Excellent commentary related to the immigration problem agriculture faces:
Here’s How To REALLY Use LinkedIn
Here’s How To REALLY Use LinkedIn [INFOGRAPHIC] | LinkedIn.
A very good [short but good] handbook of ideas & tips for LinkIn users.
The Earth at Population 7 Billion
The United Nations Population Fund estimates that the world’s 7 billionth person was born Oct. 31. Understanding demography is a core part of STRATFOR’s work, as it colors a great many factors, from whether a state can balance its budget to whether a state will be capable of defending itself.
Conventional wisdom tells us that the increase in population is putting pressure on the global ecosystem and threatening the balance of power in the world. As the story goes, the poorer states are breeding so rapidly that within a few generations they will overwhelm the West and Japan — assuming the environment survives the rising tide of people.
That thinking obscures a far more complex reality. Four factors help properly analyze the impact of population growth. First, populations are indeed cresting in the developed world — and appear already to have done so in Germany and Japan. Because of large gains in life expectancy, these cresting populations are first aging. Third, while a senior citizen and an infant both count as a single person from a census point of view, only one of them can one day have children — in other words, aging is the last step before a population begins declining. The developed world is moving into an era of shrinking populations. And before anyone thinks that the masses of the developing world are about to take over, the demographic profiles of the major developing states are only three decades behind the developed world.
So while the absolute population of the developed world will crest within the next generation, that of the world as a whole will level out and begin to decline sometime in the next two to three generations.
This trend of aging, followed by shrinking populations, is already rewriting the geopolitical environment. A normal population structure is tilted toward the young: there are many babies, fewer children, still fewer young adults, and so on. Young adults support children, but they are at the low ebb of their earning potential. Young adults’ large numbers plus low earning power combine with their high living costs to make them debtors. Older adults have finished raising children, and their earning power is at its zenith: They are a society’s creditors. A typical population structure features fewer mature adults than young adults, which leads to weak capital supply but strong capital demand. Loans are expensive, borrowing is difficult and cost efficiency is of crucial importance. This was the normal state of affairs globally in the 1960s, 1970s and 1980s.
The modern era’s trend of aging-but-not-yet-declining populations has changed all of these calculations. There are many more mature adults in all developing countries than there are young adults. Capital supply is robust as those mature workers save for their retirement and pay more taxes than when they were younger (or both). But there are fewer young families to absorb the available capital. In such a capital-rich environment, borrowing costs plummet, leaving substantial room to lower taxes. Economic growth greatly increases when money management becomes a booming industry as every saver looks for ways to earn returns on investments. Sectors become overinvested and bubbles form; volatility and financial crashes become more common.
Demography drove economies to this condition in the 1990s, when credit (and thus growth) increased. In the 2000s, mature workers produced a good deal of excess capital. The 2010s find the global economy correcting itself after 20 years of excess-capital-driven growth — at the same time as mature workers are retiring and leaving their capital-supplying role.
A darker period is likely to dawn by the 2020s. Most of those high-wage earners will have retired — they will no longer supply capital and instead will depend on the state to issue their pensions. The cost of capital will invert strongly. The generation born between 1964 and 1979 — characterized by its low numbers — will be responsible for supplying capital. Not only will they have to fund the younger generations, they also will have to support the pensions and geriatric-support programs created by their predecessors. Since the developing world’s aging process lags about 30 years behind that of the developed world, this same generation will act as the primary capital suppliers to the entire world.
The developing world started to age too late. Its countries will lack enough mature workers to generate the capital needed to replace that which can no longer be imported from the developed world. The developing world will experience the financial challenges of the developed world, without having built up the infrastructure and industrial base the developed world has had for three generations. Such capital scarcity threatens to halt growth across the poorer parts of the planet. It will also make for strange bedfellows: The only hope the developed world’s ’64-’79 generation will have to meet their bills is to import more taxpayers. Perhaps the most unexpected outcome of population patterns is that the developed world will have a massive interest in attracting immigrants.
The aforementioned analysis is what the picture will look like on a global scale — but with demography, every country and region in many ways constitutes a unique reality. The trends that shape demography are affected by geography and culture. The overarching trend is of a shrinking global population, but there are dozens of standalone stories where that trend is either bucked, magnified or otherwise interpreted through the lens of the locality. Here are five examples:
Russia’s population started shrinking some 20 years ago due to the influence of alcoholism, drug abuse and communicable diseases rather than due to having achieved affluence. That difference in causality whittled away the morale of Russia’s potential young parents so deeply that Russia now has more citizens in their 20s, 30s, even their 60s, than it has teenagers. Russian power may well be in sharp ascendance currently, but it is entirely likely that in about 10 years time, the Russians will lack the people they need to man a sizable army, or perhaps even to maintain a modern society.
India is the only major developing state that is still experiencing a normal population profile (in which there are more babies than children and more children than young adults, etc.). This could make India the world’s workforce, but the country probably will soon be the target of huge citizen-recruitment programs from the rest of the world. Unless India can make a significant leap in the quality of its mass education, the coming brain drain will deplete the country’s skilled labor.
China’s population stands at more than a billion, but after thirty years of the one-child policy and of population movements from rural to urban areas, the Chinese birthrate has fallen dramatically. Only Japan is aging faster than China. Even if STRATFOR is wrong and the Chinese economy does not collapse over the next few years, it will struggle mightily to survive the 2020s, when China faces sharp qualitative labor shortages. China’s economy depends on attractive labor costs — the looming bottoming out of the cheap, low-skilled labor pool could be a deathblow.
Brazil may not turn out as capital-starved as much of the developing world. The country’s demographic has not inverted, but merely slowed: its number of 20- and 30-year-olds is similar to its number of teenagers and children. In two decades, Brazil may have a population structure that makes it relatively capital rich (by the standards of the world in 2040). It could well become the only major developing state that can generate its own capital and not depend on the developed world’s shrinking capital supplies. And thanks to the local opportunities that local capital can create, it might avoid losing too much of its skilled labor to foreign recruitment.
The United States is the only developed state that still can claim a positive demographic profile, and this is before factoring in immigration. In the developed world, only New Zealand is younger than the United States, and the United States is the only developed state that has a young generation strong in numbers — those born between 1980 and 1999 are second in number only to the baby boomers, who are currently in the process of retiring. As such, the United States not only faces the least severe shift from capital excess to capital scarcity, it is also the only developed state that can hope to grow out of the current demographic period in anything less than sixty years. In the 2020s, the United States will have a good number of citizens in their 30s, who are capable of having children. Across Europe, the dominant generation at that time will consist of people in their 50s and 60s. America’s adjustment will still be difficult, but it alone among the major powers will still have excess capital and a younger generation capable of supporting its economic systems.
STRATFOR would like to extend its thanks to the fine people at the U.S. Census Bureau who collect, organize and share their statistics on global population. You can access their data here.
People Afford What They Want
Pet Products Poised For Continued Growth.
The article linked above appears on the Marketing Daily website and talks about the anticipated 33% annual growth that is expected in the pet foods market over the next 5 years. That is not a typo — 33% annual growth — in the mist of a less-than-stellar recovery that is laced with uncertainty. So this kind of growth points to one thing…people love their pets!
I wonder if they love their plants as much as they love their pets. Recent sales in the industry probably indicate otherwise. That’s probably because we’ve sold ourselves on the merit of our aesthetic enhancement more so than our economic, environmental ecosystem services, and health/well-being benefits. So while plants have certain advantages compared to pets (who eat a lot and leave surprises in the yard), we have yet to sufficiently emphasize those things and it continues to bite us in the rear (pun intended).
The Promise and Problems of Pricing Carbon
Excellent commentary from Dr. Robert Stavins on climate change policy.
New webinar opportunity regarding energy markets
WEBCAST: Winter 2011-12 Energy Markets Outlook
Thursday, November 3, 2011
11:00am ET (10:00am CT)
REGISTER
Join Planalytics on Wednesday, November 3rd for a discussion of some key trends and analysis for electric and natural gas markets heading into the Winter heating season.
Webcast Topics Include:
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Weather-Driven Power Demand: The year-to-year variations, opportunities and risks
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Natural Gas: Inventory trends and market review
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Weather Update: Early season overview and trends to watch for the Winter
There is no cost to participate but registration is required. Please follow this link to register.
Planalytics Energy Procurement Intelligence
Planalytics Energy Procurement Intelligence (EPI) Service combines proprietary analytical tools with insightful reports and expert guidance to help companies make better energy procurement and planning decisions. Planalytics EPI turns all of the market noise and assorted data points into decisive actionable intelligence for power, natural gas and petroleum products.
Well crap, here they go again…
Sorry for the technical jargon in the title, but that just about sums up my feelings on USDA’s latest announcement of their intentions to no longer produce the annual floriculture crops report. After USDA-ERS dropping their situation and outlook reporting several years back and USDA-NASS cutting the nursery crops report to a overy-thrid-year cycle (but not having delivered on even that since 2005), now NASS decides to drop the only green industry report we have left? C’mon Man! (to use the Monday Night Football slogan for dumb plays). Yes, we know funding is tight. But why not go after other row crops that represent far less economic contributions than the green industry?
Now on the surface, this may not seem like a big deal, since we have a LOT of things to worry about in terms of getting our industry back on track in terms of profitability. But this is important, not only pragmatically, but symbolically as well. To me, IMHO, this is a continuation of the blatant lack of respect that USDA has for our industry, in spite of the lip service given to specialty crops. I mean, if specialty crops are so important to USDA’s strategic plan, how will the agency decide on how to allocate resources properly if their is no data to back up their justification(s). The only system that I can think of that they could possibly fall back on is to allocate funding based on the squeaky wheel philosophy. Real nice.
Another important use of that data historically has been it provides vital benchmark data that green industry firms can use in benchmarking and planning efforts and it provides state and national associations with important data with which to combat potentially negative legislation and to help justify potentially beneficial laws and regulations.
I guess this means that the national survey and economic impact study conducted every 5 years by the Green Industry Research Consortium will become all that more valuable. At least it covers all 50 states. Ok, enough ranting, for now…
Ellison Chair Distinguised Lecture Series
Webinar on new Department of Labor regulations
Join us for a Webinar on October 12, 10:00 a.m. CDT
In a recent green industry survey, 88% indicated that their firm provides some sort of retirement option for their employees. In an effort to make retirement plan fees more transparent for plan sponsors and participants, the U.S. Department of Labor (DOL) has implemented new rules known as 408(b)(2). These rules contain a new mandate for thorough disclosure of direct and indirect fees charged by service providers on covered plans. The purpose of these new rules is twofold: to shed light on the excessive and hidden fees imposed by many service providers, and to clarify who is acting in a fiduciary capacity to the plan. In order to avoid DOL audits, fines, or even potential lawsuits, plan sponsors should be proactive about compliance with these new regulations.
This webinar will explain the details of these new regulations and how they impact your duties as a plan sponsor. We will cover your fiduciary responsibilities and how to avoid conflicts of interest. We will also discuss cost-saving measures and tips for alleviating future compliance headaches. You may find that after compliance with these new rules makes your plan even better and more cost effective than before!
After this webinar, plan sponsors should know:
- The requirements of the new rules and how to comply with in order to avoid DOL fines, audits, and lawsuits.
- The various types of hidden fees in their retirement plan.
- Who is and who is not a fiduciary.
- How to avoid “Prohibited Transactions”.
- How to implement best practices with regards to their plan.
Our presenter Todd Kading, CFPR, ChFCR, RFT, is the Managing Director of Austin-based LeafHouse Financial Advisors. He has over 15 years of experience in the industry and is one of only two Registered Fiduciaries in the state of Texas. Recently Todd has been educating various groups about this important topic including Fox Business News, the National Federation of Independent Businesses, and numerous Texas SHRM chapters.
Title: New Department of Labor Regulations and Their Impact on Retirement Plan Sponsors
Date: Wednesday, October 12, 2011
Time: 10:00 AM – 11:00 AM CDT
After registering you will receive a confirmation email containing information about joining the Webinar.
System Requirements
PC-based attendees
Required: Windows® 7, Vista, XP or 2003 Server
Macintosh®-based attendees
Required: Mac OS® X 10.5 or newer
Space is limited.
Reserve your Webinar seat now at:
https://www1.gotomeeting.com/register/835142152
What businesses should learn from Netflix
Excellent commentary below from MDM about what business owners and managers can learn from recent Netflix snafus.
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I was one of the millions of Netflix subscribers that received an email earlier this week from the CEO of the popular DVD-by-mail and streaming service Netflix apologizing for the way the company handled a recent price increase and explaining how it is going to move forward with two separate companies – Qwikster for its DVD sales and Netflix for its streaming.
The company has been lambasted for its handling of the situation, and this combined with a number of other factors including the loss of key content contracts that has limited what it can offer its customers, may mean Netflix – in the words of a blog by KK Bold, an advertising and branding agency – is about to become a case study in “what not to do in business classes for years to come.”
Here are some lessons, based on commentary around the Web and our own MDM content, that can be learned from how Netflix has handled the situation:
1. Make value, not price, your priority. Easier said than done, perhaps, but if you lose 1 million subscribers over a price hike as Netflix did, it seems you were selling on price all along, and the value of your service was secondary to subscribers. Subscribers are looking at a $6/month price increase for DVD + streaming video options to $16 (in a culture where someone will regularly pay $4 for a cup of coffee several times a month), while leaving cheaper options for DVD-only or streaming-only plans. Are there areas such as streaming where Netflix can improve the value they offer their subscribers, which could result in less price sensitivity?
2. Know what’s really irking customers. Price increase aside, after the company announced the DVD-streaming split, Netflix is now losing or is at risk of losing customers who liked the convenience of having their streaming and DVD accounts in one place, as this blog argues. Customers are complaining that they now have to pay more and do more – meaning Netflix has made it more difficult to do business with them. Another reason some customers are mad: because they don’t receive even a nominal discount for subscribing to both the DVD and streaming services.
3. Do something for loyal customers to ease the transition. As this blogger from the Washington Post points out, the people complaining about the changes are there for a reason: They love the service and don’t want it to change. Netflix has received tens of thousands of comments on their website and social media pages. Reward that loyalty, she writes, by giving long-term customers a few months of free service or, even better in my mind, giving them a way to manage their now two accounts (due to the splitting up of the DVD and streaming services) in one place. Or provide a discount for subscribing to both. Tell them what’s in it for them when you make the change.
4. Scope out and track your brand online. It’s easy to discount social media and the Web when creating a marketing plan as many do in B-to-B markets, but you shouldn’t. Turns out that Qwikster, the new brand for Netflix’s DVD service, was already being used as the moniker for a foul-mouthed Twitter user. Not a great association for a new brand name that was already off to a rocky start. This would have been easy to find out with a quick search.
Tracking your reputation online is not a difficult task and requires little more than setting up a Google Alert for your brand names and conducting a regular search on the main social media sites for mentions of your name. You may not be able to prevent negative things being said about you online, but being aware of those things will help you better respond. Read this blog – Twitter: Not a Tool, a Real-Time Mindset – for examples of how other companies have used social media and blogs to effectively and not so effectively respond.
5. As your company evolves, continually assess the competition to ensure you are still filling a market need and meeting that need effectively. As this article points out, Netflix has moved from a DVD-only model to one that was increasingly focused on streaming as a priority. But streaming video has a lot of competition these days, including cable company on-demand platforms, Amazon, Hulu, Google, Dish Network and so on. That doesn’t mean that you can’t survive with a new service in a new marketplace, but it does change how you approach the market and should result in a change in strategic plan. One thing I believe has hurt Netflix as it has attempted to make this shift: Netflix notoriously has a weak streaming library. Case in point: I regularly rent streaming videos on iTunes through my Apple TV for up to $4.99 a movie because they are new releases that aren’t available on Netflix, and I don’t want wait for a DVD in the mail. I’m willing to pay for that value a couple times a month, and my price sensitivity is not as high because of that.
6. And finally, when you are communicating with customers about a problem, be careful to hone in on the customers’ concerns – and don’t go much beyond that. Leadership expert Dr. L. Todd Thomas said in a press release I received earlier this week that Netflix CEO Reed Hastings’ email to subscribers had the following faults: he said too much; he over interpreted his importance; he misdiagnosed the problem; he spoke down to his audience; and he reminded us what everyone was mad at Netflix. You can read Hastings’ email in blog form here: An Explanation and Some Reflections
Netflix may come out of this one alive, if injured. The idea of splitting the business into two – one for DVDs and one for streaming – is certainly not receiving great reviews. Maybe Netflix can turn this one around and become a positive case study for business schools. Either way, it’s worth taking notes.
Source: http://www.mdm.com/article/print?articleId=27793