Best way to finance home improvements? Bought my house about 7 months ago on a 100% financed mortgage with an unbelievably low interest rate, so I want to avoid refinancing. I don't think i can do a home equity loan because I have little to no equity since i did the 100% finance. Any ideas? I need about 10000 - 15000 for new siding work.

what is the best way to finance home improvements? I'm just wondering if we should do a home improvement loan, refinance our mortgage, do a home equity loan, etc. We are looking at doing siding, some windows, soffits and fascia, etc.

where to find Help to finance home improvement? Is there help for citizens to fiance home improvement?

UK QUESTION - Can I get grants for home improvements and repairs? Me and husband are homeowners and barring borrowing money we are unable to finance minor repairs and home improvements. We both work full time. Its very frustrating as our house looks like what used to be a "council house" inside and out and the local council houses (as the improvements and repairs cost the tenants little or nothing) look like the residents own them.

Can Chase home finance take my home? For a long time I had superior credit but due to severe health problems I fell behind and could no longer afford to keep up with my payments, I sent what I could consistently. However, I just recently had an award issued against me in favor of Chase credit card company. I know that Texas law states that Unsecured creditors cannot force me to sell my home for unsecured credit card debt the exception being home equity loans, contractor liens or loans for home improvement. My problem is that I also had a credit card with chase. (never used it for anything concerning my house )Could they find some loophole and force me to sell my home since my credit card was with them and they are my mortgage company? Anyone been in a similar situation? By the way the award(judgment) is for the credit card only not my house.

How does yahoo finance construct its industry indexes? Are they equally-weighted or market cap-weighted? The indexes I refer to can be found by clicking on the industry link found in the business summary portion of a given stock's page, followed by the second link in the Intraday performance summary section of the resulting page. As one example, for Home Depot (ticker: HD), the ultimate link to the Home Improvement index is http://finance.yahoo.com/q?s=%5EYHOh841

New homeowners need personal loan for debt consolidation and home improvements.? My husband and I closed on our first home on 8/31. Our loan was financed 100%. We are now looking to consolidate our credit and auto debt into one along with major home improvements that need to be done. . They total $35k. Where is the best place to go to apply for a personal loan or line of credit for at least $60, 000. Thank you for any insight!

best way to get financed for home improvement of 50k to your house?

Is this a way to finance updating a home wanting to purchase? Example: If a home has a listing price of $85k, and comps in the area run $120, and it can appraise for $100k.... Would a lender support you to purchase the home at which above price? Why am I asking? Virtually no pre-owned home has the fully wheelchair accessibility already there. We would need to widen doorways, roll in shower, support bars around bathroom toilet & wash area, open up area under sinks for legs, ramps in/out home, widen kitchen, make washer/dryer/utility room larger and other such items. We need to have some way of being able to 'finance within the purchase' the improvements needed. What is the liklihood that a home (not trashed) would have such a dollar variance to work with? I've thought of finding a home and putting an ad in the paper looking for a professional Real Estate "flipper" with experience, who would have guaranteed buyers w/those changes if he'd do the re-do. Your thoughts & suggestions on this. Thank you for your time! 091307 7:45 By the way - I'm in Texas, Collin County.

Is it wise to get major home improvements (vinyl siding and doors) done by taking a lien out on my house? I am considering doing a much needed repair on my home. It costs 23,000. The company will finance us using affordable monthly payments. What is the danger in this. Will vinyl siding boost my property value. I have the original aluminum siding on my house now and it looks horrible.

HELP!!!! How can we get a home improvement loan with no out of pocket money? we are looking to buy a home that needs repair but we are doing 100% financing and need extra money that doesn't cut into our budget!!!

How do I get finance to start a business if I have bad credit? Trying to start a home improvement business

Is there free grant money for home improvements? My house is falling to pieces, but Im having trouble with finances. Are there legitamate grants for this purpose?

Mortgage, Refinance, Debt Consolidation, Construction, Home Improvement...? I'm a loan officer for Access Mortgage and Financial, we do 500+ credit scores. Contact me toll free at 877-LOAN-103 and ask for Josh. We do first time buyers, home improvement, debt consolidation, re-finance and more. We handle all credit scores, good or bad. Don't ever pay for a loan application, they are free and can be done over the phone. You can contact me by phone, email, IM. Please only serious inquiries. We are currently licensed in 14 states Hmmm, this is the advertising/marketing section so why can't I advertise? I feel like your answer is violating guidelines, you didn't answer the question, you stated your opinion and got 2 points for it. Let the people at yahoo worry about me. And if anyone out there is seriously interested please contact me. For those of you who just want to criticize then save your 2 points for a real answer to someone who will appreciate it.

What is the percentage of home improvement loans that are financed? Where can I find such information?

How can i get my custom earth-sheltered Luxury housein Mesa ,AZ sold fast? Hi , I have a luxury property in MESA,AZ .It is a custom earth sheltered home and majority of it is underground.It is horse property .But the realtors are not very much interested in marketing it and getting it sold as it is a rare kind of house in AZ. The details of the property are as follows:--- I have a custom home to be sold at 759 G which is appraised at 850 G. The home is a custom home,earth sheltered, made of steel and concrete , custom hardwood floor with granite tops in kitchen ,toilets , fountain showers in the toilets , all fans remote controlled,digital dimmers ,plasma TV and a lot of more , chisseled granite tops , custom sinks and a lot more ............You must see it in person to appreciate the features that it is having because it is very much difficult to cover all it's features in a few lines... The house also has horse rights and has 1.25 Acre land along with it, the land in the neighbourhood is worth 300-350 G an Acre . Apart from these there are indonesian artwork in the house .the other details of the property are as follows.. This is an unique home .When it was built the Maricopa County Officials sent Choppers to get it pictured !!!!!!!!! It is unique of it's kind .It has plenty of amenities in it ...It is constructed of steel and concrete and also has a 42" Plasma TV in it that is for free for the buyer. Since the house is mostly under the earth it is extremely energy efficient.The details of the home are described as follows: This home is a very unique property. It is extremely energy efficient It is an earth sheltered home It is constructed of concrete and steel It has recently been extensively remodeled and it is completely new from the floors on up The lot is 1 acre plus This property has horse rights and has no HOA The home is 3100 square feet. It is a 4 BR/ 2.5 B with a loft. There is a 2 car garage. There is also a 12' * 12' storage shed in the rear of the property. The front and back entrances are completely remodeled with granite. kitchen---There are brand new stainless steel appliances throughout the kitchen. The kitchen also includes maple custom cabinets, as well as African Chesnut hardwood floors. The kitchen has granite counter tops, bar top and back splashes. The kitchen also includes a built-in pantry. Bathrooms--The half bath on the main floor has a solid granite vanity and vessel sink. The 2ND bathroom has marble floors and travertine throughout. The shower features a soothing waterfall shower head. The Asian-Zen master bathroom is truly amazing as it hosts an underground Indonesian rock waterfall in addition to a 320 gallon soaking tub. The Black Alor stone has been said to improve circulation. In addition there are slate floors, granite counter tops and granite vessel sinks with stainless steel faucets. The den holds an amazing granite fireplace. In addition you will find a 42" plasma screen T.V. 42" PLASMA TV IS FREE !!!!!!!!!!!!!!!!! A lot of other home improvement products are free The property is landscape ready and comes with a $10,000.00 landscape allowance (with acceptable offer) which may be used towards the closing costs as well. The one of a kind all-granite wrap around deck is a perfect place for entertaining or relaxing with the family. It offers gorgeous mountain views and the perfect place to watch the sunset INTERESTING FACTS: This is truly a home ahead of its time. When it was being built in 1983 the local news channel sent helicopters to photograph and ran a story on it as it is was quite a head turner then and even more of one now due to the improvements and upgrades. 100% FINANCING IS AVAILABLE- the buyer will have an answer from the loan officer within 15 minutes and final paperwork is estimated to take no longer than 10-15 days. Photos at [url]http://picasaweb.google.com/kishaloy.bhowmick/Eaarthhome[/url] Also the property is located in the mountainside areas where there are a lot of custom luxury properties and it is just 10 mins away from the lakes... Now can you guys suggest me ways in order to market the property .My company is transferring me to CA and this propoerty which has been my dream home is becoming a pain in the neck. Can you suggest me anyway of showing it on Realty TV or something so that i can get rid of this asap. The address is 1123 N 104th St ,Mesa,AZ

Home equity question? Recently purchased a tax foreclosed home that needs work. What is the best way to go about obtaining financing for improvements? I was thinking about home equity line of credit, but did not know if just getting a loan using the home as collateral was better. I was told that the home equity line of credit is easier to obtain, but was unsure.

Can I get a home improvement loan ....? I am buying a house and its in my name and the financing company holds the lien on the house. It needs quite alot of work and needs an add-on or two. Can I get a home improvement loan still? Thank you all for any help and/or advice!

If you have a lien on your house can you get a home improvement loan on the property? The property is financed through a private party, not a bank or mortgage co. Can you get a home equity loan to fix it up? Or a home improvement loan? even though there is a lien on the property?

Can I cancel a contract to have a home improvement company install cabinet door? I have signed a contract to have a home improvement company install cabinet doors, they gave me 3 days to break the contract which I did not do. Now my finances have been destroyed, and I cannot proceed with the project. I cancelled the project before they gave me an installation date. They say that I HAVE TO proceed. Do I have to? I can't. I have paid no money so far.

Mortgage Professionals ! Can You Use a HELOC to Make a Downpayment on Another Home? I asked a similar question earlier today and a couple people said it would be fraud. Looking around the web it is suggested on several websites as an option for home buying , but I can't post the links. We own our house valued at 70k. We have a small home improvement loan out now 15k. We want to buy a 125k house so we need 25k down. Our mortgage broker suggested a line of credit, we can buy the house we want.Move.Fix up the old house a little bit. Sell it.Then pay off the HELOC. What is fraudulant ? I want the HELOC specifically to buy another house. My broker said it would be cheaper interest than a 80/20 or 100% financing or even a bridge loan.(I should mention that he is a friend of the family and not likely to steer me into something illegal knowingly.) Any advice would be greatly appreciated. Thank you in advance.

Where can I find a finance house to provide credit to my customers? Based in UK. Home Improvement market.

WHere Can I find an online list of grants to finance a new small bussiness? not exactly sure what, but say for instance I wanted to start a used car dealership, or a home improvement office. Where do I find a list of available grants along with corresponding requirements.

WHere Can I find an online list of grants to finance a new small bussiness? not exactly sure what, but say for instance I wanted to start a used car dealership, or a home improvement office. Where do I find a list of available grants along with corresponding requirements.

Buyer going through owner finance and I signed some papers in september builder has not finished the house? I am 1st time home buyer,(owner finance) I am really worried .I signed some papers in sept. (papers) meaning not the contract because the house isn't done all we need is tile, fixtues,oh and electric. On the papers I signed it says :Builder will make all reasonable efforts to substantially complete the improvements within 90 calendar days from that date hereof. Builder does not warrant or guarantee completion of the improvements on any specific date. Okay I talked to the builder a few days after the 1st of january he said his father had passed away and he was going to proceed to put the tile in that saturday which would be the 5th of january nothing has been done since the week before christmas. I have been tring to get a hold of him and all I get is voice mail. We are now at day 122. What should I do? I feel so helpless.. Should I wait ? Should I go to a Lawyer?

anyone thought about refinancing? i know this is not a good way of doing this, but listen i just had a baby, and im working from home, i'm looking for ppl who are seriously wanting to refinance there house or get info on doing it, anyone want to know for free, if they qualify for the purchase of a new home, cash out options, if you have Credit Card debt you want to get out from under, or any debt for that matter, let me know, im am looking to give free info to show ppl where, and if they qualify. no strings attached no obligations or commitments. i just want to help ppl get lower interest rates, lower payments, help them pay off bills, or get them some cash out on their equity to take a well needed vacation, or home improvements! i lean twards 100% financing, that means NO CASH OUT OF POCKET!!!! come on help a new mom out!

How should Sony be managing its strategic renewal? use SWOT and the five forces and Pestel framework analiyses The electronics and media giant Sony was struggling through the late 1990s and early part of the 2 century. With each disappointment, it seemed that Sony’s management launched another restructure’ of the company. By 2003, commentators were beginning to ask whether restructuring was part of the solution or part of the problem. How should Sony be managing its strategic renewal? (by Using the SWOT and the five forces) ... As conditions change, Sony has to change accordingly, because their conventional strategy won’t transcend to the internet-enabled model. Mitchell Levy, author of The Value Framework Introduction For the first quarter ending 30 June 2003, Japan- based Sony Corporation (Sony) stunned the corporate world by reporting a decline in net profit of 98 per cent. Sony reported a net profit of 9.3 mil lion compared to ¥1.1 billion for the same quarter in 2002. Sony’s revenues fell by 6.9 per cent to Y1.6 trillion the corresponding period. Analysts were of the opinion that Sony’s expenditure on its restructuring initiatives had caused a significant dent in its profitability. In the financial year 2002—03, Sony had spent a massive ¥100bn on restructuring ( £5OOm; — €750m). Moreover, the company had already announced in April 2003 about its plans to spend another 1 trillion on a major restructuring initiative in the next three years. Analysts criticized Sony’s management for spending a huge amount on frequent restructuring of its c electronics business, which accounted for nearly two-thirds of Sony’s revenues. In 2003, the sales of the consumer electronics division fell by 6.5 per cent. Notably, Sony’s business operations were restructured five times in years. Analysts opined that Sony’s excessive focus on the m consumer electro (profit margin below 1 per cent in 2002—03), coupled with increasing competition in the consumer electronics industry was severely affecting its profitability. t However, Sony’s officials felt that the restructuring measures were delivering the desired result: According to them, the company had shown significant jump in its profitability in the financial year 2002-2003. Sony reported a net income of ‘1 15.52bn in the fiscal 2002—03 compared to Y15.3lbn in 2001—02. (See ‘table I for Sony’s key financials in the past 13 years.) A statement issued by Sony said, ‘The improvement in the results was Partly due to I its electronics business especially in the components units At the beginning of the new millennium, Sony faced increased competition from W and foreign players (Korean companies like Samsung and LG) in its electronics and entertainment businesses. The domestic rivals Matsushita and NEC were able to capture a substantial market share in the internet-ready cell phones market. Analysts felt that the US-based software giants like Microsoft and Sun Microsystems and the networking major Cisco system posed a serious threat to sony’s home entertainment business. Background On 7 May 1946, Masaru Ibuka (Ibuka) and Akio Electronics, Entertainment and Insurance and Morita (Morita) co-founded a company called F, (see Table 2). Each business division was Tokyo Tsushin Kogyo Kabushiki Kaisha (Tokyo cn into product groups. The electronics Telecommunications Engineering was split into four product with an initial capital of Y190, 000 in the city of Nagoya, Japan. They gave importance to product innovation and decided to offer innovative high quality products to their consumers. The founders introduced many new products division consisted of Sony’s life insurance and like the magnetic tape recorder, the ‘pocket able finance business. pro- radio and more. By the 1960s, the company had established itself in Japan and changed its name to Sony corporation. During the 1960s, the company focused on globalization and entered the US and European markets. During this period, Sony developed and introduced the Walkman, which was a huge success. It significantly boosted Sony’s sales during the 1 By the mid-1980s, Sony’s consumer products were marketed in Europe through subsidiaries in the UK, Germany and French. In 1989, Norio (Ohga) took over as the chairman and CEO of sony from Morita. Under Ohga, Sony began to place greater emphasis on process innovations that improved efficiency and controlled product costs. By 1994, Sony’s businesses were organized into three broad divisions — Electronics; Entertainment and insurance and Finance. Each business division was in turn spilt in to four product group which produced a wide variety of products. The entertainment division, which consisted of innovation and decided to offer, high groups, which produced a wide variety of products. The music group and the pictures group, made quality products to their consumers. Music videos and motion pictures. The finance division consisted of sony’s life insurance and finance business. The company’s growth was propelled by launch of innovative products and by its foray into the music and films business. Restructuring of electronics business (1994) Under Ohga’s leadership, Sony witnessed negligible growth in sales during 1990 and 1994. Sales and operating revenues improved by only 2 per cent during that period. However, the net income and operating income registered a drastic fall of 87 per cent and 67 per cent respectively. Analysts felt that the stagnation in the electronics industry coupled with factors such as the recession in the Japanese economy and the a appreciation of the yen against the dollar led to the deterioration in the company’s performance. It was noticed that in the electronics business the revenues of the video and audio equipment businesses were coming down or were at best stagnant the television and other groups were showing signs of improvement. The ‘Others’ group, which consisted of technology intensive, product such as computer products; video games’ semiconductors and telecom was performing very well and had a growth rate of nearly 40 per cent. In order to focus on the high growth businesses, Sony announce major changes in the structure of its electronics business in April] 1994. Sony’s management felt that the ‘Group’ structure which had fuelled the company’s growth in 1980s, was proving to be edundant_44dynamic business environment of the new structure, the product groups of the electronics businesses were regrouped into eight divisional companies. The eight companies were the Consumer Audio & Video Products company, the Recording Media & Energy Company, the Broadcast Products Company, the Business Industrial Systems Company, the InfoCorn Pro-ducts Company, the Mobile Electronics Company, the Components Company, and the Semiconductor Company. The restructuring exercise laid special focus on the products that formed the ‘Others’ group. Each divisional company had its own goals and was responsible for all its operations (production, sales and finance). The presidents of the divisional Companies were authorized to decide upon the investments to be made up to a prescribed limit. They could also take decisions regarding the HR issues for all employees up to the level of divisional director. In addition, they were made responsible for the financial performance of the companies headed by them. Sony’s presidents were expected to perform a role similar to that of CEOs and were accountable to shareholders. The restructuring of Sony’s electronics business was aimed at improving the company’s focus on high potential products and expediting decision making process to make the company more responsive to changing market conditions, following the restructuring, the number of layers in the decision-making process was reduced from six to a maximum of four layers. Commenting on his responsibilities within the new structure, Ohga said, ‘First of all, I would like for the divisional presidents to run their companies as if they were reporting to shareholders once a year at a share-holders’ meeting. My role will be to review their Strategies, examine any points I feel should be questioned and provide advice when and where necessary.’ The main goals of Sony’s newly formed organization system were explained in a memorandum entitled ‘The Introduction of the Company within a Company System. Ohga said, ‘By revitalizing its organization, Sony aims to introduce appealing products in the market in a timelier fashion while further strengthening cost-competitiveness companywide.’ In 1995, after the implementation of the divisional company structure in the electronics business, changes were announced in Sony’s management structure. Under the new framework, Sony was to be led by a team of executives at the top management level. The team included the‘-Chairman & CEO, Vice Chairman, President &company Operating Officer (COO), Chief Officers and the presidents of divisional companies. Analysts felt that Sony’s management took this measure to reduce the company’s6 on a single leader. In March 1995, Nobuyuki Idei (Idei) was appointed the President and Chief Operating Officer of Sony. Despite the organizational changes, the financial performance of Sony deteriorated in 1995. For the fiscal year ending March 1995, Sony reported a huge net loss of 293.36bn. The write off of goodwill during 1994, the poor performance of the Pictures group and the strength of the yen were regarded as major reasons for this loss. During 1994, the yen was at an all-time high against the dollar, making Sony’s exports uncompetitive. Ana lysts also felt that Sony’s consumer electronics business lacked new, innovative products. Given this poor financial performance, the top management of Sony decided td integrate the company’s various domestic and global business functions such as marketing, R&D, finance, and HR. The functions of its numerous divisional companies were thus brought under the direct purview of headquarters. Idei also decided to strengthen the existing eight-company structure and to lay more emphasis on R&D in the IT field. He felt that Sony needed to focus on developing IT-related businesses. Accordingly, Sony’s management reorganized the existing structure to create a new ten-company structure. The ten-company structure (1996) In January 1996, a new ten-company structure was announced, replacing the previous eight-company structure (see Table 5). Under the new structure, the previous Consumer Audio & Video (A&V) company was split into three new companies — the Display Company, the Home AV Company and the Personal AV Company. A new company, the Information Technology Company, was created to focus on Sony’s business interests in the PC and IT industry. The Infocom Products Company and the Mobile Electronics Company were merged to create the Personal & Mobile Communications Company. The other companies formed were the Components & Computer Peripherals Company (formerly called the Components Company), the Recording Media & Energy Company, the Broadcast Products company the Image & Sound Communications Company (formerly called the Business & Industrial Systems Company) and the Semiconductor Company. In order to devise and implement the corporate strategies of the Sony Group, an Executive Board was created. ‘l hoard was chaired by ldei. The other members of the board included the Chief Human Resources Officer, the Chief Production Officer, the Chief Marketing Officer, the Chief Communications Officer, the chief Technology Officer, the Chief Financial officer, the Executive Deputy President & Representative Director and the Senior Managing Director. In an attempt to consolidate the marketing operations of Sony, the marketing divisions that belonged to the previous organizational setup were spun off to create three new marketing groups — the Japan Marketing Group (.JMG) the international Marketing & Operations group (IM&O) and the Electronic Components & devices Marketing Group (ECDMG). The 1MG was responsible for all marketing activities in Japan for five companies — the Display Company, the 1-lome AV Company, the Information Technology Company , the Personal AV Company arid the Image & Sound Communications Company. The INI&O was responsible for supporting all overseas marketing efforts for these companies. The ECDMG oversaw the world wide marketing operations for the Semiconductor Company and the Components & Computer Peripherals Company. Analysts felt that this consolidation was done to separate Sony’s Japanese marketing operations from its worldwide operations so that the company could operate in a focused manner. To centralize all the R&D efforts of Sony, the previous R&D structure (in which each company had its own R&D division) was revamped and three new corporate laboratories were established. The laboratories were the Architecture Laboratory (responsible for carrying out R&D for software, network and IT-related technologies), the Product Development Laboratory (R&D for product development in AV businesses) and the System & LSI Laboratory (R&D for LSI and system design, the basic components of hardware products). In addition, a new D21 laboratory was established to conduct long-term R&D for future oriented technology intensive products. Sony also gave emphasis to grooming young, talented people to take up top management positions. The company also introduced the concept of ‘virtual companies’ — temporary groups consisting of people from different divisions for launching hybrid products. Sony applied this idea when developing the latest generation M For the financial year 1995.-96 Sony registered a 15 per cent increase in revenues and became profitable again. in April 1998, a new organization, Corporate Information Systems Solutions (CISS), was established to realign and upgrade Sony’s information network systems and its global supply chain. The CISS comprised an advisory committee of individuals from management consultancy firms and Sony’s CISS representatives. The committee members advised the President on technological and strategic issues related to CISS. Representatives of the CISS were placed in all divisional companies to accelerate the implementation of corporate IT projects. During early 1998, Sony formed Sony Online Entertainment in the US to focus on internet- related projects. In May 1998, Sony changed the composition of its board of directors and established the new position of Co-Chief Executive Officer (Co-CEO). Idei was appointed Co-CEO Idei’ reshuffled the management system to facilitate speedy decision making, improve efficiency, and provide greater role clarity to managers. The new system separated individuals responsible for policy-making from those who were responsible for operations. Under the new system, Idei as responsible for planning and designing‘s strategies and supervising the growth of e-business. Along with Ohga , he -had to supervise the performance of the entire Sony group. president Ando was made responsible for overseeing Sony’s core electronics business while Chief Financial Officer (CFO) Tokunaka was made responsible for the company financial strategies and network businesses. In addition, the top management positions of Sony’s global subsidiaries, which were previously called Corporate Executive Officers, were redesigned Group Executive Officers. Explaining the rationale for these changes, a Sony spokesman said, ‘These changes are aimed at making Sony’s management more agile. The implications From 1995 to 1999, Sony’s electronics business (on which the restructuring efforts were focused) grew at a compounded annual growth rate (CAGR) of 8.55 per cent (see Table 6). The music business had a CAGR of 10.5 per cent while the pictures business had a CAGR of 17 per cent. Significant gains were, however, recorded by the games and insurance business. The games business registered a CAGR of 215 per cent, while the insurance business registered a CAGR of 31 per cent. In the late 1990s, Sony’s financial performance deteriorated. For the financial year 1998—99, its net income dropped by 19.4 per cent. During that period, Sony was banking heavily on its PlayStation computer game machines. It was estimated that the PlayStation (Games business) accounted for nearly 42 per cent of Sony’s operating profits and 15 per cent of total sales for the quarter October— December 1998. In the late 1990s, many companies across the world were attempting to cash in on the internet boom. At that time, Sony’s management felt the need to establish a link between its electronics business (TVs, music systems, computers) and its content-related businesses (music, video games, movies and financial services) by making use of the internet. The management felt that in future, the revenues generated by internet-related businesses might even surpass those earned through the consumer electronics business. It wanted to use the internet as a medium for selling its electronic products as well as its content (music, movies and so on). In order to achieve this, Sony announced another reorganization of business operations. Analysts felt that Sony was in a good position to exploit the opportunities offered by the internet sTi-ice the company already had an established position in the electronics and content-related businesses. The unified-dispersed management model In April 1999, Sony announced changes in its organizational structure. Through the new frame work, the company aimed at streamlining its business operations to better exploit the opportunities offered by the internet. Sony’s key business divisions — Consumer Electronics division, Components division, Music division and the Games division — were reorganized into network business This involved the reduction of ten divisional companies into three network companies, Sony Computer Entertainment and the Broadcasting & Professional Systems (B&PS) Company (see Exhibit 1). SCE Company was responsible for the PlayStation business while the B&PS Company supplied video and audio equipment for business, broadcast, education, industrial, medical and production related markets. The restructuring aimed at achieving three objectives — strengthening the electronics business, privatizing three Sony subsidiaries, and strengthening the management capabilities. The restructuring also aimed at enhancing shareholder value through ‘Value Creation Management’. Strengthening the electronics business The three network companies created were the Home Network Company, the Personal IT Network Company and the Core Technology & Network Company. Each network company was governed by a network company management committee (NCMC) and a network committee board (NCB). The NCMC was responsible for developing management policies and strategies. Its members included the officers and presidents of the concerned network company. The NCB was responsible for managing the day-to-day operations of the network company while keeping in mind the overall corporate strategy of the entire organization. Each NCB was chaired by the concerned company’s President & CEO, Deputy President, President and Representative Director, two Executive Deputy Presidents and Representative D, and Corporate Senior Vice President. The new structure aimed at decentralizing the worldwide operations of the company. The corporate headquarters gave the netw5 companies the authority to function as ai entities in their corresponding businesses. To facilitate more functional and operational autonomy, the corporate headquarters also transferred the required support functions and R&D labs to each network company. To give a further boost to Sony’s electronics business, the management created Digital Net work Solutions (DNS) under the purview of head quarters. The role of DNS was to create a network business model by charting strategies and developing essential technologies for exploiting the opportunities offered by the internet. The basic aim of creating DNS was to develop a network base that would provide customers with digital content (such as music and movies) and financial services. Privatizing Sony’s subsidiaries As part of its strategy to promote functional and operational autonomy and to devote more attention to units which contributed significantly to its revenues and profits, Sony decided to convert three of its companies — Sony Music Entertainment a (Japan), Sony Chemical Corporation (manufactured printed circuit boards (PCBs), recording media ; and automotive batteries), and Sony Precision Technology (manufactured semiconductor inspection equipment and precision measuring devices) into wholly owned subsidiaries of Sony. In addition, Sony converted SCE, which was jointly owned by Sony and Sony Music Entertainment (Japan), into a wholly owned subsidiary of Sony. Strengthening the management capability To strengthen the management capability, Sony clearly demarcated the roles of headquarters and the newly created network companies. Accordingly, distinction was made between the strategic and supp Sony’s headquarters was split into two separate units — Group Headquarters and Business Unit Support. The role of Group Headquarters was to oversee group operations and expedite the allocation of resources within the group. The support function such as accounting, human resources and general affairs, were handled by the network companies so that they could enjoy more autonomy in their operations. Significant long-term R&D projects were directly supervised by the headquarters, while the immediate and short-term R&D projects were transferred to the concerned network companies. In order to evaluate the performance of the net work companies, a value based performance meas urement system was introduced. The implications While pursuing its restructuring efforts, Sony started developing products which were compatible with the internet. Its electronic products, such as digital cameras, personal computers, music systems; and Walkman, were made web compatible.Through its website, www.sony.net, consumers could participate in popular television game shows listen to music, and ,d songs and movie trailers, Sony also venture into e-business with the acquisition of Sky Perfect Communications. While focusing on offering internet-enabled products, Sony also attempted to increase internet penetration by offering internet connection at lower cost and higher speed to consumers in urban areas. Sony’s restructuring efforts in 1999 were well received by investors. Following the announcement of the restructuring programme, Sony’s stock- prices nearly tripled. This positive trend continued even in 2000. By March 2000, its stock prices were at a high of $152. Having already offered its PlayStation game console on the internet, Sony— launched its PlayStation 2 (PS2) video game console in Japan in March 2000. The PS2 sold 980,000 units within the first three days of its launch. However, Sony still faced problems since its other businesses, ii hiding electronics, movies, personal computers, and mobile telecommunications, were not performing well. Analysts felt that the low internet penetration rate in Japan (estimated to be 13 per cent in 1999) was proving to be a major hurdle for Sony. Consequently,Sony’s financial performance deteriorated by the end of 1990s. For fiscal1999—2000, Sony’s net income fell to Y121.8 compared to Y l 79bn in the fiscal 1998—99. This resulted in a major fall in its stock prices. By May2000, Sony’s stock prices fell by 40 per cent to$89. Analysts were quick to criticized Sony’s efforts towards transforming itself into a web-enabled Company. They commented that the company had created more hype rather than taking a few significant steps in this regard. In response financial problems, Sony announced a reshuffle in its top management. Idei became the Chairman and Chief Executive Officer of Sony. Ando, who headed Sony’s PC division,was made the President, while Tokunaka, who previously headed the PlayStation unit, was made the Chief Financial Officer of Sony. Sony also undertook a massive cost-cutting exercise. Its global manufacturing facilities were reduced from 70 in 1999 to 65 in 2001. Sony planned to further bring down the number of manufacturing facilities to 55 by the end of 2003.This move would result in the elimination of17,000 lobs. While implementing these measures, the company had to deal with severe resistance from employee unions and local governments (in areas where jobs would be eliminated). Despite the above measures, Sony’s financial condition did not show any significant improvement in 2001. The company was severely affected by the slowdown in the IT industry during2000—01, which led to a decline in the demand fore computer-related products. As a result, in spite of a 9.4 per cent increase in revenue in the fiscal2000—01 (mainly due to the improved sales of the PlayStation games console) Sony’s net income dropped significantly from l21.83bn in the fiscal1999—2000 to y16.75bn in the fiscal 2000—01. Analysts commented that sony required a new business model. The company had immediately to take concrete measures to increase its net income. Sony’s management also felt that with the emergence of net-compatible devices like cellular phones, audio and video gadgets and laptops, PCs were losing their charm, It felt that in the emerging age of ‘broadband’ the demand for the above products was likely to increase in future. Sony’s management felt that in order to boost profitability and exploit opportunities offered by the broadband era, there was a need for yet another organizational restructuring. Restructuring efforts in 2001 Sony announced another round of organizational restructuring in March 2001. The company at transforming itself into a Personal Broadband Network Solutions company, by launching a wide range of broadband products and services for its customers across the world. Explaining the objective of the restructuring, Idei said, ‘By capitalizing on this business structure and by having businesses cooperate with each other, we aim to become the leading media and technology company in the broadband era.’ The restructuring involved designing a new headquarters to function as a hub for Sony’s strategy, strengthening the electronics business, and facilitating network based content distribution. New headquarters to function as a hub for Sony’s strategy Under the new structural framework Sony’s headquarters was revamped into a Global Hub centered on five key businesses — electronics, entertainment, games, financial services and internet/communication service. The primary role of the Global Hub (headed by the top management) was to devise the overall management strategy of the company. Sony’s management decided to integrate all the electronics business related activities under the newly created Electronic Headquarters (Electronics HQJ). In order to achieve the convergence of Audio Video Products with IT (AV/IT convergence), Sony devised a unique strategy called ‘4 Network Gateway’. Under this strategy, the games and internet/communication service businesses were combined with the electronics hardware business so that innovative products could be developed and offered for the broadband market. The three businesses were under the supervision of Ando. In order to provide support services or the entire group, a management platform was created, which consisted of key support functions in diverse fields such as accounting, finance, legal, intellectual copyrights, human resources, information systems, public relations, external affairs and design. The management platform was later split into the Engineering, Management and Customer Service (EMCS) Company and the Sales Platform (which comprised the regional sales companies and region-based internet direct marketing functions).’The management platform was headed by the Chief Administrative Officer, a newly created position. Sony’s management also converted the product- centric network companies into solution-oriented companies by regrouping them into seven companies. Group resources were allocated among the network companies on the basis of their growth potential. Strengthening electronics business To enhance the profitability of the electronics segment, Sony’s management decided to give emphasis to product development efforts. The management felt it was also essential to enhance the quality of the electronic devices manufactured. In order to achieve this, Sony’s management devised an innovative business model called the Ubiquitous Value Network,’ which connected the company’s existing hardware, content and services through an agency of networks. Sony planned to develop a wide range of products which could be connected through this network. Network-based content distribution Like the electronics, games and internet/communication service businesses, the entertainment and financial services businesses were also developed in a network compatible mariner to facilitate electronic content distribution. In the entertainment business, music and movies were converted into a digital format and distributed over the internet (apart from being distributed through traditional channels such as music stores and theatres). In Japan, Sony Music Entertainment launched online music through its website. This website allowed customers to download popular songs for a fee. In the financial services business, Sony Life Insurance Japan launched the ‘Life Planner’ consultancy sys tem which offered personalized financial services online to its customers. Sony Life Assurance Japan also went online and started selling its insurance policies over the internet. The implications Soon after the reorganization, Sony launched some innovative products to cater to the broad band market. For instance, in 2001, the company launched a series of internet-compatible mobile phones. However, the product was unsuccessful (owing to problems in the software used in the mobile devices) and in early 2002 Sony had to recall three batches of phones sold to Japanese companies. In consequence, Sony had to write off $ 110 m in the quarter ending June 2002. In April 2003, Sony announced another major restructuring exercise (to be carried out in the next three years) in order to strengthen its corporate value (see Exhibit 3). Following this announcement, Sony was reorganized into seven business entities — four network companies and three business groups (see Exhibit 4). These business entities were given the authority to frame short-term and long-term strategies. According to analysts, the company’s financial performance did not improve in spite of the frequent restructuring by Sony’s management. For the financial year 2001—02, Sony’s operating income fell by a significant 40.3 per cent while its revenues registered a marginal increase of 3.6 per cent. According to a Business Week report, sales of Sony’s most profitable products — the PlayStation and the PS2 game consoles — were likely to fall (see Exhibit 5). Due to Sony’s poor financial performance, the management planned to further reduce the number of manufacturing facilities and shift some production activities out of Japan. Analysts also criticized Sony for being a diversified business conglomerate engaged in several businesses from semiconductors to financial services. They felt that the company should focus on a few highly profit able businesses like games, insurance, and audio- video equipment and hive off the unprofitable businesses. Analysts felt that spending huge amounts of money on restructuring was not justified, particularly since the restructuring exercise had not yielded the expected results. In 2001, restructuring efforts had cost the company fl00bn; and the proposed restructuring in April 2003 was expected to cost another Yl 4Obn. Analysts also felt that the convergence of consumer electronics, PCs and the internet was not only opening up new opportunities for Sony but also creating more competition for its core businesses. As Sony took steps to strengthen its networking capabilities, the company faced new forms of competition in both domestic as well as foreign markets. For instance, in the US, software giants like Microsystems (as well as a few startups) were planning to enter the home entertainment market. Even Cisco Systems, which provided network solutions, had started manufacturing consumer electronics products. A Business Week report said that Sony lacked any distinctive competencies in the internet-related businesses. It was neither an aggregator of content like Yahoo!, nor a limited-product vendor with an efficient distribution network such as Dell. distinctive competencies in the internet-related businesses. It was neither an aggregator of content like Yahoo!, nor a limited-product vendor with an efficient distribution network such as Dell.

How/ Where can we get funding, financing or donations to buy a motel without the proper credit needed? My wife and I have been trying everything possible to get financing and/ or funding to be able to buy 2 small motels in the same town. The smaller of the 2 would continue being run by a former teacher of mine. (His mom died in November and his family wants to sell, but he does not want to leave. It's been his home, off and on, for the last 50 years.) It has only 4 large rooms, but there is room to expand. The other motel has 17 units and is busy year around. We would also want to expand that one. The improvements would definitely bring guests in, which would mean larger revenues. We both have the knowledge and experience to run a motel and hire employees. Our credit isn't good enough at this time, nor have we ever made this large a purchase. We are SEEKING INVESTORS, PRIVATE LENDERS OR DONATIONS in order to make our dream come true. The two properties also have PERSONAL SENTIMENTAL MEANING to me and we would SERIOUSLY like to be the NEXT OWNERS of both. Thank you for your time.

A Messy Situation in Real Estate? My father is getting ready to begin a huge home improvement project(i.e. renovation and restoration). However he has a huge problem. When my grandmother passed back in 1984, she left the house and property to my father and his other 5 siblings. The problem is, 4 of the siblings have been dead for 25 years. When they were, they never paid property taxes, utility bills, or contributed to anything with the household, my father has been the main person who occupies the house, maintains the utilities, AND pays the property taxes. My father is in the beginning stages of the project but cannot seem to finance the project. In order to obtain a home equity line of credit, he is told that the remaining parties on the deed that are deceased would have to be removed from the deed. My question is, the children of the decease? They are trying to get house out of my fathers name so they can sell the estate and get the money. if my father gets the line of credit does he owe them anything?

Bad credit and larger down payment? We will be able to put down between 6 to 10 thousand on either property or a house. Our credit scores are both in the low 500's, I have a repossession judgement and some few old small bills but no credit cards. I have nothing that shows good payments. If we buy property at 30 percent down could we get financed for the remaining 70 percent and how likely would we be able to get financing for the improvements and a modular home or a double wide trailer using the land for the collateral?

Any investors interested in providing capital for flipping real estate? In the Utah valley area. I'm trying to get into the business of flipping junker houses in the Utah valley area. Please respond if you are interested in discussing financing this. I have a Bachelor's degree in business management, with an emphasis in finance, and classes in real estate as well. I also have experience in many areas of home improvement, and connections to general contractors and plumbers.

The law when a couple get together, concerning estates? A couple meet and start living together... One of them move into the others house,the house for example is worth £180k with a morgage of £30k,ie one of them has an estate of £150k.The one with the estate isn't shall we say very clever and is very trusting and also has medical problems which relate to her being very forgetful which leads to her letting her partner (not yet married but a relationship of 18 months) take control of all finances.This leads to the partner (who has moved into the house) persuading the home owner to re-morgage enough to carry out home improvements and also have his name to 50% of the house,ie by now he owns a half of the house without putting in any money.The owner (her) is probably just happy to have meet someone at last and doesn't think ahead/what problems might accure should they split,basically she now only has £75k.What is the law should they split,could her children challenge him should he try to go about claim half the property?Thanks for any help

This is a question about Hurricane Katrina.? These facts below I displayed to support my question. Why did our government choose to send trailers to Atlanta snd store ice when they coudl have used HUD to get people in the empty homes. You have an entire govenrment staff already in place selling hud homes. Why not have them get these people into a HUD Home. 1-You have staff in place 2- Any home lived in is an improvement compared to an empty home. 3- a percentage of people would become acclimated to that community and stay in the home in which case a Fannie Mae or other loan would be available to finance that home. 4. This would be a simple solution instead of trailers there were an estimated 374,000 hurricane Katrina refugees in shelters, hotels, homes and other housing in 34 states and the District of Columbia, according to the Red Cross and state relief officials. http://www.csmonitor.com/2005/0912/p01s01-ussc.html 1,433,646 home available to date http://www.foreclosure. Lets understand the cost starting $105 billion . So not only am I a bleeding heart but anemic as well. Lets face facts Katrina is not a one time deal. Its coming back. Just a question of when. Maybe we can use an infrastructure we already have in place to solve the problem or does that make too much sense.

Credit Scores around 705 (wife and myself). What would my interest rate be on 100% financing? Income for the household is around $145,000 a year in Nebraska. Home is worth around $225,000. I have a first mortgage at 5.75% with $142,000 and a 2nd with $50,000 left on it, 7 years left on the 2nd and a rate of 7.49%. I would like to get a new loan (possibly combine the first and 2nd) and also take out the additional $35,000 to pay off some more debt and do a few home improvements. Am I crazy? Can I combine the 2 and make something work? Let me ask it another way, what (approx) would my interest rate and closing fee's be on a 30 year loan with the above information?

Time to end my marriage? I was in love with a beautiful woman for 14 years. Unfortunately, I got caught up in a bad job, heavy workload, stress and an abusive boss. My hours slowly began to increase over a 2 year period and I had to travel around the world. Over the past year I worked 16 hour days plus weekend work, conference calls along with being tied to a blackberry. I was trapped and did not know how to get out of it. I nearly died from the workload and stress. We needed my paycheck to pay for private school, my wife’s compulsive shopping for stuff, home repairs and improvements, dogs, vet bills, dog walkers and so on. My wife has a part-time job and I gave her total control over our finances when my son was born 9 years ago. She said it was a trust issue. During this time we spent everything that I made. In addition, my wife wanted to be independent and have a balance between career and being a mom. My salary fronted 3 different business ventures for her that all failed and cost us tens of thousands over the years. I am ashamed of myself but under extreme stress I yelled at my son twice. I think I have yelled at him 5 times in 9 years. I also got close to my wife one day and raised my voice to her. I apologized later but she yelled at me for something and I don’t know what I was doing. I yelled at my wife maybe twice in our 13 years together. We used to kid each other about our families until one day she did not find it funny. I agreed we would not make fun of our families. Also, she said I made mean comments about them when in fact they were insensitive, they were not meant as mean. Things I said were “I wish I had time to go out for ice cream” My wife claims she tried to get me out of my crisis, I remember just her yelling at me that I am never home and I would reply with what can I do for now. I did try looking for another job but I had to maintain a level of income to pay for the above. I spoke to a counselor who told me my wife has underdeveloped coping skills. She did what she knew how to under stress. I am sure she thought I was having an affair or I did not love my family. In fact, I have never really bought myself anything over the years, never hung out or took weekends with the guys and even gave up watching sports to be with them. Even though I was controlled by my job I was still doing it out of love and to give them a better life. The counselor informed me that my wife had to invent some reason for her depression because of her lack of coping skills. She had to come up with the reasons within parameters that allowed her to develop a course of action. During this time she never got a babysitter to take me out of the house to talk to me. Did not offer to come to my job and have lunch to see my environment. Never tried to get her family to watch my child and take me away for a weekend to talk me out of my crisis. I can understand, she probably thought she would learn something she did not want to know. She did not even suggest we go to counseling before she unleashed hell on me. In June she started to talk to me about my relationship with my son. I heard her and was working towards winding down my workload. I did not know she was in crisis. Two months later she calmly told me how she “checked out”, she lost her best friend and I had to work my way back into their lives. I got this and understood that I had to take control back over my life. Unfortunately, it was too late and now we are in marriage counseling. My wife says it will not work because she can’t get past the fact that I was mean and she can’t understand under extreme stress, people can act out of character. My wife has a double standard, during our life together she struck me across the face twice. She has not done it since I warned her. While I was in my work frenzy she constantly yelled at our son and said, “You see how he is and you know why I yell”. She exhibits periods of road rage and even tried to run over an old man that stole her parking space. All excusable because sometimes you do get mad; but I can’t. The worse part, prior to her final conversation she plotted a specific course of action. She attempted to build a case and file a complaint against me as an abusive spouse. I dedicated my life to her and she tried to jeopardize my ability to see my son, future relationships and even potential employment. All because I worked myself into exhaustion and yelled at her once. When she could not get any independent parties to back this claim based on my actions she did something else. She posted an ad on the internet and began dating other men. After our talk and while I was working back into our relationship she was actively dating. Even in marriage counseling she was still dating. I found out by accident, she took time off from work, arranged for babysitters, tried to hook up while my son attended an event. I read all the emails. She slept with another man and I had to read all the details. She wrote terrible things about being married, that I was a violent man and that my son was a burden. Of course in between acting like a prostitute and just staying with me for the paycheck while she played the field. The married man she was involved with even offered to pay her for sex. She endangered the welfare of our child, she could have been stalked at home or beaten during one of her “meetings” and no one would know her whereabouts. Anyway, I forgave her and took responsibility for this saying I created the conditions. She never said she was sorry. It looked like we were getting back together, still going to counseling and I even flushed my career. I told my employer that I was moving my family back to her home state. That’s when things changed, for the past 6 weeks she has administered an extreme emotional and psychological beating on me. All under the guise of that I am mean and she is afraid of me. Am I really the mean one? We have never told the counselor about her actions and behaviors. My wife likes to ask for advice from an online organization. She never tells them what she has done. I found her latest email, 2 days after I flushed my career she wrote them that she does not like me and would not even date me. In our last session she basically said that she liked her life and I was security but she can’t get past my actions. She said she is afraid because she knows as a single mom she will start yelling at my son. I guess all I ever was to her is a paycheck. I have come to my senses and I am both sad and mad. I intend to issue an ultimatum this week that I know my wife will reject. I don’t think I love her anymore and can’t believe she killed feelings I had for her that lasted this long. I am afraid of her and ashamed at what she has done and tried to do to me. Am I crazy for trying to give her a last chance? I keep thinking that if she gets her act together our lives will be even better. Am I just stupid and hopelessly in love? I am also afraid of how she will treat our son as she tries to land her next sugar daddy. She will have a hard time finding another me. I am in the 30% club, never cheated, never took for myself and always thought of their needs first. Should I change when I start my new life?

What should I do????? Credit question? I am a solvent, stable, well-employed, credit-worthy individual. I bought a house 7 years ago which has more than doubled in value due to the market I'm in and of course, location-location-location. I have about $10k of debt (credit cards, automobile). To further increase the value of my home, I want to renovate my kitchen and bathrooms to the tune of about $16,000. Here's my big question: I've applied and been approved for a $30k home equity loan to finance the renovations and pay off the auto and credit card debt. Am I turning down the wrong road? Am I asking for trouble? I really, really hate debt. My home mortgage is [was] low and now I'm adding back another $30k. I opted for the home equity loan vs. line of credit so that I got a fixed interested rate, which was important to me. I will pay off the home equity loan long before the term is up. The return on the improvements will definitely more than double my investment in upgrading. Is this the right thing to do?

advice for when property value is falling - northern VA? Hi - my husband purchased a condo shortly before we met for $246k. Currently, similar condos are on the market in our neighborhood for roughly $220 and one even sold for $188k!We've made a lot of improvements to it - completely remodeled the kitchen w/ stainless & granite, remodeled both bathrooms, refinished hardwood floors, new carpet in bedrooms, paint, etc. But, we're outgrowing the condo! We have a son and just found out we'll be having another baby. We have an ARM that's set to adjust in 2 years. Should we refinance now? Should we put it on the market and try to break even so we can live in a larger home? (we owe $223 ) Should we try to rent it out? I'm so confused! It could be years before we'd make a profit on this condo, I'm not sure it's worth sticking it out in a home that's too small for us, but if we only break even on the sale we'll have to finance 100% of our new home. help?!? Anyone have experience in the northern VA market? I had another idea also, but not sure if it makes good financial sense... right now we have a ARM that will adjust in 2 years and our mortgage is about $1400 per month. (which doesn't give us a lot of room to save in our monthly budget) Would it be wise to refinance for interest only so we could have low payments for a couple of years, allowing us to start a nest egg for a downpayment on our next home? Is an interest only loan for a few years such a bad idea? I realize that we wouldn't be yielding a profit on the remodeling we've done even if it were a good market. The improvements were actually partially paid for by my parents as a wedding present and most of the work was done by my husband and family via sweat equity. The condo was in dire need of some cosmetic changes. So we won't be taking a loss for the improvements.

This is true? General Predictions (Aquarius): This month will pose multiple challenges for Aquarius natives. You might experience hurdles and opposition from various quarters Energy & viability could also be poor till the 17th October 2007, which could be a cause of inability to rise to challenges. You should wait to cross 19th October 2007 before any challenges are accepted. Career will still be in an expansion phase but you could be mentally & physically not willing to take up the challenges yet. Also a tendency to be stressed and experience fear of the future could be felt this month. Avoid rash decisions. Fixed attitude could be detrimental & hence a flexible outlook is desired. Try to contain your anxiety, as nothing untoward will happen. You could be easily angered & short tempered this month. Improvement & luck as well as stamina after the 18th October 2007, expansion in scope of career, possibilities of new partnerships, determination despite hurdles. Low energy / vitality till the 15th October 2007, aggression in thinking, ill health of children, worry / fear, blocks in love / marital matters, resentment towards life partners. Mars, Mercury, Saturn, Rahu & Venus are not in favor. Second half of the month will be better than the first half of the month. Career Prospects (Aquarius): The Career will experience expansion but with a lot of hassles and hurdles will be experienced in the bargain. You need to be patient & low profile this month. If in business, Low opportunity till the 17th October 2007 will give way to rise in luck & new opportunities (even oversea) after the 19th October 2007. Level of worry & stress in career will remain high throughout. If in a job, Hurdles will be felt this month. There would be fear & controversy in work environment. You should watch your speech this month. If working as a professional, Gainful period after the 21st October 2007. Before that certain blocks & misunderstandings could hold back progress. Love, Romance & Marriage (Aquarius): Possibility of Opposition & hurdles in love life. There could be a level of discomfort and controversy in relationships, till the 17th October 2007. Avoid creating problems as it could lead to stress and rise in level of anxiety. Opportunities could be poor for the alone persons, while existing relationships could see a disturbed month. If married, there will be dip in affections and level of happiness overall, improvements will come after the 18th October 2007. Money & Finance (Aquarius): It is Positive phase in money matters as there will be a rise in possibility in this area. However worry & hurdles could materialize the good effects. Income will be average but positive this month new investments should be totally avoided, while old investments could give worry. Liquidity could be poor after the 15th October 2007. Please visit my website www.astrologersahib .com Pisces General Predictions (Pisces): The October would be a positive month overall, but after 16th October 2007 Pisces, natives could feel short of energies to cope up with events around them. Career would be in a phase of high growth, due to the amount of effort put in by you. Level of luck will remain high and positive attitude will prevail. The gains will be in proportion to the efforts put in by you. You will do well to keep the issues under control as they could escalate during mid December 2007 & mid January 2008 if you are not cautious. This month will also mark an increase in level of domestic issues / aggression. Love life & relationships could enter into a phase of distances & misunderstandings. Inflow of funds from unexpected source possible Level of expenses will remain irrational. Gain of money, rise in level of luck, gain from overseas, and progress in career due to hard work. Low energy after the 19th October 2007, unrest in domestic matters, relationship with spouse, issues in relationship, unreasonable expenses & overheads. Placement of mars in the 4th house could create issues at home. First half of the month would be better than the second half of the month. Career Aspects (Pisces): The Positive trends in career will come up. Opportunities, if they come from oversees, should be taken up as luck & success will be highest in that area. This month too will see a lot of hard work which in turn will give you progress. If in a business, Gainful period, although the level of opportunity & growth would be low. This is an average month only. If in a job, Positive & gainful period. This phase sees a lot of work & progress due to such hard work put in avoid ego. Level of opportunities could dip after the 16th October 2007. If working as a professional, Very positive month throughout. There will be gains overall. Some domestic stress could spoil performance somewhat. Love, Romance & Marriage (Pisces): The development of Difference of opinion & misunderstanding could create unnecessary problems in relationships. Alone people will not find much opportunity, while existing relationships could experience aggression & mental distances. If married, the outlook will be good and mostly quite. Unsteady behavior of spouse possible after the 15th October 2007. Money & Finance (Pisces): It is Unsteady period for finances. There will be increase in expenses on home / cars etc. Gains will be present, but below average. Income will be good. The returns will be on proportion to the effort put in by you. Investments will be average and it would be useful to maintain status good. Avoid buying as well as selling this month.

Politicians and their Illusion of Power? Take a look a give your opinion:? http://www.mises.org/story/1396

Column: End world poverty? Shop Wal-Mart? U.N. environmental consultant Rene Dubois might be horrified to see the phrase he coined in 1972 applied to the world's largest retailer, the source of all evil for many so-called progressives these days. And yet ... Dubois was suggesting that ecological awareness should begin at home, asking us to think about how our individual actions reverberate through the environment and culture even on a global scale. In the area of economics, there is nowhere this insight might better be applied than to the relationship between Wal-Mart shoppers and millions of Chinese peasants looking for a way out of grinding poverty. Consider some numbers: •From 1990 to 2002 more than 174 million people escaped poverty in China, about 1.2 million per month, according to the Asian Development Bank. •Wal-Mart had an estimated $23 billion in Chinese exports in 2005; perhaps 70 percent of Wal-Mart's products are made by various manufacturers in China; in addition, Wal-Mart has 60 retail stores in China and directly employs about 30,000 Chinese. •Extrapolating from these numbers, Wal-Mart might well be single-handedly responsible for bringing out of poverty about 460,000 Chinese per year, according to Industry Week magazine. So, even without considering the $263 billion in consumer savings that Wal-Mart provides for low-income Americans, or the millions lifted out of poverty by Wal-Mart in other developing nations, it is unlikely that there is any single organization on the planet that alleviates poverty so effectively for so many people as Wal-Mart does in China. Moreover, insofar as China's rapid manufacturing growth has been associated with a decline in its status as a global arms dealer, Wal-Mart has also done more than its share in contributing to global peace. How can this be, given the vast and growing literature documenting Wal-Mart's faults? We have seen workers in the factories of Wal-Mart's suppliers complain on tape about being forced to work long hours under terrible conditions. Certainly no one should be forced at any workplace. And yet even articles documenting Wal-Mart's faults often mention other facts that ought to be considered before coming to too quick a judgment concerning the overall impact of the corporation. In a Washington Post story titled "Chinese Workers Pay for Wal-Mart's Low Prices," documenting abuses of workers at Wal-Mart suppliers in China, the authors point out that: "China is the most populous country, with 1.3 billion people, most still poor enough to willingly move hundreds of miles from home for jobs that would be shunned by anyone with better prospects." If we care about alleviating global poverty we need to take this fact seriously. Without Wal-Mart, about half a million of these people each year would be stuck in rural poverty that is, for most of them, far worse than sweatshop labor. D. Gale Johnson, an economist who studied regional inequality within China, described the enormous disparity between urban and rural workers as "the great injustice." Urban workers earn about 2.5 times as much as rural workers. Even after counting the higher cost of living in urban areas, urban workers make about twice as much. Not surprisingly, massive numbers of people are moving to the city to work in factories. In 1990, 71 percent of China's labor force was in agriculture, whereas by 2000 that percentage had dropped to 63 percent: This great migration represents roughly 100 million people leaving rural areas to earn, on average, twice as much as they had on the farm. Other than economic growth, there is no way to double the salaries of 100 million people (and growing). After the 2004 Asian tsunami, more than one-third of Americans gave an aggregate of more than $400 million in charitable aid, an extraordinary outburst of giving by any standard. And yet there are more than 630 million rural Chinese remaining, many of whom are living on less than a dollar per day. While each would welcome a charitable dollar if we could get it to them, that charitable dollar, representing one good day's worth of income, would not do them nearly as much good as would a job in the city paying twice as much day in, day out. Charity cannot take place on an adequate scale to solve global poverty. Despite Jeff Sachs' enthusiasm for foreign aid, Bill Easterly, in his book "White Man's Burden: Why the West's Efforts to Aid the Rest Have Done So Much Ill and So Little Good," makes a compelling case that government-to-government aid damages economies as often as it helps them. Does anyone think the World Bank raises more people out of poverty than does Wal-Mart? What about social entrepreneurship? Ashoka, the highly regarded social entrepreneurship organization certified as among the "Best in America" charities, highlights among its hundreds of projects a worker's cooperative in Brazil that is growing rapidly: Each member contracts individually with Coopa-Roca, but the collective meets weekly. Membership in the cooperative grew from eight members in 1982 to 16 in 2000, and has surged to 70 steady members today. Is it heroic to raise one person up out of poverty each month, but merely a statistic to raise up a million? There is a thatched-ceiling to poverty alleviation through micro-finance. It may well be the case that the vast majority of Grameen Bank micro-entrepreneurs experience considerably greater pride and happiness in their work than do the factory workers hired by Wal-Mart suppliers. But most of these micro-entrepreneurs, who borrow less than $100 each and then repay the loan, do not experience as large an increase in standard of living as do those rural Chinese who move to urban areas and thereby earn an extra $1 or so per day, $365 or so dollars per year. Poor, rural micro-entrepreneurs selling eggs to other poor rural peasants simply do not have access to the vast pipeline of wealth from the developed world. Most of the sweatshop workers in Japan in the 1950s and '60s, as well as the most of the sweatshop workers in Taiwan and South Korea in the 1970s and '80s, are now middle-class retirees in developed nations. Likewise most of the "underpaid" Chinese workers of today will retire in a state of comfort and luxury unimaginable to them in their rural youth, as average Chinese wages will gradually rise just as they have risen in every other nation that has experienced long-term economic growth. At present rates of economic growth, China will reach a U.S. standard of living in 2031. Paul Krugman, one of the most aggressively left-liberal economists writing today, understands how economic growth helps the poor. Writing for Slate in 1997, he said: "These improvements ... [are]the indirect and unintended result of the actions of soulless multinationals and rapacious local entrepreneurs, whose only concern was to take advantage of the profit opportunities offered by cheap labor. It is not an edifying spectacle; but no matter how base the motives of those involved, the result has been to move hundreds of millions of people from abject poverty to something still awful but nonetheless significantly better." The Nobel laureate economist Robert Lucas once said, "Once you start thinking about economic growth, it is hard to think about anything else." Non-economists, especially those associated with the environmental movement, regard this as evidence that economics is a form of brain damage, a cancer on our Earth. But rural Chinese peasants surviving on less than a dollar per day do not regard economic growth, or Wal-Mart factory jobs, as a cancer. When a Mongolian student at a U.S. workshop on globalization heard U.S. college students denounce sweatshops, he shouted: "Please give us your sweatshops!" An unreflective passion for social justice may be one of the biggest obstacles to creating peace and prosperity in the 21st century. While there are most certainly factory owners in China whom we would rightly regard as criminal in their treatment of their workers, it is important not to confuse these incidents with the phenomenon of globalization. It is a good thing that Wal-Mart is encouraging more humane standards in its suppliers' factories. And yet it is also important to remember that Wal-Mart's "vast pipeline that gives non-U.S. companies direct access to the American market," as Charles Fishman, author of "The Wal-Mart You Don't Know," described it, is a vast pipeline of prosperity for the hundreds of millions of rural Chinese whose lives are more difficult than we can imagine. Act locally, think globally: Shop Wal-Mart. 1.How does the attitude of Chinese workers differ from the attitude of American workers toward Wal-Mart? 2.How has Wal-Mart lifted many Chinese out of poverty? 3.Why is Wal-Mart viewed as a cancer by the American Left but not by Chinese? 4.How would one imagine that Wal-Mart may help the Chinese military and result in creating a superpower out of this large developing country? Please give your opinion and why?

Best way to start investing in real estate? I'm interested in how veterans of real estate investing broke into the market. I've read too many books and listened to too many seminars that pin your start on deal-of-a-lifetime type purchases and shady accounting. Do you think its worth buying, improving and selling a home in a short time? Do you think buying and renting is the better way to go? (Renting seems better if prices fall but carrying several mortgages is as scary) What kind of financing did you use? Down Payment? (Yes/No/How Much?) How much was your initial investment if you were improving the property? Did you take out any loans to cover your improvements? I'm in my mid 20's. I live in the South Shore MA area. I don't pay rent and incur about $400 monthly expenses. I have a good full time job (+50K), some saved money (+10k) and good credit. I'm very organized, fairly well educated on the subject (a lot to learn) and i have friends who are listing agents and contractors. Any feedback/contact would be appreciated

My granddaughter has bad eczema on her scalp , any suggestions? My granddaughter is 12 years old and has bad eczema on her scalp with open lesions .She has had this from birth and we used to think it was cradle cap. Doctor prescribes Elidel ( I think thats how you spell it or is it Litadel?)and cortisteroid creams. She uses a T-Gel shampoo but with no improvement and her hair is coming out with the flaking and bleeds . She complains that the creams makes her hair oily and she looks like a dork and refuses to use it half of the time . Does anyone know of any other way to treat it or maybe a home remedie or herbal treatment . Her parents just dont have the finances to take her to a specialist , PLZ HELP .

Michael Moore’s SiCKO misses facts.? SKiPO Michael Moore’s SiCKO misses facts. Michael Moore’s new movie, SiCKO, should be called “SKiPO,” since it skips over so many vital facts en route to government medicine. An engaging and surprisingly funny Moore explores a grim topic: America’s problematic health-care system. Moore effectively diagnoses one of its key ailments. HMOs and other managed-care companies often earn billions by just saying, “No” to victims of grave illnesses. Moore introduces us to real men, women, and children who this industry has failed. Bankrupted by cancer- and coronary-related medical bills, Donna and Larry Smith move into their grown daughter’s home storage room. An Oregon man accidentally saws off two fingertips and must re-construct either his middle finger for $60,000 or his ring finger for only $12,000. Tracy Pierce waits for his insurer to approve a promising bone-marrow transplant to treat his kidney disease. The company refuses, and he soon dies, widowing his bride, Julie, and leaving Tracy Jr., 13, fatherless. These are the bitter fruits of America’s private, third-party-payer system. Not quite socialist, not quite capitalist, it creates endless distortions as review boards and other gatekeepers essentially hide doctors from patients. Moore and other universal-health advocates would exacerbate this problem by making Uncle Sam the ultimate third-party payer. While promoting this prescription, Moore overlooks many facts that would balance his otherwise well-crafted film. For now, its leftward tilt makes the Leaning Tower of Pisa look like the Washington Monument. Milton Friedman observed, “There is no such thing as a free lunch.” Sadly, there’s no such thing as free health care, either. Universal health care’s finances must come from somewhere. “Somewhere” turns out to be taxpayers’ pockets. Britons, Canadians, and Frenchmen purchase their “free” coverage through their taxes. In America, 44.7 percent of health expenditures came from tax-funded government spending in 2004, according to the Organization for Economic Cooperation and Development (OECD). In Canada, that figure was 69.8 percent; while in France it was 78.4. Fully 86.3 percent of British health spending was taxpayer-funded. These countries also endure high overall tax burdens, largely due to government medicine. In 2005, OECD reports, taxes as a share of GDP stood at 41.2 percent in Canada, 41.9 percent in Britain, and 50.9 percent in France. America has it relatively easy, with just 31.7 percent of GDP devoured by taxes. Of course, for many Americans, the trade off is lower taxes vs. higher payments for health insurance. This cost varies according to employment contracts, health circumstances, and more. Still, “free” medicine is as beautiful and realistic as a unicorn. Moore claims 50 million Americans lack health insurance. The Moving Picture Institute’s Stuart Browning challenges that oft-repeated “fact.” In a case of dueling documentaries, Browning’s nine-minute film, Uninsured in America, deconstructs the more common “45 million uninsured” soundbite and finds that 9 million of these people earn over $75,000 annually and can buy coverage but don’t. Some 18 million are healthy, 18-34-year-old “young invincibles” whose priorities exclude insurance. “If I’m out eating, I want to eat good food,” Faye Chao, 26 and uninsured, told Browning. “There’ve been times I’ve been in New York, and I’m spending at least $800 a month just going out.” These Americans also turn to local clinics for treatment when necessary. For instance, Chandra Nalaani, 27 and uninsured, visited San Francisco’s Lyon-Martin Women’s Health Services. “I got an annual exam,” Nalaani said. “They tested me for a bunch of things…In my case, because I wasn’t making much, it was free.” Of the uninsured, 14 million fail to enroll in Medicaid and other low-income health programs for which they are eligible. Even if these numbers somewhat overlap, Browning estimates that just eight million Americans chronically lack coverage. Moore’s 50-million-man standing army of the uninsured thus is a Potemkin force. While Moore glows like a Jack-O-Lantern about the wonders of the British National Health Service, Gordon Brown sees massive room for improvement. Just days before becoming Great Britain’s brand-new Prime Minister, Brown told Labour Party colleagues on June 24: From everything I have seen going around the country, and from everything I’ve heard, we need to do better, and the NHS will be my immediate priority. We need to and will do better at insuring access for patients at the hours that suit them. We’ll be better at getting basics of good hygiene and cleanliness right. Better also at helping people to manage their own health. Better at ensuring patients are treated with dignity at all times in the NHS. Better at providing the wider range of services now needed by a growing elderly population. And while implementing our essential reforms, better at listening to and valuing our staff. Moore’s insinuation aside, HMOs are not solely the brainchild of that oft-flogged bete noir, Richard Milhous Nixon. In fact, the HMO Act of 1973’s sponsor was none other than Senator Edward Moore Kennedy (D., Mass.). In 1978, as the Institute for Health Freedom recalled, Kennedy sang HMOs’ praises: As the author of the first HMO bill ever to pass the Senate, I find this spreading support for HMOs truly gratifying…HMOs have proven themselves again and again to be effective and efficient mechanisms for delivering health care of the highest quality. HMOphobes, including today’s Ted Kennedy, somehow fail to mention that HMOs once were the Left’s answer to America’s earlier medical challenges. SiCKO dramatically features a man stitching shut a deep cut on his own leg. Though he lacked insurance, this was unnecessary. “Every American hospital is required to provide emergency care to all comers, regardless of ability to pay,” says Cato Institute healthcare analyst Michael Cannon. The 1986 federal Emergency Medical Treatment and Active Labor Act makes such services mandatory for anyone arriving within 250 yards of a U.S. emergency room. Thus, a trauma surgeon would have sutured this man’s wound. Yes, the hospital either would have absorbed this procedure’s cost or spread it across the bills of the insured (another cause of medical inflation). These cross-subsidies notwithstanding, he would have received professional treatment. Moore shows Michiganders driving into Canada for “free” medical attention. What he leaves unseen are the Canadians who come to America for treatment. Canada, along with only Cuba and North Korea, forbids its citizens from paying doctors for private medical treatment. In a kind of therapeutic Underground Railroad, Vancouver’s Timely Medical Alternatives, Inc. helps Canadians avoid lengthy medical waiting lists by arranging for their treatment in American hospitals. It says its clients can be operated on within seven days through its U.S. partners rather than six to ten months under Canadian government medicine. “Five or six years ago, seven out of ten Canadian provinces, representing roughly 95 percent of the population, had contracts with American companies for cancer care provided in the United States,” says the Manhattan Institute’s Dr. David Gratzer, a Toronto physician. “Today, some patients from over-subscribed Canadian urban medical centers are sent eight hours away to underused rural medical facilities for cancer care, much like someone going from Manhattan to Buffalo for chemotherapy.” Another drawback of high-tax-funded “free” government medicine is its limited modern technology. Cato’s Michael Cannon and Michael Tanner found that in 2000, there were 13.6 CT Scanners in America per million people. There were 8.2 million such devices per million Canadians and 6.5 per million Britons. Lithotriptors use sound waves to pulverize kidney stones and gall stones. While America had 1.5 of them per-million citizens, Canada and Britain had, respectively, 0.4 and 0.2. The paucity of such equipment creates lines and delays. Vancouver’s Fraser Institute estimated a median wait in 2006 of 4.3 weeks for a CT scan and 10.3 weeks for an MRI. SiCKO’s most revealing footage captures Moore’s pilgrimage to Karl Marx’s grave in London’s Highgate Cemetery. Single-payer countries “live in a world of ‘we,’ not ‘me,’” Moore says. “We’ll never fix anything until we get that one basic thing right.” Moore deserves credit for being so amazingly candid about his ideas’ truly socialist roots. Still, a major conundrum haunts this clamor for the kind of government medicine that would make Marx misty. While workers theoretically would own the means of medication under universal care, in reality, politicians would be in charge. The same liberals who denounce FEMA and Walter Reed Army Medical Center (a single-payer showcase) for their embarrassing incompetence want Uncle Sam to conduct bypass surgeries, deliver babies, and perform vasectomies. How puzzling. America has just one federal government. Sometimes the sensitive, caring, weepy Democrats run things; Sometimes the cold, racist, iron-hearted Republicans rule. Universal health care would mean that American medicine — from the Left’s perspective — now would be in the scheming hands of those who “lied us into war” and gleefully drowned poor blacks in New Orleans’ attics after Katrina. If Hillary Clinton had nationalized health care in 1993, American hospitals and clinics would be controlled today by Dr. Dick “Double-Barrel” Cheney and his boss, Chimpy McHitler, M.D. If that doesn’t shiver the timbers of government-medicine supporters, they should visualize Dr. Rudy Giuliani with a scalpel in one hand and the universal health-care budget in the other. Unless America scraps elections and simply yields power permanently to bleeding-heart Democrats, Michael Moore’s fans should remember that every two to four years, universal health care could fall into the clutches of cruel Republicans. Government-medicine boosters could rue the day their collectivist dream came true.

I am 57, can put max 20500/year in ROTH TSA at work in Fidelity and TIAA CREF. Please advise fund choices. Thx Dear Suze, My husband is 62, I am 57, not in great health. We are professionals, came to USA 17 years ago with $500, two daughters; 17 and 6 years old, and my mother. We worked for very little money first 6-8 years, gradually advancing, and now make together $180000. Purchased a house in 1998 for $200000, owe $110000 on our mortgage, which we re-financed three years ago for 4%,15 years, monthly payment $1465. We pay additional $3000 to 5000/year into the principal. Have a $30000 10 years home equity taken 4 years ago for house improvement, monthly payments $367. Our older daughter is 35, married with two children, a dentist. In four years when our younger will finish grad school, it will be 21 years putting kids through school. Both girls took loans for grad school, but we do help with living expences which amounts to about $6000/year. We have about $150000 in Rollover IRA and 403B, $40000 in cash savings in Emigrantdirect. No credit card debts. Two 10 years old cars. Thank you