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With an urgent focus on improving the value of health care across the board, financial expertise has never been more important to clinical leaders. HFMA, the leading source of information on healthcare finance, is pleased to offer a collection of resources that are expressly designed to help physician leaders
and practice managers navigate the challenges and opportunities in this new era of health care.
Get HFMA's Physician Business Adviser each month!
Data analytics platforms help providers find patterns pertaining to the social determinants of health in their patient populations, allowing for better allocation of resources at the practice level.
A patient-centered medical home program has fostered collaborative relationships between a health plan and participating providers, but one provider says the program would be even more effective if data were more actionable.
Utilization of physician scorecards is an effective way to foster transparency and friendly competition, while improvements stemming from the use of scorecards and analytics should be codified as best practices.
Engaging physicians and implementing risk-adjusted analytics are two of the strategies that healthcare providers should use to address clinical variation.
Two leaders with Providence St. Joseph Health describe the systematic approach their organization developed to improve the value of the care it delivers.
The MPFS for 2019 includes a variety of new policies—and new revenue opportunities for providers if they take a few key steps.
UT Physicians achieved improvements in care quality through steps such as standardizing workflows, simplifying provider documentation, and creating dashboards.
Physicians at an independent community hospital in Missouri are helping to ensure a successful integration with a recently acquired hospital while also contributing to other strategic initiatives.
Marshfield Clinic's home-hospitalization program is replicating the results that other hospital-at-home initiatives have shown: high patient satisfaction, good clinical outcomes, and significantly lower costs of care.
Johns Hopkins Medical Institutions saved money and improved on quality metrics by implementing a blood management program.
Changing the funds-flow model can disrupt longtime processes at an academic medical center. The physician CEO of UW Health in Wisconsin offers advice on aligning with physicians during times of significant cultural change.
Change management approaches can help health system leaders engage physicians in value-oriented efforts to reduce clinical variation.
The initiative may provide a roadmap for smaller physician practices to participate and flourish in the transition to value
Practical Physician Engagement Strategies for Value-Based Care
Specific steps can help hospitals engage physicians in initiatives to reduce clinical variation and, in turn, improve the value of care delivery.
Improvements were credited to hospital efforts on several measures, including staffing intensive care units with physicians trained in critical care medicine.
Under the basic models, which launch in 2020, practices are eligible for a bonus of 50% of Medicare revenue — assessed and paid quarterly — or a 10% cut.
Other changes include updates to the measure set for the Hospital Inpatient Quality Reporting program.
The Trump administration envisions the five coming primary care models to include one-quarter of such clinicians, but Medicare advisers and other analysts are split on whether many providers can succeed in the models.
Departures from the Medicare Shared Savings Program in 2018 were significantly higher among small, physician-led ACOs.
An inaugural report shows that most clinicians avoid a negative payment adjustment under MIPS.
One in seven providers in the largest Medicare bundled payment model left after five months, new data reveal. But that may be good news for the program.
The money is spent on emergency department (ED) care that could be provided in a lower-cost location, a new study found.
BlueCross BlueShield of Tennessee approached three cardiology practices about sharing data on the practice patterns of each clinician in areas where the Practicing Wisely campaign has identified appropriate care.
Despite concerns that savings and quality improvements are elusive in bundled payment episodes for chronic medical conditions, one of the largest health systems aims to expand its use of such payment models.
Medicare's $500 million readmissions penalty program may have cut readmissions by only half as much as the half-million that previously was estimated—or not cut them at all—according to new research.
Katherine Schneider, MD, president and CEO of Delaware Valley ACO, says the rules changes may lead providers that operate ACOs to shift their efforts to Medicare Advantage.
These posts come from the
Leadership Blog and the
Physician Business Adviser Blog.
Curtis Turner, MD, University of South Alabama
Edwin Loftin, Parrish Medical Center
Heather Huszti, PhD, CHOC Children's
Howard Guzik, MD, Northwell Health Stern Family Center for Rehabilitation
Stephen Lawless, MD, Nemours Children's Health System
Laura Cullen, DNP, RN, and Kirsten Hanrahan, DNP, ARNP
Kelley Dillon, Henry Ford Health System
Podcast: How Providence St. Joseph Health used variation analysis to engage physicians
Podcast: The Future of Revenue Cycle
Podcast: What Providers Should Know About Mandatory E-Prescribing for Controlled Substances
Podcast: Around the World in 40 Weeks: Maternity Care Outside the U.S.
Podcast: The Patient Conversation That Should Take Place in Physician Practices
Podcast: The Role of Algorithms in Standardizing Care
Podcast: How Improved Clinical Workflow Supports Value-Based Payment Models
Video Interview: The Benefits of Behavioral Economics
Video Interview: The Consequences of Physician Burnout
Video Interview: Aligning With Physicians for Success in Value-Based Care
Video Interview: Value Transformation From a Physician's Perspective
Video Interview: The Importance of Physician Leadership Development Programs
Note: Webinars are free for HFMA members
Leveraging Data and Business Intelligence to Improve Provider Productivity
Understanding the Medicare Shared Savings Program 'Pathways to Success' Final Rule
Moving Toward a Denial-Free Future: The Evolving Role of Utilization Review and Physician Advisors
Lessons Learned When Physicians Disrupt Health Care from the Inside
6 Patient Revenue Cycle Metrics You Should Be Tracking (and How to Improve Your Results)
Patient financial engagement is more challenging than ever – and more critical. With patient responsibility as a percentage of revenue on the rise, providers have seen their billing-related costs and accounts receivable levels increase. If increasing collection yield and reducing costs are a priority for your organization, the metrics outlined in this presentation will provide the framework you need to understand what's working and what's not, in order to guide your overall patient financial engagement initiatives and optimize results.
10 Ways to Reduce Patient Statement Volume (and Reduce Costs)
No two patients are the same. Each has a very personal healthcare experience, and each has distinct financial needs and preferences that have an impact on how, when and if they chose to pay their healthcare bill. It's no longer effective to apply static billing techniques to solve the complex challenge of collecting balances from patients. The need to tailor financial conversations and payment options to individual needs and preferences is critical. This presentation provides 10 recommendations that will not only help you improve payment performance through a more tailored approach, but take control of rising collection costs.
Reduce Patient Balances Sent to Collection Agencies: Approaching New Problems with New Approaches
This white paper, written by Apex Vice President of Solutions and Services, Carrie Romandine, discusses the importance of patient segmentation and messaging specifically related to the patient revenue cycle. Applying strategic messaging that is tailored to each patient type will not only better educate consumers on payment options specific to their billing needs, but it will maximize the amount collected before sending to collections. Further, targeted messaging should be applied across all points of patient interaction (i.e. point of service, customer service, patient statements) and analyzed regularly for maximized results.
The Future of Online Patient Billing Portals
This white paper, written by Apex President Patrick Maurer, discusses methods to increase patient adoption of online payments. Providers are now seeking ways to incrementally collect more payments due from patients as well as speeding up the rate of collections. This white paper shows why patient-centric approaches to online payment portals are important complements to traditional provider-centric approaches.
Payment Portals Can Improve Self-Pay Collections and Support Meaningful Use
Increased electronic engagement between healthcare providers and patients provides significant opportunities for improving revenue cycle metrics and encouraging patients to access EHRs. This article, written by Apex Founder and CEO Brian Kueppers, explores a number of strategies to create synergy between patient billing, online payment portals and electronic health record (EHR) software to realize a high ROI in speed to payment, patient satisfaction and portal adoption for meaningful use.
Large Health System Drives 10% UP (Patient Payments) and 10% DOWN (Billing-related Costs)
Faced with a rising tide of bad debt, a large Southeastern healthcare system was seeing a sharp decline in net patient revenues. The need to improve collections was dire. By integrating critical tools and processes, the health system was able to increase online payments and improve its financial position. Taking a holistic approach increased overall collection yield by 10% while costs came down because the number of statements sent to patients fell by 10%, which equated to a $1.3M annualized improvement in patient cash over a six-month period. This case study explains how.
ICD-10: Managing Performance
With the ICD10 deadline quickly approaching and daily responsibilities not slowing down, final preparations for October 1 require strategic prioritization and laser focus.
Clarity Drives Collections
Read how Gwinnett Medical Center provides clear connections to financial information, offers multiple payment options for patients, and gives onsite staff the ability to collect payments at multiple points throughout the care process.
Orlando Health Gains Insight into Denials, Reduces A/R Days with RelayAnalytics Acuity
Read how Orlando Health was able to perform deeper dives into claims data to help the health system see claim rejections more quickly–even on the front end–and reduce A/R days.
Revenue Cycle Payment Clarity
To maintain fiscal fitness and boost patient satisfaction and loyalty, healthcare providers need visibility into when and how much they will be paid–by whom–and the ability to better navigate obstacles to payment. They need payment clarity. This whitepaper illuminates this concept that is winning fans at forward-thinking hospitals.
Streamlining the Patient Billing Process
Financial services staff are always looking for ways to improve the verification, billing and collections processes, and Munson Healthcare is no different. Read about how they streamlined the billing process to produce cleaner bills on the front end and helped financial services staff collect more than $1 million in additional upfront annual revenue in one year.
Wallace Thomson Hospital Automates to Maximize Limited Resources
Effective revenue cycle management can be a challenge for any hospital, but for smaller providers it is even tougher. Read how Wallace Thomson identified unreimbursed procedures, streamlined claims management, and improved its ability to determine charity eligibility.
7 Steps for Building and Funding Sustainability Projects
Before launching an energy-efficiency initiative, it's important to build a solid business case and understand the funding options and potential incentives that are available. Healthcare leaders should consider taking the steps outlined in the whitepaper to ease the process of gaining approval, piloting, implementing, and supporting sustainability projects. You will find that investing in sustainability and energy efficiency helps hospitals add cash to their bottom line. Discover how hospitals and health systems have various options for funding energy-efficient and renewable-energy initiatives, depending on their current financial structure and strategy.
Key Capital Considerations for Mergers and Acquisitions
Health care is a dynamic mergers and acquisitions market with numerous hospitals and health systems contemplating or pursuing formal arrangements with other entities. These relationships often pose a strategic benefit, such as enhancing competencies across the continuum, facilitating economies of scale, or giving the participants a competitive advantage in a crowded market. Underpinning any profitable acquisition is a robust capital planning strategy that ensures an organization reserves sufficient funds and efficiently onboards partners that advance the enterprise mission and values.
Key Capital Considerations for Mergers and Acquisitions
The success of healthcare mergers, acquisitions, and other affiliations is predicated in part on available capital, and the need for and sources of funding are considerations present throughout the partnering process, from choosing a partner to evaluating an arrangement's capital needs to selecting an integration model to finding the right money source to finance the deal. This whitepaper offers several strategies that health system leaders have used to assess and manage capital needs for their growing networks.
Trend Watch: Providers adapt as value-based care moves from hype to reality
Announcements from several commercial payers and the Centers for Medicare and Medicaid Services (CMS) early in 2015 around increased efforts to form value-based contracts with providers seemed to point to an impending rise in risk-based contracting. Rather than wait for disruption from the outside in, health care providers are now making inroads on collaborating with payers on various risk-based contracting models to increase the value of health care from within.
Yuma Regional Medical Center case study
Yuma Regional Medical Center (YRMC) is a not-for-profit hospital serving a population of roughly 200,000 in Yuma and the surrounding communities.
Before becoming a ZirMed client, Yuma was attempting to manually monitor hundreds of thousands of charges which led to significant charge capture leakage. Learn how Yuma & ZirMed worked together to address underlying collections issues at the front end, thus increasing Yuma's overall bottom line.
Reforming with a New 50-Bed Acute Care Facility
Kindred Hospital Rehabilitation Services works with partners to audit the market and the facility's role in that market to identify opportunities for improvement. This approach leads to successes; Kindred's clinical rehab and management expertise complements our partners' strengths. Every facility and challenge is unique, and requires a full objective analysis.
5-Minute Briefing on Revenue Integrity Through HIM WhitePaper Hospitals FS
As the critical link between patient care and reimbursement, health information enables more complete and accurate revenue capture. This 5-Minute White Paper Briefing shares how to achieve cost-effective revenue integrity by your optimizing HIM systems.
5-Minute Briefing on Accelerating Cash Flow Through HIM WhitePaper Hospitals FS
Speedier cash flow starts with better CDI and coding. This 5-Minute White Paper Briefing explains how providers can improve vital measures of technical and business performance to accelerate cash flow.
5-Minute Briefing on Reducing the Cost of RCM WhitePaper Hospitals FS
Qualified coders are getting harder to come by, and even the most seasoned professional can struggle with the complexity of ICD-10. This 5-Minute White Paper Briefing explains how partnerships can help improve coding and other key RCM operations potentially at a cost savings.
Providers Focus Too Much On Revenue Cycle Management
The point of managing your revenue cycle isn't just to improve revenue and cash flow. It's to do those things effectively by consistently following best practices— while spending as little time, money, and energy on them as possible.
Lucille Packard Children's Hospital Stanford Case Study
How Lucile Packard Children's Hospital Stanford increased payments received within 45 days by 20% and reduced paper submission claims by 70% by using ZirMed solutions.
Using Predictive Modeling To Detect Meaningful Correlations Across Claims Denials Data
The reasons claims are denied are so varied that managing denials can feel like chasing a thousand different tails. This situation is not surprising given that a hypothetical denial rate of just 5 percent translates to tens of thousands of denied claims per year for large hospitals—where real‐world denial rates often range from 12 to 22 percent. Read about how predictive modeling can detect meaningful correlations across claims denials data.
ZOLL and Emergency Mobile Health Care Case Study
Emergency Mobile Health Care (EMHC) was founded to be and remains an exclusively locally owned and operated emergency medical service organization; today EMHC serves a population of more than a million people in and around Memphis, answering 75,000 calls each year.
Maximizing Medicare Reimbursements White Paper
Since the Physician Quality Reporting Initiative (PQRI) introduction, CMS has paid more than $100 million in bonus payments to participants. However, these bonuses ended in 2015; providers who successfully meet the reporting requirements in 2016 will avoid the 2% negative payment adjustment in 2018, so now is the time to act! Included in this whitepaper are implications of increasing patient responsibility, collections best practices, and collections and internal control solutions.
Denials Deconstructed: Getting Your Claims Paid
Getting paid what your physician deserves—that's the goal of every biller. Yet even for the best billers, achieving that success can be elusive when denials stand in the way of success, presenting challenges at every turn. Denials aren't going away, but you can learn techniques to manage and even prevent them.Join practice management expert Elizabeth W. Woodcock, MBA, FACMPE, CPC, to: Discover methods to translate denial data into business intelligence to improve your bottom line, determine staff productivity benchmarks for billers, and recognize common mistakes in denial management.
Automation and Operational Improvement Drive Sustainable Results
Physician practices must improve organizational efficiency to compete in this era of reduced reimbursement and escalating administrative costs.
Revenue Cycle Management Resolves Migration Implementation Issues
Many healthcare organizations are pursuing next-generation health information systems solutions. Learn more about Navigant's work with University of Michigan Health System.
Partnering For Success – Provider Achieves Strength in Stability
The proper implementation of healthcare information technology systems is crucial to an organization's financial health.
Building a Clinically-Integrated Network
As value-based payment models evolve, providers are challenged to maintain superior clinical outcomes while controlling costs.
Winning in the Post-Acute Marketplace
Read more about factors contributing to the changes in the post-acute marketplace and what it means for manufacturers, physicians, clinicians, patients, and post-acute facilities as they anticipate the transition to the second curve.
Building A Common Vision with Employed Physicians
HSG helped the physicians and executives of St. Claire Regional in Morehead, Kentucky, define their shared vision for how the group would evolve over the next decade. As well as, develop the strategic and operational priorities which refocused and accelerated the group's evolution.
Practice Performance Improvement
The client was a nine-hospital health system with 14 clinics serving communities in a multi-state market with very limited access to care, poor economic conditions, high unemployment, and a heavy Medicare/Medicaid/uninsured payer mix. In most of these communities, the system was the sole source of care.
Though the clinics were of substantial size (they employed 98 physicians) and comprised of multiple specialists, the physicians functioned as individuals and the practices lacked any real group culture.
Clinical Integration Without Spending a Fortune
Clinical integration can be expensive, but it doesn't have to be, as this four-step road map for developing a CIN proves. Does it have to cost millions to initiate a clinical integration strategy?
Contrary to popular belief, we have clients who have generated substantial shared savings and a significant ROI over time, without massive investments. Yes, some financial capital is required for resources the CIN providers can't bring to the table themselves. But the size of that investment can be miniscule relative to the value it produces: improved outcomes and documentation for payers.
Adding Value to Physician Compensation
Today's concerns about physician compensation are the result of the changing healthcare environment. The transition to value is slow, but finally becoming a reality. Proactive hospitals want to ensure that provider incentives are properly aligned with ever-increasing value-based demands.
This report focuses on the three big questions HSG receives about adding value to physician compensation; Why are organizations redesigning their provider compensation plans? What elements and parameters must be part of successful compensation plans? How are organizations implementing compensation changes?
Effective Revenue Cycle Management in Your Network
Revenue Cycle Management has become an even more complex issue with declining reimbursements, implementation of Electronic Health Records, evolving local carrier determinations (LCD), and payer credentialing [The emphasis on healthcare fraud, abuse and compliance has increased the importance of accuracy of data reporting and claims filing).
The efficiency of a medical practice's billing operations has critical impact on the financial performance. In many cases, patient billings are the primary revenue source that pays staff salaries, provider compensation and overhead operating cost. Inefficiencies or inaccurate billing will contribute to operating losses.
Succeeding in Value-Based Care
This publication identifies and outlines the necessary characteristics of a fully-functioning clinically integrated network (CIN). What it doesn't do is detail how hospitals and providers can participate in the value-based care environment during the development process.
One common misconception is that the CIN can't do anything significant until it has obtained the FTC's "clinically integrated" stamp of approval. While the network must satisfy the FTC's definition of clinical integration before single signature contracting for FFS rates and contracts can legally start, hospitals and providers can enjoy three key benefits during the development process.
Therapy: Benefits at All Levels of Care
Nearly half of all Medicare beneficiaries treated in the hospital will need post-acute care services after discharge. For these patients, a stay in an inpatient rehabilitation facility, skilled nursing facility or other post-acute care setting comes between hospital and home.
Does Your Budgeting Process Lack Accountability?
With the proper process, tools, and feedback mechanisms in place, budgeting can be a valuable exercise for organizations while helping hold organizational leaders accountable. Having a proper monthly variance review process is one of the most critical factors in creating a more efficient and accurate budget. Monthly variance reporting puts parameters around what is to be expected during the upcoming budget entry process.
Cost Accounting: the Key to Cost Management and Profitability
Managing the cost of patient care is the top strategic priority of most hospital CFOs today. As healthcare shifts to more data-driven decision making, having clear visibility into key volume, cost and profitability measures across clinical service lines is becoming increasingly important for both long-range and tactical planning activities. In turn, the cost accounting function in healthcare provider organizations is becoming an increasingly important and strategic function. This whitepaper includes five strategies for efficient and accurate cost accounting and service line analytics and keys to overcoming the associated challenges.


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Herman Delos Santos-Le Maestro Modern Dress Loafer
At Design Interviews
(Excerpt) Interview with Herman Delos Santos : Frank Scott: What is the main principle, idea and inspiration behind your design?. Herman Delos Santos : The main objective behind Le Maestro is to revive men's traditional dress shoes in a way that is elegant, innovative and aesthetically modern, which are all characteristics within the brand, HERMAN FRANCISCO. I wanted to incorporate newer manufacturing processes such as 3D modeling and 3D printing processes. .Frank Scott: What has been your main focus in designing this work? Especially what did you want to achieve?. Herman Delos Santos : Immediate focus was directed towards the heel of the shoe. This is an area of the shoe that is constantly changing and evolving within women's shoes; I then asked myself "why not men's shoes?" Le Maestro is the pioneer in creating revolutionary and elegant silhouettes within men's shoes. .Frank Scott: What are your future plans for this award winning design?. Herman Delos Santos : Le Maestro will be part of an expanded collection that incorporates the 'Matrix Heel,' a signature for the brand HERMAN FRANCISCO. Along with innovative material combinations for the upper, future designs for the 'Matrix Heel' will continue to evolve .Frank Scott: How long did it take you to design this particular concept?. Herman Delos Santos : The duration of preliminary sketches to a refined rendering was made in 4 days. It took another 3 weeks of evaluation and pattern construction was then developed in a 3D modeling program. .Frank Scott: Why did you design this particular concept? Was this design commissioned or did you decide to pursuit an inspiration?. Herman Delos Santos : This design was drawn from the intent of implementing a 3D printed component into a footwear product. After observing all footwear products, I concluded with integrating this modern process into men's dress shoes. This sector of footwear hasn't had any substantial innovations. HERMAN FRANCISCO will be the leading design pioneer of innovative and inspirational products. .Frank Scott: Is your design being produced or used by another company, or do you plan to sell or lease the production rights or do you intent to produce your work yourself?. Herman Delos Santos : I am currently seeking for partners to collaborate with on producing Le Maestro and all future footwear products within HERMAN FRANCISCO. .Frank Scott: What made you design this particular type of work?. Herman Delos Santos : HERMAN FRANCISCO is a brand that aims to revolutionize luxury products and introduce elegant designs that inspire people to get more involved within creative industries. .Frank Scott: Where there any other designs and/or designers that helped the influence the design of your work?. Herman Delos Santos : Designs from Aston Martin and Pininfarina continue to inspire me. They continue to design elegant and sophisticated products that are innovative to that people keep and then later pass down onto upcoming generations. Being able to make a timeless product is the core foundation of design within HERMAN FRANCISCO. .Frank Scott: Who is the target customer for his design?. Herman Delos Santos : Le Maestro is targeted towards the people who notices and appreciates the exquisite things in life. They are in the know of new design, art galleries, upcoming restaurants, sense of personal style along with a keen eye for detail. They continue to build an extensive network at all events and galas within multiple businesses. This person exudes confidence and has passion within his personal craft along with a desire to learn new things. .Frank Scott: What sets this design apart from other similar or resembling concepts?. Herman Delos Santos : This design is distinct for its signature 'Matrix Heel'. To complement the 'Matrix Heel', the upper of the shoe has been modernized with an asymmetrical vamp and sleek heel cap design. .Frank Scott: How did you come up with the name for this design? What does it mean?. Herman Delos Santos : The status 'maestro' is a director that exemplifies mastery in an art to the finest detail. This ethos is part of the design philosophy of HERMAN FRANCISCO. Le Maestro is the introduction of leading and innovative luxury designer footwear for HERMAN FRANCISCO. .Frank Scott: Which design tools did you use when you were working on this project?. Herman Delos Santos : Design tools involved preliminary sketches on paper to a more refined rendering composed in Adobe Photoshop. Through several stages of refinement, a final 3D model was generated for further evaluation. .Frank Scott: What is the most unique aspect of your design?. Herman Delos Santos : The unique aspect of Le Maestro is the 'Matrix Heel', a first of its kind amongst the competitors of men's dress shoes. .Frank Scott: Who did you collaborate with for this design? Did you work with people with technical / specialized skills?. Herman Delos Santos : 'Le Maestro' was implemented on my own. Future collaborations will involve technical experts in 3D printing along with master shoe makers. .Frank Scott: What is the role of technology in this particular design?. Herman Delos Santos : Technology is showcased in the 'Matrix Heel'. This component is a titanium support structure that is manufactured using direct metal laser sintering. .Frank Scott: Is your design influenced by data or analytical research in any way? What kind of research did you conduct for making this design?. Herman Delos Santos : No research was initially made for the preliminary stages of the design. Research took place throughout the refinement stages to find other products similar to Le Maestro. The extent of the research composed of construction techniques and 3D printing methods. .Frank Scott: What are some of the challenges you faced during the design/realization of your concept?. Herman Delos Santos : Further development and prototypes are still being made to refine the construction and integration of the 'Matrix Heel' .Frank Scott: How did you decide to submit your design to an international design competition?. Herman Delos Santos : There are numerous brands that are all seeking out publicity to showcase their product, which then makes introducing a new product difficult. An international design competition is a perfect outlet for receiving feedback, improvements and any .[ End of Excerpt: Read complete interview with Herman Delos Santos on Le Maestro Modern Dress Loafer at design-interviews.com ]
Herman Delos Santos-Le Maestro Modern Dress Loafer Images:
End of the article, click here to go back to previous page, or alternatively go back to Magazine for Design homepage.
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A chemical peel is a skin-resurfacing procedure in which a chemical solution is applied to the skin to remove the top layers. The skin that grows back after a chemical peel is smoother and younger looking.
Chemical peels are used to treat wrinkles, skin discoloration and scars — typically on the face. A chemical peel can be done alone or in combination with other cosmetic procedures.
Chemical peels can be done at different depths — light, medium or deep — depending on your desired results. Each type of chemical peel uses a different chemical solution. Deeper chemical peels produce more-dramatic results, but also involve longer recovery times.
A chemical peel can be used to treat various skin problems. Depending on the issues you're addressing with the procedure, you'll choose a chemical peel in one of three depths:
A chemical peel can cause various side effects, including:
Chemical peels can't decrease pore size or eliminate deep scars or wrinkles.
A chemical peel isn't for everyone. Your doctor might caution against a chemical peel or certain types of chemical peels if you:
Before you have a chemical peel, your doctor will likely:
If you decide to proceed with the chemical peel, you might also need to:
A chemical peel is typically done in an office-based procedure room or outpatient surgical facility. Before the procedure, your doctor will clean your face and might cover your eyes with ointment, gauze, tape or goggles. He or she might also protect your hair.
Pain relief isn't typically needed for a light chemical peel. If you're having a medium chemical peel, you might have the option of taking a sedative and a painkiller.
If you're having a deep chemical peel, your doctor will likely numb your skin with a local anesthetic and give you a sedative or use regional anesthesia — which numbs a certain part of your body.
During a light chemical peel:
During a medium chemical peel:
During a deep chemical peel:
After a chemical peel of any depth, follow your doctor's directions for cleansing, moisturizing and applying protective ointments to your skin.
After a light chemical peel, treated skin will be red, dry and mildly irritated — although these effects might be less noticeable with each repeat treatment. Your doctor might apply a protective ointment, such as petroleum jelly, to soothe the area.
Treated areas take about one to seven days to heal after a light chemical peel. New skin might temporarily be lighter or darker than normal.
After a medium chemical peel, treated skin will be red, tight and swollen. You'll feel stinging. Your doctor might apply a protective ointment, such as petroleum jelly, to soothe the area.
Use ice packs or the breeze from a fan for comfort. Over-the-counter pain-relieving medication, such as ibuprofen (Advil, Motrin IB, others) and naproxen sodium (Aleve, others), may help reduce any discomfort. You'll likely schedule a checkup soon after your treatment so that your doctor can monitor your healing.
As swelling decreases, treated skin will begin to form a crust and might darken or develop brown blotches. Treated areas take about seven to 14 days to heal after a medium chemical peel, but redness might last for months.
After a deep chemical peel, you'll experience severe redness and swelling. You'll also feel burning and throbbing, and your eyelids might swell shut.
Your doctor will apply a watertight dressing to treated skin. He or she might also prescribe painkillers. Sleeping in a semireclined position may help reduce swelling.
Treated areas will develop new skin within about two weeks after a deep chemical peel, although cysts or white spots might appear for several weeks and redness might last for months. Treated skin might become darker or lighter than normal or lose the ability to tan.
You might prefer to remain at home while you're healing from a chemical peel. Once new skin completely covers the treated area in about two weeks, you can use cosmetics to conceal any redness.
A light chemical peel can improve skin texture and tone, as well as decrease the appearance of fine wrinkles. The results will be subtle at first, but will increase with repeated treatments. After a light chemical peel, avoid sun exposure until new skin completely covers the treated area.
If you have a medium chemical peel, treated skin will be noticeably smoother after the procedure. Your doctor will recommend avoiding sun exposure for several months.
After a deep chemical peel, you'll see a dramatic improvement in the look and feel of treated areas. You'll need to protect your skin from the sun permanently to prevent changes in skin color.
Keep in mind that chemical peel results might not be permanent. As you age you'll continue to acquire lines by squinting and smiling. New sun damage also can reverse your results and cause changes in your skin color.
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Should you ever find yourself in the environs of Vilnius, Lithuania, you can sign up for 1984: The Survival Drama, a three-hour faux Soviet military interrogation, complete with former KGB guards looking to recapture the magic of the old days. 25€ will get you a three-hour regimen of belt-whippings, verbal abuse, and a sham trial. What a bargain! Here's the sales pitch:
This event takes place in a former Soviet Bunker. Basically it begins with a real road ambush by the red army. Then everyone is put in prison and gets blind folded, "handcuffed" and lined up. Next is the interrogation chambers (mission of interrogators is decided with client; it can be to find the boss or to get specific information from the participants. Interrogation finishes with a court case where a "Stalin" actor reads the sentence to all the prisoners. Then suddenly there is a chance for a break out. A battle begins (strike ball or paintball).
And lest you think this is simply a historical reenactment, the proprietors of the bunker promise "that in case of disobedience participants may receive psychological or/and physical punishments and may be excluded from the show." Leave your bad attitudes in your duffle bag. For another slice of retro terror up for capitalist ducats, see Lithuania's Grūtas Park.
[Via Pruned]


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While the U.S. Tennis Association prepares to choose and name a new U.S. Davis Cup captain to replace Patrick McEnroe, it is interesting to look back 11 years at the start of the U.S. captaincy of Patrick's older brother John. Arguably the greatest American Davis Cupper in the history of the competition, John McEnroe was named by the USTA to replace Tom Gullikson as U.S. captain during the 1999 U.S. Open (incidentally, the press conference occurred on Gullikson's 48th birthday).
Following his US Open press conference where he was officially introduced as the skipper of America's tennis team, McEnroe's next public appearance as U.S. captain came a month later when the draw for the 2000 competition was made on October 7, 1999.
The following is what took place, as documented in Randy Walker's book "ON THIS DAY IN TENNIS HISTORY" ($19.95, New Chapter Press, www.TennisHistoryBook.com) on the afternoon of October 7, 1999.
1999 – Less than one month after being named captain of th
e U.S. Davis Cup team and John McEnroe creates his first international incident as the United States is drawn to play an away match against the African nation of Zimbabwe in the first round the 2000 Davis Cup. Speaking to reporters at a U.S. Tennis Association organized event at the ESPN Zone in New York City, McEnroe says of the away match against Zimbabwe, "I am sure that word is seeping out that our worse case scenario has just taken place. We need like 27 shots or something to go down there." After meeting with reporters, McEnroe takes questions from fans at the theme restaurant and is asked what surface he expects the match to be on. Responds McEnroe, "That is their choice. They are going to try to pick a surface that they feel they have the best chance of beating us on which will probably be cow dung …" The following day, "Page Six" the famous gossip column in the New York Post reports the Zimbabwean government's outrage over McEnroe's comments. "This is disparaging," Immanuel Gumbo, attache at the Zimbabwe mission to the UN tells Page Six. "When we beat Australia last year we didn't play on a cow dung court. We admire Mr. McEnroe for his gifts but you have to wonder what must go on inside his head."
With the current situation that is ongoing in Zimbabwe, under the tyrannical rule of President Robert Mugabe, one can say that insulting the Mugabe government would not be considered such a sin.
McEnroe and the U.S. team were able to barely edge Zimbabwe 3-2 with Davis Cup rookie Chris Woodruff winning the fifth-and-decisive rubber from Wayne Black. After another 3-2 knee-knocker win in Los Angeles over the Czech Republic, the U.S. was shut-out by Spain 5-0 in the semifinals in Santander, Spain. McEnroe was not able to convince Andre Agassi and Pete Sampras to step up and play in the post-Wimbledon clay-court semifinal against Spain and resigned as the U.S. captain later in the year, paving the way for his younger brother Patrick to assume the helm and serve as U.S. captain for 10 years.


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Saturday, February 09, 2008
Goin' nuts over cookies!
Since the macadamias are rich in fat, the heat from the whirling blade will help extract the oils and it will take just a few minutes to turn those buttery nuggets into a smooth butter. Once combined with your typical cookie ingredients (no additional butter or oil necessary!), I found the dough to hold together well, yet just slightly tacky to the touch. It only took a 10 minute rest in the refrigerator and we could easily roll the dough into balls.
The tops of the cookies are dipped in crunchy granulated sugar and then the balls of dough are give a criss-cross pattern (think peanut butter cookies) on top with a fork. Just a small amount of fresh grated nutmeg give the cookies a subtle, yet fragrant special note that keeps you asking "Mmmm, what is that?!". The fruity dried cranberries acted as a nice counterpoint to the crisp and slightly chewy-in-the-center cookies. Bake these sturdy cookies until the edges are golden and the cookies have puffed up, but take them out when the centers are still more tan to keep that chewy quality.
10 comments:
Mmm..what an interesting combination of flavors! The cranberry adds a little valentine-like cookie for this week---thanks! I've never attempted a cookie recipe that was based on just the nut butter adding all of the fat.ReplyDelete
I made these just before Christmas and was really happy with them. My first bite I felt they were unusual and didn't know what to think. But as I kept eating them I really fell in love with them.ReplyDelete
JEP - usually there is added butter, but none needed for these cookies!ReplyDelete
Ian - I know what you mean, a little different at first, but totally enthralling the more you eat them!
Wow macademia nut butter, what a delicious extravagance.ReplyDelete
A week or two ago I stumbled on your Giant Chocolate Chip Cookie Cake post from 2005 ... I just wanted to let you know that I baked one up (with some vegan adaptations) for a Super Bowl party and it was a huge success. Thank you for the great idea!ReplyDelete
Hmmm... I had been wondering about these. Glad you made them first. I'll have to put them on my list :)ReplyDelete
These look quite good. I love macadamia nut cookies.ReplyDelete
Katie - Definitely... they can be fairly expensive, so I don't use them often!ReplyDelete
Gail - Fantastic! I'm glad it worked out well!
Lori - Do give them a try!
Emiline - Thanks!
i tried it and it smelled absolutely heavenly.. something like freshly baked muffins.ReplyDelete
but i replaced the cranberries with dried blueberries instead. which amplified the smell even more. yums.
but the downside of it was.. it came out really sweet and i just sprinkled sugar on top just in case and it was still just as sweet.
could i reduce the sugar in anyway? and the macadamia was woah, overwhelmingly decadent!
Elaine - I don't remember them being overly sweet! I'm not sure you could reduce the sugar too much, but it is worth a shot!ReplyDelete


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Matty Metcalfe: Have accordion, will time travel
Local multi-instrumentalist Matty Metcalfe already has an uphill battle, since he focuses pretty heavily on the accordion. On top of that, his new album consists entirely of tangos and an archaic French dance form called musettes which were widely consumed in the early 1900s, spreading between Argentina, France, and Eastern Europe, and making it over to Metcalfe's previous home of New Orleans around the time Scott Joplin was building the mold for American ragtime. Now Metcalfe is out to update them for contemporary audiences by rendering them with updated instrumentation and dropping in pop references–- think Madonna, Cyndi Lauper, and Tom Waits.
"If people forgot how great these songs are, whether they're from the 1910s or the 1980s, I wanted to remind them," he explains.
This is trickier than your average straightforward vanilla accordion cover (which would still be plenty amusing) because each of the forms he's following comes with a set of rules governing how the pieces must operate, and these will generally be totally out of whack with the original compositions. Think of how blues was formalized into the twelve-bar scheme, or how heavy metal almost always requires a distortion pedal. It's kind of like trying to rewrite a legal brief using only limericks.
"I think maybe the subtext is that I'm trying to show how music is cyclical or is interconnected or can redefine itself," he says. "'Build Me Up Buttercup' can be the theme song for There's Something About Mary, or 'I'm A Believer' for Shrek. A good song is a good song, and the form isn't as important."
And that goal is still intact, albeit more abstracted, on the original songs, where he's more interested in imitating master composers like stor Piazzolla instead of just quoting pop songs. For the most part they still sound pretty archaic, actually, since the electric guitars will take a back seat to more prominent elements like the waltzy 3/4 time signatures and the Django-inspired melodic phrasing, but that they're even the focus of a new album in the first place is probably still a step in the right direction. "People who haven't heard of these forms," says Metcalfe, "might get interested in some of these older people and the thread that exists between them and us.
Resolving the conflicts between contemporary audiences and historically significant material is all part of the fun.
"'Form' is a synonym for 'order' in music," he says. "It's like your body parts. Everybody has different parts that make them unique, but the thing that people relate to is whatever's on the inside. Whatever you can do to that to make yourself interesting, wearing earrings or whatever, gets you into the heart."
In other words, even major structural features can change without necessarily betraying the composition, as long as the crucial elements–- be they lyrical, rhythmic, or melodic–- are carried through. You can look and you will find them. Time after time.
Metcalfe performs Sunday, August 29 at the Louisa Arts Center to celebrate the release of his two new albums. Show is at 4pm, and tickets are $10.


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Celebrations - Activities
Stay active and continue to enrich your life with Discovery Village's Celebrations program. Our full-time Activities Director ensures there's always a variety of activities and events going on. From exercise to parties, seminars to games, you'll find something to enjoy with friends and neighbors each day. Whether at the community or on-the-town, you'll find it difficult to decide what to do next!
Check out our May Independent Living Activities Calendar!
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English language requirement
Meet Chevening's English language requirement by 16 July 2020.
Applications for 2020/2021 Chevening Scholarships are closed. They will reopen in August 2020 for opportunities to study in the UK in 2021/2022.
Chevening is the UK Government's global scholarship programme that offers future leaders the unique opportunity to study in the UK. These scholarships are awarded to outstanding professionals from all over the world to pursue a one-year master's degree in any subject at any UK university.
Chevening provides fully-funded scholarships, leaving you free to focus on achieving your academic goals and enjoying the experience of a lifetime. You will live and study in the UK for a year, during which time you will develop professionally and academically, grow your network, experience UK culture, and build lasting positive relationships with the UK.
If you have ambition, leadership potential, and a strong academic background, we encourage you to apply during the application window.
If you applied before the deadline, but have not yet submitted your English language test results or your unconditional university offer, you must upload them to your application by 16 July 2020. Use the 'update my application' button above to upload them.
If you are eventually conditionally selected for a Chevening Scholarship, it is essential that you have submitted these documents in order to remain in the process.
If you applied for a 2020/2021 Chevening Scholarship you will receive email updates about your application status at each step of the selection process. You can also check your status on the online application system. Log in using the details you registered with. Take a look at the Chevening application timeline and our FAQs for a better understanding of the upcoming stages of the selection process.
Due to the large number of applications received, we are unable to provide individual application status updates or feedback to unsuccessful applicants. Please do not contact your British embassy or high commission with application enquiries.
You may wish to review the guidance below to help you with the next steps.
As Chevening Scholarships are fully-funded, your award includes the following:
We recommend that you review the following pages to help you prepare your application:
For information about the application and selection process, visit the application timeline and frequently asked questions.
|Notice: We have been made aware of agencies offering assistance on Chevening Scholarship applications for a fee. We can confirm that these agencies are not approved or endorsed by the Foreign and Commonwealth Office, the Association of Commonwealth Universities, or the Chevening Secretariat. We advise potential applicants against the use of these services in the strongest possible terms. Use of a paid for service for Chevening applications is not permitted.
UK visa: There are no UK visa processing centres available in this country. If your application is successful you will be required to travel to an alternative country to apply for your UK visa. Applicants will be expected to meet all costs associated with travelling to an alternative country; however scholars may be eligible for a discretionary reimbursement of some travel costs. You will receive further information on what reimbursements are available to you should you be selected for a Chevening Scholarship.
Meet Chevening's English language requirement by 16 July 2020.
Look for eligible one-year taught master's courses in the UK.
Find out what the UK government is doing where you live.
If you've watched the 1979 satirical British comedy, 'Monty Python's Life of Brian', you will no doubt remember the scene in
As we complete the transition period between Chevening's classes of 2018 and 2019, we wanted to share what incoming scholars are
As another year passes, we bid farewell to another class of Chevening Scholars but each Chevener is unique which means, each
Chevening is funded by the FCO and partner organisations. Our partners contribute by co-sponsoring scholarships in your country/territory. Due to their generosity, there are more opportunities to study in the UK. Although you can still apply to any UK university, whether they are a partner or not, if your application is successful and you have applied to study a course supported by one of our partners, you will be automatically considered for a co-sponsored Chevening Scholarship. Find out more about our partner organisations, the areas of study they support, and why they have committed to supporting Chevening where you are.
Established in 1823, Birkbeck is part of the world famous University of London. It offers bachelor's, master's and research degrees across a wide range of subjects.
Bournemouth University (BU) is ranked among the top 200 most international universities in the world and in the top 500 universities overall by the Times Higher Education World University Rankings in 2016.
Founded in 1883, Cardiff University is a member of the prestigious Russell Group top-24 UK research-led universities, and is ranked in the world's best 140 universities (QS World University Rankings 2018).
Founded in 1832, Durham University is consistently ranked among the top five universities in the UK and the top 100 institutions in the world.
Queen Mary University of London (QMUL) is one of the UK's leading research-focused higher education institutions.
Robert Gordon University has a heritage going back 250 years, and it was granted university status in 1992.
Schumacher College is a leading independent centre for ecological studies, social innovation, and transformative learning.
Swansea University matches academic excellence with an enviable quality of life
The University of Bath, School of Management is one of the UK's leading business schools.
Birmingham has been challenging and developing great minds for more than a century
Bristol is one of the most popular and successful universities in the UK and was ranked within the top 50 universities in the world in the QS World University Rankings 2018
Founded in 1209, Cambridge is the second-oldest university in the English-speaking world and the world's fourth-oldest surviving university.
The University of Central Lancashire (UCLan) in Preston was founded in 1828 as the Institution for the Diffusion of Knowledge
The University of East Anglia (UEA) is an internationally renowned university situated within a distinctive and attractive campus in the historic city of Norwich.
The University of Exeter is a Russell Group university that combines world-class research with very high levels of student satisfaction
The University of Glasgow is in the world's top 100 universities and the UK's top 10
Leeds is one of the largest research-based institutions in the UK and in 2012/2013 attracted £129m of research income
The University of Nottingham has a global reputation for academic excellence, pioneering research, and employability
The University of Salford's roots trace back to the time of the great Industrial Revolution of the 19th century, with a strong history of advanced technology and innovation
The University of South Wales was formed in 2013 through a merger of the University of Glamorgan and the University of Wales, Newport to become one of the largest universities in the UK and the largest in Wales
The University of Southampton is a member of the Russell Group of research-intensive UK universities
The University of Stirling is top in Scotland and third in the UK for university graduate employability among institutions with more than 500 respondents, according to statistics released by the Higher Education Statistics Agency (HESA)
Surrey Business School has a reputation for enterprise, cutting-edge thinking, and academically rigorous research, providing world-class business, economic, and management education to students from around the globe
Located in the heart of England, the University of Warwick is a leading UK university, quickly establishing an international reputation for excellence and is consistently listed in the UK's Top 10 universities
Looking for a place where you can thrive within a supportive community? The University of Westminster is the place for you.


text: A general preference for young transplant recipients over old makes sense for society. By Knight Kiplinger, Editor Emeritus September 2, 2012 Q. Do you think that younger people should get priority over older people to receive organ transplants?SEE ALSO: The Money and Ethics Quiz A. In general, yes. That doesn't mean that Americans in their sixties and seventies shouldn't be permitted to get a transplant, but preference should be given to prospective recipients who are likely to get a greater benefit (that is, more years of productive life) from the operation -- say, favoring a 35-year-old over a 70-year-old. Sponsored Content Transplant organs are a scarce resource for which the limited supply has to be allocated in some way. Buying an organ is illegal in the U.S. and the vast majority of nations. A truly random lottery among medically suitable recipients could be used, but it isn't. Advertisement Instead, the U.S. uses a first-come, first-served system, in which eligible recipients of all ages -- screened for their likelihood to survive the operation and thrive -- are put on a waiting list in their home regions (and sometimes more than one region). The next available organ goes to the closest, sickest patient who is the best medical match for the organ. The only age preference is for recipients under 18, who accounted for 16% of heart transplants in 2011. Over 18, there is no prioritizing by age, just by whether an available organ is a good match for the next recipient in line. A middle-aged heart that wouldn't be a good fit for a child might be given instead to an elderly patient who is further down the waiting list. Recipients 65 and over accounted for an estimated 12% of all U.S. heart transplants in 2008, with Medicare covering costs that can approach $1 million per procedure and recovery. The more variables we introduce -- including but not limited to age -- the stickier the ethics get. Some argue for "social worth" and "merit/demerit" screens, under which, say, a mother of three young kids would get priority over a single person, a 60-year-old research scientist would get priority over a 20-year-old high school dropout, and a person who damaged his or her liver with heavy drinking would be ineligible for a new one. I think such criteria would be too subjective to be workable, but a general preference for young over old does make sense for society, ethically and economically. Research for this column was done by editorial intern Ted Leonhardt from Duke University. This article first appeared in Kiplinger's Personal Finance magazine. For more help with your personal finances and investments, please subscribe to the magazine. It might be the best investment you ever make.


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Sharing the Wealth
This story appears in the May 2003 issue of Entrepreneur. Subscribe »
Flying a dog first-class to an exotic island so it can be shown off at an exclusive wedding. Planning an elite Manhattan soiree. Chartering the Concorde to fly to Antigua. Welcome to the world of very, very high-end luxury services. It's a world that Victoria Pericon, 30, lives in every day as founder of lifestyle-management firm Victoria Pericon Inc. in New York City.
Her "Club VP" is an invitation-only club that charges clients a $120,000 annual retainer fee, plus expenses, to take care of anything they need, from the glamorous (planning glitzy Mediterranean parties) to the mundane (waiting on hold with customer service to ask a software question). Pericon has three employees and hires outside consultants to work with the company's clients, who tend to be celebrities, socialites and CEOs. "We don't allow people to just call up," says Pericon, who has run the company for four years with her husband, Roman, 30.
Maybe you've wanted to start your own luxury business ever since you watched Joan Collins and Linda Evans duke it out on Dynasty. But maybe you're thinking now may not be the time to make your move. Retailers just had their worst holiday season in 30 years. Unemployment is at an eight-year high. Consumer confidence seems to be sputtering, too: The Consumer Confidence Index, a monthly survey of 5,000 U.S. households, fell 14 points in February, and consumers' feelings about the economy were at their lowest since 1993.
When you're targeting a very specific market--like luxury spenders--your focus has got to be spot on. "3 Rules for Niche Marketing" will help you aim clear.
Although the average consumer is spending conservatively, there's still a lot of money out there. The number of "almost rich" (households earning between $100,000 and $150,000 per year) has doubled. Last year, 15.1 million U.S. households earned more than $100,000 per year, according to the U.S. Census Bureau. The very rich, meanwhile, are getting richer: Between 1991 and 2001, the incomes of the top 5 percent of U.S. households increased from 18.1 percent to 22.4 percent of the total of all personal income earned in the United States.
The reality is that there are several categories of wealth today, says Arnold Brown, chairman of Weiner, Edrich, Brown Inc., a trend analysis firm in New York City. There are the ultra-rich (those worth at least $100 million), the rich (those earning at least $250,000 per year and having assets of at least $3 million, not including their homes) and the upper middle class (those earning $100,000, with assets of least $500,000, not including their homes).
The creation of wealth in the past decade is giving entrepreneurs more opportunities to sell luxury products, says Paul Nunes, senior research fellow at the Accenture Institute for Strategic Change in Cambridge, Massachusetts: "We're seeing companies coming into [the luxury] space as they recognize there's this segment now that has a whole lot more money."
Pericon won't dish names or sales figures--"Discretion is important," she says--but her business continues to grow. In June, the Pericons are launching their own magazine, Manhattan Syndicate, devoted to the affluent Manhattan lifestyle.
Creating Relationships
These days, luxury is about "services, experiences and conveniences," explains Brown. The rich "want something different."
A survey of 3,500 consumers released in November by Accenture, however, reveals that even the wealthy may not be spending as often as they'd like. Nearly 87 percent of Americans earning more than $150,000 said they'd be willing to spend more if they could find "better" products and services. Wealthy respondents, much more so than people in lower income brackets, lamented the lack of innovation in clothing, household appliances, housing, home furnishings and personal care over the past two years.
The wealthier the consumer, the more they feel that lack of innovation--along with a lack of satisfaction in the companies they buy from, says Nunes, who co-authored Accenture's study. With businesses in cost-cutting mode, "there's a feeling that 'Retailers don't care about me after I've left their store,'" Nunes says. "It [doesn't] feel like a relationship to the wealthy."
Creating relationships is what success in the luxury space is all about, says Jon Robbins, owner and COO of HiFi House, a 47-year-old family-owned stereo store that made the transition to the high-end luxury audio and video electronics market in the 1980s. "We needed to establish a niche," says Robbins, 44. Today, HiFi House has three locations and annual sales of more than $20 million.
One of HiFi House's hottest sellers is the 50-inch flat-panel plasma screen TV, which sells for about $10,000. The company custom-installs these TVs with DVD players and surround sound to create a home theater system. HiFi employees also teach owners how to use them.
An average HiFi sale is between $20,000 and $25,000, and the company sold 40 plasma TV packages in December alone. Upscale professionals looking to furnish million-dollar homes constitute a "significant percentage" of HiFi's business.
Robbins says his biggest challenge is finding employees with expertise in design and installation, as well as a flair for personalized customer service. It's no accident that most of the Broomall, Pennsylvania, firm's 75 employees have been with the company for 10 years or more. "This is their career," Robbins says. "You do the job right, and the dollars take care of themselves."
Hiring employees who view their jobs as careers is essential in the luxury business, says Gregory J. Furman, executive director of the Luxury Marketing Council in New York City. This means building a team from the start and offering great pay and incentives. "Your employees have to be strategic partners," he says.
You also have to think about whom you're trying to reach. Although the rich have been stereotyped as tireless shopaholics, the opposite seems to be true. When Accenture asked those earning more than $150,000 a year if they enjoy shopping when they don't have a specific purchase in mind, 80 percent said no. Says Nunes, "They tend to be very directed in their shopping in terms of how they can save time."
If your luxury service targets the very wealthy, be prepared to expand in ways you can't anticipate, Pericon warns. Her company is doing things she never imagined it would do, such as finding electricity for a remote island one of her clients had bought. The very rich "make the assumption that you'll do anything," she says.
Pericon keeps an extensive database of contacts ready for any situation: "In the luxury lifestyle, you have to have a lot of people you know you can call upon."
|Follow the Money
Getting Your Shot
So how does the average person break into the luxury business? Just ask David Lance Schwartz, 42-year-old founder and CEO of David Lance New York (DLNY), a private-label men's clothier founded in 1995. The 110 customers frequenting Schwartz's New York City store are Wall Street high-fliers and CEOs of major corporations who earn more--often much more--than $1 million a year. They buy Schwartz's custom line of business suits, ties and shirts. Each suit ranges from $3,250 to $15,000; shirts cost $275 to $625. "Why do people come here? Because they can," Schwartz says.
His core clientele still spends very strongly despite the downturn, and sales have increased 45 percent since 1999. "The volume of people we typically would see is down. But the volume of money that's being spent is up," Schwartz says. "Clients come in, and I ask how business is. They say 'It sucks. That's why I'm here. We've got to keep this economy moving.'"
Business for those catering to wealthy customers is not as off as it is for those in similar businesses who are dealing with the mass market, Schwartz says: "I completely disagree with the theory that this is a bad time to start a luxury company."
It's hard, however, to imagine any entrepreneur going into the luxury market from Day One, he says. You'll need experience to build your confidence because you'll have to be very persuasive to land your first client.
Schwartz remembers persuading a wealthy businessperson to give him a chance when he started his first clothing business in Los Angeles in the mid-1980s. (He sold that company in 1995 to start DLNY.) Once he swayed that first influential client and delivered on his promises, he was on his way with word-of-mouth referrals.
"I would say: 'At some point in your career, someone cut you some slack and gave you a shot. I'm asking for that shot,'" Schwartz says. "You need a constant sense of being good at what you do. I was one confident little guy."
DLNY has expanded into a complete wardrobe service. Schwartz and his six employees go to a client's home and swap out last season's clothes. They mend the garments and contract with two top New York City dry cleaners to clean and store the wardrobe until next season. The service, which was suggested by a client and initially tested on a few customers, now includes 25 clients. "Take good care of your core people," Schwartz says, "and they'll take care of you."
Creating Value
While marketing messages to the rich have been purely emotional over the past few years, they're now including clear value propositions, says Dave Kroencke, principal at The Richards Group, an advertising and marketing agency in Dallas, where he works with luxury product manufacturers such as Bernhardt Furniture and Sub-Zero. "You have to define your target audience," he says. "You need to use niche marketing and advertising tools to reach them."
A combination of niche advertising, trade show booths and word-of-mouth is working for Ken Hey, CEO of Sunstream Corp., a firm with 26 employees in Kent, Washington, that caters to the high-end boat market. Sunstream makes high-speed hydraulic, remote-controlled boatlifts that retail from $4,000 to $30,000.
The 6-year-old company's clients include families, retirees, high-income singles and the super-rich. In fact, two Sunstream boatlifts have been spotted on Bill Gates' Seattle waterfront property. "We sell the most expensive boatlifts you can buy," Hey, 39, says, adding that just one word-of-mouth endorsement can generate up to five sales.
Hey, who co-founded Sunstream with his wife, Debra, bootstrapped the business. His original plan was to sell five boatlifts in five months, but an appearance at a Seattle boat show changed everything--Hey walked away with 50 orders. This was an eye-opener, but Hey really raised competitors' eyebrows when he entered the market with products 30 percent higher in price. The move differentiated Sunstream and allowed the company to offer superior features with enough margin to deliver great service. "Once you create value, you can command higher pricing," he says.
His strategy worked. Sunstream is now the 12th fastest-growing private company in Washington, with sales last year of $4.4 million. The company took a round of private equity in 2001, and Hey is forecasting 77 percent sales growth in 2003.
Hey thinks entrepreneurs should enter the high-end luxury market when times are tough because a slowdown makes it much easier to find high-quality suppliers. "Focus on growing during a downturn if you can fund it," he says.
Keep in mind that the rich tend to think in terms of investment rather than consumption, and this is even more true now. Instead of asking rich consumers what they want, find out what they don't like in the products or services they use. "It might lead to a breakthrough," Hey says. "Find that need they don't know they have." Do that, and you could find yourself sitting in the lap of luxury.
|Simple Pleasures
|So you want to break into the
high-end luxury market, but some of your favorite ideas--yachts,
jets, fancy cars--require cold, hard cash you just don't have.
"In luxury, [financing] is critical," says Douglas D.
Gollan, New York City-based president and editor in chief of
Traveler, a magazine dedicated to the lifestyles of the
very wealthy. "If you don't have the financing, keep the
idea in your back pocket."
Luckily, there's a whole category of "ordinary luxuries" that don't take a king's ransom. Here are four key areas to get you started on brainstorming:


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Taylor Swift is so totally fake -- at least, according to the Better Business Bureau. The group's National Advertising Division caught CoverGirl fibbing in one of their ads -- and the cosmetic giant has yanked it rather than prove their claims.
The ad for NatureLuxe Mousse Mascara features the always-pretty Swift with long, fluttering eyelashes with the promise "2X more volume." Only upon much closer inspection would a reader see the small print: "Lashes enhanced in post production."
Taylor Swift's mane makeover: Bangs >>
Say what?
"You can't use a photograph to demonstrate how a cosmetic will look after it is applied to a woman's face and then -- in the mice type -- have a disclosure that says 'okay, not really,'" NAD director Andrea Levine told Business Insider.
Does the mascara actually plump up lashes with two times more volume or not? When the NAD asked CoverGirl to back up their claims with scientific proof, parent company Proctor and Gamble chose to pull the campaign instead.
"Upon receiving the inquiry from the NAD, P&G discontinued the advertisement in question," a P&G spokesperson wrote in an emailed statement to the press. "The NAD has deemed our intervention as accurate and proper. We have always been committed, and we continue to be committed, to featuring visuals and claims that accurately represent our products' benefits."


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text: Neuroscience can help incarcerated brains. Donald Tong 2 noviembre 2017 Brain science should be making prisons better, not trying to prove innocence Arielle Baskin-Sommers, Yale University Hollywood pushes a fantasy version of what neuroscience can do in the courtroom. But the field does have real benefits to offer, right now: solid evidence on what would improve prisons.


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EPA, Obama ignore science to pass tax hike
Though the MSM and even Fox News spent the last few days broadcasting near 24-hour coverage of the death of a washed-up pop star, there were real news stories to be covered. The same day the US House passed the job-killing Waxman-Markey tax hike disguised as a climate bill, the Competitive Enterprise Institute released a draft report by EPA researcher Alan Carlin that had been suppressed by the agency's top brass. We now have the full report available and it's damning to the EPA and, by extension, to the President.
Three days prior to releasing the draft, CEI had published four internal EPA emails that show the agency's was motivated by politics to ignore science that undermines global warming alarmists' propaganda. Emails from an EPA bureaucrat forbidding Carlin to speak to anyone about his findings and another that basically informs Carlin his research is being ignored for political reasons are especially damning. The same bureaucrat, Al McGartland, followed up his previous emails with the statement, "I don't want you to spend any additional EPA time on climate change."
I seem to recall President Obama making the claim that he would restore science to its rightful place, or something along those lines. But here we have professional bureaucrats, who serve his administration, placing politics over science. Obama's pledge to maintain the "most transparent administration in history" is broken (again) in the same breath. And once again, the MSM drops the ball to keep the American people uninformed of the failings of the President's administration. Searches of CNN, MSNBC, ABC News, and NBC News for "Alan Carlin" reveal none of these networks have made any attempt to cover this story. Of the major news networks, only CBS covered the story in a timely manner. Though it aired a story on the report today, even Fox News ignored the story in the beginning.
Carlin points out that his research was performed under such severe time constraints that errors may exist in his findings, but goes on to say "What is actually noteworthy about this effort is not the relative apparent scientific shine of the two sides but rather the relative ease with which major holes have been found in the GHG/CO2/AGW argument." He concludes the EPA's choice to depend on third-party research based on questionable science to stake its position on global warming is a mistake.
He notes the hyp0thesis that Global Warming is man-made, or even occuring, violates basic scientific principles because observable data fails to conform to the supposition. According to Carlin, "The most reliable sets of global temperature data we have, using satellite microwave sounding units, show no appreciable temperature increases…" His report challenges the practice of ignoring other "major potential causes" of Global Warming in models the EPA depends on to support its position, stating that said practice likely overstates the importance of the impact of CO2 and other greenhouse gases.
Carlin notes the Intergovernmental Panel on Climate Change's AR-4 report, heavily leaned on by the EPA to support its position, is outdated and that global temperatures have actually decreased even while CO2 levels and emissions have increased. He also points out that empirical evidence invalidates crucial assumptions in the IPCC report. Another glaring problem ignored by the EPA is recent scholarly work that indicates some of the IPCC's data was invalid.
So if observable data doesn't support the EPA's position, and clear evidence the agency is suppressing findings that contradict its position exists, and that evidence strongly suggests the agency was pressured to conform its findings to the political will of the President's administration, what can we conclude?
It's becoming obvious the only place science has in the Obama administration is to support his political position. If science doesn't support that position, such findings will be buried and the administration will attempt to silence the authors of any such report. Upon her confirmation by the Senate to lead the EPA, Lisa Jackson said "As Administrator, I will ensure EPA's efforts to address the environmental crises of today are rooted in three fundamental values: science-based policies and programs, adherence to the rule of law, and overwhelming transparency." At least two of the three "fundamental values" were abandoned in the suppression of this report.
I'm including Administrator Jackson's contact information at the EPA and encourage any and everyone to contact her office by phone, email and snail mail to let her know we recognize what's going on and we don't like it. She and the President have used the agency to further the political agenda of Obama in an effort to push through the massive tax hike known as "Cap and Trade." You can also contact the White House to let them know we know what Obama's up to and be sure to contact your Senators and demand they vote against Cap and Trade.
Lisa Jackson, EPA Administrator
Mailing address:


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text: It's not always obvious what it is that scientists find beautiful about a graph, microscope slide, soil sample or some other aspect of their work. It just looks like numbers, blobs or dirt to the rest of us. But sometimes a scientific result or product is so visually appealing, anyone would want to hang it on their wall as art. Geological maps are often in this category. And some of the most beautiful geological maps are of volcanoes. The colors on geological maps represent different rock units of different ages. With an active lifespan of thousands, or even hundreds of thousands of years, volcanoes produce many layers of ash and flows of lava that will end up as different colors on the map. And with the circular shape of many volcanoes and the radiating rock units, the maps can really be striking. Here we've collected some excellent examples of geological maps of volcanoes from the United States and Japan. You don't have to be a geologist or even a scientist to have trouble picking a favorite. Special thanks to the Geological Survey of Japan for permission to use some of their maps in this gallery. Above: Miyake-jima Type: stratovolcano Last eruption: 2010 Summit elevation: 2,674 ft. (815 m.) Miyake-jima rises around 3,600 feet from the sea floor around 110 miles southwest of Tokyo. The top of the volcano is a 5-mile-wide circular island that is home to around 3,000 people. It has erupted as recently as last year, but its last big eruption sequence occurred in June-July and September 2000 (see below). It was accompanied by thousands of earthquakes including a magnitude 6.4 that killed one person, 9-mile high ash plumes, pyroclastic flows, ashfalls, crater collapses and an evacuation order that lasted five years and kept the island largely uninhabited until January 2011. Geological Map: Geological Survey of Japan. Image below: Miyake-jima in July 2000 (left) after large eruptions and venting steam in September 2000 (right) (Ash appears dark gray, vegetation appears red, and water is blue-gray). NASA. Aso Type: caldera Last eruption: 2011 Summit elevation: 5,223 ft. (1,592 m.) Webcams: one | two | three | four (multiple views) | five Mount Aso is Japan's largest volcano and its 15-mile-wide caldera is among the largest in the world. The caldera was created by four huge eruptions between 300,000 and 90,000 years ago. Today, around 50,000 people live within the caldera walls. There are 17 volcanic cones in the caldera, among them is one of the country's most active modern volcanoes, Naka-dake (see image below) which is a popular tourist site that can be reached by road or cable car. Aso has erupted 168 times in the last 1,500 or so years, most recently in May and June 2011 when ash plumes rose as high as 8,000 feet. Volcanic gas has sent at least 71 people to the hospital since 1980. In 1997, two tourists died from gas inhalation. In 1979, three people were killed and 11 injured by ejected blocks. Geological Map: Geological Survey of Japan. Image below: Naka-dake. Igorberger/Wikimedia Commons. Kilauea Type: caldera Last eruption: 2011 (ongoing) Summit elevation: 4,078 ft. (1,243 m.) Webcams: USGS Hawaii's Kailauea volcano has been erupting continuously since 1983, making it one of the most active volcanoes on Earth and the most dangerous in the United States. The volcano is located within Hawaii Volcanoes National Park, which sees more than a million visitors every year. Geological Map: USGS (download the map and information pamphlet).Iwate Type: complex Last eruption: 1919 Summit elevation: 6,696 ft. (2,041 m.) Webcams: one | two Iwate volcano's last eruption was a small one in 1919, but more recently it has been the site of numerous earthquakes, which often indicate magma is moving below a volcano. In 1998 and 1999, Iwate experienced hundreds of quakes included a magnitude 6.1. The volcano is located a little more than 12 miles from Morioka, a city of around 300,000 people. Geological Map: Geological Survey of Japan.Asama Type: complex Last eruption: 2009 Summit elevation: 8,425 ft. (2,568 m.) Webcams: one | two | three Mount Asama is the most active volcano on Japan's main island, Honshu. It sits at the junction of two tectonic plate boundaries where one plate is being pushed beneath another plate, creating long lines of volcanoes called volcanic arcs. Asama has had several explosive plinian eruptions in the past, most recently in 1983 when a three-month-long episode culminated with 15 hours of ash fall and pyroclasitc flows. The eruption killed an estimated 1,400 people and coated agricultural fields with ash and debris, exacerbating an ongoing famine. The volcano's most recent eruption in February 2009 sent ash up to 2.5 miles high, caused ashfall in Tokyo 90 miles away and threw rocks more than 3,000 feet away. An eruption in 2004 ejected incandescent blocks and started many fires. Geological Map: Geological Survey of Japan. Image below: Asama in February 2009 (red represents vegetation, grey-beige is bare rock, white is snow or vapor). NASA. Crater Lake Type: caldera Last eruption: 4,800 years ago Summit elevation: 8,159 ft. (2,487 m.) Webcams: NPS Oregon's Crater Lake was formed when Mount Mazama collapsed during an explosive eruptive episode around 7,700 years ago. The nearly 2000-foot-deep lake is the deepest in the country and the caldera basin is more than 3,000 feet deep and more than 6 miles wide. In 1902 the area was made into a national park. The last known eruption at Crater Lake occurred around 4,800 years ago, but scientists have reason to believe it will erupt again in the future. Geological Map: USGS (download the map and information pamphlet).Hokkaido Komagatake Type: andesitic stratovolcano Last eruption: 2000 Summit elevation: 3,711 ft. (1,131 m.) During three months in 2000, Hokkaido-Komagatake volcano erupted four times, putting five cities under alert. It has had three major historical eruptions in 1929, 1856 and 1640. In the 1640 eruption, part of the volcano's summit collapsed, sending a huge avalanche into the sea that caused a tsunami and killed two people. Geological Map: Geological Survey of Japan. Image below: Hokkaido-Komagatake volcano. Keyaki/Wikimedia Commons. Lassen Type: lava dome Last eruption: 1917 Summit elevation: 10,456 ft. (3,178 m.) Webcams: NPS Northern California's Lassen Peak, which formed around 27,000 years ago is the largest of a group of more than 30 lava domes that make up the Lassen volcanic center. Lassen is the southernmost active volcanic center in the Cascade Range, which also includes Mount St. Helens and Mount Rainier. The last set of eruptions at Lassen occurred between 1914 and 1917 and were among the first eruptions to be extensively photographed (below). The climactic eruption of the series came on May 22, 1915 sending a column of volcanic ash 30,000 feet into the air, caused ashfall 200 miles away in Nevada, and generated lahars and a large pyroclastic flow. Lassen is very likely to erupt again in the future. Geological Map: USGS (download the map and information pamphlet). Images below: National Park Service. Nasu Type: stratovolcanoes Last eruption: 1963 Summit elevation: 6,283 ft. (1,917 m.) Nasu is a collection of six smaller overlapping stratovolcanoes. A small eruption took place in 1963, but the last deadly eruption occurred in 1410 and may have killed as many as 180 people. In recent years, the area has become a tourist destination with lots of hot springs, spas, resorts and a cable car to the summit of the youngest peak. Geological Map: Geological Survey of Japan.Medicine Lake Type: shield Last eruption: around 1080 Summit elevation: 7,913 ft. (2,412 m.) Webcam: NPS Medicine Lake volcano in northern California has erupted at least seven times in the past 4,000 years, most recently around 950 years ago. It is the largest volcano in the Cascade Range, which also includes the Lassen volcanic field. On the northeast flank of this shield volcano, Lava Beds National Monument is full of spectacular lava-tube caves, most of which were formed between 30,000 and 40,000 years ago. Geological Map: USGS (download the map and information pamphlet).Sakurajima Type: stratovolcano Last eruption: 2011 (ongoing) Summit elevation: 3,665 ft. (1,117 m.) Webcams: one | two | three (fourth and fifth from bottom) | four Sakurajima is one of the most active volcanoes in the world and has been erupting almost continuously since 1955 with thousands of small explosions and hundreds of minor eruptions every year. Last year it set a new record for most eruptions in a year and is on the list of the world's most hazardous Decade Volcanoes. The eruptions are mostly strombolian, which produce cinder and some lava and usually only affect the summit area of the volcano. But the volcano has had several major historical eruptions of the explosive plinian variety. In 1914 Sakurajima produced the most powerful eruption in Japan since the 19th century. It explosively erupted ash, but also generated huge lava flows that joined the island to the mainland and annexed several smaller nearby islands. The earthquakes preceding the eruption killed 35 people but also prompted most of the inhabitants to evacuate before the eruptions. Geological Map: Geological Survey of Japan. Image below: Sakurajima erupting on August 19, 2010. NASA. See Also: - Beautiful Data: The Art of Science Field NotesErupting Volcanoes on Earth as Seen From SpaceData as Art: 10 Striking Science MapsEarth as Art: Stunning New Images From Space


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July 22, 2012
Paterno Down the Memory Hole
Posted by Butler Shaffer on July 22, 2012 01:56 PM
*** begin quote ***
George Orwell's prescience warned us of the established order's use of the "memory hole" to rid people of the knowledge of events that now prove embarrassing to it. The erstwhile Soviet Union made use of such practices — including removing pictures from earlier official photos — while the American establishment has relied on its obedient media and academia to accomplish the same effects. If you want to locate this "memory hole" geographically, you might find it in the same neighborhood as "the tubes," into which our culture is rapidly descending!
*** end quote ***
That's why "history" is so important. Because we are DOOMED to repeat it.
The "war to end all wars", etc etc yada yada wah wah … … …
Patriots have to have LONG memories.
Trust none of the politicians and bureaucrats!
# – # – # – # – #


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Browsing Research documents by Author "Løchte Jørgensen, Peter"
Now showing items 1-3 of 3
Løchte Jørgensen, Peter (København, 2006)[More information][Less information]
URI: http://hdl.handle.net/10398/7142
Files in this item: 1f_2006_09.pdf (430.9Kb)
Bechmann, Ken L.; Løchte Jørgensen, Peter (København, 2002)[More information][Less information]
URI: http://hdl.handle.net/10398/7183
Files in this item: 1bechmann_optionsafloenning.pdf (212.5Kb)
Bechmann, Ken L.; Løchte Jørgensen, Peter (København, 2003)[More information][Less information]
Abstract: Abstract Over the last decade the Danish corporate environment has experienced a significant increase in the use of option-based compensation (OBC). This and many other facts are documented in the present paper which provides the first insights into the characteristics of the option and warrant contracts issued by the complete sample of Danish companies listed on the Copenhagen Stock Exchange. A newly constructed database containing all publicly available information on details of Danish OBC contracts allows us to present, for example, results regarding contract values at an aggregated as well as at firm, personnel group, and individual level. The paper also contains a section which discusses and presents evidence on the incentive effects provided by the option-based compensation contracts adopted by Danish listed companies. URI: http://hdl.handle.net/10398/7150
Files in this item: 1the_value_and_incentives_1.pdf (310.6Kb)
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