Kamis, 25 Oktober 2007

When Will Housing Hit Bottom? by Rex Nutting

The housing market is just getting worse. Home resales tumbled 8% in September to the lowest levels in this decade, prompting the obvious question: When will it all end?

The honest answer is no one knows. Optimists have been saying for more than a year that the worst is behind us, while the pessimists have been saying recovery is still a year, or years, away.

So far, the pessimists have been right about the weakness in the housing market, but their forecast that the collapse in housing would lead to a general economic malaise has, at least so far, failed to pan out. The economy has slowed, but has not fallen into recession, as consumers and investors adjust to a world in which home prices don't automatically rise 5% or 10% a year.

The only thing that's clear now is that the housing market has gotten worse since the spring. The market was in a free fall in September. Sales of existing home fell 8%, while inventories of unsold homes rose to a 10.5-month supply. It could take 320 days for a home to sell.

Sales of existing single-family homes are down 20% in the past year, the fastest decline in 16 years.

Median prices have dropped 4% in the past year, in part because fewer expensive homes are being sold, but also because the typical home is worth less than it was a year ago.

Homes are only worth what someone is willing to pay for them, and right now, most homes on the market have no buyer in sight. Prices may have to fall much more to bring supply and demand back into balance, economists say.

Builders have almost no confidence. The home builders' index fell to a record low in October (the index dates back to 1985). New construction on single-family homes has plunged 31% in the past year, but still the inventory of new homes on the market, after adjusting for cancellations, is at the highest level since the early 1990s.

As if the fundamental sickness in the housing market weren't enough, a secondary infection has developed. The credit crisis in the mortgage market that erupted in the summer has left huge numbers of potential buyers without any access to mortgages.

The subprime sector has essentially died, with the newly reinvigorated Federal Housing Administration able to replace only a tiny segment of what was once a huge market of home buyers.

The top end of the market was also frozen out, as jumbo loans (those with mortgages above the conforming level of $417,000) became more expensive or completely unavailable.

The jumbo freeze-out devastated sales in pricey areas such as the San Francisco Bay area, where jumbo loans had accounted for about 52% of purchases in August, but just 39% in September.

There's some evidence that the jumbo market is slowly returning, but it's not functioning normally yet.

So where does the market stand now?

"We are seeing the first buds of spring" in the recovery of the jumbo market, said Stephen Stanley, chief economist for RBS Greenwich Capital. "It's a slow, glacial recovery."

Stanley believes home sales will be "really bad" for two or three more months, before the credit markets begin to function more normally. "It won't return to where we were six or 12 months ago."

At that point, the secondary infection would be gone, but the underlying illness would still be there. The market will really begin to recover only after sellers capitulate on prices.

And then home sales might level out, Stanley said, acknowledging that he's one of the more optimistic analysts.

Historically, housing corrections take a long time. After the market softened in the late 1980s, sales fell for five years, then took three more years to return to the peak level. Prices took just as long to recover.

Some analysts say the fundamentals will worsen in coming months. The main problem is that so many adjustable-rate mortgages will reset to a higher interest rate. The typical family with an ARM will see mortgage payments rise by $10,000 a year, according to Andrew Jakabovics of the Center for American Progress, a progressive Washington think tank.

Millions of these home owners will be unable to refinance their current loan and will either have to scrounge to make the payments, or lose their home through a fire sale or foreclosure. That would throw even more supply onto a saturated market.

"The mortgage crisis is neither wholly contained nor likely to abate in the near future," said Jakabovics. "Default and foreclosure loom ever more menacingly as borrowers are unable to find a reasonable payment option and unable to sell their homes."

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Selasa, 23 Oktober 2007

Comcast Admits Delaying Some Traffic

NEW YORK (AP) -- Comcast Corp. on Tuesday acknowledged "delaying" some subscriber Internet traffic, but said any roadblocks it puts up are temporary and intended to improve surfing for other users.

The statement was a response to an Associated Press report last week that detailed how the nation's largest cable company was interfering with file sharing by some of its Internet subscribers. The AP also found that Comcast's computers masqueraded as those of its users to interrupt file-sharing connections.

Internet watchdog groups denounced Comcast's actions, calling it an example of the kind of abuse that could be curbed with so-called "Net Neutrality" legislation. It would require Internet providers to treat all traffic equally -- as has largely been the case historically.

Comcast has repeatedly denied blocking any Internet application, including "peer-to-peer" file-sharing programs like BitTorrent, which the AP used in its nationwide tests.

On Tuesday, Mitch Bowling, senior vice president of Comcast Online Services, added a nuance to that statement, saying that while Comcast may block initial connection attempts between two computers, it eventually lets the traffic through if the computers keep trying.

"During periods of heavy peer-to-peer congestion, which can degrade the experience for all customers, we use several network management technologies that, when necessary, enable us to delay -- not block -- some peer-to-peer traffic. However, the peer-to-peer transaction will eventually be completed as requested," Bowling said.

The explanation is not inconsistent with the AP's tests. In one case, a BitTorrent file transfer was squelched, apparently by messages generated by Comcast, only to start 10 minutes later. Other tests were called off after around 5 minutes, while the transfers were still stifled.

Comcast's statement did not mollify Markham Erickson, executive director of the Washington, D.C.-based Open Internet Coalition, a group that counts Google Inc. and eBay Inc. among its supporters.

"What applications work, what don't, and at what speeds? Only Comcast really knows," he said. "Comcast is making arbitrary bandwidth allocation decisions slowing use of basic (programs) without being clear to consumers what they really get when they buy a broadband connection."

The Electronic Frontier Foundation confirmed the AP's findings with its own tests -- including spotting forged messages sent by Comcast's computers to shut down connections.

While BitTorrent connections may eventually resume after being shut down by Comcast, other file-sharing programs like Gnutella may be more severely affected by the interference, preventing any kind of upload, said Peter Eckersley, staff technologist at the online civil liberties group.

"Characterizing that as delaying traffic I think is ... a stretch. What they are doing is spoofing traffic or jamming traffic," Eckersley said.

"I think they are trying to create as much confusion about this story as they can because they've done something really scurrilous and out of line for an ISP, and I'm sure they've been burned by the community's reaction to it," he added.

Applications like BitTorrent and Gnutella are often used to illegally share copyrighted files, giving the applications themselves an image of shadiness. Recently, however, several companies have started using BitTorrent to distribute legal files.

However, users also reported Comcast blocking some transfers of e-mails with large attachments through an application that is fully in the legal sphere: Lotus Notes, an IBM Corp. program used in corporate settings.

Kevin Kanarski, a network engineer for a major law firm, noticed the disruption in August and eventually traced the problem to Comcast. But he got the cold shoulder from the company's customer support department.

On Tuesday, Bowling acknowledged the problem, saying it was unintentional and due to a software bug that has been fixed. Kanarski said transfers started working again last week.

"These are the kinds of software bugs you get when you have ISPs messing around with hacking techniques to get some applications running on their networks and not others," said EFF's Eckersley, who is himself a Comcast subscriber.

"The bottom line is that if ISPs start regularly engaging in conduct like this, then kids in their dorm rooms or small startup companies that are trying to develop innovative new uses of the Internet are going to have to come and get permission from players like Comcast to get their protocols working properly," Eckersley said. "That kind of veto over innovation would be very bad news."

http://www.comcast.com

http://www.eff.org

Sabtu, 20 Oktober 2007

Pension Plan Wants Countrywide CEO Out

Pension Plan Asks Board of Mortgage Lender Countrywide to Replace Chairman and CEO Mozilo LOS ANGELES (AP) -- A pension plan that owns shares of Countrywide Financial Corp. has asked the mortgage lender's board to oust Chairman and CEO Angelo Mozilo amid criticism of the company's management and a sharp decline this year in its stock price.The Washington D.C.-based American Federation of State, County and Municipal Employees, which counts 1.4 million members, asked the board to replace Mozilo with two independent directors to the board in a six-page letter sent late Thursday.

In its letter, the union-affiliated pension plan called on the Calabasas-based company to also replace its executive compensation committee with people who have not played a role in the committee's actions.

"Adding new independent directors is a way for stockholders to change an atmosphere that allows a dominant dual-role chairman and CEO to operate without appropriate checks and balances," Gerald W. McEntee, president of the union and chairman of its pension plan, wrote in the letter.

A call to Countrywide on Saturday was not immediately returned.

The pension plan's letter is the latest critical volley lobbed at the company and Mozilo in recent weeks by shareholders, many of whom are unhappy over the decline in Countrywide's stock price.

The company has been the target of shareholder lawsuits claiming it has misrepresented its financial condition. Mozilo is also being scrutinized by federal securities regulators as they examine his own sales of the company's stock.

Last week, North Carolina's state treasurer asked the Securities and Exchange Commission to investigate Mozilo's stock sales, raising questions about changes made to Mozilo's plan in the months before the company's stock plunged. The plan changes allowed Mozilo to significantly increase his sales of Countrywide shares.

The plans, which stipulate the number of shares to be sold by an executive, are meant to protect against accusations of insider trading.

Countrywide shares have lost more than 50 percent since January as the mortgage lender, the nation's largest by volume, has struggled through a severe housing slump and financial woes caused by the spike in home loan defaults and foreclosures.

The company disclosed Tuesday that it expects to book a pretax charge of $125 million to $150 million stemming from its plan to slash thousands of jobs amid rising mortgage defaults and foreclosures. Countrywide announced in early September that it would cut as many as 12,000 jobs, or about 20 percent of its work force.

Shares of Countrywide fell $1.28, or nearly 8 percent, to $15.23 on Friday.

Minggu, 14 Oktober 2007

The Coca-Cola Company Steps up Innovation with New Research Center for Chinese Medicine

BEIJING--(BUSINESS WIRE)--The Coca-Cola Company today announced the official opening of The Coca-Cola Research Center for Chinese Medicine at the China Academy of Chinese Medical Sciences in Beijing. This research center is a part of the Companys long-term collaboration agreement with the China Academy of Chinese Medical Sciences. Todays announcement precedes the Pacific Health Forum Personal Health Workshop, Responding to the Modern Lifestyle focusing on traditional Chinese medicines preventive and personalized approach to healthy living. The workshop, which will bring together the worlds leading experts in Traditional Chinese Medicine, including the Chinese minister and vice minister for Health, is being is co-sponsored by The Beverage Institute for Health & Wellness of The Coca-Cola Company (BIHW). http://pacifichealthsummit.org/downloads/Personal%20Health_English.pdf
We see this center as an important step in strengthening our innovation pipeline for beverages that contribute to well-being, said Dr. Rhona Applebaum, vice president, chief scientific and regulatory officer of The Coca-Cola Company. This collaboration will ultimately help us bring the insights and benefits of Traditional Chinese Medicine to consumers all over the world. As the worlds largest beverage company, we can add global reach and world-class marketing skills to help promote Chinese wisdom in preventive holistic health through new and innovative beverages.

The Coca-Cola Company is the first international company to open a research center at the China Academy of Chinese Medical Sciences. This center will leverage the research expertise of the Company and the Academys team of researchers and state-of-the-art scientific technologies. It will focus on beverages using Chinese herbal ingredients and formulas.

Chinese medicine is a science that has evolved through thousands of years of practice, said Dr. Hongxin Cao, president of China Academy of Chinese Medical Sciences. The broad range of factors considered in Chinese medical sciences provide for a more holistic view on health. Prevention is one of the key guiding philosophies behind Chinese medical sciences. As a result, Chinese medicine has theories and practices to help people live healthier lives. By joining forces with The Coca-Cola Company, we will be much more effective in bringing Chinese medicine to the world through packaged beverages.

The China Academy of Chinese Medical Sciences is Chinas national center for research, health care and education in Traditional Chinese Medicine. It is administered under the Ministry of Public Health through the State Administration of Traditional Chinese Medicine of the People's Republic of China. The Academy employs 3,100 professionals, including 800 doctors and professors working in 11 research institutions, five hospitals and clinics, and several educational and publishing branches. It is the most respected and trusted group engaged in research, education and practice in Traditional Chinese Medicine.

As part of the establishment of the research center, Dr. Huaying Zhang, director for Asia, BIHW, will establish an office at the Academy, working side-by-side with researchers on collaborative projects. Dr. Maurice Arnaud, executive director, BIHW, will join the Advisory Board of The Experimental Research Center of the China Academy of Chinese Medical Sciences.

The Beverage Institute For Health & Wellness of The Coca-Cola Company

Established in 2004, The Beverage Institute For Health & Wellness of The Coca-Cola Company (BIHW) is a research group within the Science and Regulatory Affairs, Food Safety, Health & Nutrition division of The Coca-Cola Company based in Atlanta, GA, USA.

BIHWs mission is to lead the development of emerging nutrition and health science related to beverages and to support research and education programs focused on health and nutrition that will ultimately help people across the world lead longer, healthier lives.

The Coca-Cola Company

The Coca-Cola Company is the worlds largest nonalcoholic beverage company. Along with the Coca-Cola® trademark, recognized as the worlds most valuable brand, the Company markets four of the worlds top five nonalcoholic sparkling beverage brands, including Coca-Cola®, Diet Coke®, Fanta® and Sprite® beverages, and a wide range of other nonalcoholic beverages, including diet and light beverages, waters, juices and juice drinks, teas, coffees, and energy and sports drinks. Through the worlds largest beverage distribution system, consumers in more than 200 countries enjoy the Companys beverages at a rate exceeding 1.4 billion servings each day. For more information about The Coca-Cola Company, please visit our web site at www.thecoca-colacompany.com.


Contact:
The Coca-Cola Company
May Zhai, +86-1370-123-3502
or
Wanda Y. Rodwell, +1-404-676-2683

Source: The Coca-Cola Company

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Senin, 24 September 2007

Now Takes At Least $1.3B To Be In Top 400; Gates, Buffet Still Head The List

What's different about this year's Forbes magazine's list of the 400 richest Americans, reports CBS News correspondent Dan Raviv (audio), is that, for the first time, $1 billion isn't enough. You need $1.3 billion.

"For the first time in history, we're leaving billionaires behind," magazine associated editor Matthew Miller said. "There are 82 American billionaires who do not make the Forbes 400 this year."

Collectively, the people who made the rankings released Thursday are worth $1.54 trillion, compared with $1.25 trillion last year.

The very top of the list was unchanged: Microsoft Corp. founder Bill Gates led the list for the 14th straight year, this time with a net worth estimated at $59 billion. He was followed by Warren Buffett of Berkshire Hathaway Inc. in second place with an estimated $52 billion and casino mogul Sheldon Adelson, No. 3 with an estimated worth of $28 billion.

Larry Ellison of Oracle Corp. maintained his ranking at No. 4, with an estimated net worth of $26 billion.

But the list showed some notable changes.

"Howard Schultz of Starbucks ... fell off the list this year," Miller told CBS News. "He's actually richer than he was last year, but couldn't keep up."

Joining the top 10 of the country's richest for the first time were Google Inc. founders Sergey Brin and Larry Page, who tied for fifth place. The 34-year-old moguls' wealth has quadrupled since 2004 to an estimated $18.5 billion this year, while their company's stock value has surged 500 percent.

And, lower down, almost half of the 45 newcomers made their millions in hedge funds and private equity investments. The youngest member of this year's list was 33-year-old hedge fund manager John Arnold, who joined the ranks at No. 317 and a net worth of $1.5 billion.

"Wall Street really led the charge this year," said Miller, the list's editor. "God only knows if they'll be on it next year. It really just depends on what the market does."

Surging oil prices also helped some members of the list. Oil baron brothers Charles and David Koch also broke into the top 10, sharing the No. 9 spot with estimated wealth of $17 billion. Their ascension bumped the Walton family, heirs to the Wal-Mart Stores Inc. fortune, from the top 10 for the first time since 1989.

The discount retailer, struggling with a slowing economy and higher gasoline prices as well as merchandising mishaps, has seen its sales lag behind rivals like Target Corp.

Climbing 19 rungs to No. 7 was casino tycoon Kirk Kerkorian, who doubled his net worth to an estimated $18 billion. The 90-year-old investor is a majority shareholder in MGM Mirage - operator of the MGM Grand, Bellagio and other casinos - which saw record profits at several of its Las Vegas hotel-casinos.

Rounding out the top 10 was Michael Dell of computer maker Dell Inc., who was No. 8 with an estimated $17.2 billion.

The magazine confirmed the worth of an individual's holdings in public companies by using the Aug. 31 closing stock price, and estimated the value of private companies by evaluating comparable public firms in the industry. The list also takes into account philanthropic donations.

Here are the top 25. Where more than one name is listed under a number, there is a tie:
    1. William Gates III, 51, $59 billion, Medina, Wash., Microsoft
    2. Warren Buffett, 77, $52 billion, Omaha, Neb., Berkshire Hathaway
    3. Sheldon Adelson, 74, $28 billion, Las Vegas, casinos, hotels
    4. Lawrence Ellison, 63, $26 billion, Redwood City, Calif., Oracle
    5. Sergey Brin, 34, $18.5 billion, Palo Alto, Calif., Google
    5. Larry Page, 34, $18.5 billion, San Francisco, Google
    7. Kirk Kerkorian, 90, $18 billion, Los Angeles, investments, casinos
    8. Michael Dell, 42, $17.2 billion, Austin, Texas, Dell
    9. Charles Koch, 71, $17 billion, Wichita, Kan., oil, commodities
    9. David Koch, 67, $17 billion, New York, oil, commodities
    11. Paul Allen, 54, $16.8 billion, Mercer Island, Wash., Microsoft, investments
    12. Christy Walton and family, 52, $16.3 billion, Jackson, Wyo., Wal-Mart inheritance
    12. Jim Walton, 59, $16.3 billion, Bentonville, Ark., Wal-Mart
    12. S. Robson Walton, 63, $16.3 billion, Bentonville, Ark., Wal-Mart
    15. Alice Walton, 58, $16.1 billion, Fort Worth, Texas, Wal-Mart
    16. Steven Ballmer, 51, $15.2 billion, Hunts Point, Wash., Microsoft
    17. Abigail Johnson, 45, $15 billion, Boston, Fidelity
    18. Carl Icahn, 71, $14.5 billion, New York, leveraged buyouts
    19. Forrest Mars Jr., 76, $14 billion, McLean, Va., candy, pet food
    19. Jacqueline Mars, 67, $14 billion, Bedminster, N.J., candy, pet food
    19. John Mars, 71, $14 billion, Arlington, Va., candy, pet food
    19. Jack Taylor and family, 85, $14 billion, St. Louis, Enterprise Rent-A-Car
    23. Donald Bren, 75, $13 billion, Newport Beach, Calif., real estate
    24. Anne Cox Chambers, 87, $12.6 billion, Atlanta, Cox Enterprises
    25. Michael Bloomberg, 65, $11.5 billion, New York, Bloomberg

Jumat, 21 September 2007

Sharp Move On Pioneer?by Shu-Ching Jean Chen

HONG KONG -

Joining the recent wave of restructuring in Japan’s electronics sector by coming to the rescue of a struggling domestic rival, the electronics giant Sharp is buying into Pioneer in a cross-shareholding equity tie-up.

The $41.1 billion yen ($357 million) investment in new shares, announced after the close of the market on Thursday, would make Sharp, riding high from four straight years of record profits, the largest shareholder in Pioneer with a more than 14% stake. In return, Pioneer would take a smaller 0.9% stake in Sharp, buying 10 million Sharp shares for 19.75 billion yen ($171 million).

Investors were not impressed. Sharp stock was down 2.14% at midday Friday to 1,917 yen ($16.7). Pioneer also dropped 3.35% to 1354 yen ($11.8) after making some initial gains early in the morning.

Sharp portrayed the deal as an attempt to fend off intense global competition and a way to allow it to sell more liquid crystal display (LCD), the flashy environmentally friendly flat screens in use in latest television models, through Pioneer, while Pioneer gets much-needed cash to help it revamp its business, as well as a chance to enter the LCD television market by selling TVs with Sharp LCD panels.

The Nikkei daily reported that Pioneer first approached Matsushita Electric Industrial, seeking a deal on plasma TV panel production, and was turned down before it turned to Sharp for a rescue.

The deal was seen by some critics as a throwback to the Japanese corporate cross-shareholding structure common after WWII, which serves to frustrate takeovers. A similar arrangement was recently struck between Kenwood Corp and Victor Co. of Japan. (See: “ Market Frowns On JVC-Kenwood Deal”)

Pioneer made a big bet on plasma display panels that turned out to be wrong, with lower-priced LCD TVs taking an increasing share of the market. It also makes car and home audio products. It has lost money for the last three years.

Rabu, 19 September 2007

Dell Goes Small In Storage

BURLINGAME, CALIF. -

After nearly a year of lying low as his eponymous company wrestled with its books, Michael Dell is hoping to burnish the computer maker's profile.

Dell appeared in San Francisco on Monday to announce the Round Rock, Texas-based company's latest product, the MD3000i storage system. Starting at $7,000, it’s aimed at winning more business from the small and mid-size businesses snapping up Dell's personal computer-based servers.

Dell (nasdaq: DELL - news - people ) competes ferociously with IBM (nyse: IBM - news - people ) and HP to sell servers based on Intel (nasdaq: INTC - news - people ) and AMD's so-called x86 chips to businesses, and Dell's announcement is aimed at soaking up as much additional business from these customers as possible.

And while Michael Dell lacks the charisma of Apple (nasdaq: AAPL - news - people ) chief Steve Jobs, the rising profile of the Dell founder in recent weeks shows that the company is moving steadily to put the ugliness of the past few years behind it. In February, he replaced struggling Chief Executive Kevin Rollins. Sales were lackluster. In May, the company said it would cut 10% of its workforce, or roughly 8,800 employees. Finally, after a year of internal investigations, the company said in August that some managers had fudged quarterly results between 2003 and 2006 to meet sales targets. The amounts — between $50 million and $150 million —are small when contrasted with Dell's billions of dollars in earnings during that time. But it was a sign that pressures within the company had become so intense that managers felt compelled to cut corners.

Michael Dell has said he wants the company to refocus its priorities on long-term objectives. He is setting the tone by sticking to calm, upbeat rhetoric. When asked by a reporter about demand for technology at financial institutions in the wake of the subprime meltdown, Dell said, “business is looking pretty good.” When asked if he was ready to steer a company of Dell’s size, after his stint as chairman, Dell said, "I feel confident I can lead this company now in and in the future.” In response to another question, about where in his competitor’s product lines he expects the MD3000i to do the most damage, Dell replied blandly that “the target is really our customer.”

Dell's most recent numbers have been strong: Driven by server sales and helped by cheaper component prices, Dell expects to post a 46% increase in earnings for its second quarter when compared to the previous quarter. (Those numbers will remain preliminary until early November, when Dell is expected to restate its results for fiscal 2003 through early 2007.) The company remains the subject of a probe by the U.S. Securities and Exchange Commission over its accounting.

In a question-and-answer session with reporters Tuesday, Dell laid out two themes that he hopes will reinvigorate sales: slashing the costs of information technology for businesses and widening its product portfolio. The MD3000i is part of that effort — Dell managers claim it promises customers more capabilities at lower costs. At the same time, since the new storage systems use the so-called small computer system interface (SCSI) networking standard, it won't compete with the fiber-channel products built by EMC (nyse: EMC - news - people ) that Dell has been selling to its customers.

Dell is also tweaking its consumer efforts. It has added a splash of eight colors to its lineup of laptops. It is selling PCs at Wal-Mart (nyse: WMT - news - people ) and Sam's Club in north and south America, at Carphone Warehouse in the U.K., and at Bic Camera in Japan. "In the quarters ahead you'll see several additional key retailers," Dell predicted. He also boasted Tuesday that demand for Dell's new notebooks has exceeded the company's supply.

"We have a couple of products coming out over the coming months that will increase that brand lust," said Dell Chief Marketing Officer Mark Jarvis. "Watch this space."

Good Business Intelligence: The Processes And Benefits

Business intelligence does not mean donning a pair of dark glasses and standing in the corner of a rival business’s office to steal their trade secrets. It is far more than that, after all what use is the secrets if you don’t adapt your own business to make it more appealing than theirs? As cutthroat as it seems, it can be almost guaranteed they will be doing the same to you. Business development is essential but you must be flexible especially when you are faced with competition. A simple but effective way to analyse just how much of a threat a rival is a process called SWOT, which looks at the Strengths and Weaknesses of your rival and displays the Opportunities and Threats these facts present.

If you know, everyone will.

Don’t trust channels that start off ‘a friend of a friend’s brother told me’ because even if the information is legitimate, it will be old. After all, it would have to pass through all those people before it reached you and your rival would probably have changed their plans by then anyway. Secondary sources are never reliable for up to date information. If you want to stay ahead of the game you must spend a proportion of your profits on finding the information out first. For example, if you work in retail, employ a plain clothed individual to simply walk around your rival’s shop, speaking to the staff to see how they handle their customers as well as to check their prices. This form of gathering business intelligence is simple and the easiest to implement into your own business development.

Protect what you know

A good defence is important as a good offence. After all your rival will be after your information as much you are after theirs. Simple things like putting a password on your computer to pop up whenever it switches to screensaver can stop people prying into your files while you’re away from your desk. A number one way to protect yourself is to never give anyone a copy of your business plan or even to see it until you are certain they will keep it confidential. The last thing you want is for your business plan to turn up in your rival’s office.

Work as a Team

Everyone under your employment must work as a team for efficient business development. Ten or even twenty people with ears and eyes open can protect your business from your rivals but also pick up business intelligence that would slip by an individual. Encourage this among your employees and you never know just what they may report back with. Regular meetings should be held where these can be accumulated and discussed in reflection to business development.

Collect contacts

Business intelligence isn’t just about the competition. It’s about your own business development just as much if not more so. The best way to gather information to help and bolster your company is to visit business conventions and conferences. While the Internet is a great resource for information, nothing can compare to sitting down and meeting professionals and possibly even starting new contracts. This will also help you get a much wider scope of the business market as a whole as well receiving business intelligence that would never make the Internet. However if you can’t make a large number of these conferences there are sites and forums on the net with excellent contact and information exchange opportunities.

Article Source: http://freearticle.name/

How to compile a Data Base Quickly for your Small Business

You could have the best small business marketing strategy on the block, but it won’t do much good unless you can market to potential customers. Unfortunately, if you’re just starting out in business, your list of contacts – potential customers that you’ll try to sell to – is probably mercilessly short. (Unless you’re coming from another job in the industry – then your list may be fairly robust.)

But whatever the current state of your contact list, chances are that you’ll want to build it as part of your overall small business marketing strategy. The question is: How?

The most obvious answer is to purchase a targeted list from a company that builds lists for a living. The downside to that small business marketing option is that it can be expensive – prohibitively expensive for many small businesses just starting out.

Fortunately, there are a few alternative sources for contact information that you can use to build your own small business marketing list – a small business marketing list that may even generate better responses than a small business marketing list you would buy.

If you’re marketing to other businesses, consider using your local Chamber of Commerce member list (or any locality’s Chamber list, for that matter). Not only do most Chambers list the names, addresses, and phone numbers of their members, but they also list the business’s industry category – so you can prepare a targeted small business marketing list of your own!

If you’re marketing to consumers, consider using the phone book. You won’t be able to compile a targeted small business marketing list this way (you won’t know, for example, which households bought plasma TVs in the last year) but you’ll get a list of prospective customers and all it will cost is your time. Now that many phone directories are online, you can make your work much easier by copying information from the directories into your small business marketing contact database.

Another great way to compile a list of potential customers is to set up a website that asks visitors to register their names and e-mail addresses. You’ll probably find that visitors won’t be inclined to sign up with you, though, unless you offer an incentive – like a free gift (or even an e-book or article) or discount on your product or service. Setting up a website like that has another small business marketing benefit as well: through your “free gift” you can hook the prospective customer on your product or service (by sending a sample-sized version of the product, for example, or an article positioning yourself as an expert on the service you provide).

Of course, the easiest and best way to build your small business marketing contact list is to keep track of past and current customers as well as those who’ve inquired about your product or service. Taking the time to write down your customers’ contact information when you make a sale or have a meeting will pay off in the end in the form of a highly targeted, rich small business marketing list of exactly the kind of people you want to market to.

Article Source: http://freearticle.name/

Senin, 17 September 2007

EU court dismisses Microsoft appeal

UXEMBOURG (AP) -- A European Union court on Monday dismissed Microsoft Corp.'s appeal against an EU antitrust order that ordered it to share communications code with rivals and sell a copy of Windows without Media Player.

It also upheld a €497 million ($613 million) fine - the largest ever levied by EU regulators.

The EU Court of First Instance ruled against Microsoft (Charts, Fortune 500) on both parts of the case, saying the European Commission was correct in concluding that Microsoft was guilty of monopoly abuse in trying to use its power over desktop computers to muscle into server software.

It also said regulators had clearly demonstrated that selling media software with Windows had damaged rivals.

"The court observes that it is beyond dispute that in consequence of the tying consumers are unable to acquire the Windows operating system without simultaneously acquiring Windows Media Player," it said.

"In that regard, the court considers that neither the fact that Microsoft does not charge a separate price for Windows Media Player nor the fact that consumers are not obliged to use that Media Player is irrelevant."

But it did overturn regulators' decision to appoint a monitoring trustee to watch how Microsoft had complied with the ruling, saying the Commission had exceeded its powers by ordering Microsoft to pay for all the costs of the trustee.

Microsoft can appeal the decision to the EU's highest court, the European Court of Justice, within two months.

The Commission immediately said it welcomed the ruling, without giving details.

The European Committee for Interoperable Systems called the ruling a good result.

"It's a very good day, for it signals that there will be fair competition for the sector," said Maurits Dolmans, a lawyer for the group.

In its 248-page ruling, the court upheld both the Commission's argument and its order for Microsoft to hand over information on server protocols to rivals. Microsoft had claimed these were protected by patents and the Commission was forcing it to give away valuable intellectual property at little or no cost.

The court confirmed "that the necessary degree of interoperability required by the Commission is well founded and that there is no inconsistency between that degree of interoperability and the remedy imposed by the Commission. Top of page

Farming goes vertical By Hillary Woolley, Business 2.0 Magazine

The term "urban farming" may conjure up a community garden where locals grow a few heads of lettuce. But some academics envision something quite different for the increasingly hungry world of the 21st century: a vertical farm that will do for agriculture what the skyscraper did for office space.

Build a 21-story circular greenhouse, says Dickson Despommier, an environmental science professor at Columbia University, and it can be as productive as 588 acres of land - growing, say, 12 million heads of lettuce a year.

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Greenhouse giant: By stacking floors full of produce, a vertical farm could rake in $18 million a year.

With the world's population expected to increase by 3 billion by 2050 - nearly all of it in cities - and with 80 percent of available farmland already in use, Despommier sees a burgeoning need for such buildings. So he talked to fellow academics at the University of California at Davis about using rooftop solar panels to power 24-hour grow lights and found NASA-like technology that would capture evaporating water for irrigation.

"We need to devote as much attention to vertical farming as we did to going to the moon," Despommier says. "It will free the world from having to worry where our next meal will come from."

It should also turn a handsome profit. Despommier's calculations peg the construction cost of a 21-story vertical farm at about $84 million, operating costs at $5 million a year, and revenue at $18 million a year, based on the price of produce at upscale Manhattan delis.

Getting product to market is one of the most expensive parts of traditional agriculture, but with a vertical farm, your retailers are just down the block. Despommier has been talking to VCs in both the United States and Europe.

The Sustainable Agriculture Initiative, a group of 20 food companies including Coca-Cola (Charts, Fortune 500), Kraft (Charts), McDonald's (Charts, Fortune 500), and Nestlé, has expressed

ABN Amro boards won't side with bidders

By Toby Sterling, AP Business Writer
AMSTERDAM, Netherlands --ABN Amro's boards will not recommend either of the two rival takeover bids the Dutch bank has received, they told shareholders Sunday.

The Barclays PLC bid fits better with ABN's own corporate strategy, while the one from a consortium led by Royal Bank of Scotland PLC is worth more, but is risky, the company's managing board and supervisory board said in a statement Sunday.

Either takeover, if successful, would be the largest in the history of the financial industry. ABN Amro Holding NV shareholders meet Thursday to discuss the Barclays bid, which expires Oct. 4, and the RBS offer, which ends a day later.

In the statement, the boards said they "acknowledge that the consortium offer ... is clearly superior for the ABN Amro shareholders from a financial point of view."

At Friday's closing prices, the mostly cash bid by RBS was worth 70.2 billion euros ($97.4 billion), or 37.91 euros per ABN share -- 19 percent more than Barclays' mostly share bid.

However, ABN shares closed at 35 euros ($48.55), signaling investors still have doubts as to whether the RBS deal will prevail.

Chief Executive Rijkman Groenink said the boards "could not be expected, as representatives of the company, to recommend the breakup of the bank."

Among the consortium, Fortis NV of Belgium wants ABN's Dutch operations, Banco Santander Central Hispano SA wants its Brazilian and Italian arms, and RBS wants the rest, including ABN's investment banking arm.

Barclays' proposed merger would largely leave ABN intact -- except for its U.S. arm, LaSalle Bank, which Groenink agreed to sell to Bank of America Corp. for $21 billion in what was widely seen as a poison pill measure to frustrate the RBS-led group.

However, Groenink told Dutch state broadcaster NOS Sunday that "the chance is greatest that it is the consortium that reaches the finish line."

While Barclays' bid has passed all regulatory hurdles, the RBS bid awaits approval from EU competition authorities and a statement of "no objection" from Dutch financial authorities.

In addition, amid recent turmoil on credit markets, there is some question as to whether the consortium members could run into trouble arranging financing for their deal -- even though all members have strong credit profiles and underwriting agreements are in place with prestigious financial management companies like Merrill Lynch & Co.

ABN said the amount of money the consortium still needs to raise "is high in absolute and relative terms, and market circumstances are volatile at this point in time."

It hinted at the risk the consortium could lower or walk away from its offer, citing the "material adverse change" clause in its offer documents, which ABN described as "broadly worded."

ABN vowed to work with Dutch and European regulators to resolve any conditions imposed on a deal with RBS, if it is the one shareholders approve.

"Nevertheless, the ABN Amro boards continue to see additional business and operational risks" in the RBS deal, they said.

Groenink said several times before he was sidelined from involvement in the talks that he preferred the Barclays deal. It was not clear whether lower-ranked employees would view the consortium as a hostile buyer, which could poison the process of combining operations.

Dutch media have reported that ABN's rivals in the Netherlands have been poaching customers since March, when the company first announced it was in merger talks with Barclays, but the company's earnings so far haven't shown any impact.

Dutch labor unions are unhappy with the prospect of either takeover, but are in general more favorable toward Barclays, reasoning that the overlap between Fortis and ABN Amro's operations will lead to layoffs if the consortium wins. However, the consortium has said it plans no forced layoffs.

Barclays has said it expects to cut or outsource more than 20,000 jobs in case it wins, mostly in Britain.