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This report in The Guardian looks at key allies of Andy Burnham as he prepares to run in the Makerfield by-election, and prepares to contest the leadership of the Labour Party in Britain. Key allies include deputy leader of the Labour party Lucy Powell. It includes Mathew Lawrence, Director of  the Common Wealth Project who has set out the philosophy of Manchesterism for a robust effort to make the utilities water, energy and transport serve the public interest, something that never happened under the Tories. Lawrence says it is not about fairness alone "it is good macreconomic policy." Neal Lawson of the Compass thinktank. Lawson says this is about "real change not the cosmetic appeal."Of MP's Anneliese Midgley political director of Unite, Louise Haigh, the former Transport Secretary, of the Tribune group, Lucy Powell a fellow Manchester MP and an ally of the Mayor. Haigh is taking on a role in the Makerfield campaign. Ed Miliband, the Energy Secretary, is also a friend of Burnham. The Mayor's assistants in Manchester are Kevin Lee, with Burnham for 15 years, and Josh Simmons, policy aide. A lot depends on these colleagues and assistants of Mayor Burnham in the days and years ahead, and the future of Britain may rest on their shoulders, on what they do in the days ahead to give the Mayor the support he needs to run the government of Britain in a new direction, and with the resolve and action plan to make for a "Vibrant Britain." ...

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Shiseido reaches agreement to buy Bare Escentuals for $1.7 billion, a major U.S. maker of mineral makeup cosmetics. Only 11% of Bare Escentuals sales are outside the U.S. The sale gives the company wider international sales prospects. Mineral makeups are becoming popular because of the healing nature of the product.

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Under the current plan 5% of the IMF quotas will shift from overrepresented rich countries to developing countries, less than the 7% these countries wanted.

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The Food and Drug Administration approved Artificial Dye Red 3 in 1969. It banned it in cosmetics 20 years later in 1990 but did not ban it from food because of lobbying from the food industry, says this report in WSJ. This is simply outrageous.

Democrats and Republicans were both allowing lobbyists to damage the health of the American people. It took another 35 years after banning it in cosmetics to ban it's use in food this week. 

This is simply outrageous and shows politicians of three decades lacked the courage to even defend the Nation's food supply.

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Estee Lauder's online cosmetics sales increased by 40% in China for the fiscal year ending June 2012. About two thirds of the sales come from Chinese cities where Estee Lauder lacks distribution in stores.

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This report shows how technology to apply makeup virtually is helping give a digital makeover to cosmetics makers such as L'Oreal. This imitates the instore experience at the time of coronavirus.

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Face-Lift, a cosmetic surgery company founded in 2001 in Troy, Michigan, closed operations in 2015. At its peak it was generating $186 million in revenues. With the shift to minimally invasive ways of enhancing beauty and youthful looks, face-lift business has suffered. Of over 15 million procedures, about 13.9 million are for minimally invasive procedures such as chemical peel, 6.7 million for botox injections, and about 0.1 million for face lifts cosmetic surgery. The business also suffered from heavy advertising costs of $1 million a week, using stars such as Debby Boone, and the low number of 2% in responses.

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Five million door to door Avon sales agents are now recast as online influencers by Brazilian company Natura in an effort to revive the direct seller cosmetics company. The sales agents would now use mobile apps and physical retail shops to promote Avon sales. Avon was recently acquired by Natura after failing to move early to internet based selling.

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Realtor commissions average 5.5 to 6.5% for decades split evenly between buyer and seller broker agents. Overall commissions in UK are 1.3%, Netherlands 1.8% by comparison. Another cost of living action is being taken by the US Justice Department. This Editorial Board editorial in WSJ says realtors are using rigged game in which home buyers and sellers end up paying high broker fees that are not paid in other countries. The US Justice Department of the Biden administration says- the Missouri verdict in a class action lawsuit against NAR for $1.8 billion settlement only offers cosmetic changes and will still perpetuate "stubbornly high broker fees." WSJ says legal scrutiny should continue. 

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Jaapanese companies like Nissan and cosmetics maker Shiseido moving to lower priced products to market to price conscious Japanese consumers and to growing middle class in other Asian countries.

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Emily Glazer interviews cosmetics direct selling company Mary Kay's CEO, David Holl.

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Professor Zoubida Charrouf of Mohamed V University in Rabat, Morocco, with the support of Morocco's Ministry of Agriculture is pushing cooperatives in Morocco that produce Argan oil to increase wages for women. Wages are sometimes as low as $50 a month for the women who work with piles of fruit in the countryside along the Atlantic coast. Many work for below the minimum wage in Morocco. Women do most of this work. Argan trees are native to this part of Morocco and Berber women have the skills for this work.  Argan oil is used in Morocco for dipping bread and a food. In Europe and America. Argan oil is used by the cosmetic industry. A similar situation is faced by people in agriculture in other regions. In Ghana cocoa farmers are faced with precarious prices for cocoa and struggle to make a decent living. In Morocco there is the threat also of industrial production of argan- harvesting and production of argan oil using modern machinery, cutting costs but also depriving these Berber women of a chance to earn a living. How can these different factors be processed in a way that leads to a win-win, fair-fair situation for consumers and producers? ...

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CEO Shigetaka Komori of Fujifilm Holdings Corp. describes how Fuji responded to the technological changes that made photographic film obsolete. Kodak recently filed for bankruptcy protection. Fuji made the transition to other products to cope with the change. Komori became president in 2000. He says one of the responses was to reduce costs. In 2005 and 2006 Fujifilm reduced costs by $2.5 billion mostly in photographic film. Fuji's management asked the question what technologies the company possessed and how they could be applied in new business areas. This led to new businesses in making the films used for making LCD panels used on PC's, televisions and other devices. These materials generate 10% of sales. The other areas are in medical equipment, drugs and cosmetics. Fujifilm acquired health care companies Toyama Chemical for $1.4 billion in 2008 and agreed to buy SonoSite for $995 in Jan. 2012. Health care now makes up 12% of sales.

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The startling truth about health "reforms," - they won't control spending, and without that the whole system of health care will rapidly become unaffordable and unsustainable. Obama's Council of Economic Advisors points out in new report that since 1975 annual health spending per person, adjusted for inflation has grown 2.1 percentage points faster than overall economic growth per person. At this rate health spending which was 5% of the GDP in 1960, and is 18% of GDP today, would grow to 40% of GDP in 2040. Medicare and Medicaid would increase from 6% of GDP now to 15% in 2040, or equal to three fourths of federal spending. Employer paid insurance premiums for families which grew 85% in inflation adjusted terms from 1996 to $11,941 in 2006, would increase to $25,200 by 2025 and $45,000 in 2040. This would force employers to reduce take home pay. Samuelson says the uncontrolled health spending is singlehandedly determining national priorities, reducing discretionary income, raising taxes, widening budget deficits and squeezing other government programs, while it is producing large amount of waste in medical spending. See the link to Prof. Tyler Cowen of George Mason University in NYT, 6/14/ 2009, who cites the habit of doctors to write many expensive tests as one of the prime culprits in the wasteful spending. And in the process it delivers higher cost for lower overall quality of health for the American people. This at a time when many European countries provide live examples of doing it in a better way- lower cost, better health. The serious problem with the Obama health reforms says Samuelson is that it talks about restraining spending but may end up increasing spending. Its talk about controlling spending he says is good intentions, but based more on hopeful thinking, public realtions and risks becoming cosmetic reform. Because to really control spending will require coming to grips with its fundamental cause- hospitals and doctors are paid mostly on a fee-for-service basis and reimbursed by insurance, private or governmental. Such a system encourages doctors and hospitals to provide more services, expensive tests, favors heavy use of expensive medical technologies to increase profits, and for patients to expect them. Samuelson puts his finger on the root of the problem - there is no incentive and every disincentive for all the players in this game , doctors, hospitals and patients to seek reform of this system. For doctors and hospitals the hope would be that this cosmetic "reform" would leave the system basically unchanged, and patients to continue with a lifestyle and expectations that do not not acknowledge the fact that a lot of healthcare does not come from spending but from preventative care, education, good eating and exercize habits, and healthy lifestyles. And the uninsured are no exception, they would simply start consuming the expensive care for lower quality of overall health like everyone else. With this kind of situation confronting us, the views of Samuelson, and Professor Tyler Cowen of George Mason University, as welll as a growing chorus of informed public opinion on this subject, is that insuring the uninsured is a good idea, but doing it within the bounds of the present system, can only increase the costs. And too much is at risk, to rely on what Samuelson calls a scattershot of measures to control costs made up by Congress such as "evidence -based guidelines," "electronic record-keeping," "bundled payments to hospitals, to give the illusion of progress that won't make a serious difference. A sweeping restructuring of health care is needed, that would overhaul "fee-for-service" payment and reduce the fragmentation of care. It will also need what has not even be touched on adequately in the debate. This is the massive need for education in the schools about nutrition, eating, exercize, healthy lifestyles. It would also require opinion leaders in each field from sports and other fields to lead by example and with constant public presence, the media, and companies to form a partnership with private institutions to change existing eating habits and lifestyles that encourage obesity, smoking, fast food eating habits, large portions in restaurants....

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Sony has lost its focus, it is in so many lines of business, that its brand identity has been lost. Especially in Japan where it is in cosmetics, massage, mailorder shopping club, insurance, finance, robots etc. It has 1000 subsidiaries and affiliates worldwide, of which a third are unrelated to its core electronics business. How does this hurt? It hurts because management is distracted, and when top management is distracted then its not focussing on customers, changing business trends, creativity in its business pioneering new products. In a big company this problem is just magnified by the bureaucracy that develops. Problems similiar to the ones faced by IBM and General Motors. The analysts and Howard Stringer talk about restoring the Sony premium. What is a premium, its not just the brand, its the innovation or something special behind the brand that enables it to command the premium. Stringer probably understands that its the innovative edge that Sony as lost. See the other piece "Howard Stringer, Sony's Road Warrior" by Siklos and Fackler in the Sunday NYT, May 30, 2006 with Stringer shown in a large picture imagining him as a Sumo wrestler. An unforgettable picture. In that piece it becomes clear that Stringer is keenly aware about Sony's and Japan's weakness in software which is increasingly driving success in products when combined innovatively with new bold concepts. He says there that Sony takes great pride in its hardware, and this is true of Japanese creative spirit in innovative and miniature gadgetry, but its capabilities in software are very modest. As one action step Stringer has hired Tim Schaaf , a senior Apple executive to lead that effort at Sony. The other part, getting the focus back by focussing on customers of electronic products is evident in this piece. Ryoji Chubachi, head of electronics and co-head of Sony with Stringer, regularly visits large retailers to offer incentives for making Sony products more visible, something the prior management failed to do. The prior management failed to focus on customers, and thought it beneath their highflying ways. One of the decisions by Chubachi in TV's is to price HDTV sets close to the price of Panasonic, Samsung and Sharp at large retailers in Japan. This makes sense to gain market leader status, as it shows Sony is living in the real world and taking decisions appropriate and relevant to a premium free environment in television sets. You a manufacturer cannot imagine a premium, a premium is a perception in the minds of customers and most likely reflects a perception of uniqueness, creativity, fashion and some other attribute, which can include engineering. Sony's philosophy has stated in Akio Morita's book "Made in Japan", was to be a pioneer, to walk the untrodden ways, break new ground. One aspect of this in comparison to Matsushita, Sharp and other competitors, was going to be its individuality, something Morita borrowed from his days in the US, because it is typically American and sort of unJapanese in a way. Though this is a generalization and many American companies merely follow and some Japanese companies have their own way of doing things even if it is thought of as being very Japanese like, witness Toyota in its Aichi prefecture surroundings. In this light the surveys show Sony significantly deteriorating in "conspicuous individuality." The New York Times cites a survey from BP Nikkei Consulting in Tokyo that the number of consumers saying that Sony showed "conspicuous individuality dropped to about 25% from about 40% the year before. ...

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P&G CEO Lafley, says the company will shed about 90-100 smaller brands that generate about 10% of sales so that it can focus on the bigger brands such as Tide, Pampers, and others. Era, Cheer laundry detergent, Metamucil are some of the smaller brands. Lafley says its not size alone but whether its the preferred brand of shoppers. One such sale was pet food brands for $1 billion. About $8 billion can be generated in this way. At the same time P&G is moving into related brands such as the adult pamper business.