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Procter and Gamble's new CEO, Robert McDonald, set a new goal of over half a million customers a day for five years, hoping to add people in remote villages of China, India and other developing countries for its shampoos, toothpaste, diapers and other products. In many places people are not even familiar with the products like diapers, and need education about the benefits and use. McDonald sees the potential as just "absolutely amazing, amazing." And under the prior CEO, Lafley, progress was made in Mexico, and developing countries are now 32% of the $78 billion in sales, up from 23% four years ago in 2005. Sales are doubling every 4 years in these countries. In Mexico the marketing at low price points throughout Mexico has moved sales per capita to $20, which compares to $1 for India and $3 for China. The idea is to move China, India and places like Nigeria up to the Mexican level. McDonald sees sales growth of $40 billion with this move. Distribution is a challenge, and new ways to use these products and their design for low price markets and local customer habits is needed to make this a success. Families that don't use diapers are encouraged to start using them only once a day at night to promote restful sleep, and young girls are introduced to feminine hygiene pads. Shampoo is in tiny packets for 1-2 uses and may cost no more than an egg. Even though this puts P&G in head on competition with better established Colgate and Unilever, P&G executives see the efforts of all 3 companies actually helping to educate the people in using these products and broadening the market for all. ...

LyrArc Article Gist
Letters to the editor on gold backed dollar as suggested by James Grant, bad maagement by the Fed, and the value of the dollar.

LyrArc Article Gist
With use of the software technologies and cloud computing Athenahealth hopes to revolutionize the medical records of physician practices. Here Joseph Rago of the WSJ talks to Jonathan Bush, CEO of Athenahealth. Bush says the way things are done now in healthcare there is no choice and choosers, and ther is not thing like a market in health care and people in Washington DC don't understand remotely why a market might be remotely useful. The deep problem in American health care he says is that no one knows the actual value of the services doctors give, not even the doctors, and the complexity of the method of payments keeps everything hidden, as doctor's clerical staff bills your treatment to insurance companies picked by your employer, and pays the doctor through money taken from premiums or foregone wages. Athena designed a program to digitize records and automate billing and is moving into clincal record keeping. It now has 15,000 physicians in 43 states using its program as avirtual office and growth at 30%....

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Gives abrief history of AOL and the demise of its original model as an email pioneer. Its now shifting to being acontent provider run by Armstrong, an ex-Google executive. Tells how AOL outflanked and outcompeted CompuServe and prodigy by letting users use their own names instead of astring of numbers. But AOL did not see the coming shift from email through the AOL site to email that would not require dialing in to AOL. And AOL spent $40 on advertising per customer. Hotmail anticipated the shift and it was free, it also used viral marketing. Every Hotmail email would say "Get your free e-mail at Hotmail." With the change in technology enabling email without signing into aparticular website and free access AOL went into reverse and downhill. MSN bought Hotmail for $400 million, and Google email brought the next wave of changes with email coming free with a search that helped one speedily navigate through pages on the web.