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How Phillips is changing itself to focus on new areas such as elderly health care. The acquisition of Lifeline which is a call service for elderly patients that helps them for independent living. products are being redesigned for consumer health care. One such product is a HeartStart Home Defibrillator which costs $1200 without prescription at drug stores. Ivo Lurvink heads the consumer healthcare division formed in 2004 with the goal of tapping opportunities outside of hospitals. As Phillips new CEO sees it hospitals care is expensive and more and more people are becoming savvy and smart about taking care of themselves with products available and more products need to be designed with them in mind. In targeting needs of elderly Phillips has identified independent living as an important market and has developed a "senior solutions sweet spot" as the kind of customers in this group it would like to target. to get an idea what Phillips is trying to dream up in redesigned or new products, Ivo Lurvink is looking at the broken bones that 350,000 Americans who fall and break bones have to struggle with. Could Philipps come up with a product that detects motion and balance? Philips CEO Gerard Kleisterlee sees the trend as being health care is being increasingly pushed out of hospitals which are expensive and into homes and clinics, and patients are behaving more like consumers and asking smart questions of what will be best for them. Philips has closed most of its electronics factories, its components division, and sold its seminconductor business to private equity firms for $7.4 billion. Its a big shift for a technology company but lower priced Asian imports have convinced Philips that it must make a shift, especially after losses in 2001 of over 2 billion euros and in 2002 of 3 billion euros. The professional medical products division was a bright spot in a recovery with earnings growth of 40%. It sells large equipment to hospitals. Gerard Kleisterlee who took over as CEO of Phillips in 2001 is making a change that is also being made at GE and Siemens as health care becomes increasingly important. Kleisterlee is himself an engineer an after the post tech bubble asked himself "what is the hand of cards that I have and how do I playthem?" Changing its orientation and moving into new products with better margins and less competition in high growth markets such as elderly care is the result of this reassessment. ...

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Efforts to train China's rural village doctors.How a company Haoyisheng which means Good Doctor has setup 6000 clasrooms across rural China to educate rural doctors who have little medical training. The Chinese Ministry of Health has brought in 120,000 doctors to educate and is paying the company 1200 yuan out of the 3400 yuan fee for 3 years of classes. It is video and internet based and students progress on questions is monitored via intenet and the program is run from Beijing. Tests show students are making significant progress especially since the Chinese system of rural doctors is fallig apart with the intoroduction of privatized medicine and rural doctor training has suffered badly.The company was founded by Mark Engel and Gao Zhan.. Gao studied at the University of Munich for his PHD in Biochemistry and grew up in Shanghai. They own several health related businesses in China.

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Serious issues raised about Ford management, strategy, new product, and a potential credit default. Is management upto the task? Ford employees say CEO Bill Ford also less visible around the automaker. They say that he is no longer at the employee cafeteria where he used to go frequently. What does one make of this and the soft marketing stuff coming out of Ford, when deep and big changes are needed. Goldman Sach's auto analyst Robert Barry say Ford's transformation is especially difficult because Ford has underinvested in cars for years and it is trying to make up lost ground. Couple of things are hitting Ford in particular- 1. Are sales in a free fall? Ford Explorer- down 30% from last year, even the Mustang down 8.5% 2. Cars sell at a steep discount -consider Focus $3060 less than average compact according to JD Power, Freestar minivan $3000 less than the Honda Odyssey, Ford Fusion $3100 less than average vehicle in that segment. The Fusion $20,150, Accord 22,200, Impala 22,100 3. While GM is weaning itself off of fleet rentals to build image, Ford is too weak to do this, fleet sales in April 30-40% of total !!! 4. Ford Credit earnings drop with the rest of the business. 5. On the probabilities of Ford credit default or bankruptcy- a chart made by J.P. Morgan in April 2006 shows the credit markets see a default more likely at Ford than at GM in two, three or five years than at GM. The probability of default in three years is 34% at GM compared to 43% at Ford. ...

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A lot of the same subprime lenders who had questionable ethical practices and in many cases defrauded homeowners are back in business as FHA guaranteed lenders. The FHA gets to pick up the tab for faulty lending by these brokers and companies. Inside Mortgage Finance, a research newsletter, estimates that over the next 5 years fresh FHA loans that go sour will cost thaxpayers $100 billion more. Risk Mitigation Group, a consultancy, says over the next 12-18 months there is going to be a FHA Insurance Armageddon. Founded in the New Deal years the FHA is supposed to promote first time home purchases by allowing small down payments, as little as 3%, and lenient standards on borrower income , as long as mortgage and related expenses do not exceed 31% of household earnings. Buyers pay a modest fee for the taxpayer backed insurance. Lenders and brokers can get a license to participate in FHA programs by showing industry experience and knowledge of agency rules. BUt experts say the FHA does not have the staff to deal with its expanded responsibilities under the new Bush programs like HOPE for homeowners, and does not have the IT systems to show if the brokers had violations and convictions in the past in their records. Overburdened, lacking the computer systems to track brokers records, and understaffed, the FHA has licensed some of the same brokers who caused the subprime disaster as they applied under different names and as different companies. After the subprime market evaporated in 2007 FHA loans are all thats available for many borrowers. In fact by fall 2008 FHA loans accounted for 26% of all new mortgages issued nationwide, up from only 4% a year earlier. The Bush administration and FHA extended $300 billion in loan guarantees to HOPE. And these brokers who defraud investors with deceptive practices are known to put down even disabled people as employed, and show incomes that are not verified. Once these loans are sold as securities these brokers engaged in deceptive practives have collected their fees and being FHA guaranteed they hold their value as securities, except that the losses as they default are the taxpayers responsibility. This is the $100 billion in losses that Inside Mortgage Finance is warning about. Along the way it leaves a trail of trouble for homeowners, state agencies trying to stem these practices, and taxpayers. ...

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The Hulme Company mail order catalog business in Minnesota may not be representative of small business, considering the errors and the scale of the debt taken on. But even if a small fraction of this debt taking tendency is representative of small business, it means that small business will not generate jobs as it did in the past. Small business will actually layoff people. And small business will not be able to provide the bounce the economy will need in years to come. The following is an an anaysis of this venture. The owners of this small business Bidwell and Ms. Guarino bought a luxury goods maker that was losing money for $600,000. Their business was to sell $500 garment bags and $1200 duffel bags. The experience of Bidwell was with Target, Tonka Toys and a cigarette distributor. Ms Guarino had a $130,000 job with a magazine publisher, running regional magazines like Minnesota Parent, which she quit. She had some experience as a handbag designer in California before that. They had never seen hard times, no, they had only seen good times. And were willing to spend heavily on the business like the $600,000 for a business, Hulme Company, that lost $150,000 on sales of $450,000 making duck hunting gear, the business they bought in 2003. All this for a tiny factory employing 3 seamstresses, and with no brand name for luxury goods like leather duffels. Their lender's experience- Kassim who founded Maple Bank in Champlin, Minnesota, considered it pretty typical of small business in those days to do everything on debt and loaned $550,000 over 5 years. So the lender was in for the ride. Another bank Stephens bank loaned on SBA approved loans which were later cut off. Guarino had no experience in this business, and simply relied on Bidwell's experience. The borrowing went on and on from friends, taking in debt with total lack of understanding of what debt means, from their daughter, the entire $50,000 savings of Bidwell's wife, and finally with banks refusing to lend after having friends put up their CD's and collateral on loans. Debt to equity ratio gets to 5 to 1. Second mortgages on the house getting Bidwell and extra $130,000. Even in the best year 2006 sales at $1.4 million, and earnings before taxes and other items at $325,000, not enough to pay the interest and other payments on loans that later totaled $2 million by year end 2007. $500,000 from friends and family including $20,000 from his daughter or two thirds of their savings. 600,000 catalogs went out in 2007. With the Hulme Company behind on payments in 2008, the catalogs mailed in 2008 dropped to 175,000. It is a very capital intensive business from the standpoint of catalog cost. $1 million in inventory at year end 2007, or two thirds of sales of $1.5 million in 2007, was a sign of how expansion preceded even getting the financing in place, and going out into the dark thinking sales wil materialize. So even in the best year 2006 the business was not viable, and would have collapsed even without the financial and credit conditions of 2008, ruining the owners in the process. By 2008 it led to the usual things in this kind of business failure, Bidwell's divorce, loss of his home as he falls behind on mortgage payments, Guarino's loss of job and friends whom she borrowed from, and both deeply in debt. Evaluation of the failure is as follows. Seamstresses and the small factory space could be obtained for a fraction of the cost in an emerging market country, even in an eastern European country, and no cost needed to be incurred for the purchase of Hulme Company or for sending out catalogs. Only travel expenses to meet high end retailers who might carry this merchandise, and go to the country where the plant was setup. Sales would come first, and expansion to meet sales very carefully done so that the plant could be downscaled if sales dropped. Even then scores of small luxury goods makers in China or other emerging market countries could put the owners out of business. The lesson if you can't watch costs, if you don't understand what debt means, then you don't pass the most basic of tests. You cannot run business on savings, home equity or credit card loans, or business loans with personal guarantees. Costs tend to just run up to the money one has artificially created. It will ruin you. If you don't have experience with the business and the product area, or can't put together a group of people with the experience to guide you on the pitfalls and what to watch for, you don't pass the next basic test. Only then does one get to the other tests about whether there is a market, the price and value of the offering and so on. This is before the current economic crisis. Now all these tests become more important than ever, or it will kill you and quickly. One has to be paranoid and very careful after 2008. Stephens Bank loaned money on SBA loans ...