Nhưng việc ông làm lại khiến ông trở thành tấm gương cho các phú hào khác như Bill Gates và Warren Buffett đều chịu ảnh hưởng rất lớn từ ông.


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Đây là một ông lão mới thoạt nhìn trông nghèo khó lại keo kiệt. Nhưng việc ông làm lại khiến ông trở thành tấm gương cho các phú hào khác như Bill Gates và Warren Buffett đều chịu ảnh hưởng rất lớn từ ông. 

   Vì sao ông lão 76 tuổi muốn quyên góp hết 8 tỷ đô la gia sản?

  Ông đã 76 tuổi, ở cùng vợ trong một căn hộ cho thuê ở thành phố San Francisco nước Mỹ. Ông chưa từng mặc qua quần áo hàng hiệu, kính mắt rất cũ kỹ, đồng hồ đeo tay cũng không hợp thời.   Ông không thích món ăn ngon, thích nhất là sữa hâm nóng và bánh sandwich cà chua giá rẻ. Ông cũng không có ô tô riêng, ra ngoài thường đều đi bằng xe buýt, túi xách mà ông từng dùng để đi làm là túi vải.

  Mặc khác, nếu bạn cùng ông đến một quán rượu nhỏ uống bia, ông nhất định sẽ cẩn thận kiểm tra đối chiếu hóa đơn; nếu bạn ở lại nhà ông ấy, trước khi ngủ ông ấy nhất định sẽ nhắc bạn tắt đèn.

  Một ông già keo kiệt nghèo khó như vậy, bạn có biết trước 76 tuổi ông đã làm những việc gì chăng?

  Ông đã từng cống hiến cho đại học Cornell 588 triệu đô la Mỹ, cho đại học California 125 triệu đô la Mỹ, cho đại học Stanford 60 triệu đô la Mỹ. Ông từng bỏ vốn 1 tỷ đô la cải tạo và xây mới 7 trường đại học ở New Ireland và hai trường đại học ở Northern Ireland. Ông từng thành lập quỹ từ thiện để phẫu thuật sứt môi hở hàm ếch cho trẻ em ở các nước đang phát triển… Cho đến nay, ông đã quyên 4 tỷ đô la, còn 4 tỷ nữa đang chuẩn bị quyên góp.

  Ông là người sáng lập tập đoàn được miễn thuế toàn cầu DFS. Keo kiệt với chính mình, hào phóng với mọi người, thích kiếm tiền lại không thích được tiền – ông là Chuck Feeney.

  Trước mắt, Chuck Feeney còn ba nguyện vọng: Một là trước năm 2016 quyên hết 4 tỷ đô la còn lại, nếu không chết không nhắm mắt. Hiện tại, từ số tiền kia mỗi năm đều có hơn 400 triệu đô la chảy về các nơi cần trên thế giới.


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  Ông đã dựng nên một tấm gương cho những người giàu có: “Trong khi hưởng thụ cuộc sống đồng thời quyên góp cho mọi người”. Bill Gates và Warren Buffett đều chịu ảnh hưởng nhiều từ ông mà đã thay đổi hành động của mình.
  Sau khi việc thiện của Chuck Feeney bị tiết lộ ra, rất nhiều phóng viên muốn tiếp xúc với ông. Trong tâm ai cũng đều có một nghi vấn: Làm sao Chuck Feeney có thể dửng dưng trước gia tài hàng tỷ đô la kia chứ?
Đối với nghi vấn của mọi người, Chuck Feeney mỉm cười kể cho mọi người một câu chuyện: “Một con hồ ly thấy bồ đào trong vườn kết trái đầy, muốn vào trong ăn một chầu no bụng, nhưng giờ nó mập quá, không chui vào được. Thế là ba ngày ba đêm nó không ăn không uống để thân thể gầy xuống, cuối cùng cũng chui vào được! Ăn no nê, cảm thấy thỏa mãn, nhưng khi nó muốn rời đi, lại không chui ra được. Bất đắc dĩ đành phải giở trò cũ, lại ba ngày ba đêm không ăn uống. Kết quả, lúc nó đi ra, bụng vẫn giống như lúc đi vào.”

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 Kể xong câu chuyện, Chuck Feeney nói:
 “Chỗ Thượng Đế ở không có ngân hàng, mỗi người đều là trần trụi sinh ra, cuối cùng cũng đơn độc ra đi, không ai có thể mang theo tài phú và danh tiếng mà bản thân đã đau khổ tìm kiếm cả đời.”
 Truyền thông hỏi Chuck Feeney, vì sao ông lại quyên góp hết gia tài của mình?
  Câu trả lời của ông đơn giản và ngoài dự đoán của mọi người!

                       “Bởi vì tấm vải liệm không có túi”

"There Are No Pockets In A Shroud"

  This story appears in the October 8, 2012 issue of Forbes. Subscribe
Chuck Feeney (David Cantwell for Forbes)
On a cool summer afternoon at Dublin's Heuston Station, Chuck Feeney, 81, gingerly stepped off a train on his journey back from the University of Limerick, a 12,000-student college he willed into existence with his vision, his influence and nearly $170 million in grants, and hobbled toward the turnstiles on sore knees. No commuter even glanced twice at the short New Jersey native, one hand holding a plastic bag of newspapers, the other grasping an iron fence for support. The man who arguably has done more for Ireland than anyone since Saint Patrick slowly limped out of the station completely unnoticed. And that's just how Feeney likes it.
Chuck Feeney is the James Bond of philanthropy. Over the last 30 years he's crisscrossed the globe conducting a clandestine operation to give away a $7.5 billion fortune derived from hawking cognac, perfume and cigarettes in his empire of duty-free shops. His foundation, the Atlantic Philanthropies, has funneled $6.2 billion into education, science, health care, aging and civil rights in the U.S., Australia, Vietnam, Bermuda, South Africa and Ireland. Few living people have given away more, and no one at his wealth level has ever given their fortune away so completely during their lifetime. The remaining $1.3 billion will be spent by 2016, and the foundation will be shuttered in 2020. While the business world's titans obsess over piling up as many riches as possible, Feeney is working double time to die broke.
Feeney embarked on this mission in 1984, in the middle of a decade marked by wealth creation--and conspicuous consumption--when he slyly transferred his entire 38.75% ownership stake in Duty Free Shoppers to what became the Atlantic Philanthropies. "I concluded that if you hung on to a piece of the action for yourself you'd always be worrying about that piece," says Feeney, who estimates his current net worth at $2 million (with an "m"). "People used to ask me how I got my jollies, and I guess I'm happy when what I'm doing is helping people and unhappy when what I'm doing isn't helping people."
What Feeney does is give big money to big problems--whether bringing peace to Northern Ireland, modernizing Vietnam's health care system or seeding $350 million to turn New York's long-neglected Roosevelt Island into a technology hub. He's not waiting to grant gifts after he's gone nor to set up a legacy fund that annually tosses pennies at a $10 problem. He hunts for causes where he can have dramatic impact and goes all-in. "Chuck Feeney is a remarkable role model," Bill Gates tells FORBES, "and the ultimate example of giving while living."
For the first 15 years of this mission Feeney obsessively hid the type of donations that other tycoons employ publicists to plaster across newspapers. Many charities had no idea where the piles of money were coming from. Those that did were sworn to secrecy. "I had to convince the board of trustees that it was on the level, that there was nothing disreputable and this wasn't Mafia money," says Frank Rhodes, the former president of Cornell Universitywho later chaired Atlantic Philanthropies. "That was difficult." Eventually Feeney was outed ( in part due to FORBES), but his fervent desire for anonymity remained (until this year he had done about five interviews in his life). Now that his quest to give until nearly broke is coming to its conclusion, he's opening up a bit. What emerges is one of strangest, most impactful lives of all time.
Feeney prefers showing to telling. In Dublin he sends me on a three-hour tour of Trinity College to witness everything from the library gift shop he designed to his genetics complex and department of neuroscience, complete with lab rats with electrodes implanted in their heads. The next day he endures the six-hour round-trip to the University of Limerick to personally walk me through its Irish World Academy of Music & Dance, its new medical school and its new sports center (now home to Ireland's Munster rugby team), where hundreds of young kids were playing soccer on the all-weather turf. Rather than walk me through his life story, he invites Conor O'Clery , the author of the Feeney biography , The Billionaire Who Wasn't (PublicAffairs, 2007), to dinner in Dublin's Peploe's Bistro. At dinner Feeney sits quietly in a frayed navy blazer, sipping chardonnay that he dilutes with a splash of water, occasionally throwing in a point for emphasis or, more often, a witty, self-deprecating joke.
The story that emerges is this: Feeney grew up in an Irish-American neighborhood in the blue-collar town of Elizabeth, N.J., coming of age in the Great Depression. He served in the Air Force during the Korean War before attending the Cornell School of Hotel Administration on the GI Bill. After graduation in 1956 he traveled to France to take more college classes and later got involved in the business of following the U.S. Navy's Atlantic fleet, selling tax-free booze to sailors. Competition was intense, but he got ahead by using his military experience to talk his way directly onto ships and gathering intelligence on the fleet's next destination by chatting up local prostitutes.
He brought fellow Cornell alum Bob Miller into the business, and the pair started selling cars, perfume and jewelry to servicemen and tourists. They later added tax lawyer Tony Pilaro and accountant Alan Parker as owners to help manage the bootstrapped business more professionally. By 1964 their Duty Free Shoppers had 200 employees in 27 countries.
It was a nice little business, but soon the Japanese economic boom would transform the scrappy operation into one of the most profitable retailers in history. In 1964, the same year as the Tokyo Olympics, Japan lifted foreign travel restrictions (enacted after World War II to rebuild the economy), allowing citizens to vacation abroad. Japanese tourists, along with their massive store of pent-up savings, surged across the globe. Hawaii and Hong Kong were top destinations. Feeney, who had picked up some Japanese language and customs while in the Air Force, hired smart, pretty Japanese girls to work the stores and filled his shelves with cognac, cigarettes and leather bags that gift-crazy Japanese snatched up for co-workers and friends. Soon Feeney and company had tour guides on the payroll who herded tourists to DFS stores before they had even checked into the hotel so they couldn't spend money anywhere else first.
The Japanese were such lucrative customers that Feeney hired analysts to predict which cities they'd flock to next. DFS shops sprung up in Anchorage, San Francisco and Guam. Another target was Saipan, a tiny tropical island just a short flight from Japan that he predicted could become a hot beach spot for Tokyo residents. There was a catch: The island lacked an airport. So in 1976 DFS invested $5 million to have one built.
The aggressive growth strategy placed DFS in the perfect position for the subsequent Japanese economic explosion. Feeney received annual dividend payouts worth $12,000 in 1967, according to O'Clery. His payout in 1977? Twelve million dollars. Over the next decade Feeney banked nearly $334 million in dividends that he plowed into hotels, retail shops, clothing companies and, later, tech startups. He remained obsessively secretive and low key, but the money was now too big to ignore.
In 1988 The Forbes 400 issue included a four-page feature that exposed the success of DFS and the vast wealth of its four owners. The story by Andrew Tanzer and Marc Beauchamp, and the subsequent attention, was so jarring to Feeney that O'Clery devoted an entire chapter of his biography to the episode. The article pulled back the curtain on how DFS operated: its Japan strategy, the 200% markups, the 20% margins and blistering annual sales of roughly $1.6 billion. FORBES estimated that Feeney's Waikiki shop annually generated $20,000 of revenue per square foot--$38,700 in current dollars, more than seven times Apple's current average of $5,000. "My reaction was, ?Well, there goes our cover, ' " says Feeney. "We tried to figure out if it did us any damage but concluded no, the info was in the public domain." The piece identified Feeney as the 31st-richest person in America, worth an estimated $1.3 billion. His secret was out.
But FORBES had made two mistakes: First, the fortune was worth substantially more. And second, it no longer belonged to Feeney.
Only a close inner circle knew of the latter: that Feeney himself was worth at most a few million dollars and didn't even own a car. Feeney's team contemplated a secret meeting with Malcolm Forbes to see how they could set the record straight but in the end decided to let the issue go. Feeney would be listed on The Forbes 400 until 1996.
Although he had shifted his ownership to Atlantic via a complex Bahamas-based asset swap to minimize disclosure and taxes, Feeney continued to aggressively expand DFS, traveling the globe to conquer new markets, expand margins and outmaneuver rivals. He loved making money but had no need for it once it was made. Feeney was happy with simple things. He had grown up in a humble, hardworking house and watched his parents constantly help others. In an oft-told story, each morning his mother, Madaline, a nurse, would jump in the car and conveniently drive by a disabled neighbor as he walked to the bus just to give him a ride. This tradition of charity was not extended to business rivals. "I'm a competitive type of person whether it's playing a game of basketball or playing business games," says Feeney. "I don't dislike money, but there's only so much money you can use."
The money was how Feeney kept score, and while it no longer flowed into his pocket, he helped rake in as much as possible as an active DFS board member throughout the 1990s. Since his foundation's wealth was built on the illiquid stake in DFS, his grants lived and died on the cash dividends the company paid out--a major problem when the Gulf war and subsequent dive in global tourism restricted the once gushing cash flow to a trickle. Even as the economy recovered, a desire for the freedom of a cash pile, plus a gut instinct that DFS' best days were behind it (Japan was clearly slowing down), motivated Feeney to push his three other partners to start looking for a suitor to buy DFS. There were few companies big enough to absorb and run the global operation. The French luxury powerhouse LVMH, helmed by billionaire Bernard Arnault, was the clear favorite. Feeney got owner Alan Parker on his side early. Pilaro and Miller would prove harder to convince.
For two years the four owners battled with themselves and Arnault over prices and deal terms. Each player brought their own high-powered attorneys into the scrum. "Every time I'd see a new a lawyer I'd say, 'Holy Christ, how much are we paying this guy?'" Feeney laughs.
Feeney's philanthropic secret ended in 1997, after he (along with Pilaro and Parker) sold their share of DFS to LVMH, and the world learned Feeney's $1.6 billion cut belonged not to the man but to his foundation. Through the sale he reluctantly gave up his anonymity but in the process gained a better tool for good: a powerful following. Two of the world's richest men, Bill Gates and Warren Buffett, credit Feeney as a major inspiration for both the $30 billion-strong Bill & Melinda Gates Foundation and the Giving Pledge, which has enlisted more than 90 of the world's richest to (eventually) grant half their wealth to charity. "Chuck is fond of saying that none of us has all the answers," says Gates, "but I know that Melinda and I have learned a great deal from him in the time we've spent together."
Part of the kindred spirit that Feeney and Gates share stems from their entrepreneurial backgrounds and how they apply them to giving back. In many ways Atlantic was the forerunner to the Gates Foundation, practicing high-margin philanthropy: choosing causes that will maximize the impact of each dollar pledged, whether it's $250,000 for Haiti earthquake relief or $290 million to build a new medical campus for the University of California, San Francisco.
He forces charities to compete for his cash, requesting detailed business plans with clear milestones and full transparency. If a project runs off course, Feeney cuts funding. He chooses programs that promise exponential returns that will allow people to lift themselves up. He pumps billions into university research in places like Ireland and Australia because he believes it creates a skilled workforce and attracts top talent, setting the table for high-tech industry and foreign direct investment. Operation Smile, a charity that corrects cleft palates in children from poor nations, is a classic Feeney cause: a one-time $250 investment to cover the cost of a simple surgery that will markedly improve every day of the patient's life. He's given $19.5 million there.
To further maximize return, Feeney leverages every dollar the foundation gives--using the promise of substantial gifts to force governments and other donors to match. In one famous example, in 1997 he proposed pledging roughly $100 million to Ireland's universities but only if the cash-strapped government matched the amount. It did. (A total of $226 million in Atlantic grants have leveraged $1.3 billion of government money to its university system.) He works the same tactic with other wealthy people and development offices. Feeney never slaps his name on a library or hospital, since he can collect additional money for the project from more egocentric tycoons who gladly pay millions for the privilege.
Casual observers categorize Feeney as frugal, but that's a simplistic diagnosis. On the spending side Feeney obsesses over value, and on the cost side, he loathes waste. Atlantic's president and CEO, Chris Oechsli, recalls staying in a Vietnam hostel with him on one business trip but adds that Feeney also once sent him back to the U.S. on the Concorde because he understood the need to get him home in time for the holidays. As for Feeney, he flew millions of miles in coach because first class didn't get him to his destination any faster. He wears a rubber Casio watch because it keeps time like a Rolex. During our train back from Limerick he would curse and shake his head each time we passed one of many abandoned housing developments (ghost estates) left over from the country's real estate bust. "I'm always the first guy to ask how much is that or what does it cost?" Feeney says about living the high life. "I never tried it because I knew I wouldn't like it." Feeney rarely owned a car because they were difficult to park in cities--although he admits briefly owning a used Jaguar when he lived in Hong Kong. No yacht? "I guess the answer to that is I get seasick easy."
Although he raised his family in multimillion-dollar mansions (his ex-wife and five children later split $140 million of the DFS fortune), today Feeney lives out of three foundation-owned apartments in Dublin, Brisbane and San Francisco, and crashes in his daughter's apartment while in New York. Atlantic's Irish operations are housed in a stately town house in the posh district off St. Stephen's Green--Feeney and wife Helga (his former secretary) live in a small stone mews apartment out back. Even Feeney's taxes underscore how he thinks: He has aggressively tried to avoid taxes at every stage in his career--from setting up his early business in Lichtenstein, incorporating his holding company in Bermuda and listing it under the name of his then wife Danielle, a French citizen--despite gaining no personal advantage in his later years. Eventually, less taxes meant that he could give away more.
This waste/value mind-set explains how a frenetic penny-pincher is also completely comfortable deploying massive amounts of cash on projects where he sees the chance of a high return. Take his recent $350 million pledge that helped Cornell, along with Technion-Israel Institute of Technology, win the bid to build a $2 billion technology institute on Roosevelt Island. This Silicon Valley East will attract the best engineers and students to the region. Feeney is betting top tech firms and new startups will follow, eventually producing thousands of jobs and billions of revenue for the region. "The visionary gift will pay dividends not just for Cornell but for New York City," says Mayor Michael Bloomberg. It's a textbook Atlantic investment, including leverage in the form of $100 million plus land courtesy of New York City taxpayers. Feeney's only regret is that the opportunity came late for him and he won't live to see the project completed.
That's a lesson he wants to teach the new class of philanthropists: Don't wait to give your money away when you're old or, even worse, dead. Instead, make substantial donations while you still have the energy, connections and influence to make waves. "People who have money have an obligation," says Feeney. "I wouldn't say I'm entitled to tell them what to do with it but to use it wisely." That's why that man who obsessively guarded his privacy for decades has participated in the biography, spent three days with me and on Sept. 6 publicly accepted an honorary doctorate of law granted jointly from every university on the island of Ireland--the first time such an award has been given.
Feeney might soon gain access to the biggest megaphone of all: Hollywood. George Clooney has reportedly considered adapting Feeney's story for the silver screen. Who should play him in the film? Feeney thinks deeply on our way back from Limerick and chuckles before sharing his answer: "Probably Danny DeVito."
(Follow me on Twitter at @StevenBertoni)
How do you give away $7.5 billion? Follow timeline below of the Atlantic Philanthropies' greatest hits.
1982: Makes first grant of $7 million to Cornell. Total gifts will reach $937 million.
1984: Transfers his 38.75% DFS ownership to Atlantic.
1988: Gives $142,000 to support the Cancer Research Institute.? Worldwide cancer grants will hit $370 million.
1990: Atlantic makes its first grant to University of Limerick to construct advanced research, conference and cultural facilities. Lifetime grants: $170 million.
1991: Funds peace-building and reconciliation in Northern Ireland.
1997: Feeney goes public about his charity activities.
1999: Invests in Vietnam in the areas of higher education and health care.?
2001: Funds biomedical research at Australia's Queensland U. of Technology; Total Aussie medical grants: $320 million.
2002: Makes grant for South Africa AIDS relief: has invested over $117 million in South African health care.
2004: Begins funding efforts to abolish the death penalty in the U .S. --has invested $28 million to date.
2006: Starts efforts to ensure health coverage for the almost 8 million uninsured children in the U .S.
2008: Makes $125 million grant for medical center at the University of California, San Francisco Mission Bay campus. Total UCSF grants: $290.5 million.
2012: With a $350 million investment, supports Cornell's winning bid to develop NYC Tech Campus on Roosevelt Island.
2016: Will complete $1.3 billion worth of grants.
2020: The Atlantic Philanthropies will close.
See the historic Forbes 400 print issue. Subscribe here.

''There Are No Pockets In A Shroud'' - Poem by Bri Mar

Money makes the world go round, 
I wonder who said that, 
It must have been a billionaire, 
A grass roots spoiled brat.

They take their lead from politicians, 
Do as I say Not as I do, 
They write how to fiddle editions, 
As more funds they must accrue.

The rich are really all the same, 
Whether they act or if they sing, 
They'll always preach to you and me, 
Money isn't everything.

Don't you find it really strange, 
It's actually quite funny, 
That the very people who make this claim, 
Have all got loads of money.

Now I'm not being flippant, 
Nor am I being abrupt, 
But cash along with power, 
Really does corrupt.

They love their yachts and fancy cars, 
But you must always be aware, 
Though it's you and I who make them rich, 
For us they just don't care.

As they live their lives of splendour, 
They ignore the plight of others, 
To sharing they'll never surrender, 
Their self delusion and arrogance smothers.

These greedy people the world over, 
Are so obsessed with amassing wealth, 
As they strive to make their trillions, 
They tend to ignore their health.

Before they know it's time to go, 
They shout out, we need more time, 
We've got loads of lovely dosh to spend, 
To take us now would be a crime. 

When they arrive at Heavens gate, 
They all put on a frown, 
No debit cards or hard fast cash, 
Just a plain white gown.

God says, on Earth you were rich and famous, 
You stood out in a crowd, 
But you cannot take it with you, 

‘'There Are No Pockets In A Shroud'' 
Bri Mar   
Luc Nguyen chuyen

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TỶ PHÚ CHUCK FEENEY: TẤM VẢI LIỆM KHÔNG CÓ TÚI !!!

Đây là một ông lão mới thoạt nhìn trông nghèo khó lại keo kiệt. Nhưng việc ông làm lại khiến ông trở thành tấm gương cho các phú hào khác như Bill Gates và Warren Buffett đều chịu ảnh hưởng rất lớn từ ông.


image
   

Đây là một ông lão mới thoạt nhìn trông nghèo khó lại keo kiệt. Nhưng việc ông làm lại khiến ông trở thành tấm gương cho các phú hào khác như Bill Gates và Warren Buffett đều chịu ảnh hưởng rất lớn từ ông. 

   Vì sao ông lão 76 tuổi muốn quyên góp hết 8 tỷ đô la gia sản?

  Ông đã 76 tuổi, ở cùng vợ trong một căn hộ cho thuê ở thành phố San Francisco nước Mỹ. Ông chưa từng mặc qua quần áo hàng hiệu, kính mắt rất cũ kỹ, đồng hồ đeo tay cũng không hợp thời.   Ông không thích món ăn ngon, thích nhất là sữa hâm nóng và bánh sandwich cà chua giá rẻ. Ông cũng không có ô tô riêng, ra ngoài thường đều đi bằng xe buýt, túi xách mà ông từng dùng để đi làm là túi vải.

  Mặc khác, nếu bạn cùng ông đến một quán rượu nhỏ uống bia, ông nhất định sẽ cẩn thận kiểm tra đối chiếu hóa đơn; nếu bạn ở lại nhà ông ấy, trước khi ngủ ông ấy nhất định sẽ nhắc bạn tắt đèn.

  Một ông già keo kiệt nghèo khó như vậy, bạn có biết trước 76 tuổi ông đã làm những việc gì chăng?

  Ông đã từng cống hiến cho đại học Cornell 588 triệu đô la Mỹ, cho đại học California 125 triệu đô la Mỹ, cho đại học Stanford 60 triệu đô la Mỹ. Ông từng bỏ vốn 1 tỷ đô la cải tạo và xây mới 7 trường đại học ở New Ireland và hai trường đại học ở Northern Ireland. Ông từng thành lập quỹ từ thiện để phẫu thuật sứt môi hở hàm ếch cho trẻ em ở các nước đang phát triển… Cho đến nay, ông đã quyên 4 tỷ đô la, còn 4 tỷ nữa đang chuẩn bị quyên góp.

  Ông là người sáng lập tập đoàn được miễn thuế toàn cầu DFS. Keo kiệt với chính mình, hào phóng với mọi người, thích kiếm tiền lại không thích được tiền – ông là Chuck Feeney.

  Trước mắt, Chuck Feeney còn ba nguyện vọng: Một là trước năm 2016 quyên hết 4 tỷ đô la còn lại, nếu không chết không nhắm mắt. Hiện tại, từ số tiền kia mỗi năm đều có hơn 400 triệu đô la chảy về các nơi cần trên thế giới.


image
  Ông đã dựng nên một tấm gương cho những người giàu có: “Trong khi hưởng thụ cuộc sống đồng thời quyên góp cho mọi người”. Bill Gates và Warren Buffett đều chịu ảnh hưởng nhiều từ ông mà đã thay đổi hành động của mình.
  Sau khi việc thiện của Chuck Feeney bị tiết lộ ra, rất nhiều phóng viên muốn tiếp xúc với ông. Trong tâm ai cũng đều có một nghi vấn: Làm sao Chuck Feeney có thể dửng dưng trước gia tài hàng tỷ đô la kia chứ?
Đối với nghi vấn của mọi người, Chuck Feeney mỉm cười kể cho mọi người một câu chuyện: “Một con hồ ly thấy bồ đào trong vườn kết trái đầy, muốn vào trong ăn một chầu no bụng, nhưng giờ nó mập quá, không chui vào được. Thế là ba ngày ba đêm nó không ăn không uống để thân thể gầy xuống, cuối cùng cũng chui vào được! Ăn no nê, cảm thấy thỏa mãn, nhưng khi nó muốn rời đi, lại không chui ra được. Bất đắc dĩ đành phải giở trò cũ, lại ba ngày ba đêm không ăn uống. Kết quả, lúc nó đi ra, bụng vẫn giống như lúc đi vào.”

image
 Kể xong câu chuyện, Chuck Feeney nói:
 “Chỗ Thượng Đế ở không có ngân hàng, mỗi người đều là trần trụi sinh ra, cuối cùng cũng đơn độc ra đi, không ai có thể mang theo tài phú và danh tiếng mà bản thân đã đau khổ tìm kiếm cả đời.”
 Truyền thông hỏi Chuck Feeney, vì sao ông lại quyên góp hết gia tài của mình?
  Câu trả lời của ông đơn giản và ngoài dự đoán của mọi người!

                       “Bởi vì tấm vải liệm không có túi”

"There Are No Pockets In A Shroud"

  This story appears in the October 8, 2012 issue of Forbes. Subscribe
Chuck Feeney (David Cantwell for Forbes)
On a cool summer afternoon at Dublin's Heuston Station, Chuck Feeney, 81, gingerly stepped off a train on his journey back from the University of Limerick, a 12,000-student college he willed into existence with his vision, his influence and nearly $170 million in grants, and hobbled toward the turnstiles on sore knees. No commuter even glanced twice at the short New Jersey native, one hand holding a plastic bag of newspapers, the other grasping an iron fence for support. The man who arguably has done more for Ireland than anyone since Saint Patrick slowly limped out of the station completely unnoticed. And that's just how Feeney likes it.
Chuck Feeney is the James Bond of philanthropy. Over the last 30 years he's crisscrossed the globe conducting a clandestine operation to give away a $7.5 billion fortune derived from hawking cognac, perfume and cigarettes in his empire of duty-free shops. His foundation, the Atlantic Philanthropies, has funneled $6.2 billion into education, science, health care, aging and civil rights in the U.S., Australia, Vietnam, Bermuda, South Africa and Ireland. Few living people have given away more, and no one at his wealth level has ever given their fortune away so completely during their lifetime. The remaining $1.3 billion will be spent by 2016, and the foundation will be shuttered in 2020. While the business world's titans obsess over piling up as many riches as possible, Feeney is working double time to die broke.
Feeney embarked on this mission in 1984, in the middle of a decade marked by wealth creation--and conspicuous consumption--when he slyly transferred his entire 38.75% ownership stake in Duty Free Shoppers to what became the Atlantic Philanthropies. "I concluded that if you hung on to a piece of the action for yourself you'd always be worrying about that piece," says Feeney, who estimates his current net worth at $2 million (with an "m"). "People used to ask me how I got my jollies, and I guess I'm happy when what I'm doing is helping people and unhappy when what I'm doing isn't helping people."
What Feeney does is give big money to big problems--whether bringing peace to Northern Ireland, modernizing Vietnam's health care system or seeding $350 million to turn New York's long-neglected Roosevelt Island into a technology hub. He's not waiting to grant gifts after he's gone nor to set up a legacy fund that annually tosses pennies at a $10 problem. He hunts for causes where he can have dramatic impact and goes all-in. "Chuck Feeney is a remarkable role model," Bill Gates tells FORBES, "and the ultimate example of giving while living."
For the first 15 years of this mission Feeney obsessively hid the type of donations that other tycoons employ publicists to plaster across newspapers. Many charities had no idea where the piles of money were coming from. Those that did were sworn to secrecy. "I had to convince the board of trustees that it was on the level, that there was nothing disreputable and this wasn't Mafia money," says Frank Rhodes, the former president of Cornell Universitywho later chaired Atlantic Philanthropies. "That was difficult." Eventually Feeney was outed ( in part due to FORBES), but his fervent desire for anonymity remained (until this year he had done about five interviews in his life). Now that his quest to give until nearly broke is coming to its conclusion, he's opening up a bit. What emerges is one of strangest, most impactful lives of all time.
Feeney prefers showing to telling. In Dublin he sends me on a three-hour tour of Trinity College to witness everything from the library gift shop he designed to his genetics complex and department of neuroscience, complete with lab rats with electrodes implanted in their heads. The next day he endures the six-hour round-trip to the University of Limerick to personally walk me through its Irish World Academy of Music & Dance, its new medical school and its new sports center (now home to Ireland's Munster rugby team), where hundreds of young kids were playing soccer on the all-weather turf. Rather than walk me through his life story, he invites Conor O'Clery , the author of the Feeney biography , The Billionaire Who Wasn't (PublicAffairs, 2007), to dinner in Dublin's Peploe's Bistro. At dinner Feeney sits quietly in a frayed navy blazer, sipping chardonnay that he dilutes with a splash of water, occasionally throwing in a point for emphasis or, more often, a witty, self-deprecating joke.
The story that emerges is this: Feeney grew up in an Irish-American neighborhood in the blue-collar town of Elizabeth, N.J., coming of age in the Great Depression. He served in the Air Force during the Korean War before attending the Cornell School of Hotel Administration on the GI Bill. After graduation in 1956 he traveled to France to take more college classes and later got involved in the business of following the U.S. Navy's Atlantic fleet, selling tax-free booze to sailors. Competition was intense, but he got ahead by using his military experience to talk his way directly onto ships and gathering intelligence on the fleet's next destination by chatting up local prostitutes.
He brought fellow Cornell alum Bob Miller into the business, and the pair started selling cars, perfume and jewelry to servicemen and tourists. They later added tax lawyer Tony Pilaro and accountant Alan Parker as owners to help manage the bootstrapped business more professionally. By 1964 their Duty Free Shoppers had 200 employees in 27 countries.
It was a nice little business, but soon the Japanese economic boom would transform the scrappy operation into one of the most profitable retailers in history. In 1964, the same year as the Tokyo Olympics, Japan lifted foreign travel restrictions (enacted after World War II to rebuild the economy), allowing citizens to vacation abroad. Japanese tourists, along with their massive store of pent-up savings, surged across the globe. Hawaii and Hong Kong were top destinations. Feeney, who had picked up some Japanese language and customs while in the Air Force, hired smart, pretty Japanese girls to work the stores and filled his shelves with cognac, cigarettes and leather bags that gift-crazy Japanese snatched up for co-workers and friends. Soon Feeney and company had tour guides on the payroll who herded tourists to DFS stores before they had even checked into the hotel so they couldn't spend money anywhere else first.
The Japanese were such lucrative customers that Feeney hired analysts to predict which cities they'd flock to next. DFS shops sprung up in Anchorage, San Francisco and Guam. Another target was Saipan, a tiny tropical island just a short flight from Japan that he predicted could become a hot beach spot for Tokyo residents. There was a catch: The island lacked an airport. So in 1976 DFS invested $5 million to have one built.
The aggressive growth strategy placed DFS in the perfect position for the subsequent Japanese economic explosion. Feeney received annual dividend payouts worth $12,000 in 1967, according to O'Clery. His payout in 1977? Twelve million dollars. Over the next decade Feeney banked nearly $334 million in dividends that he plowed into hotels, retail shops, clothing companies and, later, tech startups. He remained obsessively secretive and low key, but the money was now too big to ignore.
In 1988 The Forbes 400 issue included a four-page feature that exposed the success of DFS and the vast wealth of its four owners. The story by Andrew Tanzer and Marc Beauchamp, and the subsequent attention, was so jarring to Feeney that O'Clery devoted an entire chapter of his biography to the episode. The article pulled back the curtain on how DFS operated: its Japan strategy, the 200% markups, the 20% margins and blistering annual sales of roughly $1.6 billion. FORBES estimated that Feeney's Waikiki shop annually generated $20,000 of revenue per square foot--$38,700 in current dollars, more than seven times Apple's current average of $5,000. "My reaction was, ?Well, there goes our cover, ' " says Feeney. "We tried to figure out if it did us any damage but concluded no, the info was in the public domain." The piece identified Feeney as the 31st-richest person in America, worth an estimated $1.3 billion. His secret was out.
But FORBES had made two mistakes: First, the fortune was worth substantially more. And second, it no longer belonged to Feeney.
Only a close inner circle knew of the latter: that Feeney himself was worth at most a few million dollars and didn't even own a car. Feeney's team contemplated a secret meeting with Malcolm Forbes to see how they could set the record straight but in the end decided to let the issue go. Feeney would be listed on The Forbes 400 until 1996.
Although he had shifted his ownership to Atlantic via a complex Bahamas-based asset swap to minimize disclosure and taxes, Feeney continued to aggressively expand DFS, traveling the globe to conquer new markets, expand margins and outmaneuver rivals. He loved making money but had no need for it once it was made. Feeney was happy with simple things. He had grown up in a humble, hardworking house and watched his parents constantly help others. In an oft-told story, each morning his mother, Madaline, a nurse, would jump in the car and conveniently drive by a disabled neighbor as he walked to the bus just to give him a ride. This tradition of charity was not extended to business rivals. "I'm a competitive type of person whether it's playing a game of basketball or playing business games," says Feeney. "I don't dislike money, but there's only so much money you can use."
The money was how Feeney kept score, and while it no longer flowed into his pocket, he helped rake in as much as possible as an active DFS board member throughout the 1990s. Since his foundation's wealth was built on the illiquid stake in DFS, his grants lived and died on the cash dividends the company paid out--a major problem when the Gulf war and subsequent dive in global tourism restricted the once gushing cash flow to a trickle. Even as the economy recovered, a desire for the freedom of a cash pile, plus a gut instinct that DFS' best days were behind it (Japan was clearly slowing down), motivated Feeney to push his three other partners to start looking for a suitor to buy DFS. There were few companies big enough to absorb and run the global operation. The French luxury powerhouse LVMH, helmed by billionaire Bernard Arnault, was the clear favorite. Feeney got owner Alan Parker on his side early. Pilaro and Miller would prove harder to convince.
For two years the four owners battled with themselves and Arnault over prices and deal terms. Each player brought their own high-powered attorneys into the scrum. "Every time I'd see a new a lawyer I'd say, 'Holy Christ, how much are we paying this guy?'" Feeney laughs.
Feeney's philanthropic secret ended in 1997, after he (along with Pilaro and Parker) sold their share of DFS to LVMH, and the world learned Feeney's $1.6 billion cut belonged not to the man but to his foundation. Through the sale he reluctantly gave up his anonymity but in the process gained a better tool for good: a powerful following. Two of the world's richest men, Bill Gates and Warren Buffett, credit Feeney as a major inspiration for both the $30 billion-strong Bill & Melinda Gates Foundation and the Giving Pledge, which has enlisted more than 90 of the world's richest to (eventually) grant half their wealth to charity. "Chuck is fond of saying that none of us has all the answers," says Gates, "but I know that Melinda and I have learned a great deal from him in the time we've spent together."
Part of the kindred spirit that Feeney and Gates share stems from their entrepreneurial backgrounds and how they apply them to giving back. In many ways Atlantic was the forerunner to the Gates Foundation, practicing high-margin philanthropy: choosing causes that will maximize the impact of each dollar pledged, whether it's $250,000 for Haiti earthquake relief or $290 million to build a new medical campus for the University of California, San Francisco.
He forces charities to compete for his cash, requesting detailed business plans with clear milestones and full transparency. If a project runs off course, Feeney cuts funding. He chooses programs that promise exponential returns that will allow people to lift themselves up. He pumps billions into university research in places like Ireland and Australia because he believes it creates a skilled workforce and attracts top talent, setting the table for high-tech industry and foreign direct investment. Operation Smile, a charity that corrects cleft palates in children from poor nations, is a classic Feeney cause: a one-time $250 investment to cover the cost of a simple surgery that will markedly improve every day of the patient's life. He's given $19.5 million there.
To further maximize return, Feeney leverages every dollar the foundation gives--using the promise of substantial gifts to force governments and other donors to match. In one famous example, in 1997 he proposed pledging roughly $100 million to Ireland's universities but only if the cash-strapped government matched the amount. It did. (A total of $226 million in Atlantic grants have leveraged $1.3 billion of government money to its university system.) He works the same tactic with other wealthy people and development offices. Feeney never slaps his name on a library or hospital, since he can collect additional money for the project from more egocentric tycoons who gladly pay millions for the privilege.
Casual observers categorize Feeney as frugal, but that's a simplistic diagnosis. On the spending side Feeney obsesses over value, and on the cost side, he loathes waste. Atlantic's president and CEO, Chris Oechsli, recalls staying in a Vietnam hostel with him on one business trip but adds that Feeney also once sent him back to the U.S. on the Concorde because he understood the need to get him home in time for the holidays. As for Feeney, he flew millions of miles in coach because first class didn't get him to his destination any faster. He wears a rubber Casio watch because it keeps time like a Rolex. During our train back from Limerick he would curse and shake his head each time we passed one of many abandoned housing developments (ghost estates) left over from the country's real estate bust. "I'm always the first guy to ask how much is that or what does it cost?" Feeney says about living the high life. "I never tried it because I knew I wouldn't like it." Feeney rarely owned a car because they were difficult to park in cities--although he admits briefly owning a used Jaguar when he lived in Hong Kong. No yacht? "I guess the answer to that is I get seasick easy."
Although he raised his family in multimillion-dollar mansions (his ex-wife and five children later split $140 million of the DFS fortune), today Feeney lives out of three foundation-owned apartments in Dublin, Brisbane and San Francisco, and crashes in his daughter's apartment while in New York. Atlantic's Irish operations are housed in a stately town house in the posh district off St. Stephen's Green--Feeney and wife Helga (his former secretary) live in a small stone mews apartment out back. Even Feeney's taxes underscore how he thinks: He has aggressively tried to avoid taxes at every stage in his career--from setting up his early business in Lichtenstein, incorporating his holding company in Bermuda and listing it under the name of his then wife Danielle, a French citizen--despite gaining no personal advantage in his later years. Eventually, less taxes meant that he could give away more.
This waste/value mind-set explains how a frenetic penny-pincher is also completely comfortable deploying massive amounts of cash on projects where he sees the chance of a high return. Take his recent $350 million pledge that helped Cornell, along with Technion-Israel Institute of Technology, win the bid to build a $2 billion technology institute on Roosevelt Island. This Silicon Valley East will attract the best engineers and students to the region. Feeney is betting top tech firms and new startups will follow, eventually producing thousands of jobs and billions of revenue for the region. "The visionary gift will pay dividends not just for Cornell but for New York City," says Mayor Michael Bloomberg. It's a textbook Atlantic investment, including leverage in the form of $100 million plus land courtesy of New York City taxpayers. Feeney's only regret is that the opportunity came late for him and he won't live to see the project completed.
That's a lesson he wants to teach the new class of philanthropists: Don't wait to give your money away when you're old or, even worse, dead. Instead, make substantial donations while you still have the energy, connections and influence to make waves. "People who have money have an obligation," says Feeney. "I wouldn't say I'm entitled to tell them what to do with it but to use it wisely." That's why that man who obsessively guarded his privacy for decades has participated in the biography, spent three days with me and on Sept. 6 publicly accepted an honorary doctorate of law granted jointly from every university on the island of Ireland--the first time such an award has been given.
Feeney might soon gain access to the biggest megaphone of all: Hollywood. George Clooney has reportedly considered adapting Feeney's story for the silver screen. Who should play him in the film? Feeney thinks deeply on our way back from Limerick and chuckles before sharing his answer: "Probably Danny DeVito."
(Follow me on Twitter at @StevenBertoni)
How do you give away $7.5 billion? Follow timeline below of the Atlantic Philanthropies' greatest hits.
1982: Makes first grant of $7 million to Cornell. Total gifts will reach $937 million.
1984: Transfers his 38.75% DFS ownership to Atlantic.
1988: Gives $142,000 to support the Cancer Research Institute.? Worldwide cancer grants will hit $370 million.
1990: Atlantic makes its first grant to University of Limerick to construct advanced research, conference and cultural facilities. Lifetime grants: $170 million.
1991: Funds peace-building and reconciliation in Northern Ireland.
1997: Feeney goes public about his charity activities.
1999: Invests in Vietnam in the areas of higher education and health care.?
2001: Funds biomedical research at Australia's Queensland U. of Technology; Total Aussie medical grants: $320 million.
2002: Makes grant for South Africa AIDS relief: has invested over $117 million in South African health care.
2004: Begins funding efforts to abolish the death penalty in the U .S. --has invested $28 million to date.
2006: Starts efforts to ensure health coverage for the almost 8 million uninsured children in the U .S.
2008: Makes $125 million grant for medical center at the University of California, San Francisco Mission Bay campus. Total UCSF grants: $290.5 million.
2012: With a $350 million investment, supports Cornell's winning bid to develop NYC Tech Campus on Roosevelt Island.
2016: Will complete $1.3 billion worth of grants.
2020: The Atlantic Philanthropies will close.
See the historic Forbes 400 print issue. Subscribe here.

''There Are No Pockets In A Shroud'' - Poem by Bri Mar

Money makes the world go round, 
I wonder who said that, 
It must have been a billionaire, 
A grass roots spoiled brat.

They take their lead from politicians, 
Do as I say Not as I do, 
They write how to fiddle editions, 
As more funds they must accrue.

The rich are really all the same, 
Whether they act or if they sing, 
They'll always preach to you and me, 
Money isn't everything.

Don't you find it really strange, 
It's actually quite funny, 
That the very people who make this claim, 
Have all got loads of money.

Now I'm not being flippant, 
Nor am I being abrupt, 
But cash along with power, 
Really does corrupt.

They love their yachts and fancy cars, 
But you must always be aware, 
Though it's you and I who make them rich, 
For us they just don't care.

As they live their lives of splendour, 
They ignore the plight of others, 
To sharing they'll never surrender, 
Their self delusion and arrogance smothers.

These greedy people the world over, 
Are so obsessed with amassing wealth, 
As they strive to make their trillions, 
They tend to ignore their health.

Before they know it's time to go, 
They shout out, we need more time, 
We've got loads of lovely dosh to spend, 
To take us now would be a crime. 

When they arrive at Heavens gate, 
They all put on a frown, 
No debit cards or hard fast cash, 
Just a plain white gown.

God says, on Earth you were rich and famous, 
You stood out in a crowd, 
But you cannot take it with you, 

‘'There Are No Pockets In A Shroud'' 
Bri Mar   
Luc Nguyen chuyen

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Doi voi chung ta,nhung nguoi viet song trong long xa nghia cua mien bac VN (VNDCCH) va mien nam VN(VNCH)bi xam lang va chiem doat,chung ta khong la lung gi nhung hinh anh nay,va no van am anh kinh hoanh vao tam tri cua moi nguoi chung ta.Nhung doi voi nhung nuoc tu do chua he biet den Cong san,ho khong the tin rang,co nhung noi nhu the nay,noi con nguoi khong co nhan pham,noi khong co mot luat phap nao ro rang cho bang luat cua nguoi CS,Luat rung,no muon noi luat,thi da la luat.va vi khong the tin va biet ve xa hoi man ro nay,nen ho rat ngay tho va vo tinh tro thanh nguoi ung ho va tin tuong ve dep thien duong cua cs,VIEN THUOC DOC , BOC DUONG,nhin thi dep,khong rac ruoi,ban thiu,nhung ho co biet dau,dan chung khong co rac de ma xa,khong co dan dum,khong tham vieng than nhan,ban be vi di dau cung bi dom ngo va luon luon o trang thai DOI AN thi lay gi ma di tham?

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Đề bài :Thiếu Tướng Nguyễn Ngọc Loan và Huế trong Mậu Thân 1968

Cai sai lam lon nhat trong chien tranh chong ngoai xam cua VNCH : * Qua yeu kem ve Tam Ly chien - Tuyen truyen - Thong tin dai chung. * Qua tin tuong vao vai tro cua cac thong tin vien - Ky gia - ngoai quoc Rut duoc kinh Nghiem cay dang cua VNCH,thua tran tai Thu do D.C,ong Bush bo da khong cho mot ky gia ,mot thong tin vien nao duoc phep thap tung doan quan va duoc phep buoc vao phong hoi hop hanh quan.Vi vay,quan da tien,da danh thang moi cho ky gia,thong tin vien biet tin tuc.Nho vay,moi bi mat hanh quan...Duoc giu kin va bao mat toi da.

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Đề bài :Thương chiến Mỹ Trung: VN lợi trước mắt chứ không lâu dài

Vietnam hay nhin xa hon,rong rai hon la cu suy nghi cai kieu nho nhen " mat mat luc nao hay luc do " My ho da tuyen bo,ho dep CNXH va ho da danh thang vao cai dau cua cs,Bac han ke la da xong,Cuba cung da dong lai nhung nguon loi khong dang duoc huong.va VN,cu de cho tau no tuon may moc,cac hang xuong...va khi da chin mui,lai giong nhu bac han va cuba ma thoi.So phan nghiet nga cua nhung dua ngu muoi cam dau dat nuoc,khong co van hoa,u li thay tau lam sao,bat chuoc y lam vay.Dan chung bi kiem kep riet,cung dam ra u li chai san.Biet la nguy nhung khong phai viec cua minh,do viec cua ai do.va ho cho doi phep la tu tren troi roi xuong,nhu thang luoi nam cho sung rung.Chi biet keu gao,nhung khong he biet dung day.HAY DUNG DAY,roi nguoi ta moi phu giup nang do.Hay la chieu tro van con 19 ty ngoai hoi,ong coc so ! Ngu vua vua thoi,khong thay rang My da canh cao khi danh vao cong nghe nail? cong nghe ket hon ? va tau tan tai san,an tro cap khong co tai san ma cu di di,ve ve vay thi chi co cach la duong su da vao nha bank an trom ma thoi.Ho da bat dau hanh dong,lieu than hon nhung dua an gian noi doi.My no ngu,no ngu ma no lai dung dau the gioi?Minh gioi lai phai lam cu-li cho no ! Hay nhin tau cong-Nhat ban-Anh quoc khi don T.T My nhu the nao,hay nho lai khi ho ghe tham VN,da don ho nhu the nao.Nguoi khon lai trai tham don ke ngu,vay moi tai.

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Đề bài :Nước Pháp ăn năn - Hà Thượng Thủ

Bay ! Bay ! Bay het suc,toan la nhung luan dieu cua bon phan dong,that xung dang mang ra toa an dau to.Sach vo+dang cong san+nhan chung...deu khang dinh chac nhu dinh dong cot rang thi la :'nguoi bon ba ra nuoc ngoai de tim duong cuu nuoc" The cac ong kiem dau ra duoc cai hinh nay hay the nhi ? Vay ra la chung to noi sai a ? con cai nao hay hay nua mang ra trinh lang,trinh xa cho rong duong xu an !

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Đề bài : KHU NGƯỜI VIỆT CỘNG RỬA TIỀN THAM NHŨNG TẠI TEXAS

Doc xong,buon te tai nhu ong T.T nao da tuyen bo:" Tien My lai tro ve MY nao tu do-nao dan chu-nao tu ban-nao cong san....va Nao made in china...nao bon con rong a chau ….Than phan nhuoc tieu, go chieu nao,phat theo chieu do,phat nguoc go nhu T.T VNCH Ngo d DIEM,nhu Kennedy buom nhi ? Bon antichrist sap hop hanh nua day,.....

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Đề bài :Hiệu ứng Domino với Huawei

Trom cap-lua gat-hang gia-hang nhai-thuoc dai bo thai nhi...etc... Deu la kiet tac cua cac che do cong san.Khong chiu lam an luong thien,chi lam le trom cap cac nuoc,lay cua ho lam phat minh cua minh,cho day la sang tao theo kieu lenin-stalinin-kar mark-cua ho...Tom lai,the luc cua MA QUI-cua SATAN-cua SU DU va noi chon cua chung la ho lua am phu lua chang he tat.

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TIN MỚI

“Tự sướng”… bằng tay hay bằng gậy?

Khoảng hơn 20 năm về trước, sẽ là điều phạm đến “thuần phong mỹ tục” và cũng là “không tưởng” khi ai đó đặt câu hỏi: “Tự sướng”… bằng tay hay bằng gậy?”.

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Chính sách đưa sĩ quan an ninh vào vai trụ trì chùa

Chú sư nổi xung thiên, tóm ngay một cây gậy dài dựng trước cửa phòng, rượt ông Từ già chạy vòng quanh sân, mồm tụng tiếp: “ĐM, tao đập chết mẹ mày!”

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Điểm Tin Chủ Nhật 16/6/2019

Quán bún Sài Gòn nổi tiếng ‘cấm khựa’, ‘không bán nước’ bị cưỡng chế

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Chuyện quê nhà - Việt Nhân

(HNPĐ) Xứ xã nghĩa chuyện thâu tóm bất động sản, cùng đất đai hôm nay

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Tại Sao Cấm Chó?

Một thắc mắc rất nên … đọc cho vui! Bài đọc thêm sau tạp văn của Cánh Cò, “Người TQ không còn xấu xí”.

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SẦU BINH LỬA - CAO MỴ NHÂN

(HNPD) Bao nhiêu dấu tích nơi biên ải Giữ mãi trong tim, gửi bốn phương

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Trung Cộng ‘dán mác’ Made-in-Vietnam lên hàng hóa để tránh thuế Mỹ

Các quan chức Việt Nam nói rằng Trung Cộng cố tình dán mác “Made in Vietnam” lên hàng hóa của họ để tránh bị áp thuế quan của Mỹ

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Trận Long Tranh Hổ Đấu : Giang hồ và Công An

Trong quán, lúc đi vệ sinh thì có xảy ra va chạm (thông tin ban đầu một khách nhậu say hình như ói trúng một người phe công an khi đang đái).

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Công dân Mỹ Michael Nguyễn sắp bị VN xử tội ‘lật đổ chính quyền’

Công dân Mỹ Michael Phương Minh Nguyễn sẽ bị chính quyền Việt Nam đưa ra xét xử vào ngày 24 và 25 tháng 6 với cáo buộc “lật đổ chính quyền nhân dân,” theo tin từ gia đình.

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Lính phòng không Trung Cộngcải trang thành bộ đội Bắc Việt

1 đơn vị lính phòng không Trung Cộngcải trang thành bộ đội Bắc Việt trong một buổi lễ trước khi sang Việt Nam chiến đấu.

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