Costs are rising, profits are shrinking and the ability of the big guys to keep prices relatively lower is drawing away customers. Things are so bad that many small enterprises, which account for about 99% of the country’s businesses, say they are hanging by a thread that may soon snap.

In barely a year, the cost of pork has jumped by 50 cents a pound, while beef is up 20 percent; a five-gallon jug of canola oil that used to cost $15 is at $40; a 50-pound bag of flour jumped from $7 to between $20 and $25. And then there are fuel surcharges of between $5 and $9 that have been added to nearly all deliveries during the past six months. As gas and food prices climb, consumers are bypassing small businesses and seeking out bargains in places like Costco Wholesale Corp., which reported a 32% jump in its fiscal third-quarter profit, surpassing Wall Street expectations.

In the meantime, wages haven’t grown and the job market is tepid, at best. On Friday, the Labor Department said the nation’s unemployment rate jumped to 5.5% in May — the biggest monthly rise since 1986.  While no data is available on how many small businesses have gone under in the past six months, federal officials are reporting a decline in the number of loans they guarantee.

Time To Suck It Up And Change You Ways As Companies Begin Firing Middle Management  

With so many companies cutting their rank and file workforces to the bone because of the tough economy, it seemed inevitable that some firms would eventually get to the fatty middle — middle management that is. They get paid more than the rank and file, but they’re not at the top of the corporate food chain. These factors create a precarious situation for middle managers, and things could get worse if the recession drags on.

So, now is a good time for supervisors with one underling, or one thousand, to start making themselves indispensable to those folks in the corner offices. But how do you do that? Author Janet Banks provides her observations of middle management layoffs and why some supervisors were able to survive.

Here’s what she had to say:  “I had to go through seven rounds of cuts at one company and I had to make the final decisions on who stayed and who would go. What I learned is that you can’t control what people are going to do but you can control how you’re going to be perceived. The ability to have a positive attitude is critical as opposed to a person that’s so fearful that they take everyone in the downward spiral with them. You’re in good shape if you can project positive energy, and look at what is most relevant in terms of the work at hand.”

One of the key characteristics of a manager that tended not to get cut was that they remained upbeat and never acted like it was the end of the world. Another big plus is being flexible, she stresses. During a downturn in the business cycle, priorities of a business can change dramatically. That means you have to be ready to shift gears and look beyond the goals you set during up times.

There’s also a lot to be said about humor and making yourself lovable. It’s all about having the right people on your side during the downsizing war. If you only concentrate on protecting your job, you’ll be out of touch with what’s happening around you. People want flexibility and a positive attitude during layoffs. It’s what this crazy world demands.

Personal details of more than a million bank customers have been found on a computer sold on eBay. Highly- sensitive information on American Express, NatWest and Royal Bank of Scotland customers was stored on the machine’s hard drive.  It includes names, addresses, mobile phone numbers, bank account numbers, sort codes, credit card numbers, mothers’ maiden names and even signatures. Wonder what the winning bid amount was!

The development of real estate in China has good prospects in the long run despite the sluggish demand. Amid an estimated continuous urbanization drive in China, more people may move to cities in the next decade and more, creating increasing demand for houses.

Statistics show that real estate investment accounted for nearly 20% of the total investment in fixed assets last year, driven up by about 5% as against 2000

Real estate investment increased by more than 30% between January and July this year, despite the shrinking housing demand since the second half of last year. The country’s real estate developers, which experienced huge profits in the past decade, sold out about 260 million square meters of houses in the first six months this year.

Apparently, the British are eyeing the East as well.

Will China overtake the United States as the world’s biggest economy? It almost certainly will.

China’s economy is now only a fourth the size of the $14 trillion U.S. economy, but given plausible growth rates in both countries, China’s output will exceed America’s in the 2020s, Goldman Sachs forecasts.

By itself, a richer China does not make America poorer. Indeed, because there are so many more Chinese than Americans, average Chinese living standards may lag behind ours indefinitely. By Goldman’s projections, average American incomes will still be twice Chinese incomes in 2050.

The real threat from China lies elsewhere. It is that China will destabilize the world economy. It will distort trade, foster huge financial imbalances and trigger a contentious competition for scarce raw materials. Symptoms of instability have already surfaced, and if they grow worse, everyone—including the Chinese—may suffer.

China strives to lock up supplies of essential raw materials: oil, natural gas, copper. If other countries suffer, so what? Both the United States and China are self-interested. But the United States has seen a prosperous global economy as a means to expanding its power, while China sees the global economy—guaranteed markets for its exports and raw materials—as the means to promoting domestic stability.

China’s economic nationalism may weaken the world economy—but if we retaliate by becoming more nationalistic ourselves, we may do the same. Globalization means interdependence; major nations ignore that at their peril.

‘It’s like a great hotel suite.’ 

New York-style luxury high-rise lifestyle is creeping into the wealthiest echelons, fed by trends like people looking to own more than one home, foreigners drawn by the weak dollar to invest in Los Angeles. For 2006 and 2007 in Los Angeles County, condos sold better than single family homes, even as the market was dipping, real estate data shows, although sales above $5 million are still few.

Los Angeles is becoming a more vertical area at all income levels as land for development becomes less plentiful and traffic congestion, and now high gas prices, steer more people to cluster around mass transit stations and more community-like sections

Competing to lure the ultra rich out of their grand homes and compounds is a new generation of high-end high-rises, with hundreds of units already under construction or planned that promise a higher level of services and more square footage than the typical luxury condo here, which usually sold for under $10 million.

China will complete the construction of its first four strategic oil reserves by the end of this year. China started to build its strategic oil reserves in 2004, in order to fend off the risk of oil shortages and reduce the impact of oil price fluctuations.

The government plans to build strategic oil reserves in three phases over 15 years, involving an estimated investment of 100 billion yuan (14.6 billion U.S. dollars).

The first four reserves, located in Dalian, Qingdao, Ningbo and Zhoushan, are expected to maintain strategic oil reserves equivalent to 30 days of imports in 2010.

Frozen yogurt, trendy during the 1980s and early ’90s, has made a comeback — but this time with an edge. Companies selling the soft stuff are opening stores with hip decor and pulsating music that draw a young crowd. Consumers in the LA area can now choose from chains like Snowberry, Roseberry, Berri Good, Kiwiberri, Yogurtland, Yogurberry and IceBerry.

Pinkberry now operates 59 locations in California and New York, and plans to have 75 open by the end of 2008. Red Mango operates 30 shops in seven states, with plans to open dozens more in the coming year. Leonardo DiCaprio has a Red Mango yogurt machine in his office. Paris Hilton and Lindsay Lohan have been photographed clutching Pinkberry yogurt cups while ducking the paparazzi.

Some believe the new kind of frozen yogurt, because of its tartness, might have a hard time catching on with Americans who prefer very sweet desserts. Pinkberry, Red Mango and others make their products using active cultures, which increases the healthy attributes of yogurt but also increases its tartness.

Airline Drinks And Snacks Fees

The announcement from US Airways in June that it was going to start charging coach passengers $2 for soft drinks and bottled water — water! — on all its domestic flights, as well as $1 for coffee or tea. some airlines are finding creative ways to up the ante, by adding new nonalcoholic beverages to their offerings, like Monster Energy drinks and Vitaminwater, and charging for them. Meanwhile, all domestic airlines but Continental have replaced free meals in coach on flights in the United States with at least some food sales.

The offerings are slightly better on international flights, on which most foreign carriers continue to offer free alcoholic drinks, meals and snacks. But most United States carriers do not give out alcoholic drinks on trans-Atlantic routes.

Northwest:
Snacks - Pringles, M & M’s, Twizzlers or trail mix are $3; snack boxes with crackers, cheese, cookies, trail mix and either beef sausage, chicken salad or tuna are $5. Fruit and cheese or vegetables with ranch dip, $7.
Meals - $10 for a breakfast sandwich and fruit salad with a breakfast cookie, or for a deli meat sandwich and salad with a chocolate bar.

Spirit:�
Drinks - $2 for water, coffee or tea; $3 for soda or juice; $5 for alcohol.
Snacks - $2 to $4 for Pringles, animal crackers, M & M’s, and other snacks.

Southwest:
Drinks - Free soda, juice, water, coffee and tea; $3 for Lo-Carb Monster Energy; $4 for beer, wine and cocktails.

United:
Snacks: $5 for snack boxes with bagel chips, vegetable cheese spread, granola, diced pears, cinnamon twist pastry, toffee and mints, or other assortments.
Meals: $7 for salads and sandwiches like a smoked turkey chipotle wrap or a Santa Fe chicken salad.

US Airways:
Drinks - Coffee and tea, $1; bottled water, juices, and soda, $2; beer, wine and cocktails, $7.
Meals - From $7 on select flights over three and a half hours, including a turkey croissant and yogurt, chef salad or chicken Caesar sandwich.

If fuel is warm when it’s delivered to a station, it’ll still be warm when it’s sold a few hours later.

Some people say it’s better to buy your gasoline first thing in the morning, rather than in the heat of the day. That’s because gasoline, like all liquids, expands when heated. The basic facts are correct, but the advice is not. Gasoline does expand and contract a little depending on its temperature. When gasoline rises from 60 to 75 degrees F, for instance, it increases in volume by 1% while the energy content remains the same.

Filling stations typically store their gasoline in underground tanks, where the temperature variation during the day is much less than in the air above. The result is that the temperature of the gasoline coming out of the fuel nozzle varies very little, if at all, during any 24-hour stretch at any particular station.

A 15-degree difference, for example, would result in a one-percent gain in volume. Or, just a few cents difference on the first gallons pumped — not enough to change your schedule or routine in chasing costs, especially if it might increase your fuel consumption in the pursuit.

Women’s portability comes from two sources: a greater emphasis on external relationships, and conducting better research about a company before joining it.

HBS professor Boris Groysberg started to notice something quite different about the career paths of successful analysts who were female. Star women, he found, maintained their shine even after switching companies. Unlike their male peers, they thrived in new work environments.

Why the difference? Female star analysts, it would seem, take their work environment more seriously yet rely on it less than male stars do. They look for a firm that will allow them to keep building their successful franchises their own way.

Women tend to do better after a move for two reasons. One is that they are more invested in external than in in-house relationships. There are four main reasons why star women maintain external focus: uneasy in-house relationships, poor mentorship, neglect by colleagues, and a vulnerable position in the labor market.

The other reason is that women do far more due diligence when they receive a job offer than men do, because women need to ensure that the company is good for women and that they won’t be treated as token females. In the process of due diligence, star women learn a lot of valuable information about the company that helps them make good strategic decisions. They scrutinize prospective employers on receptivity to women, managerial support, latitude and flexibility, and performance measurement.

A company that is willing to double your current salary, but will not invest in your long-term success, is not a good choice. Investigate a firm’s management, its culture, its resources, the commitment it is willing to make to you. Women in a male-dominated industry realize that they are vulnerable, but men are vulnerable to bad management and cultural mismatches more than they realize.

Human affairs require adaptation and the avoidance of the repetition compulsion.

Leaders have to achieve psychological independence to enable them to apply their talents to the work at hand. This independence frees the leader to expand on his or her talents and thereby become an object to allow subordinates to identify with and to cultivate and apply their own talents in the interests of meeting and even expanding on objectives.

Through years of research work, writing, and reading it became even clearer to HBS professor emeritus Abraham Zaleznik that he was on the edge of understanding and adopting two principles: Leaders need a healthy dose of narcissism to lead, and they also need a healthy dose of paranoia to avoid the trap of group dependency.

An individual’s character is outwardly represented while it is a product of development starting with early childhood. Even when leaders try to hide and disguise their character, their traits are recognizable to others.

Character is on display as leaders structure their organizations and go about making decisions. Some prefer to be intimately involved in the decision process. Others prefer to delegate early on and to remain at a distance from the give-and-take of reaching conclusions.

Zaleznik’s latest book, Hedgehogs and Foxes: Character, Leadership, and Command in Organizations is titled from the notion of the ancient Greek philosophers that hedgehogs know one big thing while foxes know many things. Applied to leadership, hedgehogs reduce reality to one single principle, while foxes know many things and are prepared to adapt to a complex view of the world.

Managers are oriented to process, while leaders are attuned to substance. Process is concerned with establishing procedures for solving problems, while substance deals directly with the problems at hand. Process is soon related to obsessive thinking and depressive emotional states, while substance energizes and draws on imaginative thinking. Managers tend instinctively to delegate; leaders like to get involved in working toward solutions to substantive problems.

The market for sport utility vehicles is starting to look a lot like the housing market, spreading pain to consumers, automakers and dealers. Just like hapless homeowners, countless car owners are now “underwater,” driving vehicles that are worth less than the balance on their car loans. And just like desperate homeowners, the sellers of S.U.V.’s are having to painfully cut asking prices.

Dealers normally spend this time of year raking in some of their biggest profits and breathlessly promoting Detroit’s newest models. Instead, they almost cannot give S.U.V.’s away.

Automakers are offering discounts of $10,000 or more on some S.U.V.’s just to get rid of them, so dealers have space to stock more of the fuel-efficient cars consumers are clamoring for. On average, new sport utility vehicles sold for 20% below sticker price in July.

Subprime was the tip of the iceberg. Prime will be far bigger in its impact.

The first wave of Americans to default on their home mortgages appears to be cresting, but a second, far larger one is quickly building. Homeowners with good credit are falling behind on their payments in growing numbers, even as the problems with mortgages made to people with weak, or subprime, credit are showing their first, tentative signs of leveling off after two years of spiraling defaults.

The percentage of mortgages in arrears in the category of loans one rung above subprime, so-called alternative-A mortgages, quadrupled to 12% in April from a year earlier. Defaults are likely to accelerate because many homeowners’ monthly payments are rising rapidly. The higher bills come as home prices continue to decline and banks tighten their lending standards, making it harder for people to refinance loans or sell their homes.

What will sting borrowers more than rising interest rates, analysts say, is having to pay interest and principal every month after spending several years paying only interest or sometimes even less than that. Now, some borrowers could see their payments jump 50% or more, and they may not be able to sell their properties for as much as they owe.

Many borrowers who got these loans during the boom had good credit scores, but many of them owe more than their homes are worth. Analysts believe that many will not be able to or want to make higher payments.

Mirror-Hires Lead to Corporate “In-Breeding”

When you recruit and hire new employees, do you often find that you’re searching for people just like you? If you do hire employees this way, then rest assured that you’re not alone.  At the same time, however, you’re also just like many bosses who are selling themselves and their companies short. 

There are several very positive reasons to hire “clones.” Clearly, you know what you want in a good recruit. You know what works in your company in terms of knowledge, skills, attitudes, outlooks and behaviors. In brief, you know what leads to top-notch performance and victory.  Therefore, it’s easy to believe, if you take that philosophy one step further, that the more candidates you hire with your specific set of skills, the more successful you and your company will be.

On the other hand, by hiring a clone, you may be missing out on a number of opportunities that may prove difficult and problematic. That’s because for the sake of conformity, you might be rejecting people with skills both complementary and supplemental to your company that would permit its culture to grow and expand with outcomes that could create a more productive, innovative, challenging and rewarding environment.

The inevitable result is that the new hires look like, think like and act like you, the boss. This “group think” situation results in employees not challenging each other, not asking enough “why” questions, settling for agreement where disagreement would conceivably produce more options, perspectives, opinions and viewpoints. 

Consider being open to diversity, not just in terms of race, gender or sexual orientation, but also in terms of skills, attitudes, interests, backgrounds and experiences. The key words here are “collaboration” and “innovation.”