Archive for October 29th, 2009

If you’re young and you’re healthy … get out your wallet.

October 29, 2009

TakeAway: According to a detailed modeling of insurance rates, private insurance premiums could triple under ObamaCare.  Oops.

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Excerpted from WSJ: The WellPoint Revelation, Oct. 28, 2009 

How will ObamaCare affect insurance premiums in the private health-care markets?

Despite indignant Democratic denials, the near-certainty is that their plan will cause costs to rise across the board.

WellPoint mined its own actuarial data to model ObamaCare in the 14 states where it runs Blue Cross plans.

In all of the 14 states WellPoint scrutinized, ObamaCare would drive up premiums for the small businesses and individuals who are most of WellPoint’s customers. (Other big insurers, like Aetna, focus on the market among large businesses.)

Young and healthy consumers will see the largest increases—their premiums would more than triple in some states—though average middle-class buyers will pay more too.

What distinguishes the Wellpoint study is its detailed rigor.

Take Ohio, where a young, healthy 25-year-old living in Columbus can purchase insurance from WellPoint today for about $52 per month in the individual market. WellPoint’s actuaries calculate the bill will rise to $79 because Democrats are going to require it to issue policies to anyone who applies, even if they’ve waited until they’re sick to buy insurance. Then they’ll also require the company to charge everyone nearly the same rate, bringing the premium to $134. Add in an extra $17, since Democrats will require higher benefit levels, and a share of the new health industry taxes ($6), and monthly premiums have risen to $157, a 199% boost.

Meanwhile, a 40-year-old husband and wife with two kids would see their premiums jump by 122%—to $737 from $332—while a small business with eight employees in Franklin County would see premiums climb by 86%.

It’s true that the family or the individual might qualify for subsidies if their incomes are low enough, but the business wouldn’t qualify … And even if there are subsidies, the new costs the bill creates don’t vaporize. They’re merely transferred to taxpayers nationwide—or financed with deficits, which will be financed eventually with higher taxes.

For the average small employer premiums would rise by 94%  in Indianapolis, 91% in St. Louis and 53% in Milwaukee.

A family of four with average health in those same cities would all face cost increases of 122% buying insurance on the individual market.

And it’s important to understand that these are merely the new costs created by ObamaCare — not including the natural increases in medical costs over time from new therapies and the like.

Apparently health care isn’t one huge free lunch in which everyone gets better insurance while paying less.

http://online.wsj.com/article/SB10001424052748703567204574499034177212064.html?mod=djemEditorialPage

Happy ending for Northwest flight that overshot Minneapolis …

October 29, 2009

MINNEAPOLIS – The mystery surrounding the Northwest Airlines flight that strayed 150 miles from its intended destination was resolved today as Northwest reported that the two pilots for the flight were never in the cockpit to begin with.

“We found them safe at home, hiding in a box,” said Northwest spokesperson Carol Foyler.  “We’re just glad that this story had a happy ending.”

Despite the positive resolution to the pilots’ drama, Northwest said they were moving forward on a number of safety measures, such as banning the computer game Guitar Hero in the cockpit.

 

Source: The Borowitz Report
http://www.borowitzreport.com/article.aspx?ID=7067

Looking for a”B-list” celeb to pitch your product … click here.

October 29, 2009

TakeAway:    Brands can find reasonably priced, celebrity sponsors within 96 hours on brandaffinity.com.  What used to be a long and painful process is now quick and easy…and cheap(er). Whether it works to drive sales is another question …

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Excerpted from NYTimes, “A Place Where Sponsors Sign Athletes,” By Stuart Elliott, October 19, 2009

Marketers have been playing a new, more cautious game when it comes to signing athletes as endorsers, winnowing their rosters of jocks peddling products to proven performers with national — or international — profiles …

The rising costs of signing athletic talent to build brands … have made advertisers wary of rookies, single-game sensations, one-season stars or even talents with local appeal.

So what is a player like Drew Brees, the quarterback of the New Orleans Saints, to do? He is no slacker, to be sure, but neither is his surname Manning.

Mr. Brees and his representative … have signed with a company called Brand Affinity Technologies, which offers a Web site (brandaffinity.net) as a one-stop-shopping opportunity for advertisers seeking star power in more efficient, and affordable, forms …

Brand Affinity’s goal is to automate the process by which marketers offer contracts to athletes, along with the process by which ads featuring those endorsers are created and produced. The Web site promises that those transactions will take no more than 96 hours …

That fast pace … “reduces risk and provides flexibility, because you’re not tied into long-term deals” … “We can change out the talent very quickly” …

In addition to the agreements with the athletes, Brand Affinity has signed deals … for online ads; … for billboards, signs and posters; … for radio commercials; … for print and Internet ads …

In addition to athletes, Brand Affinity matches marketers with actors and other celebrities … and may expand into the realm of musicians and bands …

Edit by TJS

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Full Article
http://www.nytimes.com/2009/10/19/business/media/19adcol.html?ref=media

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Attention K-Mart shoppers … oops, I mean Walmart.

October 29, 2009

TakeAway: Maintaining profitable prices while growing market share requires a delicate balance that many companies struggle to find.

Not HP – through a series of cost savings and operational efficiency initiatives, HP is capturing market share while achieving superior profit margins.

Taking notes, Mr. Dell ?.

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Excerpted from WSJ, “H-P Wields Its Clout to Undercut PC Rivals,” By Justin Scheck, September 25, 2009

Hewlett-Packard is using the dismal technology market to bolster its position as the world’s largest personal-computer maker.

For example: a $298 laptop to be sold at Wal-Mart

Since the economy slumped last fall, H-P has gained market share by lowering prices of its consumer PCs to undercut rivals … And while the profit margin in H-P’s PC business has fallen, it hasn’t suffered as much as rivals.

H-P has used its enormous sales volume to demand cheaper prices from suppliers and contract manufacturers. It’s also taken advantage of an improved supply chain to quickly design and deliver new, less expensive PCs …

The price cutting has pushed H-P’s PC division operating-profit margins to 4.6% in late July from 5.7% a year ago. But it’s still better than Dell’s estimated 4.3% margin  …

Dell is ceding market share rather than drastically lowering prices to match H-P. “If we don’t think there is going to be profitable growth, there are some situations where we won’t take part,” said a Dell spokesman. H-P’s market share jumped to nearly 20% of global PC shipments in the second quarter, up from 18.5% a year earlier, according to IDC. In the same period, Dell’s share fell by about two percentage points to 13.7% …

Edit by TJS

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Full Article
http://online.wsj.com/article/SB125374794515235743.html

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Good customer service is “one and done”

October 29, 2009

HBR, What Service Customers Really Want, by Dave Dougherty and Ajay Murthy. Sept 2009

On average, 40% of customers who suffer through bad experiences stop doing business with the offending company.

Recent research demonstrates that when customers contact companies for service, they care most about two things:

(1) Is the frontline employee knowledgeable?

(2) Is the problem resolved on the first call?

Yet those factors often aren’t even on customer-service managers’ dashboards.

Most service centers continue to measure time on hold and minutes per call. Such metrics encourage agents to hurry through calls—resulting in
just the kind of experience customers dislike.

And, these alienated customers often disappear without the slightest warning.

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