Archive for December 17th, 2009

News Flash: Blizzard Dumps Snow on Copenhagen as Leaders Battle Warming

December 17, 2009

You just can’t make this stuff up …

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Blizzard Dumps Snow on Copenhagen as Leaders Battle Warming  Bloomberg, Dec. 17, 2009

World leaders flying into Copenhagen today to discuss a solution to global warming will first face freezing weather as a blizzard dumped 10 centimeters (4 inches) of snow on the Danish capital overnight.

[Note: In an average Dec.,  Copenhagen gets 2.1 inches of snow]

“Temperatures will stay low at least the next three days,” Henning Gisseloe, an official at Denmark’s Meteorological Institute, said today by telephone, forecasting more snow in coming days. “There’s a good chance of a white Christmas.”

Delegates from 193 countries have been in Copenhagen since Dec. 7 to discuss how to fund global greenhouse gas emission cuts. U.S. President Barack Obama will arrive before the summit is scheduled to end tomorrow.

Denmark has a maritime climate and milder winters than its Scandinavian neighbors.

Copenhagen hasn’t had a white Christmas for 14 years, and only had seven last century.

Temperatures today fell as low as minus 4 Celsius (25 Fahrenheit).

DMI defines a white Christmas as 90 percent of the country being covered by at least 2 centimeters of snow on the afternoon of Dec. 24.
http://www.bloomberg.com/apps/news?pid=email_en&sid=a5wStc0K6jhY

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News flash: 1 out of 3 is NOT a "consensus" … duh, it's not even a majority.

December 17, 2009

Though the WH claims broad based support for the proposed healthcare plan, the numbers just don’t seem to sync with the pronouncements.

From the newly released NBC /WSJ survey:

From what you have heard about Barack Obama’s health care plan, do you think his plan is a good idea or a bad idea?

32% Good idea
47% Bad idea
17% No opinion

http://www.pollster.com/blogs/us_national_survey_nbcwsj_1211.php

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For the first time, less than half of Americans approved of the job President Barack Obama was doing. 

This marks a steeper first-year fall for this president than his recent predecessors, and a place in history with the worst ratings of any president at the end of his first year.
http://online.wsj.com/article/SB10001424052748704541004574600002289276662.html

50% Feel positively towards Obama in Dec., 68% in March

47% Approve of job Obama is doing, 46% Disapprove

33% Country moving in Right Direction, 55% Wrong Track

Democrats’ Blues Grow Deeper in New Poll, Dec. 17, 2009
http://online.wsj.com/article/SB126100346902694549.html 

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Some miscellaneous results:

22% Approve of job Congress is doing,  68% Disapprove

38% Congressional rep deserves to be reelected, 49% Give new person a chance

55% Support increasing troop levels in Afghanistan, 39% Oppose

23% Global climate change has been established as a serious problem

15% Feel positively towards Tiger Woods, 42% Unfavorably

http://www.pollster.com/blogs/us_national_survey_nbcwsj_1211.php

If people were cars, healthcare would be fixed …

December 17, 2009

TakeAway: The problem with health care is not that we can’t afford insurance. The problem is that we can’t afford health care.

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Excerpted from Reason: The Problem is Cost of Care – Understanding America’s dysfunctional health care system, December 10, 2009

The U.S. has the world’s most expensive health care, $8,000 per person per year, eating up 16 percent of our GDP.

There are many ways of paying these costs, of course, ranging from private insurance such as Blue Cross to public insurance such as Medicare. Many people pay out of their pockets, and local and state taxpayers pick up the rest.

The problem is that health care costs have increased at an annual rate double, or more than double, the rate of inflation for the last two decades.

Right now, our attempts at reform are doomed by a law of accounting physics: Insurance can’t cost less than the health care it insures.  That means that subsidizing insurance likely makes the problem worse.  

Consider: I have car insurance. But my insurance doesn’t pay for oil changes.

Instead, I go down to the Happy Lube, without an appointment, get a diagnosis of the needs of my car, and choose services based on a price list published online.

Now, if I fail to get my car’s oil changed, or to perform other needed services, the engine will be damaged. That’s expensive to fix, but my insurance does not cover the costs. I bear the costs, so I care for the engine.

Health care is a little different.

Many of us have “engines,” or other parts, that may not work very well, especially as we grow older.

Things happen that may not be our fault, and even if they are we’d like to be able to buy some insurance against the worst consequences, the catastrophic injuries or illnesses that are part of every human society. The problem is that how we pay affects how much we pay.

Again, compare it to car insurance, for two people.

Imagine neither of us has to pay for our car repairs, from accidents or engine wear. We can go to the garage as often as we like, and get whatever service we want, for free.

The car repair shop can charge our insurance whatever they want, because insurance pays everything. An oil change would bill out at $600; an alignment would bill our insurance $2,200, with another $800 tacked on to pay for micro-digital wheel axis imaging.  

Of course, the services aren’t really free. At the end of every year, we sum the total repair costs for both people, and each of us pays half of that total.  

The cost of that free car care would be enormous, because of all the unnecessary and overly expensive charges. Of course, the government could subsidize the final bill; would that help? The answer is no, for two clear reasons.

First, having the government (meaning taxpayers) subsidize the total would do nothing to reduce the runaway cost increases. Buyers won’t shop around if they don’t know or care about real costs. Subsidies mean I don’t pay if I spend, and I don’t save if I’m frugal.

Second, let’s expand the example from two people (each paying half) to 300 million people getting free care (but paying an equal share of total costs). We have met the public option, and it is us! Once we are all paying ourselves, there is no one else to hit up to help with the costs. We are simply taking each person’s money in taxes, then giving some of it back in subsidies. There is no saving, even to individuals.

The French economist, Frederic Bastiat, diagnosed the problem long ago when he said, “The public option is the conceit that each of us should have free health care at the expense of all of us.”

The solution is out there, but it will require a fundamental change in the way we think.

Competition among insurers, without decreases in underlying medical costs, may actually harm people through bad service and arbitrary denial of claims.

Instead, we need competition among medical providers, just like oil change services now.

LASIK surgery, one of the few areas of medical services open to competition and listed prices, has fallen in cost by 70 percent or more in the last 15 years. And quality has gone up dramatically.

Walk-in clinics and fee-for-service arrangements for check-ups, or simple diagnoses like strep throat or  infected thumbs, are already widely available, cost relatively little, and require no appointment.

Subsidizing insurance is a terrible idea. But that is the main focus of the health care reform bills passed by the House, and now being considered in the Senate.

Why pin all our hopes on an approach that can’t possibly succeed?

Full article:
http://reason.com/archives/2009/12/10/the-problem-is-cost-of-care

You said you were satisfied … so why did you leave me ?

December 17, 2009

Takeaway: Many companies dedicate thoughtful efforts to understanding the voice of their customer, but few successfully convert these insights into actions.

In a back-to-basics move, some companies like Charles Schwab have abandoned their elaborate surveys and complicated research models to place the feedback responsibility on an obvious source – their front line employees.

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Excerpt from Harvard Business Review, “Closing the Customer Feedback Loop,” by Rob Markey, Fred Reichheld, Andreas Dullweber, December 1, 2009.

When Charles Schwab came out of retirement to retake the helm of his firm in 2004, the business was struggling. “We had lost our connection with our clients, and that had to change,” he confessed to shareholders in the annual report. Schwab responded by implementing a new customer feedback system to reestablish the connection with his customers. In 2008, the firm saw its revenues increase by 11% and the scores that customers gave the company jump by 25%. During a time when the financial services industry was being rocked by turbulence, Schwab clients entrusted $113 billion in net new assets to the firm, and the number of new brokerage accounts increased by 10%.

Every day, managers at each of Schwab’s 306 branch offices and five call centers call customers who gave their site a low service rating. Schwab credits this outreach program as an integral part of the company’s new focus on direct customer feedback that was responsible for turning around the company.

Most companies devote a lot of energy to listening to the voice of the customer, but few of them are very happy with the outcome of the effort. Elaborate satisfaction surveys that involve proprietary research models can be expensive to conduct and slow to yield findings. Once delivered, their findings can be difficult to convert into practical actions. Additionally, most customers who end up defecting to another business have declared themselves “satisfied” or “very satisfied” in such surveys not long before jumping ship.

Instead of building elaborate, centralized customer research mechanisms, some firms begin their feedback loop at the front line. Employees working there receive evaluations of their performance from the people best able to render an appraisal—the customers they just served. The employees then follow up with willing customers through one-on-one conversations. The objective is to understand in detail what the customers value and what the front line can do to deliver it better. Over time, companies compile the data into a baseline of the customer experience, which they draw upon to make process and policy refinements.

The strongest feedback loops do more than just connect customers, the front line, and a few decision makers in management. They keep the customer front and center across the entire organization. One approach that works well across a range of industries is the Net Promoter Score (NPS), which immediately categorizes all customers into one of three groups—promoters, passives, and detractors. This allows employees throughout a company to see right away whether a customer experience was a success or a failure, and why.

NPS is generated by asking customers a single question, “How likely would you be to recommend this company or product to a friend or a colleague?” Respondents giving marks of 9 or 10 are promoters, the company’s most devoted customers. Those scoring their experience 7 or 8 are passives, and those scoring it from 0 to 6 are detractors. NPS is the percentage of promoters minus the percentage of detractors. Customers are then asked to describe why they would be likely or unlikely to recommend the company. The insights gathered from their answers enable employees to quickly identify issues that create detractors, and the actions required to address them.

Edit by BHC

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Full Article
http://hbr.harvardbusiness.org/2009/12/closing-the-customer-feedback-loop/ar/1

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To making serious money, get rejected by a big name school … huh?

December 17, 2009

TakeAway: One of the strongest predictors of post-graduation income is the caliber of the schools that reject you.

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Excerpted from WSJ: Weighing the Value of That College Diploma, Dec. 16, 2009

College graduates in general earn at least 60% more than high-school grads on average, both annually and over their lifetimes, and the income gap has been growing over time, says a 2007 report by the College Board.

But, one of the strongest predictors of post-graduation income is the caliber of the schools that reject you.

Researchers found students who applied to several elite schools but didn’t attend them — presumably because many were rejected — are more likely to earn high incomes later than students who actually attended elite schools.

“Evidently, students’ motivation, ambition and desire to learn have a much stronger effect on their subsequent success than average academic ability of their classmates.”

Full article:
http://online.wsj.com/article/SB10001424052748703438404574597952027438622.html