With Chavez Ailing, Venezuela is Front and (More) Center






Is Chavismo, the brand of export-ready, nose-thumbing leftism practiced by Venezuelan President Hugo Chavez, much possible with him no longer in power?


Unlikely, says the market, which has bid up Venezuelan debt, sending benchmark yields to a five-year low, on speculation that the ex-paratrooper will be unable to complete his third term after acknowledging the return of his cancer. The country’s bonds are up 45 percent this year, the second-best showing in all emerging markets, next to tiny Côte d’Ivoire. The Caracas stock exchange—oxymoronic, if you think about it—is up nearly 300 percent year-to-date.






Since taking office in 1998, Chavez, 58, has expropriated more than 1,000 companies and pushed through price controls to turn South America’s biggest oil producer into an example of socialism.


On Monday, Chavez shuttled back to Cuba for further surgery after exhorting his countrymen to vote for Vice President Nicolas Maduro if he is unable to stay in office. Just two months after winning re-election for a third six-year term,“El Comandante” was out of the public eye for three weeks leading up to Dec. 7.


“Any successor, whether from the opposition, or handpicked by him, will be more moderate, more market-friendly than Chavez has been,” says Kathryn Rooney Vera, a macroeconomic strategist with Miami-based Bulltick Capital Markets.


The average yields on the South American country’s dollar debt fell to 9.4 percent on Dec. 6, the lowest since February 2008, after rising as high as 11.51 percent following Chavez’s reelection, according to the JPMorgan EMBI Global Index (JPM). The yield on Venezuela’s dollar bonds due 2027 is at its the lowest since November 2007, according to data compiled by Bloomberg.


“This is not Cuba, nor is it a monarchy where a king designates the next king,” remarked Henrique Capriles, the economically more moderate candidate who opposed Chavez in October, on Sunday. “The last word belongs to the people.” Translation: Capriles is raring for another chance at the presidency.


Venezuelan law stipulates that if Chavez cannot carry out his duties, his vice president would take over until the beginning of a new presidential term on Jan. 10. Should Chavez then not be able to attend his inauguration, the president of Venezuela’s National Assembly would assume power while elections are arranged within 30 days. If Chavez does take office but falls too ill within his first four years, his vice president would assume the presidency for 30 days while elections are held.


Venezuela remains one of the more peculiar stories in all emerging marketdom. Thanks to underinvestment by Chavez and state-owned Petróleos de Venezuela, the country has experienced declining oil production despite having the world’s largest proven reserves—an especially costly missed opportunity for an economy with such high fiscal deficits, under a ruler whose time in office has coincided with oil prices soaring from $ 10 a barrel to triple digits. Even so, Chavez has never defaulted on the nation’s external debt.


Bulltick’s Vera thinks a change of presidential power—particularly a Capriles ascension—could keep pushing down Venezuela’s benchmark borrowing costs to as little as a third of the yield they hit last year.


That speaks volumes about the clout one man has had on a nation’s reputation with markets. “To oversee 14 years of economic decay and still remain so popular …,” she says, “well, no one has Chavez’s charisma.”


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Behind the New Modern Seinfeld Twitter Account, Which Is Not About Nothing






Seinfeld has never left our pop culture lexicon. Just recently we’ve seen it referenced in the presidential race and in Game of Thrones parodies. But what would the seminal “show about nothing” be like if its characters could use cell phones or Facebook? The @SeinfeldToday Twitter account, which popped up Sunday evening, ventures to propose of-the-moment plots for a modern Seinfeld. For example:  



Kramer is under investigation for heavy torrenting. Jerry’s new girlfriend writes an extremely graphic blog. George discovers Banh Mi.






— Modern Seinfeld (@SeinfeldToday) December 10, 2012


The man behind the account, BuzzFeed’s sports editor Jack Moore, started tweeting out scenarios with his friend, comedian Josh Gondelman, and then decided that the joke merited its own account. Moore is a Seinfeld fanatic himself: “I’m pretty much constantly watching episodes in the background while I’m doing anything,” he told us in an email. “I have a thumb drive with the whole series on it that I keep in my bag pretty much all the time.” 


RELATED: Rich Folks, Saggy Pants, and the Vast Manatee Conspiracy


So far, the modern-day episode summaries ring true, despite warnings from Gawker last year that classic episodes wouldn’t have worked if the characters just had the use of newfangled technology. “It would be different but not as different as everyone acts like,” Moore wrote to us. “People always say that ‘if they had cell phones Seinfeld couldn’t exist,’ which is true for a certain type of Seinfeld episode, but not as a general rule (which I think the account shows).” 


RELATED: Jon Huntsman Finds His Voice by Sounding Like a Dad on Twitter


The account makes it obvious that Internet apps and 2012 trends would create the same awkward situations that Seinfeld thrived on. For example: 



Kramer uses grinder to meet new friends, doesn’t know it’s a gay hook-up app. Jerry refuses to admit he cried on @wtfpod.


— Modern Seinfeld (@SeinfeldToday) December 10, 2012



Elaine has a bad waiter at a nice restaurant, her negative Yelp review goes viral, she gets banned. Kramer accidentally joins the Tea Party.


— Modern Seinfeld (@SeinfeldToday) December 10, 2012



George thinks his GF is faking a gluten-intolerance, feeds her real cookies, sending her to the ER. Autocorrect ruins Jerry’s relationship.


— Modern Seinfeld (@SeinfeldToday) December 10, 2012


We kind of really want to see some of these made, actually. Reunion special? 


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‘Skyfall’ launches back to top spot with $10.8M






LOS ANGELES (AP) — The James Bond blockbuster “Skyfall” has risen back to the No. 1 spot at the weekend box office, taking in $ 10.8 million.


That brought its domestic total to $ 261.4 million and its worldwide haul to a franchise record of $ 918 million.






The top 20 movies at U.S. and Canadian theaters Friday through Sunday, followed by distribution studio, gross, number of theater locations, average receipts per location, total gross and number of weeks in release, as compiled Monday by Hollywood.com are:


1. “Skyfall,” Sony, $ 10,780,201, 3,401 locations, $ 3,170 average, $ 261,400,281, five weeks.


2. “Rise of the Guardians,” Paramount, $ 10,400,618, 3,639 locations, $ 2,858 average, $ 61,774,192, three weeks.


3. “The Twilight Saga: Breaking Dawn — Part 2,” Summit, $ 9,156,265, 3,646 locations, $ 2,511 average, $ 268,691,029, four weeks.


4. “Lincoln,” $ 8,916,813, 2,014 locations, $ 4,427 average, $ 97,137,447, five weeks.


5. “Life of Pi,” Fox, $ 8,330,764, 2,946 locations, $ 2,828 average, $ 60,948,293, three weeks.


6. “Playing For Keeps,” FilmDistrict, $ 5,750,288, 2,837 locations, $ 2,027 average, $ 5,750,288, one week.


7. “Wreck-It Ralph,” Disney, $ 4,859,368, 2,746 locations, $ 1,770 average, $ 164,402,934, six weeks.


8. “Red Dawn,” FilmDistrict, $ 4,236,105, 2,754 locations, $ 1,538 average, $ 37,240,920, three weeks.


9. “Flight,” Paramount, $ 3,130,305, 2,431 locations, $ 1,288 average, $ 86,202,541, six weeks.


10. “Killing Them Softly,” Weinstein Co., $ 2,806,901, 2,424 locations, $ 1,158 average, $ 11,830,638, two weeks.


11. “Silver Linings Playbook,” Weinstein Co., $ 2,171,665, 371 locations, $ 5,854 average, $ 13,964,405, four weeks.


12. “Anna Karenina,” Focus, $ 1,544,859, 422 locations, $ 3,661 average, $ 6,603,042, four weeks.


13. “The Collection,” LD Entertainment, $ 1,487,655, 1,403 locations, $ 1,060 average, $ 5,455,328, two weeks.


14. “Argo,” Warner Bros., $ 1,482,346, 944 locations, $ 1,570 average, $ 103,160,015, nine weeks.


15. “End of Watch,” Open Road Films, $ 751,623, 1,259 locations, $ 597 average, $ 39,989,766, 12 weeks.


16. “Hitchcock,” Fox Searchlight, $ 712,544, 181 locations, $ 3,937 average, $ 1,661,670, three weeks.


17. “Talaash,” Reliance Big Pictures, $ 449,195, 161 locations, $ 2,790 average, $ 2,397,909, two weeks.


18. “Taken 2,” Fox, $ 387,227, 430 locations, $ 901 average, $ 137,700,304, 10 weeks.


19. “Pitch Perfect,” Universal, $ 305,765, 387 locations, $ 790 average, $ 63,517,408, 11 weeks.


20. “The Sessions,” Fox, $ 218,973, 197 locations, $ 1,112 average, $ 4,948,342, eight weeks.


___


Online:


http://www.hollywood.com


___


Universal and Focus are owned by NBC Universal, a unit of Comcast Corp.; Sony, Columbia, Sony Screen Gems and Sony Pictures Classics are units of Sony Corp.; Paramount is owned by Viacom Inc.; Disney, Pixar and Marvel are owned by The Walt Disney Co.; Miramax is owned by Filmyard Holdings LLC; 20th Century Fox and Fox Searchlight are owned by News Corp.; Warner Bros. and New Line are units of Time Warner Inc.; MGM is owned by a group of former creditors including Highland Capital, Anchorage Advisors and Carl Icahn; Lionsgate is owned by Lions Gate Entertainment Corp.; IFC is owned by AMC Networks Inc.; Rogue is owned by Relativity Media LLC.


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C-Sections Save Kids and Moms in Tanzania






It never ceases to amaze me how much the world says it wants to save children’s lives and how rarely it tries to do the one thing that has been proven to protect more youngsters than anything else–keeping their mothers alive. (Maybe if it was called “orphan prevention?”) That is why I was so pleased to hear that Tanzania‘s efforts to expand skilled medical care to all women during labor and delivery have started to pay off. Dying during childbirth–typically from bleeding, high blood pressure or infection–is one of the most common causes of mortality for women in the poorest regions of the world–despite the fact that death in these situations is largely preventable.The president of Tanzania, Jakaya Kikwete, spoke on October 2 at the United Nations in New York about the encouraging results of a pilot program designed to safeguard the lives of pregnant women in the remotest parts of the country–far from any hospital or major medical center. He began, however, by reciting a few sobering statistics. Currently, about 454 pregnant women die for every 100,000 live births of children in Tanzania. That ratio translates to about 8,500 women dying during or shortly after childbirth each year in Tanzania (population 46 million). Or another way of looking at it, 23 women die during childbirth each and every day there. By contrast, the maternal death rate in the U.S. was 12.7 deaths per 100,000 live births in 2007, or 548 women across the country annually .The main idea for improving the maternal death rate in Tanzania (or any other poor country) is simple to explain and supported by solid evidence–although the logistics for putting it into place can be daunting. However it takes some getting used to–and a bit of background information–for people who are used to living in the richest parts of the world.First, the background information. Ideally, when a pregnant woman develops an infection, has a worrisome increase in blood pressure or starts bleeding excessively, you’d like to treat the cause–with antibiotics, antihypertensives or anti-clotting medication, as needed. But these medications or, more often, the people with the knowledge needed to administer them correctly during pregnancy are often not available in the poorest areas of the world. On the other hand, delivering the baby right away, via cesarean section, can frequently solve the immediate problem and save both the mom’s and child’s life or simplify their subsequent treatment.Now, you might think that correctly giving medication is easier than performing surgery, but in fact, that is not always the case. It can actually be easier and safer to train nurses and clinical officers (individuals who are trained to give basic medical care in many poor countries but who are not medical doctors) to perform cesarean sections in many areas of the world where access to sophisticate medical care is simply unavailable.And so that is what Tanzania did. With support from Bloomberg Philanthropy, the government’s Ministry of Health expanded access to emergency obstetric care in a few health care districts by training non-physicians to perform cesarean sections and upgrading rural health centers so that the operations could be performed there.The results were so promising that the country is expanding its efforts, this time with $ 8 million in support from Bloomberg Philanthropy and another group called the H & B Agerup Foundation. As announced at the October press conference, the rate of women dying during childbirth in one coastal Tanzanian health district where cesarean sections were more widely available fell by 32 percent in two years. That may not seem like a lot when the burden is so great, but it gives reason to hope that the trend can be turned around–even under very difficult circumstances. After all, as President Kikwete said, “It is not fair for a woman to die for giving birth, for giving life to another human being.” 


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Behind Alcatel-Lucent’s Desperate Search for Cash






Alcatel-Lucent, the Paris-based telecom gear maker born of a 2006 transatlantic merger, has entered a desperate new phase in its struggle to stay afloat. As Bloomberg News reported on Dec. 4, it is in talks with Goldman Sachs (GS) and other banks to obtain at least €1 billion ($ 1.3 billion) in financing.


The deal would buy the company some time as it faces €2.3 billion in debt repayments over three years. It probably would have to sell off some major assets and pledge others, however—such as patents held by its venerable Bell Labs subsidiary—as collateral, the corporate equivalent of hocking the family jewels. “Alcatel-Lucent (ALU) is now using more or less last-resort financing options,” says Alexander Peterc, an analyst at Exane BNP Paribas (BNP) in London.






It would be a humbling blow—yet it may already be too late for Alcatel-Lucent to repair its fundamental problem: It is simply too inefficient and starved for cash to compete successfully against rivals.


Its weakness was further underscored this week, when Chinese gear maker ZTE (763) obtained a record $ 20 billion credit facility from China Development Bank. Already the world’s fifth-largest supplier of wireless equipment, ZTE is likely to surpass Alcatel within two years and move into third place worldwide behind China’s Huawei Technologies and Sweden’s Ericsson (ERIC).


Chief Executive Ben Verwaayen, who took over in 2008, has struggled to get the company back on track through a series of job reductions and smaller asset sales. Even so, its costs are out of whack with competitors’. Even taking into account 5,500 job cuts announced in October, revenue per employee was €49,700 ($ 65,000), at least 14 percent less than those of rivals Ericsson and Nokia Siemens Networks, according to a Bloomberg News analysis.


To reach similar levels of productivity, Alcatel-Lucent would have to shed another 10,000 workers, about 15 percent of its workforce. Verwaayen said earlier this year that such drastic cuts were “out of the question” and the French government and labor unions would fiercely oppose them.


Meanwhile, Alcatel-Lucent is burning through an average €700 million euros in cash annually and had made a profit only one year out of the past six. On Dec. 4, its already junk-rated debt was downgraded further by Moody’s Investors Service (MCO), which said it didn’t believe the company could “materially” reduce its cash burn this year.


The financing plan being negotiated with banks would involve Goldman Sachs and Credit Suisse (CS) providing a first tier of financing, with a second tier including Citigroup (C) and possibly JPMorgan Chase (JPM) and European banks such as Barclays (BCS), Bloomberg News reported. Collateral could include its patent portfolio, partly inherited from Bell Labs, which was part of Lucent Technologies at the time of the 2006 merger. Alcatel-Lucent is considering the sale of such assets as its undersea fiber-optic cable unit.


Some other gear makers are downsizing in the face of competition from China as well as weak sales in Europe. Finnish-German joint venture Nokia Siemens, for example, is cutting 23 percent of its ranks. Verwaayen told analysts last month that Alcatel-Lucent would “look at the reality of the market from a cost point of view, not assuming that Europe will come back next year.”


Cutting costs will be particularly challenging for Alcatel-Lucent, though, because it’s involved in so many businesses—a fact the company bragged about in the 2006 merger, when it said it had “the most comprehensive wireless, wireline, and services portfolio in the industry.”


With reporting by Marie Mawad, Adam Ewing, Matthew Campbell, and Beth Jinks


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Amazon’s Android Appstore explodes, downloads increase 500% over last year






Amazon’s (AMZN) Appstore is on fire. While the marketplace may not boost as many apps as Google’s (GOOG) Play Store, it has seen substantial growth in the past year. In fact, the company announced on Thursday that its Appstore has seen downloads increase more than 500% since last year. Amazon also revealed that the number of developers utilizing in-app purchasing doubled in the third quarter and that 23 of the top 25 grossing apps now incorporate the technology.


“Amazon offers the best end-to-end solution for app and game developers,” said Aaron Rubenson, Director of Amazon Appstore for Android. “Developers can use Amazon Web Services’ building blocks as the infrastructure for their games. To enhance customer engagement, they can add features like GameCircle’s Leaderboards, Achievements, Friends, and Whispersync. Amazon’s In-App Purchasing allows developers to generate additional income. Finally, since discovery can be a major challenge for app developers, we’re providing more and more ways to help developers reach customers on Amazon, Kindle Fire devices, and in our Appstore. We’re working hard to make lives easier for developers, and to give them more ways to grow their business.”






The success of Amazon’s Appstore is directly related to the success of its Kindle Fire line of tablets. Unlike most Android devices, the Kindle Fire does not include access to Google Play and instead must rely solely on Amazon’s offering for content and applications.


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Bond movie “Skyfall” beats “Lincoln” at box office






(Reuters) – James Bond showed remarkable staying power as the latest installment of the spy series, “Skyfall,” captured the box office title and collected $ 11 million in its fifth week in U.S. and Canadian movie theaters, outgunning Steven Spielberg‘s “Lincoln” and “The Twilight Saga: Breaking Dawn – Part 2,” the final installment of the blockbuster vampire series.


“Skyfall,” the 23rd film in the series featuring Agent 007, also led movies at the box office when it first opened on November 2 and is already the best-selling movie in the 49-year old series. This weekend, it became the highest grossing movie in Sony Pictures‘ history with $ 918 million in ticket sales worldwide. The film distributed by Sony‘s Hollywood studio, has collected nearly $ 262 million in domestic sales, according to the movie tracking site Hollywood.com.






The animated “Rise of the Guardians” from Dreamworks Animation was second with $ 10.5 million in ticket sales. The movie, which was made for $ 145 million, opened with a disappointing $ 23.8 million when it first hit movie theaters on November 21. Since then, it has been steadily working its way toward becoming a solid family hit this season.


“Rise of the Guardians, which features Santa Claus, the Easter Bunny and other childhood favorites who join together to save the world, was one of two family movies in a season traditionally heavy in family films. The other, Disney’s “Wreck-it Ralph,” collected $ 4.9 million for seventh place.


“Breaking Dawn – Part 2,” the box office leader for the past three weeks, tallied $ 9.2 million in ticket sales. The five-movie series, released by Lions Gate Entertainment, is based on Stephenie Meyer‘s best-selling book about young vampire love and has collected more than $ 1.3 billion in overall domestic ticket sales.


“Lincoln,” which chronicles the 16th president’s successful fight to pass a constitutional amendment outlawing slavery, had total ticket sales of $ 9.1 million, according to studio estimates provided by the box office division of Hollywood.com.


“Life of Pi,” director Ang Lee’s movie about a boy who escapes a shipwreck but then shares his lifeboat with a tiger, sold $ 8.3 million in tickets to finish in fifth place. The movie, released by the Fox studio, is based on a best-selling 2001 novel by Yann Martel.


Hollywood studios shied away from scheduling major movies this weekend, steering clear of the expected blockbuster “The Hobbit: An Unexpected Journey,” which Warner Brothers will release on December 14. The movie, based on the J.R.R. Tolkien fantasy novel about wizards and dwarves, features many of the same actors from the blockbuster “The Lord of the Rings” trilogy.


The only new major release, the romantic comedy “Playing for Keeps” starring Gerard Butler and Jessica Biel, opened with a lackluster $ 6 million, which was on target with forecasts by industry experts.


(Reporting by Ronald Grover and Andrea Burzynski; Editing by Bill Trott and Jackie Frank)


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Health workers march in Spain’s capital against cuts, reforms






MADRID (Reuters) – Thousands of health workers, on strike since last month, marched on Sunday in Madrid to protest against budget cuts and plans from the Spanish capital’s regional government to privatize the management of public hospitals and medical centers.


It was the third time doctors, nurses and health workers have rallied since the local authorities put forward a plan in October to place six hospitals and dozens of medical practices under private management. The plan also calls for patients to be charged a fee of 1 euro for prescriptions.






Workers launched an indefinite strike last month against the plan, which has not been endorsed by the centre-right government of Prime Minister Mariano Rajoy. Health workers in the capital are striking Monday-Thursday each week and seeing patients only on Fridays, while also responding to emergencies.


Spain’s 17 autonomous regions control health and education policies and spending. They have all had to implement steep cuts this year as the country struggles to meet tough European Union-agreed deficit targets.


Dressed in white scrubs, the protesters shouted slogans such as “Health is not for sale” and “Health 100 percent public, no to privatizations”.


“Of course, privatization can be reversed. Actually the question is not if it can be reversed, because privatization should never have a future,” said Luis Alvarez, an unemployed man from Madrid attending the demonstration.


Belen Padilla, a doctor at Madrid’s hospital Gregorio Maranon, said one million citizens had already signed a petition rejecting the plan.


(Reporting by Reuters Television; Writing by Julien Toyer; Editing by Peter Graff)


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Extreme Franchising: RadioShack in Afghanistan












The next time you stroll through downtown Kabul, you might be able to buy batteries from a RadioShack (RSH) outlet, the result of a new effort by the U.S. to shore up Afghanistan’s economy: selling American franchises to Afghan entrepreneurs.


The U.S. has set a 2014 deadline for troops to withdraw from Afghanistan and turn security over to Afghan military and police. That is prompting capital flight, depressing property values, and triggering other economic pain. That’s where franchising might fit—and an initial foray into the country proved promising, U.S. executives say.












“I didn’t have huge expectations going there that we would consummate an agreement, but after being there on the streets and seeing some fairly sophisticated [retail] operators in a very difficult climate, I’ve walked away with the fact that we would do business in Afghanistan,” says Martin Amschler, a RadioShack vice president who joined several American franchise executives to participate in a five-day matchmaking event in Kabul this week.


Organized by the U.S. Department of Commerce, the U.S. Agency for International Development, and the International Franchise Association (IFA), the event gave franchising brass a chance to explore the market and meet with Afghan businessmen and U.S. and Afghan officials. Outside of mostly fast-food chains on bases, there aren’t any American franchises in Afghanistan, says Beth Solomon, a vice president at the IFA who led the trip. “There is a vast culture of young [Afghans] who are very tech savvy, Internet savvy. Everyone’s got the latest Samsung or iPhone,” she says, “and there is disposable income.”


The big idea behind the effort is the “knowledge transfer” of infrastructure-building and business services expertise to locals to help rebuild the country, says Solomon, who recruited participants from RadioShack, Hertz Equipment Rental (HTZ), Tutor Doctor, and AlphaGraphics. “Franchising can be a very useful transitional economic development strategy, because the challenges of security and so forth can be minimized because it’s Afghan business leaders who are going to run these businesses,” says Solomon.


Of course, with more than one-third of Afghanistan’s 30 million people living below the poverty line, according to the CIA’s World Fact Book, much of the population can’t afford to buy an American franchise.


Bill Edwards, a seasoned franchising consultant who specializes in exporting American franchise brands such as Build-A-Bear Workshop (BBW) and Denny’s (DENN), and was on the trip for AlphaGraphics, doesn’t see a lack of Afghan investors. “There’s a lot of money there” willing to invest in American franchises, Edwards says. “There’s a need for Western business. There’s a market, there’s consumers, there’s funding, there’s capital. But there’s all the other challenges, of course.”


Apart from security, the biggest challenge would be vetting prospective buyers, says RadioShack’s Amschler. “But at the end of the day there are private contractors over there today that provide those services … and then, of course, we would have our own list of requirements in terms of net worth and what types of business experience they have,” he says.


Approved Afghan buyers would attend RadioShack University at corporate headquarters in Fort Worth and get “support on the ground” from RadioShack employees for about two weeks when a store opens, plus training visits throughout the year, Amschler says.


Among other efforts to stabilize Afghanistan’s economy, how significant could franchising be? A statement from the Commerce Department’s International Trade Administration about the conference notes “franchising has proven to be an ideal market vehicle for both employment and economic growth.” Edwards says he thinks franchising is “the model” because “it brings a business model that’s proven. It brings training, which is the thing they need; the skill set is just really not good there.”


Education is crucial to Afghanistan, says Rogelio Martinez, vice president of international franchise development at 30-employee Tutor Doctor, a “supplementary education” business that has sold about 400 franchises in 14 countries. “It’s something that everybody was talking about. [Afghan] business owners wanted to develop Afghan employees to take mid-level, senior-level management positions. Families want their kids to learn and attend good universities in Afghanistan or abroad.”


The Van Nuys (Calif.) company, which Martinez says charges franchisees about $ 57,000 to get started, provides training and an online tool that uses a Skype-like interface for tutors and students to communicate online. He expects to sell about seven franchises in Afghanistan in 2013. “They can’t be importing expats all the time; they need to have the local talent to have a sustainable model,” says Martinez.


David Riker, franchise development director for Hertz, is also optimistic about his company’s prospects in Afghanistan. Unlike fellow participants on the Kabul trip, he already has franchises on two military bases there, renting heavy machinery used in building roads and construction projects. “As the military draws down, Afghanistan is going to have to support more of its infrastructure, so that’s where the opportunity comes in,” Riker says. Depending on what kind of equipment a franchise buyer wants, getting started is “probably in the $ 3 million range.”


Aiding Afghanistan through franchising certainly won’t be quick, says Edwards. “Let’s not be too Pollyannaish. This is going to be a challenge, but it’s definitely an opportunity.”


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James Cameron Relives Voyage to Ocean’s Deepest Spot












SAN FRANCISCO — The first thing James Cameron saw 7 miles below the sea was man-made: tracks from a remotely operated vehicle.


“When I got to the bottom, I saw skid marks from the ROV,” Cameron said yesterday (Dec. 4) here at the annual meeting of the American Geophysical Union, referring to a 2009 survey by the Monterey Bay Aquarium Research Institute. Scientific results of the film director’s expedition to the Mariana Trench were presented at the meeting this week, and Cameron and the researchers described the highlights to a packed crowd.












Cameron reported a new, corrected depth for his landing — 35,803 feet (10,912 meters) — which beats by five feet (1.5 m) the record set by U.S. Navy Lt. Don Walsh and Jacques Piccard in 1960 at the same spot. However, “because the error [calculating the depth] on Don’s dive is much greater, we’re just going to have to call it a tie,” Cameron said.


Deepsea Challenger


Cameron’s Deepsea Challenger expedition made dives to the New Britain Trench and the Mariana Trench in the southwestern Pacific Ocean between Jan. 31 and April 3, with one manned dive by Cameron to the Mariana’s Challenger Deep, the deepest spot in any ocean.


Unusual, never-before-seen species were snared and brought back to the surface. A bizarre microbial mat community was discovered living on altered rocks in the Sirena Deep, another deep pool 6.77 miles (10.9 kilometers) below the surface.


Changes in temperature and salinity starting at 26,200 feet (8 km) deep hint at an unknown current coming into the Challenger Deep, said Doug Bartlett, a microbiology professor at the Scripps Institution of Oceanography at UC San Diego.


The filmmaker journeyed inside a high-tech lime-green machine — a steel sphere encased in foam — dubbed the Deepsea Challenger. The expedition traveled with two unmanned seafloor “landers” — large contraptions hoisted over the side of a ship and dropped to the seafloor. Once on the bottom, bait attached to the lander lured seafloor creatures to the craft, and a suite of instruments took samples, photographs and data. [Images: James Cameron's Historic Deep-Sea Dive]


The two contraptions working together proved to be a very good system, Cameron said. “We could rendezvous on the bottom and see the results of that bait running for six to eight hours, and that’s how Doug could find a new species of giant arthropod,” Cameron said.


Challenging journey


The March 26 dive proved to be a physical and mental challenge for Cameron. “I did yoga for six months so I could contort myself into the sphere,” he said.


As he sank through the water, Cameron said he “burned though my whole checklist,” designed to distract him during the long hours of the dive. “I still had 3,000 meters left to go with pretty much nothing left to do but sit quietly and think about the pressure building up around the hull,” he said.


The sub touched down gently, and Cameron immediately took a sample of the seafloor, as planned. This was a good contingency, because the sub’s hydraulic fluid line then burst, leaving him unable to collect more samples.


To his surprise, the sub’s voice communications worked perfectly. “We actually expected they wouldn’t, and I would have to default to texting,” he said. “Texting while driving is not a good thing, especially if you’re using two hands to operate seven joysticks and you’re 7 miles down.”


Cameron first drove the sub about 200 meters, finding the seafloor elevation stayed the same. In fact, Challenger Deep turned out to be remarkably flat, and the sub was easy to drive. “The vehicle was quite nimble, the sub’s yaw rate was very good,” he said. (Yaw describes the left-to-right rotation of a craft.)


A quick return


After about three hours, some of the submersible’s batteries had low charge readings, the steering was problematic, and it was time to return to the surface. The mission should have lasted five to six hours. “I hate this. I hated having to go back,” Cameron recalled thinking.


The trip to the top was mercifully short at 73 minutes. The submersible covered nearly 7 miles in a little over an hour — slow in a car, but like riding a missile for a human in a metal ball. Cameron said the surface trip is when he noticed the aches and pains from the cramped sub. “That’s when your butt is really sore, and when you notice how much it hurts.” [Infographic: James Cameron's Mariana Trench Dive]


The sub now sits in a barn in Santa Barbara, waiting for Cameron or another group with enough money to send it back to the deep ocean. He declined to say how much it cost to build and mount the expedition.


“I would love for the sub to dive again,” he said. “I personally feel that we just barely got started before we had to turn back and there’s just so much out there.”


“And if not, at the very least, the technical innovations can be incorporated into other vehicle platforms,” Cameron added. “As far as I’m concerned, it’s an open source situation.”


Reach Becky Oskin at [email protected]. Follow her on Twitter @beckyoskin. Follow OurAmazingPlanet on Twitter @OAPlanet. We’re also on Facebook and Google+.


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