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There are some people that find venturing into commercial real estate investments to be challenging and time-consuming — not to mention the hefty amount of cash that is needed in order to get started.

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Find The Perfect Commercial Real Estate For You To Start A Great Business In The Florida Market

And because of the purchasing power of its population and healthy economy, Florida is indeed a good place to start your business. Fortunately, there are plenty of businesses in the state.

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Acquire Florida Commercial Real Estate the Right Way

Leasing Florida Commercial Real Estate Be Sure To Set The Foundation Properly From The Very Start

June 17, 2011

Many businesses that operate within the Florida State now seem to go for the option of leasing commercial space that goes for a rate that is somewhat on the rise while some of the others prefer to simply purchase commercial real estate in which they might be able to operate more smoothly.

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Guest Commentary: Daily Euro Yen Chart Shows Exactly Why We Are Buying Dips

May 25, 2011

Guest Commentary: Daily Euro Yen Chart Shows Exactly Why We Are Buying Dips

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Guest Commentary: Daily Euro Yen Chart Shows Exactly Why We Are Buying Dips

May 25, 2011

Guest Commentary: Daily Euro Yen Chart Shows Exactly Why We Are Buying Dips

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Guest Commentary: Daily Euro Yen Chart Shows Exactly Why We Are Buying Dips

May 25, 2011

Guest Commentary: Daily Euro Yen Chart Shows Exactly Why We Are Buying Dips

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Guest Commentary: Daily Euro Yen Chart Shows Exactly Why We Are Buying Dips

May 25, 2011

Guest Commentary: Daily Euro Yen Chart Shows Exactly Why We Are Buying Dips

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Guest Commentary: Gold & Silver – Daily Outlook 05.23.2011

May 23, 2011

Guest Commentary: Gold & Silver – Daily Outlook 05.23.2011

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Video: Dan Lyons Discusses Facebook’s Google Strategy: Video

May 14, 2011

May 13 (Bloomberg) — Dan Lyons of the Daily Beast talks about Facebook Inc.’s hiring of a public-relations firm to pitch a story critical of Google Inc. Lyons talks with Cory Johnson on Bloomberg Television’s “Bloomberg West.” (Source: Bloomberg)

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Top Forex Trading Themes Week 05/09 – DailyFX Live Trading Room

May 6, 2011

Top Forex Trading Themes Week 05/09 – DailyFX Live Trading Room

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Dr. Jim Taylor: Multitasking is Out, Single Tasking is In

April 8, 2011

Having established in a previous post that what most people call multitasking is not the most productive and efficient way to work, the next question I want to address is how to effectively engage in single tasking. The answer is definitely not rocket science; it just requires prioritizing, delegation, focus, and, most importantly, commitment and discipline. But, as with most things in life, single tasking is easier said than done. Start Single Tasking A good starting point when trying to become a single-tasker is to rethink how you structure your day. First, prioritize your daily activities. If you are like most technologists, you have such confidence in your ability to be productive that you schedule far more to do than you can actually get done. Add in the daily crises plus the so-called multitasking and you have little chance of completing everything on your daily calendar. You end up overestimating your capabilities and being disappointed at the end of the day because your work wasn’t of the quality that you expect of yourself or you weren’t able to check off everything on your task list. Instead of falling into this pattern, I encourage you to underestimate what you can accomplish — it will still be a lot — and be pleasantly surprised at the end of the day at how much you get done. An added bonus is that you will be less stressed, enjoy your day more, and produce higher quality work to boot. So rank your upcoming tasks based on how important they are, when they need to be accomplished, and how much time they will take to finish. Then choose the activities that rank highest on your priority list and commit to finishing them regardless of the potential distractions that may arise. If you finish the highest-priority tasks, you can then tackle those of a lower priority (or really live on the edge and leave work a bit earlier than usual!). Second, be selective in responding to what you perceive as crises. You know that much of what disrupts a day are unexpected “fires” that must be put out immediately. These unanticipated events disrupt your focus, take up time, and set your schedule back, often so far that you can’t catch up. But in my experience in the business world, I have found that many of the so-called crises aren’t as calamitous as they seem and could be dealt with at a later point or delegated to co-workers. Remind yourself that an emergency on someone else’s part doesn’t necessarily constitute an emergency for you. So be clear in defining a crisis and be willing to set aside those that don’t quite clear that bar. Next, use your administrative assistant — if you have one — as a gatekeeper. I have found that there are few people more important than a competent and strong “admin.” By educating your admin on your new work habits, he or she can turn away unnecessary visitors and nonurgent calls, as well as monitor your email while you’re single tasking in case there is an actual emergency that requires your attention. Fourth, if you work with a team, delegate as much as possible to reduce the pile of work on your desk. I have found this is often a challenge for technologists for several reasons. You may love doing everything and not want to miss out. You may believe that you are the only one on your team capable of completing the task to your rigorous standards. Or, you may be a control freak who simply must be on top of every little thing on your radar screen. But delegating is win-win. You are freed to focus on really important work, thus elevating your productivity and efficiency. You are less stressed and more creative. Your team wins even more: They feel empowered because you have shown faith in their abilities. Your team gains valuable experience that makes them even more capable. You are actually doing what teams are supposed to do: that is, work together. And together, you and your team get a whole lot more done. Maximize Focus Now that you have set the stage for effective single tasking, your next step is to structure your immediate environment in a way that will maximize your ability to focus and minimize potential distractions. Here are some of the most common multitasking distractions and recommended solutions: People coming in and out of your office or walking by your cubicle. Solution: close your office door or configure your cubicle so you face away from the opening. Uncomfortable work space. Solution: Identify and create the setting in which you are most comfortable and productive, for example, a well-lit room, in a comfortable chair, or with your shoes off. Cluttered workspace. Solution: organize your workspace in a way that will allow you to work efficiently, with easy access to available information and a minimum of distracting clutter. The compulsive and frequent desire to check your smartphone. Solution: turn it off for periods when you need to focus on another task. Too many tasks in your field of vision. Solution: clear your desk of everything except that which is immediately relevant to the task at hand. It Takes Discipline and Practice Remember when you were in high school and your parents were always popping into your room to see if you were working? Wouldn’t it be great if they did that now? They would provide discipline and force you to focus on one task at a time. Unfortunately, you’re probably on your own now and, as a result, have to discipline yourself. This can certainly be a challenge in an environment with what seems like too many things to do and not enough time to do them. Don’t think for a minute that implementing these changes will be easy. Like many technologists, you may be a multitasking junkie, feeling a constant urge to check your email, read the latest tech news, or connect with colleagues. But, as with most “addictions,” acknowledgement and acceptance are the first steps to “cure.” I wouldn’t recommend trying to break your multitasking “jones” cold turkey. An incremental approach seems to be most effective. Pick one or two strategies that I have described above and commit yourself to them. With dedication, time, and practice, you will learn how to focus more effectively. And the great thing about breaking yourself of your multitasking habits is that its benefits are self-evident and substantial.

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Forex Trading Strategies Presented by DailyFX

March 14, 2011

Forex Trading Strategies Presented by DailyFX

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Matt Spangler: Find New Profits From Old Products: YouTube, Brand Channels, and Easy Money

February 18, 2011

“Can you help us quickly find new opportunities and open new markets to deliver short term revenue growth?” It’s the most common question I hear through my consulting practice, when corporate executives from blue chips discuss their challenges with me. In many cases, the answer might be hiding in plain sight. Not to chase after the shiny new thing but look for innovation and new profits in existing systems and businesses. It might not be as sexy as the hot new startup, but those potential revenue streams have the chance to return new profits with less upfront investment. After all, those shiny new things can be quite expensive. Even YouTube , considered one of the most innovative companies in the world, struggles with similar challenges. Through personal experience with the company over the last year, I saw an opportunity to rethink their brand channel process, a mainstay service that already exists but is painfully difficult to setup, and leverage it in new ways to deliver value for users and profits for the video giant. Hard to believe that just five years ago YouTube was that shiny new thing, hemorrhaging money to blaze the internet TV trail. Five years later it’s annual page views are upward of 700 billion and its monthly global audience, according to a recent article by Fast Company , is 500 million people. The crowd-sourced broadcast behemoth is the definitive place to view video online with 35 hours of video footage pushed live every minute. Like many successful online ventures, translating pageviews into revenue has been YouTube’s challenge since its inception. Much of the Fast Company profile focused on YouTube’s “relentless experimentation” with new monetization models but with no public financial data, and speculation on its bandwidth costs, few know if their current models are profitable. One thing not in doubt is that YouTube continues to face rising competition from companies like Hulu , Vimeo , Netflix , Boxee and Apple and will need continual innovation around monetization (along with the constant need to keep consumers happy) to win the race and dominate home entertainment. March 2010 reports indicate that the site should generate close to 1 billion in sales , so what do they offer brands now, and are there ways they could generate new profits before they have to reinvent the wheel? There are many options for how to get involved. A chart in the Fast Company article provides a breakdown that includes traditional ad units, expensive homepage customization, in-video ad units that plays before the content (including Content ID ), promoted videos, an Adwords system and more. Some would argue there is no better place to tell your story then through video, and when it comes to nearly every brand’s involvement with YouTube, a customized “channel” is the starting point. Channel accounts allow you to customize the design of your YouTube page and create a place for brands to send customers to hear the story of a new product or service. This is especially important for emerging companies, since their advertising strategies will likely not begin with ads, but rather the creation of great content to build audience and brand awareness. But even the largest global brands embrace the brand channel model, which makes it all the more surprising that at present YouTube has few answers when it comes to monetizing it or even providing customers with an easy way to set one up. It’s broken. It needs fixing. It needs focus, both from a consumer support and profitability standpoint. And that can be done with a few simple steps. And by increasing focus on channels, you move to grow the YouTube “partner” program , which provides revenue share to encourage audience growth from super users who in turn drive the overall traffic without additional marketing (ex: Huffington Post’s free blogger network ). So how do you setup a brand channel on YouTube? Log on to YouTube and try setting one up. Sounds simple, right? I thought it would be, until I experienced it for myself. In the summer of 2010 while coordinating communication efforts for a small business client, we produced a series of twelve professional parenting videos geared towards YouTube’s active community of new parents. We planned an ongoing series and wanted a page for the videos that fit their brand aesthetic. We searched YouTube for basic information on brand channels and arrived at the Advertising page (http://www.youtube.com/advertise). A downloadable pdf for “creating a brand channel” explained the functionality along with the distinction between free and paid channels but had no information about the costs or installation instructions. There was no automated process to upgrade your page and after an extensive search of the help forum a few random comments indicated the costs to edit your channel was rumored to climb into six figures. I contacted some ad industry contacts with experience working on brand channels, and they confirmed the rumor and insinuated, that while they had heard of cheaper options, their experience opening the iFrames and adding custom code had cost over $100,000. In September 2010 my team filled out the form, to contact a YouTube representative , indicating our interest and budget. No automated email response. Two weeks passed; no response. We filled out the form again; still nothing. A month later the developer I hired to help me implement the channel design was kind enough to send a personal email to a contact at YouTube. Thanks to that lucky break, our request finally found it’s way to the proper person. After one more week. Finally an email arrived, asking what kind of channel we wanted. We waited 10 more days for the first bit of concrete information: they added us to the white list and said our brand channel upgrade would be free, but we would not receive the full capabilities of a paid channel. Perfect. Done. That was, um, easy? Two weeks later, over two months after our first email, we randomly checked our channel page, and it turned out that the account had been upgraded. There was no notification or instructions of any kind. The YouTube brand channel system is something my client was ready to pay for. We allocated a budget to produce the videos and wanted our brand presence to reflect the same quality. We expected a setup fee to help facilitate a timely launch to our channel and would have paid a monthly subscription charge for ongoing service that included analytics on visitors and tools to promote the channel to users interested in our subjects. Currently the only revenue being derived from the program is the extremely high, rumored fees that large brands pay for extensive customization. Note: Since our experience, the help section was updated in early 2011 with a dedicated area for brand channels and a new “Show and Tell” section with examples of brand channels curated by the ADC (Art Directors Club) . This does a decent job of showing examples of custom channel designs but provides no information about the options, pricing or process to join the party. In fact, you’re sent to the same signup form that returned us no results. There is great opportunity here. Small business and personal branding was one of the hottest topics of 2010 with sites like Flavors.me and About.me growing large audiences by making it easier for individuals to create well-designed personal websites. Combined with the proliferation of video tools like the Canon 5D Mar II , more individuals and small businesses are using video to tell their story to the consumer and the volume of individuals interested in controlling their brand’s image creates a bigger market for personalized channels. According to an article published on theStreet.com , in the US alone, local online advertising is expected to grow to nearly one quarter of all advertising dollars spent by 2014 . As the economy continues to recover, much of the growth will come from small to medium businesses looking to establish their name in a crowded market. No place is better positioned to grab that crowd, many still internet novices, than YouTube. It was speculated that Google’s desire to purchase Groupon was because the daily coupon site has, “more than 1,500 employees that deal with places like restaurants, nail salons and spas. Google also hoped to leverage Groupon’s sales team to encourage advertisers to list on its local business directory.” Through automation and product improvements YouTube can help build the small and local business relationships without spending money on acquiring human capital. The ecosystem exists, and the audience is thirsty for reasonably priced alternatives to market their businesses. Automation of the brand channel system would allow customers to choose from a suite of options. They would be presented clearly on the site with all their features, capabilities, and levels of customization delineated. Templates and simple tools would help novice users upload images to brand a page and promote the videos they create. For example lets use a basic three-tiered pricing model; a common pricing strategy for subscription software products ( 37Signals , Mailchimp , Shopify etc). Apply to the brand channel model: Small fees, $25/month, allow you to apply your brand style to the design of the page and greater access to color control. Medium fees, $50/month, provide greater control, improved analytics and promotional options. For $100/month you receive further design customization, additional widgets built exclusively for YouTube and access to advertising tools imbedded in your dashboard. (assuming that a $1200 a year investment on your YouTube page means you are likely interested in buying advertising to drive interest to the page-ex. Facebook ads ) Dedicated reps and in-depth customization would still be available for the six figure rates and include other premium features and promotion on highly trafficked sections of the site. Basic, sure, but if you take the yearly charge of the three example programs levels ($300 / year), and combine it with 1% of the estimated 100 million active viewers (vastly less then their 250 million registered users), you have $300 million per year in additional revenue on customized brand channels with very little additional work or infrastructure. Additionally you would explode your community of engaged brands who would work to drive interest and traffic to their own channels, increasing the growth rate of the site and advertising spend within the ecosystem. YouTube pulls in revenue from something it already offers, and small businesses get an easy and affordable platform to build their brands. It’s a win-win. A s 2011 hits full swing, and you look hard at your own business, YouTube offers a valuable lesson. There might be revenue opportunities hidden inside your existing businesses if they just take the time to look. Sometimes that innovation may be as simple as extending an existing, successful platform, and customizing it for an underserved target with spending power. It seems so simple. It’s unbelievable YouTube hasn’t leveraged their brand channels. And it’s simply a matter of time before they do. Easy money.

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Lucy P. Marcus: Future Proofing the Boardroom: Today’s Agendas

February 18, 2011

The board room agenda is going through a reformation . To ensure that we are helping organizations future proof themselves, what are some of the essential things that boards and board members need to think about, no matter the size, location, or sector of their organization? Five areas need an update in the way we as board members think about them: infrastructure, technology, internationalization, communication, and balancing continuity and change. Infrastructure Boards must embrace the political, economic, and social reality of the way the world is operating today and tomorrow. One of the areas that needs a real rethink is building organizations that can operate effectively in a low-carbon economy. The main issues here are about energy consumption, integrating clean tech and sustainability, and they apply to all facets of the business: from facilities, to building stock and rolling stock, from changing work patterns and practices to the ways in which companies engage with their stakeholders and the local communities where they are based. It touches everything an organization does, how it behaves, how it invests, and it means board members need to be asking the questions about how these decisions will impact the business five and ten years down the road. Most importantly, it isn’t about green washing or perception; it is fundamentally about how the organization does business. Technology At the heart of many of the issues on the modern board agenda is technological innovation. Technology, thus, is not a stand-alone issue, but an integral part of how effectively and successfully a company can be run. It is not an end in itself, but an instrument that can only prove its worth if it serves a concrete purpose. Coupled with that is the speed at which new technology comes into play and the level of disruption it creates in the process of integrating it into the daily running of a company. For all the importance of disruptive innovation, if ‘old industries’ and the tech sector communicate effectively, if one understands the other’s needs, and the other, in turn, comes to grips with the significant benefits that today’s technology offers, innovation more generally can be enormously helpful in future proofing companies. For this potential to be fulfilled, boards must make sure that their organization is flexible enough to recognize important technological developments and incorporate them into existing business models. Internationalization Regardless of a company’s main business or where it is located, its success will ultimately depend on grasping the completely internationalized environment in which it operates. The world today is politically, socially, and economically more inter-connected, and this offers opportunities and poses risks at the same time. Board directors need to be able to think outside the walls of their own corporate board room, they need to speak their own language as well as the language of the markets where they want to be, for while the world gets smaller and in some respects more similar, local cultural difference remains and understanding it gives companies a distinct edge. Corporate boards need to set an example and help implement an agenda that is focused on attracting the best people from anywhere and put them in a place where they work most productively for the success of the company as a whole. Communication No corporate board will be able to implement its modern agenda without effective and dynamic communication, both with all its stakeholders (customers, staff, investors, etc.) and within the board room. Within the boardroom, this is about asking the necessary questions and being open to hear the answers, however uncomfortable they might be. Outside the boardroom communication is about the image and strategy of the company, and it is about the methods used to communicate this message , and increasingly so. A board that sends out a message of a forward-looking, socially and economically responsible, and politically aware strategy and does it by old and new forms of communication also sends a message about the right balance between continuity and change, about the unity of word and deed, demonstrating in action to which it rhetorically commits. Balancing Continuity and Change Embracing new ideas and news ways of thinking does not mean completely disregarding the old. Boards will only succeed in their task of future proofing their organizations only if they see the connections between the old and the new. This requires casting a critical eye on the old, innovating where fruitful, and integrating new technologies and items on the corporate social responsibility agenda into the tried and tested business practices of corporate governance, risk assessment, and finance. Corporate directors need to understand the purpose, strengths and limitations of existing practices and be willing and able to take steps to address them. The modern board agenda does not disregard ‘old issues’, it is not driven by short-lived ‘flavors of the month’ or temptations of every disruptive technology or idea that comes into the room, but is rather guided by the needs and vision of the business. This need for balance requires board rooms to have a mix of people to ensure a comprehensive and complementary diversity of approach, background, and skills Stargazing is most effective if it is done from a strong foundation where the nuts and bolts of the company work, and where they are grounded in a solid foundation. This is nowhere more obvious then when it comes to a company’s financial stability and sustainability. Past, present, and future are a continuum when companies seek opportunities for investment and expansion; when they carefully assess risks connected with either; and as they determine the right level of (not only monetary) compensation for their directors and staff. Note: For more information on the juxtaposition of grounding and stargazing see Future Proofing the Boardroom: Grounding and Stargazing . This was originally published on the Marcus Ventures website and on CSRWire .

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Martin T. Sosnoff: Trade in Your Bonds for Equities

February 15, 2011

Every time I hire an outstanding Egyptologist to guide me through the ruins I end up canceling my trip — for good reasons. Now it’s the 81-year-old despot, still black-haired, going on 85 and how many face lifts? Last year, a group of German tourists were savaged by terrorists. Recently, a busload of foreign visitors crashed on a winding road with multiple fatalities. More and more, I sense the world is busy, maybe too busy and prone to accidents. The financial world is so interconnected that when China’s monetary authorities notch up interest rates to fight inflationary excesses our Big Board shudders. Turmoil in Egypt triggered a $6 spike in oil futures over 2 days. Talk about butterflies flapping their wings on distant continents! When markets roil in pain, missing geopolitical upsets in the Mideast, I force myself to press trading desk buttons and buy reciprocal beneficiaries. Egypt’s pain is oil’s gain. In case you missed it, both Schlumberger and Halliburton spiked 10 percent. Oil reserves outside the Mideast just turned more strategically valuable. Drilling is bound to accelerate elsewhere. I hate this daily noise level, but I’ve learned not to overreact and go on with my life, tuned into the mighty flow of Ole Man River, the long term trends lurking beneath the surface of choppy waters. Some fifty years ago, Sidney Homer, Solomon’s research partner, published his annual supply and demand for funds study that dealt with the bond market. It couldn’t encompass wars and financial panics but was a good indicator of where the bond market was headed. Later on, Henry Kaufman took on this responsibility. Traders at Solly ignored these term papers as too academic, but this document was distributed to the Street and eagerly awaited by all of us. Everyone today dissects each mumble of Federal Reserve Board members and makes decisions based on the course of the dollar, interest rates, inflation and emerging markets dynamics. I don’t see much work done on the supply and demand for funds available to our stock market. The Street tracks volatility and the correlation of specific stock market groups to broader indices like the S&P 500, but this is pure noise level stuff. Stats I look at suggest huge money streaming into equities from institutional and individual investors. Forget foreign money which is volatile and invariably comes in late, thereby accentuating bull markets but is not a significant variable. Changes in flows mount into trillions of dollars, enough to move Big Board valuations higher. Margin credit is insignificant, maybe $500 billion in a market valued near $15 trillion. This even with interest charges relatively insignificant for well heeled investors, no more than 1 percent. The quarterly net flow into financial assets during the bear market turned from a $200 billion positive to a negative number. Individuals, at least, handled themselves conservatively, raised cash, didn’t tap margin credit and plowed money into bond funds, municipals, and even paid down outstanding debt. Meanwhile, state and local debt rose inexorably this past decade as did Federal debt and Fanny and Freddy’s mortgage pools. But, the cost of debt service for the government is half what it was 10 years ago and debt service as a percentage of GDP rose only 2 percentage points to 18 percent from 16 percent. Politicians rarely dig down into such pivotal numbers. Even though real short term interest rates turned negative the past few years, individuals raised cash holdings to 40 percent of financial assets from 30 percent. Only in the mid-seventies and early 1980′s was cash as much of 60 percent of assets. Then, short term interest rates ranged as high as 15 percent under Paul Volcker’s reign as Federal Reserve Board chairman. Those days gone, but not forgotten. Currently, there’s a sea charge in asset deployment under way by individuals and institutions. Money is coming out of bond funds and municipals and flowing into equities. The only fixed income sector holding up is the junk bond category, where yields to maturity of 7 percent or better are available on single B credits. Even BB credits with yields of 5.5 percent are holding firm despite the treasury market’s decline. Unless 10-year Treasuries spike to the 4.5 percent level shortly (not my call) the high yield market could be almost as attractive a sector as it was over the past 24 months and give stock market indices a run for best asset class, again. Over the past six years, private pension funds took bond holdings up by $1 trillion, but this move is played out and capital is moving back into stocks. Equities dropped from 60 percent of assets to below 40 percent at the market bottom. Fixed income investments had risen to as high as 30 percent of assets from a normalized 20 percent. Equities at the top of the market in 2007 reached about $19 trillion and bottomed at $10 trillion. Cash for all institutional investors and individuals over the past decade rose form $5 trillion to $9 trillion, a huge amount needing reinvestment into higher yielding paper. Even the Big Board yields over 2 percent and is seeing serious payouts from tech houses like Intel and Microsoft to be followed by Cisco and perhaps even Apple, presently sitting on its $70 billion boodle. Equities, normally 70 percent of private pension fund assets, even after the monstrous market rally now stand at 60 percent of assets. Fixed income investments remain at 40 percent of assets, normally closer to 20 percent. Financial assets held by individuals have rebounded to $25 trillion from approximately $20 billion at the market’s low point. I see at least $5 trillion in pension fund and individual assets reallocating to equities over the next 24 months from cash holdings and bonds. Unless short rates rise markedly over the next 12 months, the reallocation from cash alone could reach as much as $4 trillion. Fixed income investments seem too high at $9 trillion vs. a normalized level of $5 trillion so my $5 trillion asset reallocation number could be conservative. Obviously, inertia is a powerful force and what is sensible and logical doesn’t always happen. Consumer confidence is rising so this is a plus factor, but home prices need to perk up, too. After all, half of all family wealth resides in home ownership. A weak dollar is good for the stock market up to a point, but negative for fixed income investments. The world is witnessing serious commodity inflation in oil, copper, iron ore and grains. All this could lead to tightening by central banks, worldwide. A reversal in Federal Reserve Board policy emphasis could happen sooner than the bond crowd anticipates. Nobody expects Fed Funds above 1 percent well into 2012. Money may stay in short term holdings longer than I expect. If 10-year Treasuries pierce through the 4 percent yield level it could inhibit capital flows into equities. Market pundits would take down their projection of a mid-teens price earnings ratio by a couple of notches. There could be a reverse flow out of equities into bonds, but I rate this as a low probability. Net, net of this supply and demand funds analysis for the stock market, we should see at least a couple of trillion flowing into stocks, maybe more. This sum is a big number for a market valued around $15 trillion. I wasn’t smart enough to buy gold which thrives on geopolitical unrest, but I did put new money into commodities, namely oil, and coal, copper and iron ore. If anything, growth stocks turn marginally more attractive, even richly priced properties like Amazon and Baidu whose top lines mushroom for years to come. Both Apple and Google posted way above consensus numbers. Somebody besides me must care, sooner or later. Apple now trades above its price point when the Steve Jobs bomb shell hit the tape.

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Elinor Steele: Talking With Iraqi Women: Overcoming Social Issues to Spur Economic Growth

February 2, 2011

In my last entry, I wrote about the challenges facing businesswomen in Iraq. Numerous studies have shown that providing economic opportunities for women is critical to a country’s growth, and Iraq is no exception. Yet many Iraqi businesswomen are extremely dependent on the U.S. government as a market for their goods and services. As the U.S. presence decreases, they will have to transition to working with the Iraqi government, which many of them don’t trust, or transition to the private sector, which they can’t do without loans that are very hard to come by. Exacerbating these problems are the societal problems plaguing the country. Iraq has always been a pioneer in the Middle East for integrating women into society and promoting women’s rights; however, over the past 30 years many laws that empowered women have been retracted and some men in society have become more conservative and less open-minded to women-owned businesses. This kind of thinking could set Iraq’s economy back by decades. During my visit, I had a chance to meet a group of Iraqi female politicians. The first comment they made was about unequal representation within the Iraqi government. While the Iraqi parliament is complying with its constitutional mandate that 25% of the seats must be held by women, there are no women in senior-level government positions such as vice president or serving as ministers at high-ranking ministries. There also are educational obstacles that prevent people from pursuing their dreams. In Iraq, you don’t decide what to study. When you take your final high school exam, your scores are sent to a central government entity where they direct you to one of the colleges that best matches your score. While students are able to indicate their area of interests, ultimately, it is the government that decides each student’s educational path. This is one of the problems holding back a woman I met named Balsam. She wants to start a retail clothing business and/or a healthy living/wellness business. Unfortunately, her degrees are in science and engineering, leaving her without a solid base of business knowledge. Her idea has potential, but she’s unsure whether Iraqis will believe they would stay healthy by eating nutritious food and being physically active. Without a background in marketing and research, she has no idea how to determine this. Another obstacle is that Iraq has been state-run society for the past 30 years. This severely damaged private sector development and the entrepreneurial spirit. Essentially, Saddam Hussein’s regime stripped all creativity and ingenuity from the country. The last woman we heard from was named Mayada. She’s in her late 20s and owns a printing/media company, housed on a US base. Tupperware Chairman and CEO Rick Goings and Elinor Steele with Mayada at her printing business. TFBSO photo by Tina Hager Her parents were both professors. Her sister is a doctor and her brother is an architect. She calls herself the black sheep of the family because she runs her own business instead of working in a traditional profession. She is also unique as her business requires a creative spirit and ability to think outside of the box — something many Iraqis are still struggling to grasp. What impressed me the most is not the daily struggles these women deal with, but how uniformly hopeful they are despite it all. Iraq needs more brave, confident women like Mayada, who will follow their dreams and buck conventions and mores. I came away from my first day believing that the energy of the women we met will turn things around – if not for themselves, then certainly for their daughters. But they will need a lot of help to accomplish this. Tupperware Chairman and CEO Rick Goings with Dr. Nada Abed Al-Majeed Al-Ansari from Baghdad’s College of Science for Women. TFBSO photo by Tina Hager Now that I’m back in the States, the delegation and I will begin to formulate ways we can turn what we learned into a plan of action. In the meantime, I’d love to hear your thoughts on what we, as Americans, businesspeople and women, can do. I’ll share some of the best suggestions from the comments section with the rest of the delegation.

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Arianna Huffington: Davos Notes: State of the Union Shrugs, Burnout Davos Style, and the Spirit of RFK Hovers Above the CNBC Unemployment Debate

January 27, 2011

Day One: What State of the Union? Davos 2011 is off and running. I’ve been surprised how little talk there’s been today about the president’s State of the Union speech. I know it aired here at 3 in the morning, but people here are rarely asleep at 3 in the morning (a Davos sleep challenge would be, well, a major challenge — more on that in a bit). Plus, everyone here has an iPad, laptop, or mobile phone (and often all three), so it wouldn’t be hard to watch a replay. But it doesn’t seem to be on people’s radar screen. At a reception hosted by Yale President Rick Levin, I ran into the Chamber of Commerce’s CEO Tom Donohue and asked him what he thought of the speech. “I liked parts of it,” he said. “What didn’t you like?” I asked. “With gasoline prices headed to over $4 a gallon,” he replied, “there was no reason to demagogue oil companies.” And a TV producer, who asked for anonymity to protect his chances of ever playing basketball with Obama, was focused on the president’s makeup: “It was dreadful,” he told me. “He looked so yellow, it was like he was jaundiced. It was so bad, John Boehner looked natural by comparison.” But other than smatterings, not much post-speech chatter. The Video That Must Be Daily Viewing at the White House and Congress My day started with taking part in a CNBC debate entitled “The West Isn’t Working,” focused on global employment. The debate was divided into two parts. The first part was on the motion, “For a dynamic workforce, go East!” and centered on the rise of China and India and the decline of the West as an engine for growth and employment opportunities. Kiran Mazumdar-Shaw, the chairman of Biocon, argued in favor of the motion while Barry Silbert, the CEO of SecondMarket, argued against. Laura Tyson, a member of Obama’s Economic Recovery Advisory Board, Philip Jennings, the general secretary of the UNI Global Union, and I challenged both sides with our own comments and questions. The second half of the debate addressed the motion, “Education is a failing industry,” looking at the mismatch between demand for skilled workers and education supply. Jeffrey Joerres, the CEO of Manpower Inc., made the case that the education system needs to change, because it isn’t filling the needs of employers. Amy Gutmann, president of the University of Pennsylvania, argued that education is doing many things right, and that while “training prepares people for the jobs of 2011, education prepares people for the jobs of 2021.” After each motion was debated, there was a “Call to Action” segment where everyone was asked to offer tangible solutions to the problems being debated. The debate was taped and will air on CNBC on Feb. 4 . It was a lively debate, but for me the most memorable part of it was a powerful short video highlighting the global unemployment crisis that was shown at the start of the program. Before the audience was let into the auditorium, the CNBC crew was doing a technical run-through with Maria Bartiromo, who was moderating the debate. So I got to watch the video five or six times in a row. And each time its potent mix of doomsday music, depressing statistics, and images of global unemployment (especially among the young) and political unrest really hit me. So when the debate started, I told the audience: “This video should be played at the White House and in every Congressional office every single morning until unemployment drops to pre-recession levels.” Watching it leaves you feeling like you can’t just sit there — you have to do something before it’s too late. It reminded me of the time Bobby Kennedy, as Attorney General, brought his brother’s Cabinet to his office at the Justice Department and locked the door, forcing them to stay there for four hours discussing how to best address the crisis of poverty in America. I was ready to lock the doors of the Congress Centre auditorium until we had determined to do something concrete about unemployment. As soon as we get a preview of the video from CNBC we will post it. Bursting at the Seams The Congress Centre, the official hub of the World Economic Forum, has been expanded and renovated, but there is still the feeling of a crowded, buzzing beehive — especially in the main executive lounge outside the Sanada room where many of the sessions take place. Today, the lounge was so packed — with people who instead of attending panels and speeches were schmoozing — there wasn’t a seat to be found. So, when I met up with Justin Webb and Sareen Bains, who were interviewing me for the BBC’s Today show, we ended up sitting on the floor and doing the interview there. As we sat there, a constant stream of people walked by — including Jamie Dimon and Larry Summers. I wonder if they thought I was having a 60s moment and had decided to start some sort of Davos sit-in as part of my “doing something about unemployment” drive. Burnout, Davos-Style As I said, getting enough sleep isn’t the highest priority among Davos participants. It’s partly the active, after-hours scene (many of the parties don’t even start until 10 or 11), and partly the way lack of sleep has become a sort of virility symbol for many of the world’s movers and shakers. In the cult of no sleep, 7 a.m. is the new 9 a.m. Despite the late nights, trying to make a breakfast appointment in Davos is an exercise in sleep deprivation one-upmanship. “Oh, hi Arianna, yeah, 8 is a bit late, but it’s fine because that’ll give me time to have gotten in a couple of ski runs and a conference call with Moscow first.” The WEF organizers have apparently noticed the trend and have put together a panel to explore the question, “Why is it the latest fashion to be a burnout victim?” The panel description defines burnout as “a condition of emotional, mental, and physical exhaustion” that results when “striving for recognition and success is exaggerated and the balance between work, family life and leisure is lost.” The panel is fittingly scheduled for Saturday, the last day of the forum, in the middle of the afternoon, which seems like a missed opportunity — how much more resonant it would have been if it was held at 3:30 a.m. instead of 3:30 p.m. Make of This What You Will It’s worth noting that the only panel on the entire program that directly addressed poverty, a session entitled “Making Poverty History,” and featuring A.R. Rahman, the award-winning composer of the score for Slumdog Millionaire , was canceled. According to the WEF website: “No contributors could be retrieved for this session.” Maybe they were afraid the ghost of Bobby Kennedy would show up and lock them all in.

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Trading in the Direction of the Daily Trend

January 26, 2011

Trading in the Direction of the Daily Trend

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Trading in the Direction of the Daily Trend

January 26, 2011

Trading in the Direction of the Daily Trend

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Halliburton Profit Soars On Jump In Oil Revenue

January 24, 2011

NEW YORK/SAN FRANCISCO (By Matt Daily and Braden Reddall) – Oilfield service company Halliburton Co. posted higher-than-expected profits, boosted by oil projects in North America, and forecast steady growth elsewhere, but said pricing competition could be tough. Shares of the world’s second-largest oilfield services company, which have long traded at a discount to those of larger rival Schlumberger Ltd (SLB.N: Quote, Profile, Research, Stock Buzz), outperformed the sector on Monday in response to the more than doubling of fourth-quarter profit. The rise in oil prices to near $90 a barrel during the period spurred a bout of spending on new wells, overshadowing a decline in natural gas projects, as prices for that fuel remained weak. An 80 percent jump in Halliburton’s North American revenue in the fourth quarter was driven by robust onshore activity, though offshore activity in the Gulf of Mexico remained slack. Graphic on earnings/rig count: r.reuters.com/kym67r On Friday, Schlumberger posted higher-than-expected profits and said it expected client spending to grow. Shares of Halliburton were up 0.5 percent at $39.37 on the New York Stock Exchange in early afternoon trading, off an earlier high of $40.31. The Philadelphia Stock Exchange’s Oil Service index was down 0.2 percent. Halliburton shares are up 25 percent in the last 12 months, but remain a bargain compared with those of peers, analysts said. “It’s still the cheapest of the large-cap diversified (oilfield service) companies,” said RBC Capital Markets analyst Kurt Hallead. Halliburton was trading at a 20 percent discount to rivals based on 2012 earnings forecasts, according to UBS analyst Angie Sedita, who has a price target of $48 on the shares. BEAT THE MARKET Halliburton’s fourth-quarter net profit rose to $605 million, or 66 cents per share, from $243 million or 27 cents per share, a year earlier. Excluding a 2 cent-per-share charge related to former subsidiary KBR Inc’s (KBR.N: Quote, Profile, Research, Stock Buzz) settlement with Nigeria, earnings per share were 68 cents, topping the 63 cents that analysts had forecast on average, according to Thomson Reuters I/B/E/S. Revenue jumped 40 percent to $5.16 billion, while analysts had expected $4.88 billion. Houston-based Halliburton is looking abroad for growth in the year ahead, but margins are likely to remain under pressure as its rivals are chasing growth in the very same markets. “We do see activity increases happening throughout 2011,” Chief Executive Dave Lesar told analysts on a conference call. “The big wild card is just how tough the pricing environment continues to be.” The company said it recently won a 15-well package in Iraq, on top of three deals announced there last year, and it will double its employee headcount in the country to 1,200 in 2011. Lesar sees steady demand in North America this year, helped by the 3,200 uncompleted wells in the region — a number higher than he had expected, and that he sees rising this quarter. Gulf of Mexico activity is moribund as companies struggle to obtain drilling permits in the wake of BP Plc’s (BP.L: Quote, Profile, Research, Stock Buzz) oil spill last April after a blowout that killed 11 workers — for which Halliburton, a BP contractor, could face legal liability. Halliburton is maintaining its staffing in the Gulf even though activity looks likely to stay subdued in the first half of 2011, and possibly for the rest of the year, Lesar said. Halliburton will expand deepwater operations in the Eastern Hemisphere, but did not specify how much it would spend. Competitors Baker Hughes Inc (BHI.N: Quote, Profile, Research, Stock Buzz) and Weatherford International Ltd (WFT.N: Quote, Profile, Research, Stock Buzz) WFT.S report results on Tuesday. (Reporting by Matt Daily in New York and Braden Reddall in San Francisco; Editing by Gerald E. McCormick and Matthew Lewis) Copyright 2010 Thomson Reuters. Click for Restrictions .

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Alison Rose Levy: How To Create A Successful Work Process

January 15, 2011

Many of us have contemplated everything from our inner selves to universal consciousness. We’ve worked on our health, our relationships, and our intentions for ourselves and the benefit of all beings. Meanwhile, though our daily lives are filled with work and work-related activities, we rarely contemplate our work process. In his new book just out this week, “Workarounds that Work: How to Conquer Anything That Stands in Your Way at Work,” executive coach, consultant and Huffington Post editor-at-large Russell Bishop gives new perspective and tools that anyone can use to better their work through enhancing their work process. Many of the book’s stories reflect Bishop’s savvy as a long time consultant to companies and organizations. But as a small business entrepreneur myself, I found it applicable to my work, and anyone who serves clients and/or works for groups. In the current economy, the good news for busy people is that they most likely are employed (although job seeking is a job too). Yet the pile-up of tasks can sometimes seem overwhelming. When a new assignment, client, or project emerges, it can lead us to wonder how to get it all done. Bishop points out that every new endeavor necessitates a re-evaluation. He recommends that we consider these three questions: What do we need to start doing? What do we need to stop doing? What do we need to continue doing? While that seems fairly self-evident, how many of us actually do that re-calibration? I know I often forget to identify tasks that are no longer as critical. But through these questions, Bishop helped me to recognize that adjusting the pace or frequency of certain tasks was essential in a successful work process, rather than an occasion for guilt. For example, this past fall, I was actively blogging and reporting on certain key health and environmentally related legislation before Congress, which also entailed extensive social media activity on Facebook and Twitter. But once the lame duck Congress ended, so did the need for frequent blogs and constant Facebook exchanges. Bishop’s insights helped me see that now that I am in the final stages of writing a book, adjusting my blog frequency just makes good sense. And I can check in with my FB friends a few times a day, rather than many times per hour. But consciously making these shifts in work flow freed me from the nagging sense that I should be doing more. Minus the guilt factor, having an abundance of work tasks can be energizing, as Bishop points out. Drawing an analogy between work and exercise, Bishop writes, “Humans are programmed to produce energy by burning energy… Even when you stop exercising, the body keeps on producing energy for some time.” However, Bishop counsels, On the work front, many of us have tasks to perform that lack the kind of clarity found in exercising, especially in terms of a defined purpose, outcome, and deliverable. If you can assign yourself these attributes for your work, you may notice that you actually start to feel the same kind of response as when you exercise. Completing a task takes some effort, but it also produces its own reward. If others notice, comment, or acknowledge your contribution, so much the better. Either way, simply getting things done that you set out to accomplish will begin to produce something akin to the exercise phenomenon–the more you get done, the more inclination you will have to get even more done. Many of us experience the energizing feedback loop that work triggers, without understanding that it’s a real phenomenon. Instead, we tend to think of the downsides, like burnout or work-a-holism. Committing to relaxation and downtime are obviously crucial, too. But Bishop’s insight really nails the “worker’s high” as a benefit we can build on. The book is filled with gems like these. What have you discovered about creating a successful work process? To download a free chapter of the book go to www.russellbishop.com and click “Download a free chapter.” For proactive health insight and action, sign up for my alerts at: www.healthjournalistblog.com And you’ll also receive announcements of my new radio show featuring conversations with health leaders.

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Feds SUE NYC, Say City Committed Medicaid Fraud

January 12, 2011

NEW YORK — The federal government sued the city of New York on Tuesday for Medicaid fraud, accusing it of overcharging the program tens of millions of dollars for 24-hour services for patients who need help with shopping, grooming and other personal care. The government in a lawsuit in U.S. District Court in Manhattan sought civil penalties and damages against the city, saying administrators over the last 10 years routinely reauthorized 24-hour continuous personal care services for applicants without obtaining the required local medical evaluation. According to the lawsuit, state law requires that anyone found eligible for the program receive assessments from a doctor, a social worker, a nurse and – when 24-hour care is necessary – from a designated local medical director. The lawsuit said city administrators sometimes overruled the local medical director when the director decided continued care was inappropriate. In a release, U.S. Attorney Preet Bharara said the allegations “unfortunately reflect a systemic failure to responsibly administer the Medicaid program.” Bharara added: “It goes without saying that ultimate medical decisions about patient care should be made by doctors and nurses, not government bureaucrats, and they should be based first and foremost on the best interests of the patient.” The city Human Resources Administration, which administers the program in the city, responded to the lawsuit in a statement by noting that the city helps nearly 42,000 frail and elderly New Yorkers with their daily needs through the program and takes its responsibilities seriously. In the lawsuit, the government said about 17,500 people have received 24-hour personal care services from the city since 2000. It said the current annual cost of the services ranges from $75,000 to $150,000 per individual. Sometimes, the city’s conduct has caused patients to receive more services than necessary or warranted by their condition, costing taxpayers millions, the lawsuit said. The federal government cited one instance in which a medical doctor determined that a 65-year-old woman did not need 24-hour services, only to be overruled by a city administrator who authorized the services anyway. In another instance, the city caused a 75-year-old patient to get less care than needed by keeping the person in the 24-hour care program even though the local medical director said the patient needed to be in a psychiatric facility, the lawsuit said.

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Video: Bibb Says `Monday Night Football’ Deal a `Coup’ for ESPN

January 7, 2011

Jan. 6 (Bloomberg) — Porter Bibb, managing partner at Mediatech Capital Partners LLC, talks about reports that Walt Disney Co.’s ESPN cable sports network is close to an agreement to secure broadcast rights for “Monday Night Football.” Sports Business Daily reported that ESPN may pay $1.8 billion and $1.9 billion a year over nine or 10 years for broadcast rights to the program. Bibb speaks with Pimm Fox on Bloomberg Television’s “Taking Stock.” (Source: Bloomberg)

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UK Manufacturing Posts Record December Gain

January 5, 2011

Manufacturing activity in the UK closed 2010 with a bang posting the strongest growth in 16 years offering hope that the economic recovery is gaining strength according to The Daily Telegraph

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Greenspan US 2011 Growth Could Hit 35Pc

January 3, 2011

The former Chairman of the US Federal Reserve Alan Greenspan has backed recent forecasts that suggest economic growth could reach as high as 35 in 2011 according to The Daily Telegraph

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Focused on Daily Closing Levels

December 29, 2010

Focused on Daily Closing Levels

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Hamish McLennan: Making the Left- & Right-Brain Work Together: It’s Good Business

December 20, 2010

Over the past few years, the business of marketing is being driven by two seemingly contradictory impulses. On the one hand, the digital world has helped carry the banner of accountability, with its data-driven intelligence-gathering proficiencies. But at the same time, marketers who need to reach customers know painfully well that engaging consumers is not only what you know, but how you express it. The need to creatively connect with our clients’ customers has never been stronger. And so we have been watching the see-saw of left-brain, right-brain thinking. Digital companies have proliferated. But so have the “idea” shops. This dichotomization has been the hallmark of much of the business world. As I look towards 2012 and beyond, it’s becoming clear that the path to long-term business growth is the seamless melding of left- and right-brain thinking. Everyone needs to sit at the same table. Indeed, using that tension of striking a right balance between the best creative and business minds from the beginning of every project is the key to success in today’s ever-changing media landscape. The Daily is Setting the Perfect Example I believe The Daily, the first newspaper designed specifically for the Ipad — and a left-brain/right-brain venture– will become the fastest-growing APP ever. An archetype for future publications? No doubt. A game-changer for the business world? Perhaps. There’s lots of evidence. It starts from the top — a truly interesting match of minds, exemplified by the partnership of News Corp’s Rupert Murdoch and Apple’s Steve Jobs. Both visionaries, but unmistakably different kinds of thinkers. Murdoch brings his great passion for newspapers. Steve Jobs brings the most buzzed-about new consumer platform, the iPad. They are attracting an incredible level of talent on a daily basis. Right from the start, however, Murdoch and Jobs have insisted on one thing. The business side is working side-by-side with the best creative and editorial minds in the business. Not on a need-to-know basis, but as an ensemble act. They know they will be better together. Striking a balance between the left-brain and right-brain is our business model at Young & Rubicam. It is how we work for and with our clients. Just today, we helped our client, the consumer electronics giant, LG, launch an innovative, interactive digital billboard in New York’s Times Square dedicated entirely to good news. LG’s data showed an overwhelming majority of Americans — 83%, in fact — feel that they are suffering from a good news deficit, with six in 10 Americans, saying they don’t even know where to look for good news. With a brand motto of “Life’s Good,” LG’s good news billboard, which you can tweet and text and be answered by an animated good news ambassador, is a complex and elaborate dance of innovative technology and imagination. And within the first hour that it went live, the billboard became the conduit of a marriage proposal. What’s Next? I can’t help but think that the left-brain and right-brain approach is the ideal cultural blueprint for innovative corporations around the world in 2011. The most interesting part, of course, is that there is no exact plan for executing this philosophy. Companies will have to find ways to merge the two ways of thinking that work best for them — and that’s the key to long-term success. Hamish McClennan is the global CEO of Young & Rubicam, the youngest person to hold the post in its history, and the first CEO from the Asia-Pacific Region. Its 186 agencies in 81 countries and whole brain philosophy have contributed to its huge creative and client successes this year. The agency was #1 in the US at Cannes and #3 in the world, there. Y&R was named the Network of the Year three times and was the most-awarded agency at major regional competitions, as well.

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Ellen Brown: Is QE2 the Road to Zimbabwe-style Hyperinflation? Not Likely

December 1, 2010

A month ago, the bond vigilantes were screaming that the Fed’s QE2 would be the first step on the road to Zimbabwe-style hundred trillion dollar notes. Zimbabwe (formerly Rhodesia) is the poster example of what can go wrong when a government pays its bills by printing money. Zimbabwe’s economy collapsed in 2008, when its currency hyperinflated to the point that it was trading with the U.S. dollar at an exchange rate of 10 trillion to 1. On November 29, Cullen Roche wrote in the Pragmatic Capitalist : Back in October the economic buzzwords had become “money printing” and “debt monetization” … [T]he Fed was initiating their policy of QE2 and you’d have been hard pressed to find someone in this country (and around the world for that matter) who wasn’t entirely convinced that the USA was about to send the dollar into some sort of death spiral. QE2 was about to set off a round of inflation that would make Zimbabwe look like a cakewalk. And then something odd happened — the dollar rallied as QE2 set sail and hasn’t looked back since. What really happened in Zimbabwe? And why does QE2 seem to be making the dollar stronger rather than weaker, as the inflationistas predicted? Anatomy of a Hyperinflation Professor Michael Hudson has studied hyperinflation extensively. He maintains that “every hyperinflation in history stems from the foreign exchange markets. It stems from governments trying to throw enough of their currency on the market to pay their foreign debts.” It is in the foreign exchange markets that a national currency becomes vulnerable to manipulation by speculators. The Zimbabwe economic crisis dated back to 2001, when the government defaulted on its loans and the IMF refused to make the usual accommodations, including refinancing and loan forgiveness. Zimbabwe’s credit was ruined and it could not get loans elsewhere, so the government resorted to issuing its own national currency and using the money to buy U.S. dollars on the foreign exchange market. These dollars were then used to pay the IMF and regain the country’s credit rating. According to a statement by the Zimbabwe central bank, the hyperinflation was caused by speculators who charged exorbitant rates for U.S. dollars, causing a drastic devaluation of the Zimbabwe currency. But something darker seems also to have been going on. Timothy Kalyegira , a columnist with the Daily Monitor of Uganda, wrote in a 2007 article: Most observers and the general public believe Zimbabwe’s economic crisis was brought about by Mugabe’s decision to seize white-owned commercial farms in 2000. That might well be true. But how about another, much more sinister element… sabotage? Kalyegira asked how a government “with the same tyrant called Mugabe as president, the same corruption, and same mismanagement, kept inflation down to single digit figures [before 2000], but after 2000, the same leader, government, and fiscal policies suddenly become so hopelessly incompetent that inflation is at the latest reported to be over 500,000 percent?” Canadian commentator Stephen Gowans calls it “warfare by other means .” Devaluing the enemy’s currency has been used as a war tactic historically. It was used by Napoleon against the Russians and by the British against the American colonists. In 1992, financier George Soros showed how it was done when his hedge fund, virtually single-handedly, brought down the British pound. His fund sold short more than $10 billion worth of pounds, forcing the Bank of England to devalue the currency, earning Soros an estimated $1.1 billion and the title “the man who broke the Bank of England.” In 1997, the UK Treasury estimated the cost at 3.4 billion pounds. One wonders, then, if it is just coincidence that the Open Society Initiative for Southern Africa is a Soros-affiliated organization. According to Wikipedia , its director for Zimbabwe also directs the Zimbabwe Congress of Trade Unions, the main force behind the founding of the Movement for Democratic Change, the principal indigenous organization promoting regime change in Zimbabwe. War by Other Means The push for regime change in Zimbabwe was detailed by Stephen Gowans in a March 2007 article posted on Global Research. He wrote: Before 1980 Zimbabwe was a white-supremacist British colony named after the British financier Cecil Rhodes, whose company, the British South Africa Company, stole the land from the indigenous Matabele and Mashona people in the 1890s… Ever since veterans of the guerrilla war against apartheid Rhodesia violently seized white-owned farms in Zimbabwe, the country’s president, Robert Mugabe, has been demonized by politicians, human rights organizations and the media in the West… I’m going to argue that the basis for Mugabe’s demonization is the desire of Western powers to change the economic and land redistribution policies Mugabe’s government has pursued… and that the ultimate aim of regime change is to replace Mugabe with someone who can be counted on to reliably look after Western interests, and particularly British investments, in Zimbabwe. Timothy Kalyegira concurred in this theory, observing: A former undercover operative John Perkins recalled events that are strikingly familiar to what we see in Zimbabwe today: “[In] 1951… Iran rebelled against a British oil company that was exploiting Iranian natural resources and its people… An outraged England sought the help of her…ally, the United States… Washington dispatched CIA agent Kermit Roosevelt… to organize a series of… violent demonstrations, which created the impression that [Iranian Prime Minister] Mossadegh was both unpopular and inept. ( Confessions Of An Economic Hit Man , Ebury Press, 2005, page 18) Clearly, Mugabe’s capital crime was to displace White privilege in Zimbabwe and personally stand up to the White establishment in London and Washington. The U.S. Is Not Zimbabwe Even if Zimbabwe’s hyperinflation was the result of currency manipulation rather than exploitation by corrupt politicians, couldn’t the same thing happen to the U.S. dollar? The answer is, not likely. The U.S. does not owe debts in a foreign currency over which it has no control. It can issue bonds payable in its own currency. Today that currency is issued by the Federal Reserve, which is privately owned by a consortium of banks; but the Fed has been at least semi-captive ever since the 1960s, disgorging its profits to the Treasury. Its website states , “Federal Reserve Banks are not… operated for a profit, and each year they return to the U.S. Treasury all earnings in excess of Federal Reserve operating and other expenses.” The Federal Reserve Act provides that it can be modified or rescinded at any time, so Congress retains ultimate control. Randall Wray , Professor of Economics at the University of Missouri-Kansas City, writes that “involuntary default is, literally, impossible for a sovereign government.” The U.S. does not have to rely on foreign investors even to buy its bonds. If the investors are not interested, the central bank can buy the bonds. That is, in fact, what the Fed’s second round of quantitative easing is all about: issuing $600 billion for the purchase of long-term government bonds. But what if foreign investors decide to dump their dollars, devaluing the U.S. currency? Again, this is not really a problem. As Warren Mosler observes , we’re actually trying to get China to revalue its currency upward, which is the same thing as devaluing the dollar. Cullen Roche remarks: [Y]ou can see the irony here… How many times do you read on the internet that we need a lower dollar to boost the economy? And how many times do you read every day that people are worried China will dump the dollar and cause the U.S. economy to sink into a black hole? These people don’t even understand the contradiction in their writing. When China sells dollars they’re just expressing a reduced demand on their part. If they find a willing holder of those dollars the dollars will be held elsewhere. Big deal. Unlike Zimbabwe, which had to have U.S. dollars to pay its debt to the IMF, the U.S. can easily get the currency it needs without being beholden to anyone. It can print the dollars, or borrow from the Fed which prints them. But wouldn’t that dilute the value of the currency? No, says Cullen Roche , because swapping dollars for bonds does not change the size of the money supply. A dollar bill and a dollar bond are essentially the same thing. One bears interest and is a little less liquid than the other, but both are obligations good for a dollar’s worth of goods or services in the economy. Dean Baker , co-director of the Center for Economic and Policy Research in Washington, wrote recently concerning the federal deficit: There is no reason that the Fed can’t just buy this debt (as it is largely doing) and hold it indefinitely. If the Fed holds the debt, there is no interest burden for future taxpayers. The Fed refunds its interest earnings to the Treasury every year. Last year the Fed refunded almost $80 billion in interest to the Treasury, nearly 40 percent of the country’s net interest burden. And the Fed has other tools to ensure that the expansion of the monetary base required to purchase the debt does not lead to inflation. This means that the country really has no near-term or even mid-term deficit problem. The current deficit is a positive. In fact, if it were larger we would have more jobs and growth. Furthermore, there is no reason that the debt being accumulated at present should pose any interest burden on future generations. In this vein, it is worth noting that Japan’s central bank holds debt amounting to almost 100 percent of that country’s GDP . As a result, Japan’s interest burden is considerably smaller than the United States’s, even though Japan’s debt is almost four times as large relative to the size of its economy. [Emphasis added.] Although Japan’s relative debt is almost four times as large as ours and its central bank holds enough to equal nearly 100% of its GDP, investors are not fleeing the yen or driving the economy into hyperinflation. In fact Japan still can’t pull itself out of deflation , despite massive quantitative easing. The country still has willing trading partners and is still the third largest economy in the world, an impressive feat for a small island. If the Fed were to follow the lead of Japan and hold federal debt equal to the country’s gross domestic product, the Fed would be holding $14.75 trillion in federal securities, enough to refinance the entire U.S. federal debt of $13.8 trillion virtually interest-free. The federal debt hasn’t been paid off since the 1830s under President Andrew Jackson. It is just rolled over from year to year. An interest-free debt rolled over indefinitely is the functional equivalent of the government issuing money itself. Andrew Jackson would have said the government should be issuing the money itself, rather than borrowing from banks that issue it. If Congress gave itself the right under the Constitution to issue money, he said , “it was conferred to be exercised by themselves, and not to be transferred to a corporation.” Indeed, that may be why the U.S. dollar has been going UP since QE2 was initiated, while the Euro has been going down . EU governments are doing what the inflation hawks want them to do: cut back on services, privatize their pension money, and otherwise engage in austerity measures to balance their budgets. The effect has been to depress their economies and throw them deeper and deeper into debt, with nowhere to get the extra cash needed to pay the expanding debt and interest burden. The U.S. and Japan are exploring another model: allowing their currencies to expand to meet the needs of their economies. This was, in fact, the original money system of the American colonists. It was revived by Abraham Lincoln to avoid a crippling war debt, after which it was dubbed the “Greenback solution.”

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Mike Green: Saving Ebony-Jet: One Million Facebook "Likes"

November 26, 2010

You’re invited to participate in a bold experiment to help preserve an important piece of Black American history. It’s simple, yet, in the 21st century, simplicity has become the most powerful tool of innovation. You can help preserve an iconic symbol of Black American achievement by clicking the Facebook “like” button at the top of this blog post. Then tell your friends and family to do the same. Alternatively, you can leave a supportive comment below. It’s for a good cause. An important cause. There’s no Million Man (or Woman) March. There’s no need to brave frigid temperatures and inclement weather. You don’t even have to contribute money. Step 1: Click the Facebook “like” button or leave a supportive comment (or both). Step 2: Send this blog post to your friends and family, asking them to do likewise. Step 3: Revel in the knowledge that you have helped preserve an iconic symbol of African American media history. Saving Ebony-Jet Headquarters The Johnson Publishing Company — owners of the iconic African American media brands, Ebony and Jet magazines — has sold its building headquarters, located at 820 S. Michigan Avenue in Chicago. Columbia College recently purchased the 110,000 square foot historic headquarters of Ebony-Jet for an undisclosed amount. The Johnson Publishing Company is planning to move its media operations to a new location within the next 18 months. Headquarters of the Johnson Publishing Company as featured in Ebony Magazine , September 1972. Click here for full photo gallery . Preserving the iconic headquarters of Ebony-Jet has become a common focus of numerous debates across the landscape of Black America. Reactions to the sale have ignited emotion-filled discussions. Some believe a part of Black American history is being sold. Others, like Eric Easter , the former vice president of digital and entertainment for Ebony-Jet , believe the history lives on within the brand, not just within the building. Easter argues: “For anyone decrying some great loss of history, I would argue that the history is secure. More important than Johnson Publishing owning the building or residing in it, is that the building even existed for its time. It stands as a major achievement. Historians and preservationists should be more concerned that the landmark does not get torn down and that its story be told prominently and correctly.” Columbia College is planning to honor the Johnson family with some tangible recognition in the building that pays homage to past achievements. That’s a respectful transition and end to a bygone era. But we (as in you and I) can do more. Mr. John H. Johnson (left) meets with the building’s architect, John Moutoussamy. Click here for full photo gallery . City and Media: Chicago’s Black Founders For those who are unfamiliar with Ebony and Jet magazines, and have little knowledge of the Johnson family’s media empire, the words “iconic” and “historic” may seem a bit far-fetched. To the uninitiated, the widespread emotional reverberations may seem like over-inflated reactions to sensible decisions made by Linda Johnson Rice , Chairman of Johnson Publishing Company and daughter of John H. Johnson , the company’s founder. Linda Johnson Rice, chairman and CEO of Johnson publications including Ebony and Jet magazines. Outside of the spotlights of White media and the common knowledge of many White Americans, the building at 820 S. Michigan Avenue was instantly adopted in 1972, into the minds and hearts of millions of Black Americans, as a proud symbol of Black achievement in the face of institutionalized racial oppression and degradation. The building stands as a monument of one Black family’s success in a White-dominated media industry. It stands tall on prime real estate in Chicago, where White financiers had such a strong foothold, that the last Black man to build a business structure on such coveted land was Jean Baptiste Point du Sable , the city’s first permanent resident in 1779 . When Black media were reporting the facts regarding lynchings, Jim Crow, redlining, disparities in public education and numerous insights into the infrastructure of White power, throughout every sector of society, most White media ignored such stories. Black media have historically reported the stories most White media would not report. Still, when the issue of race relations is raised today, the dismissive reflex in pointed palms of raised White hands reveals the relative small amount of knowledge about Black America that permeates White America. Today, millions of minds remain closed to any information that threatens to destroy pristine paradigms constructed by White media over the past century. Johnson’s 11-story media office tower in Chicago was completed in 1972, eight years following the Civil Rights Act of 1964 and just four years in the wake of the assassination of Dr. Martin Luther King Jr. The lobby of Ebony-Jet headquarters at 820 S. Michigan Avenue in Chicago. Click here for full photo gallery . The Ebony-Jet headquarters in Chicago became a symbol of achievement in spite of the stumbling blocks and closed doors that threatened every step of the process. In like manner to the monumental reaction to the election of President Barack Obama, the establishment of a Black-owned building in the business sector of Chicago’s famed loop in the early 70s became a source of pride for Black Americans who seldom saw much in media of which to be proud. Symbol of Black Pride and Black Beauty Model Charmayne Caldwell poses for photographer Isaac Sutton in the photography studios at the Ebony-Jet headquarters in 1972. Click here for full photo gallery . In the 20th century evolution of media, the Ebony-Jet empire was a media brand that reached all of Black America. It chronicled our achievements. It heralded our heroes. It turned a spotlight upon our issues, our families, our relationships … our daily lives. In Ebony-Jet , we saw beautiful Black people. White media showcased beautiful White people. It lauded White heroes. It proclaimed White America as trustworthy, wealthy and strong. White media held White America up as a symbol of freedom, justice and moral leadership for the world to admire and emulate. Neither before nor after the Civil Rights Movement did White media see our daily struggles or achievements. But Ebony-Jet did. Muhammad Ali with his wife and family were featured in the September 1972 issue of Ebony. Click here for full photo gallery . In the pages of Ebony-Jet , Black families saw scholars, university and corporate leaders, politicians, college and pro athletes, Hollywood celebrities and extraordinarily talented musicians … all of whom had Black faces. Many of those important faces and stories didn’t exist outside of the lens of Ebony-Jet . The magazines held up mirrors of positive images of Black life in America and we stared into our own reflections and smiled. In the face of rampant racial discrimination on every level — political, legal, health, financial, employment, entrepreneurship, education, military — Black America looked for something to make us smile. Ebony-Jet did more: It made us proud. Mrs. Eunice W. Johnson stands in her office, which showcases some of the many pieces of African art that exist throughout the building. Click here for full photo gallery . Giving Thanks Today, this iconic media brand is transitioning from 20th century to 21st century operations. A part of that requires it to shed some of the heavy costs associated with the 20th century. The sale of the Ebony-Jet headquarters building, of which the JPC only uses 40 percent of available space, is a done deal. But this is the 21st century. The JPC is considering preserving the historic building as it is today, inside and out, in digital 3D. The final product will provide a navigable, interactive 3D replica of the historical décor and artifacts within the building that can be accessed online. The JPC employees enjoyed complete meals in the building’s cafeteria for only $1 a day. Click here for full photo gallery . There are costs associated with such technology, of course. But, there is no cost for you to support the digital preservation plan. Just click the Facebook “like” button at the beginning of this post or leave a supportive comment below. Few opportunities come along in our lives in which we can make such a profound difference with the click of a mouse. This moment is your opportunity to make a difference and say thanks to Ebony-Jet for the support it has given us for generations. If you support the idea to preserve the JPC headquarters as a digital 3D replica, click the Facebook “like” button or leave a supportive comment. Then spread the word. It’s never been easier to participate in preserving Black American history. And we cannot expect anyone but us to care enough to preserve what is important to us. Let’s push the Facebook “like” number to one million or more. Let’s show our appreciation to Ebony-Jet for its work in preserving our history by supporting the preservation of its history.

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Newsweek Daily Beast In Merger Deal

November 17, 2010

Newsweek magazine and news website Daily Beast have reached a merger agreement Newsweek Daily Beast

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Donald Tang: Climbing a Tree to Catch a Fish

November 16, 2010

I view with alarm a growing tendency for American politicians from both parties to attribute America’s economic difficulties to China. Watching the midterm campaign ads made clear that both Republicans and Democrats accuse each other of standing by while China manipulates its currency, sucking American jobs and wealth across the Pacific. The overarching midterm election theme is that people are unhappy with politicians, jobs, and the state of the economy. Blaming China for America’s unemployment and for the decline in U.S. manufacturing jobs has become politically convenient. The Republicans are defensive because these problems began on their watch; the Democrats say the lack of economic improvement under their leadership is because of China’s economic policies, rather than their own actions. Casting blame solves nothing. We must take action to find solutions. China is not the bogeyman for all that ails us. Some in China are concerned that President Obama and other US political figures are blaming unemployment on how the yuan is pegged to the dollar. Chinese voices call for the U.S. to enhance the competitiveness of its own companies, rather than use China’s own initiative and drive as an excuse for U.S. overspending and underinvestment. A Hong Kong newspaper suggests that if the United States doesn’t find solutions to its domestic problems, and instead shifts blame to the yuan exchange rate or trade protectionism, “it will certainly be like climbing a tree to catch a fish.” Conventional wisdom, dating back to Nixon’s arrival in China, holds that the Chinese prefer to deal with Republicans. Many Chinese appreciate the Republicans’ pro-business stance. And some Chinese are suspicious of the Democrats’ reliance on organized labor, whose members protest against perceived job losses to China. In this year’s midterm elections, Democrats, already defensive over the soft U.S. economy, found China to be a convenient scapegoat. A strong Democratic Party supporter, the United Steelworkers, has been very vocal in calling for sanctions on a wide range of Chinese imports. In a rare show of bipartisanship, many House Republicans also voted to accuse China of currency manipulation. The reality is that differences of opinion regarding China do not divide cleanly along U.S. political party lines. Republicans often fret about national security and military issues. Democrats are indeed concerned about losing American jobs to Chinese workers. As a nation accustomed to dominating the world stage, we Americans are uncertain how to react to China’s increasing strength in so many arenas. Scapegoating China is convenient for the Democrats. The Republicans want to be tough against China, rejecting Chinese investment in the US because of security concerns. China ends up blamed by both sides for America’s difficulties. Just as Washington politicians blame China for huge job losses, some Chinese politicians have found it convenient to argue that currency changes forced on Japan in the 1980s are responsible for Japan’s lost decades. They are concerned that actions such as Bernanke’s quantitative easing will put China in a similar position. But the Beijing consensus that currency rises caused Japan’s lost decade is just as false as the Washington consensus that China’s currency policies are largely responsible for U.S. job losses. China does need to change its currency system. Even though currency issues are a relatively minor cause of global imbalances, they do make a serious problem worse. China bears a responsibility to become part of the solution, rather than part of the problem. For its part, America must open up and permit robust inbound Chinese investment, creating new jobs and avenues for economic growth. An example of what not to do was the insistence by 50 members of Congress that Chinese investment in a Mississippi factory making steel reinforcing bars would threaten national security and cost jobs. On November 14, 2010 an article in China’s People’s Daily online newspaper noted , “As the U.S. is under criticism for threatening nations’ economic stability by flooding money into the global market, China is preparing its own gift to the world economic recovery — its large market.” American companies must learn to accept this “gift” by learning how to market to China’s exploding new middle class, which is hungry for consumer goods and services of every kind. China and the U.S. have so many opportunities to help each other prosper. There is too much at stake for us to allow scapegoating or demonizing of either China or the US. Both nations must beware of their own tendencies towards climbing trees to catch fish.

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Video: Brown Calls Daily Beast-Newsweek `Fantastic Combination’: Video

November 16, 2010

Nov. 15 (Bloomberg) — Tina Brown, editor-in-chief and co-founder of the Daily Beast, talks about the news website’s merger with Newsweek magazine. The joint venture will be owned equally by IAC/InterActiveCorp and Sidney Harman. Brown talks with Carol Massar on Bloomberg Television’s “Street Smart.” (Source: Bloomberg)

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Geithner Had Off The Record Talk With Jon Stewart In April

November 4, 2010

Geithner and Stewart, host of Comedy Central’s “The Daily Show,” held an off-the-record meeting at Stewart’s office in New York on April 2, according to Geithner’s appointments calendar, updated through August on Treasury’s website.

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Art Levine: Will GOP Victory Gut OSHA and Kill More Workers On the Job?

October 29, 2010

Heading into the final weekend of getting out the vote before the mid-terms, advocates of workplace safety are raising alarms about the prospect of even more deaths and injuries on the job if the Republicans gain control of either the House or Senate. That’s because OSHA and other, still-underfunded workplace protections will become Republican and corporate targets. Ironically, though, amid all the misery spawned by the recession, there is one silver lining that has emerged, according to the Labor Department’s Bureau of Labor Statistics: a sharp drop in workplace injuries and deaths due to accidents. As the BLS dryly noted when it first reported this phenomenon in August, Economic factors played a major role in the fatal work injury decrease in

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David Isenberg: Sergio Leone on PMC

October 26, 2010

Earlier this month I mentioned past congressional testimony by Colonel T. X. Hammes (USMC – Ret.), Senior Research Fellow, Institute for National Strategic Studies (INSS) , National Defense University. He also gave a presentation on private security contractors at the Middle East Institute. Now the INSS has published a paper he wrote in which he explores the question “Does using contractors in a conflict zone make strategic sense?” I’ll simply say that if you are going anything to read anything on private military contractors read this. It will easily be the best 15 pages written on the subject this year. Be warned; because it is so cogent and incisive I am going to quote from it a lot. The paper is titled Private Contractors in Conflict Zones: The Good, the Bad, and the Strategic Impact . I’m guessing the colonel is a fan of Sergio Leone films. Note to Clint Eastwood: there is a PSC film waiting to be made that has your name in a starring role written all over it. Give Col. Hammes credit dealing with a topic that is relatively unexplored. Most writing on private military and security contractors deals with operational and normative issues but putting PMC in the context of national military strategy or grand strategy generally gets short thrift. Also give him credit for getting right to the point. His key points are: the United States has hired record numbers of contractors to serve in the conflict zones of Iraq and Afghanistan but has not seriously examined their strategic impact. there are clearly advantages to using contractors in conflict zones, but they have three inherent characteristics that have serious negative effects during counterinsurgency operations. We cannot effectively control the quality of the contractors or control their actions, but the population holds us responsible for everything the contractors do, or fail to do. contractors compete with the host government for a limited pool of qualified personnel and dramatically change local power structures. contractors reduce the political capital necessary to commit U.S. forces to war, impact the legitimacy of a counterinsurgency effort, and reduce its the perceived morality. These factors attack our nation’s critical vulnerability in an irregular war–the political will of the American people. Hammes notes, as PMC supporters often assert, that use of contractors does have its advantages, such as speed of deployment, continuity, reduction of troop requirements, reduction of military casualties, economic inputs to local economies, and, in some cases, executing tasks the military and civilian workforce simply cannot. Col. Hammes also has some interesting estimates on the level of combat firepower private contractors represented. While the vast majority of contractor personnel were involved in noncombatant logistics tasks, DOD estimated there were over 20,000 armed contractors in Iraq during 2007. Other organizations have much higher estimates. Even using the Pentagon’s lower estimate, contractors provided three times more armed troops than the British. It should also be noted that in Iraq and Afghanistan, many unarmed, logistic support personnel functioned in what the military would define as a combat role. Te drivers were subjected to both improvised explosive devices and direct fire attacks. This combination of drivers willing to run the gauntlet of ambushes and armed contractors replaced at least two full combat divisions. Given the very low support-to-operator ratio that contractors maintain, it is not unreasonable to estimate they actually replaced three divisions. And, in regard to contractor casualties, a vastly underreported and underappreciated subject, he notes: The contractors not only provided relief in terms of personnel tempo but also reduced military casualties. Contractors absorbed over 25 percent of the killed in action in Iraq, which reduced the political resources required to maintain support for the conflict. By the end of 2009, contractors reported almost 1,800 dead and 40,000 wounded in Iraq and Afghanistan. As the fighting in Afghanistan gets worse, contractors are now suffering more deaths than U.S. forces: “In the first two quarters of 2010 alone, contractor deaths represented more than half–53 percent–of all fatalities. This point bears emphasis: since January 2010, more contractors have died in Iraq and Afghanistan than U.S. military soldiers.” For practical purposes, these casualties were “of the books” in that they had no real impact on the political discussions about the war. What this means in terms of enabling continued war is obvious. Replacing these contractors, both armed and unarmed, would have required additional major mobilizations of Reserves or a dramatic increase in Army and Marine Corps end-strength. In effect, the mobilization of civilian contractors allowed the United States to engage in a protracted conflict in Iraq without convincing the U.S. public of the need for additional major mobilizations or major increases in the Active Armed Forces. An in regard to the never ending argument of contractor cost-effectiveness Hammes writes: Determining actual costs is extremely difficult due to the large number of variables involved–some of them currently impossible to document. For instance, with over 40,000 U.S. contractors wounded to date, we are unable to estimate potential long-term care costs to the U.S. Government. While contractors may claim their insurance covers those costs, the government, in fact, paid for that insurance through the contract, and if the coverage proves insufficient, the government may well end up paying for the continued care through various governmental medical programs. In short, long-term costs associated with employing contractors in a conflict environment are essentially unknowable. Now, believe it or no, all the above came from the section on contractor’s good points. Now let’s see some of his points regarding their bad side. To start, three inherent characteristics of contractors create problems for the government. First, the government does not control the quality of the personnel that the contractor hires. Second, unless it provides a government officer or noncommissioned officer for each construction project, convoy, personal security detail, or facilities-protection unit, the government does not control, or even know about, their daily interactions with the local population. Finally, the population holds the government responsible for everything that the contractors do or fail to do. Since insurgency is essentially a competition for legitimacy between the government and insurgents, this factor elevates the issue of quality and tactical control to the strategic level. On the issue of quality control Hammes tells this story: When suicide bombers began striking Iraqi armed forces recruiting stations, the contractor responsible for recruiting the Iraqi forces subcontracted for a security force. The contractor was promised former Gurkhas. What showed up in Iraq a couple of weeks later were untrained, underequipped Nepalese villagers. Not only did these contractors provide inadequate security, the United States armed them and authorized them to use deadly force in its name. This is more than a shake your head anecdote however, as it goes to the heart of one of the arguments contractors supporters frequently make, i.e., that most private contractors in war zones are former military and bring the same qualities of discipline and professionalism they presumably had while on active duty. Hammes’s response to that is: Since the government neither recruits nor trains individual armed contractors, it essentially has to trust the contractor to provide quality personnel. In this case, the subcontractor took shortcuts despite the obvious risk to the personnel manning the recruiting stations. Even if the government hires enough contracting officers, how can it determine the combat qualifications of individuals and teams of armed personnel? The U.S. military dedicates large facilities, major exercises, expensive simulations, and combat-experienced staffs to determine if U.S. units are properly trained. Contractors do not. We need to acknowledge that contracting officers have no truly effective control over the quality of the personnel the contractors hire. Te quality control problems are greatly exacerbated when the contractor uses subcontractors to provide services. These personnel are at least one layer removed from the contracting officer and thus subject to even less scrutiny. In Hammes’s view the use of PMC also represents a military vulnerability. In the uprising in Iraq during the spring of 2004, both Sunni and Shia factions conducted major operations against coalition forces. The insurgents effectively cut Allied supply lines from Kuwait. U.S. forces faced significant logistics risks as a result. Despite the crisis, U.S. officials could not morally order unarmed logistics contractors to fight the opposition. The contractors lacked the training, equipment, and legal status to do so. Had the supply line been run by military forces, it would have been both moral and possible to order them to fight through. Despite this demonstrated operational vulnerability, the fact that unarmed contractors are specifically not obligated to fight has not been discussed as a significant risk in employing contractors rather than military logistics organizations. Furthermore, while military logistics units can provide their own security in low threat environments, unarmed contractors cannot. Te government must either assign military forces or hire additional armed contractors to provide that security. The substitution of unarmed contractors for Soldiers and Marines creates yet another vulnerability: lack of an emergency reserve. In the past, support troops have been repeatedly employed in critical situations to provide reinforcements for overwhelmed combat troops. Contractors are simply unable to fulfill this emergency role. This limitation, as well as the unarmed contractor’s inability to fight, is even more significant in conventional conflicts than in irregular war. Here is the strategic question Hammes puts that we should all ponder. What is the impact of contractors on the initial decision to go to war as well as the will to sustain the conflict? Contractors provide the ability to initiate and sustain long-term conflicts without the political effort necessary to convince the American people a war is worth fighting. Thus, the United States can enter a war with less effort to build popular consensus. Most wars will not require full-scale national mobilization, but rather selective mobilization of both military and civilian assets. Both proponents and opponents admit that without contractors, the United States would have required much greater mobilization efforts to generate and support a force of 320,000 in Iraq (the combined troop and contractor count) or a force of over 210,000 in Afghanistan. The use of contractors allowed us to conduct both wars with much less domestic political debate. But is this good? Should we seek methods that make it easier to take the Nation to war? That appears to be a bad idea when entering a protracted conflict. Insurgents understand that political will is the critical vulnerability of the United States in irregular warfare. They have discussed this factor openly in their online strategic forums for almost a decade. Ensuring that the American public understands the difficulty of the impending conflict and is firmly behind the effort should be an essential element in committing forces to the 10 or more years that modern counterinsurgencies require for success. Thus, while the use of contractors lessens the extent of political mobilization needed, it may well hurt the effort in the long term.

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Video: Diller Says Daily Beast, Newsweek Talks Ended `Amicably’: Video

October 25, 2010

Oct. 25 (Bloomberg) — Barry Diller, chairman and chief executive officer at IAC/InterActiveCorp, talks about the end of merger talks between the Daily Beast website and Newsweek magazine, and his decision to resign as chairman of Live Nation Entertainment Inc. Diller, speaking with Carol Massar on Bloomberg Television’s “Street Smart” on Oct. 22, also discusses the outlook for the Ask.com search site. (Source: Bloomberg)

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Joseph Stiglitz On Bailouts: ‘Families Are As Important As Corporations’ (VIDEO)

October 22, 2010

During a wide-ranging interview with DailyFinance at AOL headquarters in New York City this week, Stiglitz, who served as chief economist of the World Bank from 1997-2000 and is currently University Professor at Columbia University, explained how the availability of cheap money (thanks in large measure to former Fed Chairman Alan Greenspan), combined with outright mortgage fraud and deceptive and predatory lending practices put millions of people into homes they couldn’t afford and caused real estate prices to skyrocket. That created a bubble that would inevitably pop. (See video below, or read the full interview transcript.)

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Nelson Davis: Keeping Fear Alive

October 22, 2010

I’ve long wondered when I’d find a kindred spirit who publicly recognized that a large swath of the American business and political landscape is based on leveraging fear. When I heard that the television satirist Stephen Colbert was planning a “Keep Fear Alive” march on Washington, I smiled a big one. On Mr. Colbert’s web site it says “America, the Greatest Country God ever gave Man, was built on three bedrock principles: Freedom. Liberty. And Fear — that someone might take our Freedom and Liberty. But now, there are dark, optimistic forces trying to take away our Fear — forces with salt and pepper hair and way more Emmys than they need. They want to replace our Fear with reason.” The Stephen Colbert “fear” event is sort of a companion event to one being staged by his friend Jon Stewart who also has a show on Comedy Central. Stewart’s rally is supposedly to help restore sanity in Washington and around the country. Though both of these gatherings are being played for humor, there must be truth in their foundations because it seems they have touched one of American’s bare nerves. Oprah Winfrey had Stewart on her program this week and offered to pay for his studio audience to get to Washington for the rally. Last evening I was in the audience for an Arianna Huffington event in Los Angeles where she offered to help with the “Sanity” rally. Entrepreneurial thinking meets opportunity and media! That is a potent combination. As an example of how pervasive the word fear has become in our daily lives, on the front page of a recent edition of the (10/11) Los Angeles times, two story headings caught my attention. One said “Cost Fears Cited in Fire Delay” and the other screamed “Fear and mistrust rule in high-stakes Iraqi politics.” If public fears could be measured on the Richter scale, I’d say we are rumbling at 6.9 and headed higher. Think about it. We are fearful of looking people in the eye on the street and afraid to touch the door handle at a public toilet. Fear is sold to us on a daily basis like headache remedies. Where would the newspaper, insurance and alarm company businesses, not to mention the local TV news business be without packaging and selling a daily dose of needless fear? Do we have to live lives swathed in fear? I don’t believe so. One of the reasons I love spending time with entrepreneurs and business owners is that they live in a world of possibilities and dreams. Whatever role fear plays in that universe, it is very small. For someone running an enterprise, fear is something to be managed, stripped of its fangs and quickly discarded. Sometimes I think the men and women who are hustling to build an enterprise are the only ones who’ve reaped the wisdom of the many wise men and mystics who have shared a simple common philosophy. They all in varying ways wrote that “You become what you think about.” I accept that as true which means that I have to work hard at marginalizing thoughts based in fear and doubt. In my own life as a business owner I’ve learned that fear can bring about a state of paralysis leading directly to failure. Inspirational speaker Dennis Waitley wrote “Procrastination is the fear of success. People procrastinate because they are afraid of the success they know will result if they move ahead now. Because success can be heavy, carries a responsibility with it, it is much easier to procrastinate and live on the ‘someday’ philosophy.” It is simply fabulous that we can control our thinking, our attitude and what we welcome into our mind, kicking fear to the curb. Yesterday I had lunch with a business owner in Los Angeles who is reorienting his business to represent a particular solar energy product. He said that during this time of diminished income, hard work and stress he has simply stopped allowing fear and negativity into his world. Neither of those emotions can help convert his dreams into reality. He has banished the local TV news and spending time with complainers. Another friend who owns a post-production audio business in California recently told me that he’d had trouble sleeping for a couple of weeks due to business challenges. When I asked what he feared, the reply was that he’d moved past the fear of surviving by focusing only on how to land one of the largest accounts in the recent history of his business. Thinking strongly about what he really wanted, supported by smart work resulted in getting a big piece of business and coincidentally ensuring that seven people still had their jobs! If you are looking for real change (Thank you Mr. President) in your life you have to let go of the fear. As a populace I think we are behaving so badly toward each other these days because we are feeling insecure, rudderless and fearful much of the time. In Frank Herbert’s Science Fiction epic, Dune he had the character Bene Gesserit talk about fear. “I must not fear. Fear is the mind-killer. Fear is the little-death that brings total obliteration. I will face my fear. I will permit it to pass over me and through me. And when it has gone past I will turn the inner eye to see its path. Where the fear has gone there will be nothing. Only I will remain.” “The only thing we have to fear is fear itself” is probably the most repeated line from the 1933 inaugural speech of President Franklin D. Roosevelt. It was delivered in the heart of what we call the great depression when he replaced Herbert Hoover who’d been given credit for the decimated economic landscape. Who were the first people to heed the president’s advice regarding fear? Entrepreneurs and business people from Main Street to Wall Street lead what would become our country’s greatest period of prosperity in the 20th century. So I hope that the co-joined “Rally to Restore Sanity” and the “March to Keep Fear Alive” result in banishing fear from a sane nation!

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Video: Tina Brown Says U.S. Is in Danger of Being `Left Behind’: Video

October 21, 2010

Oct. 21 (Bloomberg) — Tina Brown, editor-in-chief and co-founder of the Daily Beast Website, discusses the goals of the Daily Beast’s Innovators Summit “Reboot America” and the outlook for the media industry. Brown, former editor-in-chief of Vanity Fair, speaks with Carol Massar on Bloomberg Television’s “Street Smart.” (Source: Bloomberg)

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Donna Flagg: Why Dressing for Business Should Not Resemble a Visit to a Sex Club

October 19, 2010

This story gets worse by the minute. One more word from Ines Sainz and I think my head might explode. Just last week, she was once again in the press and making no sense. Actually, she was defending her appearance and her right to dress like a bimbo by saying, “I like to look good, but that in no way makes me any less dedicated to the sports journalism world … I’m proud of being a woman and I’m not shy about hiding it. However, this in no way makes me any less of a professional.” Uh, yes, Ines. Yes, it absolutely does. That’s the whole point. The fact that she dresses like she works in a night club (when she doesn’t) and thinks it’s not only okay, but appropriate, is exactly what makes her “less of a professional.” No one in the business world says we need to hide that we are women, at least not that I know of. But, let’s face it. Boobs all up in everyone’s face and pants painted on in no way help the general public register the extent to which one belongs to the female gender, or not. The other thing that utterly escapes me is her proclamation that she will no longer enter the locker rooms due to this whole scandalous mess with the big bad Jets. Ahem. Isn’t that her job? Isn’t that the job of every sportscaster who interviews athletes? What makes her think that dressing like a floozy excuses her from the basic core function of her role? I mean, could this get anymore screwed up? Who decides for themselves, within an organization the size of the NFL, that they will be the exception to the rules by which everyone else plays? We call that a bonafide qualification (BFOQ) of the job and if you can’t do it, then you can’t do the job. Over and out. It’s like your average, everyday person saying to his or her boss, “I’m not doing my weekly reports anymore. Tough nuggies.” Is she joking? Granted, she is a smokin’ hot sportscaster … and by the looks of the way she walks around, she knows it and she needs the rest of the world to know it too. Still, it was the Jets who got dinged for making her feel uncomfortable? Gimme a break. An article in The Daily News shortly after the “incident” quoted Sainz as saying that the reason she was no longer going to go into the locker rooms was because she didn’t want to “be the focus.” Bulls**t. Has anyone actually seen what this woman wears to work? It’s laughable. I mean that, in a Jessica Rabbit caricature sort of way. Then we had the Jets whose coach offered a personal and genuine apology and I’m left asking, “What is wrong with this picture?” It is not she who owes the Jets an apology for walking into their locker room, of all places, so scantily clad? Here we have everyone tiptoeing around poor Ms. Sainz’s sensibilities and defending her right as a woman to sexualize herself and dress any way she damn well pleases, in the name of what? Feminism? Please. That’s the same argument they make in the sex and prostitution industries, which I suppose goes precisely to the heart of the matter. Dressing for sex in a sex club is totally appropriate. Not so in spectator sports, however. I’m sorry, in business life, being judged on what you wear and how you present yourself is a reality to which everyone is subjected, Ms. Sainz and her revealing, suggestive, man-teasing outfits not withstanding. Presumably, we all go to work to get paid for the job we’ve been hired to do, women and men alike. Imagine if a man came to work in a Speedo all greased up and muscular. People would wonder. And not only that, he would be told to put some clothes on. A wise woman once told me that it was best to be attractive, but not attracting, when dressing professionally for work. What a simple and profound concept it was. Perhaps a tidbit Ms. Sainz might like to take to heart. There is a subtle, but significant difference. Sexing it up versus being pleasant to look at tell two very different stories about a woman. Women do, and will continue, to get a bad rap when they appear as though they are trying to attract, and therefore manipulate, men by exploiting their “assets.” Whether they actually are or not is irrelevant. It’s the impression they make and an inescapable one at that. Sorry girls, slutty just does not fly if you want to be taken seriously. Image: iStockphoto

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Robert Wolcott Named Global Chief Financial Officer at kgb

October 18, 2010

Wolcott Moves Into Lead Financial Role as kgb Continues Expansion Into Daily Coupon Space

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Trading Off of the Daily Chart

October 18, 2010

Trading Off of the Daily Chart

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Chilean Miner Rescue: Pennsylvania Drilling Firm Finds Itself In The Middle Of Chilean Miner Rescue

October 13, 2010

PITTSBURGH — Proud employees of a small drilling company too remote to have cable television found themselves Wednesday at the center of the world’s biggest news story – but they still had to get the day’s work done. As rescuers brought 33 Chilean miners one by one in a metal capsule through a 2,000-foot hole bored by drill bits made by Center Rock Inc. of Berlin, Pa., workers in the small southwestern Pennsylvania community occasionally paused their daily routines to follow computer news feeds. Lunch was brought in to help them celebrate. But machines still needed to be oiled, floors still needed to be swept – and somebody still had to answer the phones, which were ringing off the hook. “We still have customers who still need products today, so we’re working and we’re celebrating,” inside sales manager Becky Dorcon told The Associated Press. Center Rock has a brief, but storied, history. Founded in 1998, the company’s profile rose appreciably in July 2002, when it pitched in during a similar rescue to free nine miners trapped underground for more than three days in the flooded Quecreek Mine a few miles away. Tom Foy, 61, who still lives in Berlin, was one of the Quecreek miners but has worked for Center Rock for nearly five years. “The kids won’t let me go back,” said Foy, a married father referring to his four children, ages 34 to 38. “I gave the mining up. I wasn’t about to put them through that again.” Although Quecreek helped put Center Rock on the map, it was the company’s LP Drill – or low-profile drill – developed five years ago that has seen the company grow from 16 to 75 employees and put the company at the center of the Chilean rescue, Dorcon said. Schramm Inc. of West Chester, Pa., makes the T-130 drill used to make the hole; Center Rock makes the 28-inch wide canisters that function as the bit. Each canister contains four air hammers and four drill bits that move in tandem to dig through rock. Center Rock owner Brandon Fisher, just back Tuesday night from Chile, fielded dozens of interview requests – and hoped to sneak away for some sleep. In an exclusive interview with the Daily American of Somerset, Fisher said he and wife, sales director Julie Fisher, were back in Berlin in time to watch on television as the first miner was pulled from the hole where he and his colleagues had been trapped since Aug. 5. Fisher, 38, and Richard Soppe, 58, his director of construction and mining tools, spent 37 days with scant sleep drilling the rescue shaft. Julie Fisher joined them about two weeks ago, and relatives and friends gathered to welcome them home Tuesday. “When I saw the first guy looking healthy, that’s what it’s all about,” Fisher told the newspaper. “But the mission is not over until the last guy is out.” Fisher was especially drawn to miner Mario Sepulveda Espina, with whom Fisher interacted by video during the drilling process. Espina, the second miner pulled from the shaft, made made a bizarre request while still underground: wigs. Officials granted Espina’s request, Fisher told the Daily American, and the miner wore one in front of a video monitor, joking about what shampoo did to his hair – perhaps a reference to a commercial in which a wig-clad Troy Polamalu blames his big hair on shampoo. Once rescued, Espina ran along high-fiving those above ground. “He was a practical joker; he used humor to keep the morale up,” Fisher told the newspaper. Dorcan said the company took “tremendous pride” in the rescue. “Everybody here has been giving 110 percent since the day Brandon got in contact with the people of Chile and it was thought he was going and our tools were going to be used,” she said. Foy said Center Rock volunteered to help in Chile after officials there confirmed the miners were still alive Aug. 22, but said soon afterward that they expected it would take until Christmas to dig a rescue shaft. “They said, ‘Well, heck, they ain’t getting out till Christmastime, and I know and Brandon knows and we all knew we could get down to them faster than that,” Foy said. “We proved that Center Rock is a little company, but they do big things.”

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New Era As Philly Newspaper Now Owned By Lenders

October 8, 2010

PHILADELPHIA — The Philadelphia Inquirer and Daily News are starting a new era under the control of their former creditors. The lenders include the hedge fund Angelo, Gordon & Co., which also has stakes in several other U.S. newspapers. The creditors posted $105 million in cash Friday to buy the company, ending a bitter 20-month bankruptcy fight with former owners. They are effectively paying themselves some of the $318 million they lent local investors in 2006. The purchase is valued at about $139 million, including the headquarters building. Inquirer Editor William Marimow will return to investigative reporting. Other management changes are expected. Incoming Publisher Greg Osberg, a former Newsweek executive, has pledged to reinvigorate the company’s Philly.com website.

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Stewart Takes On Big Banks For Accidental Foreclosures (VIDEO)

October 8, 2010

After being bailed out and sticking the American tax payers with bad mortgage loans, lenders like JP Morgan Chase and Bank Of America are now admitting that they might have foreclosed on some homes by accident because of not reading fine print correctly. Last night on “The Daily Show,” Jon Stewart lambasted the big banks for ignoring the fine print that they themselves came up with. “Wait, what? The banks weren’t reading the fine print? You’re the people who came up with the f**king fine print in the first place!” Stewart said in shock. Stewart pointed out that regular people typically never read fine print, using the length of a standard iTunes contract as an example, but that the banks weren’t even reading the “regular print” when they decided to change the locks on homes that were not in foreclosure, which happened in Orange County, CA recently. Since the American tax payers are now part owners of these crappy mortgages, Stewart said we should request a halt to the foreclosures until all the paperwork is straightened out, but analysts suggest this would collapse the economy. So, it is up to Congress and President Obama to solve the problem and protect people from accidental foreclosures, but as Stewart learns, only one of them will actually do something about it. WATCH :

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Jeff Bennett: With Recession Comes a Return to Sharing

September 28, 2010

We live in a new era molded by constant change and transitions. Gone are the days of easy credit, a relatively full employment roster and endless budget surpluses. The financial collapse of 2008 had a profound impact on Wall Street, but the weight was heaviest on Main Street and along the citizen byways across the globe. Businesses, governments and consumers are coping by reining in discretionary spending across all categories and those same groups are looking at age old ways to make the most of what they have without buying new, or even buying at all. Thus, the notion of collaborative consumption resurfaced and is fast making its way to households and businesses across America. Arianna Huffington’s recent piece about the ” purpose in times of transition ” offered an interesting perspective on how we, as citizens and owners of our own space, view our daily options. This “transition phase” has allowed us to take a deeper look into what motivates us and drives us as consumers, and make conscience decisions that reflect our morals, and not our bank accounts. In her piece, Huffington writes: Millions of Americans are being forced to go outside the range of their experience by the staggering decline of the middle class. And discussions of what it means to have a good life, of what’s really valuable in life, are no longer confined to the classroom. I couldn’t agree more, and that’s also why I’ve become so invested in the collaborative consumption movement by bringing back the basic lessons of our childhood: share, and share well. The age old functions of swapping and sharing are vogue again. This idea of swapping and sharing is gaining in momentum and creating a new model of consumption where collaboration reigns supreme. Yes, the declining economy is enabling these new consumption models but there is more to the story. The Internet has been transformed from a network of links to a network of people. The web is a social space and offers a valuable platform to already formed offline social networks consisting of family, friends, schools, co-workers and more. In any community, the reputation of a citizen is paramount and this is becoming truer for online social networks, as well. However, while online commerce services wide markets, it has not fully replaced offline commerce. So, how do consumers make viable decisions in times of transitions with so many influencers? Enter: the online-to-offline commerce (o2o) — where consumers demand is aggregated online and then fulfilled offline. To quote Ms. Huffington, again: No matter what stage of transition we are at — and even if change has been painfully foisted on us — it’s important to see ourselves as more than a bundle of needs. We can all have a voice in redefining what the “good life” will mean going forward — and a hand in creating it. But how do you define the good life? How do we come together to create it? Rachel Botsman recently published a new book on this topic called, What’s Mine is Yours . In this manifesto about collaborative consumption, Botsman alludes to the power of the crowds in redefining consumption patterns across the globe. Botsman offers examples of many companies that have been formed to serve this evolving opportunity, ranging from the enormous powerhouses like eBay and Craigslist, to the emerging peer-to-peer networks at Swap.com, RelayRides, RentCycle, Zopa and car sharing from ZipCar. I’ve grown as an executive alongside the Internet. I had a front row seat to the establishment of the Search category during my time with Lycos. Now, I’m positioned as a change agent with the establishment of the Swap category as the CEO of Swap.com. I can say, definitively and without hesitation, that there is massive demand in the market to seek alternative consumption. A key element is for a consumer to establish their reputation in these emerging communities to help maximize their opportunity. We have amassed nearly 1 million members on Swap.com who help facilitate the swapping of books, music, movies and games. There is significant demand for us to expand our presence in these categories and into new categories — this demand inside our community will not only help members swap and save money, but also define their “good life” as it pertains to a healthier way of spending. Healthy spending equals happy consumers, and happy consumers are, after all, what makes the market go ’round…

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Waylon Lewis: Whole Foods Dumps Silk Soy (VIDEO)

September 25, 2010

Whole Foods will no longer carry Dean Foods’ Silk Soy milk–instead goes with organic brands. Last year, Silk Soy–while continuing to offer a somewhat higher-priced organic option– pushed the majority of its soy milk to “natural” (the beans still weren’t genetically modified [GMO], which is great). It was a blow to the green movement–and one that changed Silk, overnight, from the world’s largest organic brand into, well, not. Recently, I interviewed my friends at the Dean Foods-owned White Wave/Silk Soy about their decision to go “natural.” To their credit, they were open about the up- and downsides. See the second half of the below video of elephant editor Waylon Lewis’ adventure at the recent Natural Products Expo West in LA, here: Whole Foods dumps Silk Soy. Silk, started by one of Boulder, Colorado’s natural products titans, Steve Demos , and now owned and controlled by mega-corp Dean Foods, was just dealt what must come as a pretty big blow–they’ve been cleaved from their strongest customer base–the conscious consumers who built Silk, back when it was owned by Mr. Demos, into a major player and first real alternative to milk. For more, click here or here or here or here . Or here . Excerpt via Planet Green : The Cornucopia Institute claimed victory against the largest soymilk producer in the country this week, after a landmark deal with Whole Foods: “Saying that its relationship with Dean Foods had ‘chilled,’ Whole Foods indicated it was bringing in a new branded organic soymilk partner, Earth Balance…’Dean Foods has been roundly criticized for taking the organic out of Silk, and now the marketplace and consumers are passing their judgment,’ said Mark Kastel, Cornucopia’s senior farm policy analyst. ‘They took what once was a pioneering 100% organic brand, before they acquired the company in 2003, and cheapened the product at the expense of American farmers and consumers. Now they are paying a price for their naked profiteering,’ Kastel added.” In addition, Whole Foods wants Earth Balance’s soymilk products to be made strictly from soybeans grown in the U.S. That stipulation likely comes as a direct response to Silk’s initial shift–even before it gave up on organic–away from domestic soybeans when it started sourcing (organic, at first) from China. …for the rest, click here. Excerpt via elephriend Alica Wallace of Boulder Daily Camera: Move comes in wake of WhiteWave shifting Silk away from certified organic soybeans Fourteen years ago, a burgeoning Boulder company — WhiteWave Inc. — was responsible for launching Silk soymilk, a brand that is now the category leader. So when Whole Foods Market wanted to boost its organic soymilk options a year after Dean Foods’ WhiteWave Foods shifted most of its Silk products away from certified organic soybeans, the Austin, Texas, grocer turned to a burgeoning Boulder County firm — one stocked with former White Wave employees. Whole Foods this week announced an agreement with Longmont-based Earth Balance under which the natural foods division of New Jersey-based spreads company Smart Balance Inc. would launch its line of organic soymilks at Whole Foods stores nationwide… for the rest, click here. I’ll leave you with a remarkable, though tangential factoid: “The NY Times reports that Silk spent $29.1 million on advertising in major media last year.” Whew!

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John Shore: 9 Reasons Angry Bosses Should Hold Their Tongues

September 24, 2010

Being a manager can be one of the most frustrating things in the world. You need your staff to work hard, work smart, and do relatively simple tasks — and so often they simply don’t. Instead, they take much longer to do things than you expect, they make huge and costly mistakes that are easy to avoid, they communicate poorly, and they prioritize ineffectually. They just don’t do what you want them to. And of course that can be terribly frustrating. There isn’t a manager alive who doesn’t sometimes want to scream at a poorly performing employee something like, “Look, you dolt! This task it is so simple you must be purposely messing this up, because even as big of a screw-up as you can’t possibly be this incompetent!” Feeling that kind of frustration at his or her staff is as much a part of the manager’s job as brushing their teeth is a part of their daily routine. Having reason to feel angry a lot of the time is an inescapable component of the management package. Good managers, managers who care that the job they need doing gets done right, can often find themselves so frustrated that they blow-up at their staff. Oftentimes, they blow-up in front of others. But blowing-up at all, much less in front of others, is absolutely the most counter-productive management technique ever. When you regularly, and especially publicly, show anger to your staff, here are nine extremely counter-productive things you’re also doing: 1. You’re training your staff not to think. Managers are often frustrated at their staff for not thinking things through. But by getting angry at them, you are actually training your staff to not think — because thinking requires confidence, and independence of thought. But when a mistake can result in a public dressing down, your staff will lack that confidence, and won’t risk independent action. They’ll stick to the safer, non-thinking way. 2. You’re making your staff less productive. When someone shows anger at you, the natural human response is to show anger back at them. Because you are their boss, however, an employee toward whom you have shown anger cannot respond in kind. They can’t have it out, and get over it. But their natural angry response doesn’t go away. They usually won’t say anything directly to you, but they will remain angry. And that anger will cause them to be unproductive. They will fume; they will stew; they will think about quitting; they will be angry at the company — and, until their anger dissipates, they will be significantly less productive. 3. You’re diminishing your own authority. When you are routinely angry at your staff, your staff will bond together for mutual comfort and solace. They will roll their eyes behind your back; they will give someone to whom you’ve been harsh a comforting hug. They will tell each other that they are right, and you are wrong. They will get into the habit of discounting what you say. They will do this because they are nice, and feel sympathy for the co-worker of theirs whom you, by showing them anger, have treated unfairly. They will do it because they are upset. After a while, now matter what you say or how you say it, your staff will be in the habit of thinking that you are wrong. Your authority, your ability to lead, will dissipate away. 4. You’re causing your staff to lose respect for you. Losing your temper makes you look out of control. And no matter what other great qualities you may possess, no one respects anyone who can’t control themselves. 5. You’re giving your staff the message that it is okay to break company rules. Your staff knows that your behavior is not what is called for in the employee handbook. They see that you do not respect the rules, that you get away with breaking the rules, that, because you are in a supervisory position, you have even been rewarded for breaking the rules. When you blow up at them, the clear message that you send your staff is that in the company for which you all work, it is perfectly okay to break the rules, as long as you have the power to get away with it. 6. You’re guaranteeing you won’t be effective in your own responsibilities. If by blowing up at your staff you’ve made them dislike you, they’ll watch you walk right toward an open manhole cover, and never utter a word of warning. Your staff might respect you; they might even like you; they might know that you are good for the company — but you are making their daily life miserable. Most people won’t purposefully and actively do you wrong, but it is a rare person who will risk the anger you’ve proven yourself all too ready to display by putting their own day-to-day misery aside, and warning you that you are about to make a big mistake. Mostly they won’t care if you make a mistake. If anything, they’ll hope you do, so that maybe someone will yell blow-up at you the way you do to them. 7. You’re undermining your staff’s ability to work as a team. Because no one wants to be the one getting yelled at, your staff will compete with each other to be the one to whom you show the most favor. They will find that the best way to avoid your anger is to have it directed at someone else. This will cause them to start actively working against one another. 8. You’re encouraging your staff to make the same mistakes over and over again. Everyone wants to be right, to not make mistakes. It is hard for people to change, because the first step in changing is to admit that whatever you were doing needs changing, that you’ve been in error. Admitting that you’re wrong is hard enough under the best of circumstances. But when someone is angry at you, or you know is prone to being angry at you and others, then your tendency is to hunker down, dig in your heals, and grow ever more stubborn. It’s a way for people who can’t take flight to fight. 9. You’re destroying morale. Every time you get angry at them, you make your staff hate their jobs. Also, remember that it’s not just about “blowing-up.” Because people need their jobs to live — to actually obtain food, clothing, and shelter — everything you do as their boss becomes emotionally magnified. Every eyebrow you raise at an employee will feel to them like a shout; a sharpness in your tone will register as a major reprimand, a short flash of anger like a rage. It is an inescapable part of your role as a manager or supervisor that any display of anger will become an emotionally significant event to a member of your staff, for the simple fact that you hold their livelihood in the palm of your hand. And that power you have over them means that they cannot respond to your anger in kind. They can’t fight back, because they know doing so could get them fired. So what happens? They take it. And taking it makes them feel humiliated. And humiliated is one of the worst ways any person can feel. If you routinely humiliate your staff by, to any degree, “blowing-up” at them, then their success, your success, and the company’s success is certain to suffer accordingly. **** John also blogs at JohnShore.com. Come hang out with John on his Facebook fan page.

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Fourmile Fire: Private Firefighters Protected Houses At The Behest Of Insurance Companies

September 21, 2010

BOULDER, Colo. — Some homes threatened by a wildfire in the Colorado foothills west of Boulder were protected by a private team of firefighters hired by an insurance company to look out for its clients’ property. The crew hired by Chubb Corp. was operating under an agreement the company has with Boulder County, the Boulder Daily Camera reported Tuesday. The agreement limits them to fire-prevention work, such as spraying fire-suppressing gels on homes, setting up sprinkler systems and clearing trees and brush away from structures. They aren’t allowed to fight fires if the homes ignite, and they’re required to get permission from firefighting commanders. Three homes insured by Chubb were destroyed and at least 10 others in the fire zone were spared, the newspaper reported. It wasn’t immediately clear how many homes Chubb insured in the fire zone, what impact the private crew had, or how much the extra protection costs. The fire, which started Sept. 6, destroyed 169 homes and caused an estimated $217 million in damage, making it the most expensive in state history in terms of property loss. It blackened about 6,200 acres, or nearly 10 square miles. This is believed to be the first time a private crew responded to a Colorado fire. Chubb, based in Warren, N.J., has offered its Wildfire Defense Services in Colorado and 13 other Western states. The company says the primary goal of the service is to help clients create a “defensible space” around their homes to reduce fire danger. If a wildfire comes within three miles of a covered home or prompts an evacuation from the area, Chubb dispatches trained firefighters in certified wildland engines to protect clients’ homes. Mike Chard, director of the Boulder Office of Emergency Management, said he received no complaints about Chubb’s firefighters during the blaze. He said he considered them valuable resources in the fight. Janice Wheeler, an Allstate Corp. client whose home was destroyed by the fire, said Chubb’s wildfire protection plan sounded good, but she had reservations. “When you don’t have that policy and someone else does, it sets up a have and have-nots kind of feeling,” she said. ___ Information from: Daily Camera, http://www.dailycamera.com/

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Workers In The Recession May Have Jobs, But They’re Not Happy

September 10, 2010

Sure, the recession has been hard on the unemployed. But what about workers who still have jobs? Turns out, they are depressed, too. They are exhausted, underpaid and treated badly by their bosses, but have been afraid to speak up. And now they are looking to move on to new jobs. See full article from DailyFinance: http://srph.it/aSBkNL

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