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	<title>Business &#38; MoneyCategory: Companies &#38; Industries &#124; Business &#38; Money &#124; TIME.com</title>
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		<title>Business &#38; MoneyCategory: Companies &#38; Industries &#124; Business &#38; Money &#124; TIME.com</title>
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		<title>Why They Build Mega Yachts in Central China — an Economic Mystery Story</title>
		<link>http://business.time.com/2013/06/17/why-they-build-mega-yachts-in-central-china-an-economic-mystery-story/</link>
		<comments>http://business.time.com/2013/06/17/why-they-build-mega-yachts-in-central-china-an-economic-mystery-story/#comments</comments>
		<pubDate>Tue, 18 Jun 2013 01:00:31 +0000</pubDate>
		<dc:creator>Rana Foroohar</dc:creator>
				<category><![CDATA[Manufacturing]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=82083</guid>
		<description><![CDATA[This article is the second in Foroohar&#8217;s series on Chinese business developments and their effects on the global economy; read the first installment here. It’s tough to feel sorry for billionaires. But even they have taken a hit over the past five years, or so says Brad Bean, the managing director of Dynasty Yachts in Wuhan, China, which is a division of the Miami-based Megayacht Group. Bean is a 35-year veteran of the yacht business, with a specialty in mega yachts — sea monsters that range in length from 50 to 120 m. With the rise in global wealth over the past two decades, the number of mega yachts, which start at about $50 million and top out at around $250 million, has been growing — as have the prices and backlog. “The order books of traditional yachtmakers in Germany, Italy and the Netherlands are filled for the next several years, and demand means the costs have just become too high,” says Bean. “And so our customers — many of whom have also become somewhat more price-conscious since the financial crisis — started coming to us and asking us to find new building areas.” Solution: yachts made in China. “It wasn’t the first place we thought of,” says Bean, who is used to people raising an eyebrow at the thought of what may be the world’s most expensive luxury good being manufactured in a country still better known for light fixtures and component electronic parts. Indeed, he looked at setting up production in Poland, Turkey, Russia and a number of other countries before finally settling on Wuhan, a city of 10 million in central China. The inland city, which sits on the Yangtze River, had the advantage of a port that wasn’t vulnerable to tsunamis and workers whose hourly rates are a fraction of those in Europe and lower even than those in China’s more developed coastal areas. No matter that they’d never built big boats there before. Bean brought in consultants from companies in Europe to manage and train<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=82083&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>0</slash:comments>
	<primary_category>Manufacturing</primary_category><primary_category_link>http://business.time.com/category/companies-industries/manufacturing-companies-industries/</primary_category_link>
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			<media:title type="html">ranaforoohar</media:title>
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		<item>
		<title>The New and (Maybe) Improved Beverage Containers</title>
		<link>http://business.time.com/2013/06/15/the-new-and-maybe-improved-beverage-containers/</link>
		<comments>http://business.time.com/2013/06/15/the-new-and-maybe-improved-beverage-containers/#comments</comments>
		<pubDate>Sat, 15 Jun 2013 14:00:44 +0000</pubDate>
		<dc:creator>Brad Tuttle</dc:creator>
				<category><![CDATA[Advertising]]></category>
		<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[Food and Beverage Industry]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[alcohol]]></category>
		<category><![CDATA[Anheuser-Busch]]></category>
		<category><![CDATA[Anheuser-Busch InBev]]></category>
		<category><![CDATA[beer]]></category>
		<category><![CDATA[beer can]]></category>
		<category><![CDATA[beverages]]></category>
		<category><![CDATA[Bud Light]]></category>
		<category><![CDATA[Bud Light Platinum]]></category>
		<category><![CDATA[Budweiser]]></category>
		<category><![CDATA[can]]></category>
		<category><![CDATA[Capri Sun]]></category>
		<category><![CDATA[Coca-Cola]]></category>
		<category><![CDATA[Coke]]></category>
		<category><![CDATA[craft beer]]></category>
		<category><![CDATA[Friends Wine in a Can]]></category>
		<category><![CDATA[growler]]></category>
		<category><![CDATA[soda]]></category>
		<category><![CDATA[Spirit Airlines]]></category>
		<category><![CDATA[Vini]]></category>
		<category><![CDATA[wine]]></category>
		<category><![CDATA[wine bottle]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81831</guid>
		<description><![CDATA[Beverage manufacturers just keep on inventing new bottles and cans—and growlers and pouches and &#8220;Vinis&#8221;—to hold beer, wine, and other drinks. This summer, your beverage of choice may come in an innovative new container that makes the drink fresher and tastier. Then again, the vessel&#8217;s main innovation could just be that it&#8217;s more eye-catching than the usual lineup of bottles and cans. Here are a few of the beverage industry&#8217;s latest packaging creations: Beer There&#8217;s been something of a renaissance in beer can innovations lately, with craft beers rolling out special cans that supposedly give beer fresher taste and Budweiser&#8217;s &#8220;bowtie&#8221; can design, which doesn&#8217;t affect the taste but sure does look weird. Budweiser manufacturer Anheuser-Busch InBev has also started testing a Bud Light Vented Can, which allows the drinker to pop open a second hole on top for &#8220;a smoother pour with less &#8216;glug.&#8217;&#8221; And the St. Louis Post-Dispatch reports that the company will be introducing a new bottle for Bud Light Platinum: It&#8217;ll be aluminum and feature a top that twists off and is re-closeable: The design supposedly gets beer colder faster, and, like a soda bottle, the beer should be able to retain its fizz longer if the drinker twists the top back on in between swigs. (MORE: After PBR: Will the Next Great Hipster Beer Please Stand Up?) In the craft beer world, meanwhile, the hottest beverage container is the growler, a jug-like vessel made to hold beer that&#8217;s poured straight from the keg and keep it fresh for days, if not weeks. A stretch of breweries and stores in Columbus, Ohio, has been nicknamed &#8220;growler alley&#8221; because of the number of spots where growlers filled with craft beer can be purchased by takeout customers. A bill expected to be made into law in Michigan will allow bars and restaurants to sell growlers to to-go customers. And in the craft beer haven of Colorado, reports the Denver Post, brewers are one-upping each other with growlers of all shapes, sizes, and designs—including stainless steel growlers and growlers<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81831&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>0</slash:comments>
	<primary_category>Food and Beverage Industry</primary_category><primary_category_link>http://business.time.com/category/companies-industries/food-and-beverage-industry/</primary_category_link>
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			<media:title type="html">bradtuttle</media:title>
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		<title>The Other Complication for Airbnb and the Sharing Economy: Taxes</title>
		<link>http://business.time.com/2013/06/15/the-other-complication-for-airbnb-and-the-sharing-economy-taxes/</link>
		<comments>http://business.time.com/2013/06/15/the-other-complication-for-airbnb-and-the-sharing-economy-taxes/#comments</comments>
		<pubDate>Sat, 15 Jun 2013 13:00:07 +0000</pubDate>
		<dc:creator>Brad Tuttle</dc:creator>
				<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[E-commerce]]></category>
		<category><![CDATA[Economics & Policy]]></category>
		<category><![CDATA[Government]]></category>
		<category><![CDATA[Mobile]]></category>
		<category><![CDATA[Saving & Spending]]></category>
		<category><![CDATA[Tax Policy]]></category>
		<category><![CDATA[Taxes]]></category>
		<category><![CDATA[Technology & Media]]></category>
		<category><![CDATA[Tourism]]></category>
		<category><![CDATA[Transportation]]></category>
		<category><![CDATA[Travel]]></category>
		<category><![CDATA[AirBnB]]></category>
		<category><![CDATA[French Quarter]]></category>
		<category><![CDATA[Greg Kato]]></category>
		<category><![CDATA[hotel taxes]]></category>
		<category><![CDATA[hotels]]></category>
		<category><![CDATA[New Orleans]]></category>
		<category><![CDATA[New York City]]></category>
		<category><![CDATA[Paris]]></category>
		<category><![CDATA[San Francisco]]></category>
		<category><![CDATA[sharing economy]]></category>
		<category><![CDATA[short-term rentals]]></category>
		<category><![CDATA[taxes]]></category>
		<category><![CDATA[transient occupancy tax]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81915</guid>
		<description><![CDATA[Sharing economy businesses like Airbnb, RelayRides, and FlightCar have come under fire recently, with participants accused of failure to comply with insurance regulations, building codes, and other rules. In addition to those complications, which I wrote about in the recent issue of TIME magazine, there&#8217;s the problem of taxes. Namely, it seems as if almost no one involved in the sharing economy knows exactly what taxes they&#8217;re supposed to pay, nor when or how to pay them. And for several reasons &#8212; the rules are unclear, enforcement is almost nonexistent, and many feel that &#8220;sharing&#8221; shouldn&#8217;t be taxed at all &#8211; very few people pay them. One part of the equation is fairly straightforward: Money earned from renting out a room in your apartment, loaning your car to a stranger, or from any other sharing economy business is considered income, and participants therefore may have to pay income taxes on those earnings. Airbnb, in fact, sends 1099-Misc forms to all hosts who are supposed to pay taxes on their rental income. The site also mentions that a state or locality may require that other short-term rental fees or taxes be paid, and this is where things get really, really messy. According to Airbnb, it&#8217;s entirely up to the host to include the proper taxes in their rental listing rates, and then it&#8217;s up to the host to pay them. &#8220;You are responsible for managing your tax and other regulatory obligations,&#8221; Airbnb&#8217;s Taxes FAQ section says. &#8220;Please contact a tax professional or city compliance department for advice about your tax status and compliance.&#8221; How many Airbnb hosts actually hand over hotel taxes to the local tax collector? No one really knows, but it&#8217;s likely that the percentage is tiny—perhaps even zero. Most cities haven&#8217;t even clarified if short-term hosts should be paying hotel taxes on their rental income, because such a stipulation would implicitly tell residents that short-term rentals are legal &#8212; which is itself unclear in many cases. In the spring of 2012, San Francisco made it clear that short-term rentals<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81915&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>0</slash:comments>
	<primary_category>Taxes</primary_category><primary_category_link>http://business.time.com/category/economy-policy/taxes-economy-policy/</primary_category_link>
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			<media:title type="html">bradtuttle</media:title>
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		<title>Four Months After the &#8216;Poop Cruise,&#8217; the Carnival Triumph Sails Again — and Is Sold Out</title>
		<link>http://business.time.com/2013/06/14/four-months-after-the-poop-cruise-the-carnival-triumph-sails-again-and-is-sold-out/</link>
		<comments>http://business.time.com/2013/06/14/four-months-after-the-poop-cruise-the-carnival-triumph-sails-again-and-is-sold-out/#comments</comments>
		<pubDate>Fri, 14 Jun 2013 18:05:33 +0000</pubDate>
		<dc:creator>Brad Tuttle</dc:creator>
				<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[Cruise Industry]]></category>
		<category><![CDATA[Saving & Spending]]></category>
		<category><![CDATA[Smart Spending]]></category>
		<category><![CDATA[Tourism]]></category>
		<category><![CDATA[Travel]]></category>
		<category><![CDATA[Caribbean]]></category>
		<category><![CDATA[Carnival]]></category>
		<category><![CDATA[Carnival Triumph]]></category>
		<category><![CDATA[deals]]></category>
		<category><![CDATA[Galveston]]></category>
		<category><![CDATA[poop cruise]]></category>
		<category><![CDATA[travel deals]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81958</guid>
		<description><![CDATA[Is it safe to go back in the water? Based on how the Carnival Triumph was fully booked last week, when it embarked on its first departure after the infamous &#8220;poop cruise&#8221; incident, plenty of cruise passengers seem to say yes. A local TV station in Texas reports that the first post-“poop cruise&#8221; voyage for the Carnival Triumph, which departed Galveston on Thursday, was sold out. The ship&#8217;s second departure, a five-day cruise leaving Galveston on Monday, is fully booked as well. Apparently, cruise passengers aren&#8217;t scared of sailing on the Triumph, the notorious ship that stranded passengers and crew at sea for five days in February without working toilets after a fire erupted in the engine room. Carnival had to cancel 14 scheduled Triumph trips so that the ship could be repaired and upgraded. The Triumph received $115 million in improvements, including additional backup power, better fire-safety technology, and the addition of several new bars and restaurants, according to the Miami Herald. Not only does it look like passengers aren&#8217;t hesitant to board the Triumph, some travelers may be banking on the ship being cleaner, safer and better than ever immediately after the renovations. “I’d love to be on the first cruise! It’s in the best shape it’s ever going to be in,” one Galveston resident told Houston’s KHOU. (MORE: Is $500 Enough for Enduring the Cruise from Hell?) What&#8217;s unclear, however, are what kinds of prices are being paid by passengers on these Triumph sailings. That&#8217;s if they&#8217;re paying for these specific departures at all. It&#8217;s very possible that a significant percentage of the people filling up cabins in the Triumph and other Carnival ships this summer are customers who are using the credit they received for a free future cruise after the voyage they&#8217;d purchased was canceled in recent months. A recent Harris Interactive poll indicates that consumers&#8217; perceptions about the cruise industry fell sharply right after the Triumph incident. That&#8217;s understandable. What&#8217;s more surprising — and more alarming for people in the business — is that the<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81958&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>0</slash:comments>
	<primary_category>Cruise Industry</primary_category><primary_category_link>http://business.time.com/category/companies-industries/cruise-industry/</primary_category_link>
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			<media:title type="html">bradtuttle</media:title>
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		<title>No, the Lululemon CEO Didn&#8217;t Get Fired for See-Through Yoga Pants</title>
		<link>http://business.time.com/2013/06/14/no-the-lululemon-ceo-didnt-get-fired-for-see-through-yoga-pants/</link>
		<comments>http://business.time.com/2013/06/14/no-the-lululemon-ceo-didnt-get-fired-for-see-through-yoga-pants/#comments</comments>
		<pubDate>Fri, 14 Jun 2013 13:00:33 +0000</pubDate>
		<dc:creator>Christopher Matthews</dc:creator>
				<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[Retail]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81880</guid>
		<description><![CDATA[Earlier this year, yoga-wear company Lululemon had to initiate a massive recall of its popular luon yoga pants, which failed to fulfill one of the main duties of pants: opacity. The see-through-pants debacle cost the Vancouver-based firm an estimated $67 million in sales, and gave the press enough material for headline puns to last a lifetime. So when it was announced Monday that Lululemon CEO Christine Day would be stepping down from the top job, many assumed that it was a result of the costly recall. Despite protestations from the company, news outlets from CNN to the Consumerist linked the departure to the see-through-pants fiasco. But investors were telling a different story, as Lululemon shares fell 12% in after-hours trading following the news. In fact, for many observers, the recall episode just reinforced Day&#8217;s competence. After the news of the malfunction spread, Day moved quickly to recall product and fired the companies Chief Product Officer Sheree Waterson. As retail analyst Patty Edwards of Trutina Financial told Forbes, “They handled the whole situation incredibly well.&#8221; (MORE: Lululemon Yoga Pants Return to the Market After Recall) So if Day wasn&#8217;t forced out because of the recall, why is she leaving? Few companies in the world have succeeded as well as Lululemon has during Day&#8217;s five-and-a-half-year tenure. The company&#8217;s stock has risen in value from under $4 per share in March of 2009 to a high of more than $80 before Day&#8217;s resignation. At the same time, Lululemon was able to aggressively grow its total number of stores, which according to Morningstar sat at 186 by the end of 2012, up from a single outlet ten years before. And while much of Lululemon&#8217;s revenue growth has come from this rapid expansion of stores, its not been a slouch when it comes same-stores sales, which have grown at a double-digit pace for much of Day&#8217;s tenure. With this kind of track record it would seem very odd if Day is leaving under anything but her own accord. (It should be noted that a CEO jumping ship when things<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81880&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>0</slash:comments>
	<primary_category>Retail</primary_category><primary_category_link>http://business.time.com/category/companies-industries/retail-big-companies/</primary_category_link><featured_image>http://timebusinessblog.files.wordpress.com/2013/03/71e9e550025c40f79b0da8d72fc60ac1-0.jpg?w=240</featured_image>
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			<media:title type="html">recalls_01</media:title>
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			<media:title type="html">christopherrmatthews</media:title>
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		<title>Rupert Murdoch Files for Divorce from Wendi Deng</title>
		<link>http://business.time.com/2013/06/13/rupert-murdoch-files-for-divorce-from-wendi-deng/</link>
		<comments>http://business.time.com/2013/06/13/rupert-murdoch-files-for-divorce-from-wendi-deng/#comments</comments>
		<pubDate>Thu, 13 Jun 2013 17:22:40 +0000</pubDate>
		<dc:creator>AP / Ryan Nakashima</dc:creator>
				<category><![CDATA[Media]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81899</guid>
		<description><![CDATA[(LOS ANGELES) — News Corp. CEO Rupert Murdoch has filed for divorce from Wendi Deng Murdoch, his wife since 1999, citing a breakdown in the relationship. The matter doesn&#8217;t alter the succession plan for the media company, which the 82-year-old founder controls through a family trust. Murdoch filed a one-page document Thursday indicating that he was opening a divorce case in New York State Supreme Court in Manhattan. A News Corp. spokesperson confirmed the filing. A sealed document with the filing says, &#8220;the relationship between the husband and wife has broken down irretrievably,&#8221; according to a person familiar with the matter, who spoke on condition of anonymity because the matter was personal. (MORE: Game On! Why Rupert Murdoch Wants to Tackle ESPN) The couple are parents to two daughters, Grace and Chloe, ages 11 and 9. The girls have no voting stake in the company, but they are beneficiaries of non-voting shares that are held in a trust. Wendi Deng Murdochalso has non-voting shares. Murdoch controls nearly 40 percent of the voting shares of News Corp. through a separate family trust. He has four other children from two previous marriages, including three who have active roles within the company: James, Lachlan and Elisabeth. All four children, including Prudence, his child from his first marriage, have equal votes in electing trustees. That means that upon Murdoch&#8217;s death, his four eldest children will continue to have the most say in who controls News Corp. The divorce filing comes just a week before the company begins the process to split in two. One company will contain a publishing division and Australian TV assets. A separate company will house global TV and movie businesses. Markets appeared to be unfazed by the announcement. After starting the day in negative territory, News Corp.&#8217;s widely traded non-voting shares were up 6 cents at $31. ___ Jennifer Peltz in New York contributed to this report<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81899&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
		<wfw:commentRss>http://business.time.com/2013/06/13/rupert-murdoch-files-for-divorce-from-wendi-deng/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
	<primary_category>Media</primary_category><primary_category_link>http://business.time.com/category/companies-industries/media-companies-industries/</primary_category_link><featured_image>http://timebusinessblog.files.wordpress.com/2013/06/rupert-murdoch-divorc_yang.jpg?w=240</featured_image>
		<media:thumbnail url="http://timebusinessblog.files.wordpress.com/2013/06/rupert-murdoch-divorc_yang.jpg?w=240" />
		<media:content url="http://timebusinessblog.files.wordpress.com/2013/06/rupert-murdoch-divorc_yang.jpg?w=240" medium="image">
			<media:title type="html">Rupert Murdoch, Wendi Murdoch</media:title>
		</media:content>

		<media:content url="http://0.gravatar.com/avatar/cbef58d71daefb9ddab6c6b20018290c?s=96&#38;d=http%3A%2F%2F0.gravatar.com%2Favatar%2Fad516503a11cd5ca435acc9bb6523536%3Fs%3D96&#38;r=G" medium="image">
			<media:title type="html">timeassociatedpress</media:title>
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		<title>Gannett to Buy TV Station Owner Belo for $1.5 Billion</title>
		<link>http://business.time.com/2013/06/13/gannett-to-buy-tv-station-owner-belo-for-1-5-billion/</link>
		<comments>http://business.time.com/2013/06/13/gannett-to-buy-tv-station-owner-belo-for-1-5-billion/#comments</comments>
		<pubDate>Thu, 13 Jun 2013 15:53:53 +0000</pubDate>
		<dc:creator>Associated Press</dc:creator>
				<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[Media]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81888</guid>
		<description><![CDATA[(McLEAN, Va.) — Gannett said it reached a deal to buy TV station owner Belo for about $1.5 billion in cash, significantly boosting its presence in broadcasting. Under the agreement announced Thursday, Gannett will pay $13.75 per share for the TV station operator, which is based in Dallas. That represents a 28 percent premium over Belo&#8217;s closing price on Wednesday. Gannett, the largest U.S. newspaper publisher by circulation, also will assume $715 million in debt. Gannett owns USA Today and other newspapers as well as television stations. (MORE:  Gannett’s Big Paywall Play: Will It Work?) Shares of both companies soared to their highest prices since 2008. In morning trading, Belo Corp.&#8217;s shares jumped $2.92, or 27 percent, to $13.65, after peaking at $13.69 shortly after the market opened. Gannett Co.&#8217;s stock rose $4.88, or 25 percent, to $24.73 after peaking at $25.69. Gannett President and CEO Gracia Martore called the acquisition an &#8220;important step&#8221; in Gannett&#8217;s diversification and said it will significantly improve the company&#8217;s cash flow and financial strength. The acquisition will make Gannett, based in McLean, Va., one of the country&#8217;s largest owners of major network affiliates, reaching nearly one-third of U.S. households. It nearly doubles Gannett&#8217;s portfolio from 23 to 43 stations and gives it 21 stations in the country&#8217;s top 25 television markets. Gannett expects the deal to boost its adjusted earnings by 50 cents per share within the first 12 months and generate $175 million in annual cost savings within three years after closing. Belo President and CEO Dunia Shive said the sale is an &#8220;outstanding and financially compelling transaction&#8221; for his company&#8217;s shareholders. The deal, which has been approved by the boards of both companies, is expected to close by the end of 2013. It needs approval from the Federal Communications Commission and at least two-thirds of Belo shareholders. Belo executives and shareholders representing about 42 percent of the company&#8217;s voting power have agreed to support the sale, the companies said.<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81888&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>0</slash:comments>
	<primary_category>Media</primary_category><primary_category_link>http://business.time.com/category/companies-industries/media-companies-industries/</primary_category_link>
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			<media:title type="html">timeassociatedpress</media:title>
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		<title>One Way Tebow Will Definitely Help the Patriots</title>
		<link>http://business.time.com/2013/06/13/one-way-tebow-will-definitely-help-the-patriots/</link>
		<comments>http://business.time.com/2013/06/13/one-way-tebow-will-definitely-help-the-patriots/#comments</comments>
		<pubDate>Thu, 13 Jun 2013 09:45:45 +0000</pubDate>
		<dc:creator>Brad Tuttle</dc:creator>
				<category><![CDATA[Business of Sports]]></category>
		<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[Retail]]></category>
		<category><![CDATA[Saving & Spending]]></category>
		<category><![CDATA[football]]></category>
		<category><![CDATA[Jerseys]]></category>
		<category><![CDATA[New England Patriots]]></category>
		<category><![CDATA[NFL]]></category>
		<category><![CDATA[Patriots]]></category>
		<category><![CDATA[sports fans]]></category>
		<category><![CDATA[sports merchandise]]></category>
		<category><![CDATA[Tebow]]></category>
		<category><![CDATA[Tebowing]]></category>
		<category><![CDATA[Tim Tebow]]></category>
		<category><![CDATA[Tom Brady]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81824</guid>
		<description><![CDATA[A third-string quarterback with zero Pro Bowl appearances and highly criticized throwing mechanics—who was recently dumped by his team from last year, and who many football analysts predicted wouldn&#8217;t be in the NFL this year—will have one of the league&#8217;s hottest-selling jerseys. Immediately after the New England Patriots announced that Tim Tebow had signed a contract with the team, speculation has surged as to why the Patriots did it, and how the unconventional, polarizing quarterback might be used. He could come into the game on short yardage plays or to occasionally run an option-style offense. Perhaps he might line up as a tight end, wide receiver, or somewhere in the backfield from time to time. Some have mused that maybe the Patriots signed Tebow as a way to prepare the team&#8217;s defense to play against mobile quarterbacks like the 49ers Colin Kaepernick and Redskins Robert Griffin III. (Both of whom, by the way, can brag that their jerseys are top sellers.) One thing that almost everyone can agree on is that Tebow will have an outsized impact on the Patriots in one department: merchandise sales. Within hours of Tebow signing a contract with the team, the Patriots pro shop sent an e-mail to fans notifying them that pre-orders of Tebow&#8217;s new Patriots jersey were being accepted for $99.95 (free shipping included!). The message circulated even before Tebow officially had a jersey number. (It&#8217;s since been announced as #5.) (MORE: Boston Evangelicals React to Tim Tebow Signing) Patriots management had good reason to get started early pushing Tebow gear. This is a player, after all, who had a top-selling jersey and an entire line of T-shirts devoted to him before he&#8217;d ever played a game in the NFL. Last summer, Tebow&#8217;s Jets jersey ranked third in sales, behind only RGIII and Peyton Manning. By the end of last season, Tebow&#8217;s jersey had fallen to thirteenth place in sales, though that&#8217;s still quite astounding considering that he didn&#8217;t started all year and threw only a handful of passes for the Jets. Tebow<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81824&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>0</slash:comments>
	<primary_category>Business of Sports</primary_category><primary_category_link>http://business.time.com/category/companies-industries/business-of-sports/</primary_category_link>
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			<media:title type="html">bradtuttle</media:title>
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		<title>Why Dads Get Short Shrift on Father’s Day — and Dads Are O.K. With It</title>
		<link>http://business.time.com/2013/06/12/why-dads-get-short-shrift-on-fathers-day-and-dads-are-ok-with-it/</link>
		<comments>http://business.time.com/2013/06/12/why-dads-get-short-shrift-on-fathers-day-and-dads-are-ok-with-it/#comments</comments>
		<pubDate>Wed, 12 Jun 2013 13:00:12 +0000</pubDate>
		<dc:creator>Kit Yarrow</dc:creator>
				<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[Odd Spending]]></category>
		<category><![CDATA[Personal Finance]]></category>
		<category><![CDATA[Psychology of Money]]></category>
		<category><![CDATA[Retail]]></category>
		<category><![CDATA[Saving & Spending]]></category>
		<category><![CDATA[Smart Spending]]></category>
		<category><![CDATA[children]]></category>
		<category><![CDATA[family]]></category>
		<category><![CDATA[father's day]]></category>
		<category><![CDATA[father's day gifts]]></category>
		<category><![CDATA[fathers]]></category>
		<category><![CDATA[Mother's Day]]></category>
		<category><![CDATA[mothers]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81516</guid>
		<description><![CDATA[When it comes to their respective days of honor, why do dads get funny ties and moms get diamond-heart necklaces? Why do we spend 40% more on Mother&#8217;s Day than Father&#8217;s Day? Some seemingly ungrateful children (and a few dads) offer explanations. Every year since the National Retail Federation has been keep track, the amount consumers spend on Father’s Day gifts has been significantly less than the average spent on Mother’s Day. This year, average Father&#8217;s Day spending is expected to be around $120, compared with $169 for moms. To get to the bottom of this apparent inequity, I interviewed scores of dads and kids about Father’s Day. Here’s what they had to say about why dads get less: They Don’t Speak Up The provider role that’s central to many fathers’ identities doesn’t really jibe well with having their kids provide them with stuff. Either that or many dads just don&#8217;t know what they want. In any event, it&#8217;s commonplace for kids to have no clue what to buy. Here are a few of the quotes from children that tell the story: “Mom always gives us hints, we know what she wants. Dad? He always says the same thing, ‘I don’t want anything.’ I have no idea what to get him, so I usually just get him a card or something small.” &#8212; Mylene, 13 (MORE: Is Retail Therapy for Real? 5 Ways Shopping Is Actually Good for You) “My dad always says he doesn’t need anything. Probably true but not helpful.” &#8212; Jacob, 16 “I always got my mom bubble bath and she’d always get so excited. I thought it was perfect and she looked forward to it every year. Then I was looking for Q-Tips and I found like five bottles of it under the sink. At least with Dad he’s honest about it. There isn’t really anything I can get him that he wouldn’t get for himself already. He always says, ‘Don’t waste your money.’ So I don’t.” &#8212; Andrea, 25 They Have Expensive Tastes Boxer shorts<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81516&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>0</slash:comments>
	<primary_category>Saving &amp; Spending</primary_category><primary_category_link>http://business.time.com/category/saving-spending/</primary_category_link><featured_image>http://timebusinessblog.files.wordpress.com/2012/06/120066903-e13396917116961.jpg?w=240</featured_image>
		<media:thumbnail url="http://timebusinessblog.files.wordpress.com/2012/06/120066903-e13396917116961.jpg?w=240" />
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			<media:title type="html">Happy father&#039;s day cupcakes</media:title>
		</media:content>

		<media:content url="http://1.gravatar.com/avatar/44310a1af940f994952d1e4db73096cd?s=96&#38;d=http%3A%2F%2F1.gravatar.com%2Favatar%2Fad516503a11cd5ca435acc9bb6523536%3Fs%3D96&#38;r=G" medium="image">
			<media:title type="html">TIME.com</media:title>
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		<title>Amazon&#8217;s New Grocery Service: For $299, You Never Have to Leave the House Again</title>
		<link>http://business.time.com/2013/06/12/amazons-new-grocery-service-for-299-you-never-have-to-leave-the-house-again/</link>
		<comments>http://business.time.com/2013/06/12/amazons-new-grocery-service-for-299-you-never-have-to-leave-the-house-again/#comments</comments>
		<pubDate>Wed, 12 Jun 2013 09:45:24 +0000</pubDate>
		<dc:creator>Brad Tuttle</dc:creator>
				<category><![CDATA[Amazon]]></category>
		<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[E-commerce]]></category>
		<category><![CDATA[Food and Beverage Industry]]></category>
		<category><![CDATA[Future of Retail]]></category>
		<category><![CDATA[Retail]]></category>
		<category><![CDATA[Saving]]></category>
		<category><![CDATA[Saving & Spending]]></category>
		<category><![CDATA[Smart Spending]]></category>
		<category><![CDATA[Technology & Media]]></category>
		<category><![CDATA[Amazon Prime]]></category>
		<category><![CDATA[AmazonFresh]]></category>
		<category><![CDATA[errands]]></category>
		<category><![CDATA[free shipping]]></category>
		<category><![CDATA[groceries]]></category>
		<category><![CDATA[Membership]]></category>
		<category><![CDATA[online groceries]]></category>
		<category><![CDATA[Prime Fresh]]></category>
		<category><![CDATA[shipping]]></category>
		<category><![CDATA[subscriptions]]></category>
		<category><![CDATA[supermarkets]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81738</guid>
		<description><![CDATA[Would you pay $299 annually if it meant never having to go to the supermarket? Amazon.com is testing a service with that idea in mind. And that&#8217;s on top of Amazon&#8217;s other services that already eliminate the need to go to the mall. Amazon Prime, the $79-per-year membership program that includes free two-day shipping on most Amazon purchases, has been enormously successful. The number of subscribers easily doubled over the past two years, and analysts expect Prime membership to triple over the next five years. One of the most interesting effects of having a Prime membership is that the subscriber tends to make more and more purchases on Amazon. Members assume — with good reason — that Amazon&#8217;s prices are competitive on just about anything they might purchase, and shipping is free thanks to the $79 they&#8217;ve paid for Prime, so subscribers increasingly turn to Amazon in knee-jerk fashion, often without bothering to shop around. And because there&#8217;s no minimum purchase requirement, subscribers have found themselves using Amazon as a substitute for all sorts of small everyday shopping errands, so long as the items aren&#8217;t needed right away. Batteries, coffee beans, extension cords: these and many other goods are a quick one-click purchase away on Amazon, saving you the trip to the drugstore, supermarket, home-improvement store, Walmart, or wherever. (MORE: Amazon Prime: Bigger, More Powerful, More Profitable Than Anyone Imagined) While there has been plenty of skepticism as to whether online grocery shopping can be a viable business, Amazon has been experimenting with its service, called AmazonFresh, in the Seattle area for years. As Reuters reported, Amazon is now pushing Fresh into the Los Angeles area, with a special twist: a &#8220;Prime Fresh&#8221; membership is being offered to existing Prime members, who will get free same-day or overnight delivery of grocery orders over $35. Prime members in L.A. get a free 90-day trial of the service. After that, they&#8217;re on the hook for $299 per year for Prime Fresh, unless they choose to cancel the service. The original Prime helped<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81738&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>0</slash:comments>
	<primary_category>Amazon</primary_category><primary_category_link>http://business.time.com/category/technology-media/amazon/</primary_category_link>
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			<media:title type="html">bradtuttle</media:title>
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		<title>Jos. A. Bank and JC Penney: When Retailers Try to &#8216;Retrain the Customer&#8217;</title>
		<link>http://business.time.com/2013/06/11/jos-a-bank-and-jc-penney-when-retailers-try-to-retrain-the-customer/</link>
		<comments>http://business.time.com/2013/06/11/jos-a-bank-and-jc-penney-when-retailers-try-to-retrain-the-customer/#comments</comments>
		<pubDate>Tue, 11 Jun 2013 17:00:50 +0000</pubDate>
		<dc:creator>Brad Tuttle</dc:creator>
				<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[Odd Spending]]></category>
		<category><![CDATA[Retail]]></category>
		<category><![CDATA[Saving]]></category>
		<category><![CDATA[Saving & Spending]]></category>
		<category><![CDATA[Smart Spending]]></category>
		<category><![CDATA[anchoring]]></category>
		<category><![CDATA[coupons]]></category>
		<category><![CDATA[deals]]></category>
		<category><![CDATA[discounts]]></category>
		<category><![CDATA[J.C. Penney]]></category>
		<category><![CDATA[JC Penney]]></category>
		<category><![CDATA[JCP]]></category>
		<category><![CDATA[Jos. A. Bank]]></category>
		<category><![CDATA[price anchoring]]></category>
		<category><![CDATA[pricing]]></category>
		<category><![CDATA[pricing strategies]]></category>
		<category><![CDATA[Ron Johnson]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81689</guid>
		<description><![CDATA[Retailers love the idea that consumers can be trained to view certain price points and markdowns as terrific deals. Just tweak the prices and wait for shoppers to bite. And when consumers get to the point that they can see through the manipulative promotions? Then it&#8217;s time to retrain them. Menswear specialist Jos. A. Bank has enjoyed strong sales and rapid expansion in the post-recession era largely thanks to its steady stream of sales and promotions. Virtually all stores have sales, but Jos. A. Bank is known for going over the top, with deals like &#8220;buy one, get two free&#8221; and 70% off becoming commonplace. The retailer even got sued last summer by customers who contend that Jos. A. Bank&#8217;s pricing strategies amount to &#8220;deceptive marketing&#8221; because no one ever pays the original prices listed on merchandise. Even without the lawsuit, Jos. A. Bank would probably have been rethinking its never-ending deep discounting over the last several months. In a recent conference call with analysts, company CEO R. Neal Black announced that first quarter profits were down sharply. Stores open at least a year saw an 8% drop in total sales, and this comes on the heels of what Black called a &#8220;weak trend in the fourth quarter.&#8221; Black admitted that the big markdowns and promotions that worked in years past just aren&#8217;t as effective as they used to be in driving sales. It looks like shoppers are ignoring Jos. A. Bank&#8217;s promotions as the store has turned into something like The Boy Who Cried Sale. People have been getting less excited by the retailer&#8217;s BIG SALE! promotions because, by now, they realize that everything is always on sale. There&#8217;s not much sense of urgency to take advantage of a sale when you know that another deal is guaranteed to pop up as soon as the current one ends. (MORE: Gimme a Price Already! Edmunds Tries to End the Most Aggravating Part of Car Shopping) Jos. A. Bank isn&#8217;t giving up entirely on sales and markdowns, but after a brutal<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81689&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>0</slash:comments>
	<primary_category>Smart Spending</primary_category><primary_category_link>http://business.time.com/category/saving-spending/smart-spending/</primary_category_link>
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			<media:title type="html">bradtuttle</media:title>
		</media:content>
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		<item>
		<title>Inside the New Lab That Predicts Viral Videos</title>
		<link>http://business.time.com/2013/06/11/inside-the-new-lab-that-predicts-viral-videos/</link>
		<comments>http://business.time.com/2013/06/11/inside-the-new-lab-that-predicts-viral-videos/#comments</comments>
		<pubDate>Tue, 11 Jun 2013 13:30:14 +0000</pubDate>
		<dc:creator>Josh Sanburn</dc:creator>
				<category><![CDATA[Advertising]]></category>
		<category><![CDATA[Companies & Industries]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81527</guid>
		<description><![CDATA[For companies looking to reach consumers online and through social media, the ultimate success is for their ads to &#8220;go viral&#8221; — that is, to be passed around the Web on a scale that surpasses anything a conventional marketing or ad campaign could hope to achieve, thereby burrowing deep into our collective consciousness with minimal expense. But of course, if going viral were easy, everyone would do it. In fact, it&#8217;s proved all but impossible to manufacture viral content on demand — or even to predict with any degree of accuracy which videos are most likely to be passed around. But the folks at Unruly Media think they&#8217;ve now figured it out. (MORE: Testing the Science of Sharing at the Super Bowl: Can Viral Ads Be Manufactured?) Founded in 2006, Unruly Media is a U.K.-based video-technology company in the business of predicting virality. Last year, revenue for Unruly tripled — from about $9 million to $27 million, and the company has been expanding its global reach with offices now in Amsterdam, Sydney and New York City, where it recently launched its new &#8220;social video lab.&#8221; The space is designed to showcase the technology the company uses to predict viral videos. Unruly uses facial-tracking technology to determine when viewers of a video are feeling a range of emotions, from happy to sad to distressed or angry. That real-time information is used in combination with traditional focus-group questions after a video is viewed. Cat Jones, Unruly&#8217;s head of business development, says by using those tools, her team can make predictions with 80% accuracy. Last week, TIME visited Unruly&#8217;s social video lab to check out the process for ourselves. Our conclusion? This isn&#8217;t yet a pure science, but predicting virality is getting much more sophisticated. Check out the video above to see for yourself. VIDEO: Does Kmart’s Hilarious New Ad Acknowledge That Kmart Stores Are Hopeless?<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81527&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>0</slash:comments>
	<primary_category>Advertising</primary_category><primary_category_link>http://business.time.com/category/companies-industries/advertising-companies-industries/</primary_category_link>
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			<media:title type="html">jsanburn</media:title>
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	</item>
		<item>
		<title>The Rise of the Swanky No-Name Brand</title>
		<link>http://business.time.com/2013/06/11/the-rise-of-the-swanky-no-name-brand/</link>
		<comments>http://business.time.com/2013/06/11/the-rise-of-the-swanky-no-name-brand/#comments</comments>
		<pubDate>Tue, 11 Jun 2013 11:00:24 +0000</pubDate>
		<dc:creator>Brad Tuttle</dc:creator>
				<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[Food and Beverage Industry]]></category>
		<category><![CDATA[Future of Retail]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Retail]]></category>
		<category><![CDATA[Saving]]></category>
		<category><![CDATA[Saving & Spending]]></category>
		<category><![CDATA[Smart Spending]]></category>
		<category><![CDATA[Archer Foods]]></category>
		<category><![CDATA[generic]]></category>
		<category><![CDATA[Iams]]></category>
		<category><![CDATA[national brands]]></category>
		<category><![CDATA[Pantene]]></category>
		<category><![CDATA[pet food]]></category>
		<category><![CDATA[Procter & Gamble]]></category>
		<category><![CDATA[shampoo]]></category>
		<category><![CDATA[Simply Balanced]]></category>
		<category><![CDATA[store brands]]></category>
		<category><![CDATA[Target]]></category>
		<category><![CDATA[taste tests]]></category>
		<category><![CDATA[upscale]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81667</guid>
		<description><![CDATA[The generic &#8220;store brand&#8221; label has been losing its stigma for years. Now, Target is attempting to further dispel the notion that an in-house brand equates to low quality with the launch of an organic, upscale food line. The new brand, Simply Balanced, made its debut at Target over the weekend, according to the Associated Press. This isn&#8217;t Target&#8217;s first venture into in-house food brands. Target introduced the Archer Farms Simply Balanced brand in 2010 as a &#8220;budget friendly&#8221; collection of healthier foods that promised no artificial flavors, artificial sweeteners or trans fats. (Remember when everyone was talking about trans fats?) Now, Target is rolling out Simply Balanced as its own brand — a (mostly) organic line that will start out with drinks and snacks and expand to 250 products by the end of the year. What&#8217;s more, by the end of 2014, Target promises that all Simply Balanced foods will have no genetically modified ingredients. [UPDATE: Target reached out to TIME and clarified that “approximately 40% of the Simply Balanced products are USDA certified organic, and the vast majority of products are made without genetically modified organisms (GMOs). As part of Target’s commitment to wellness, the Simply Balanced collection will eliminate all GMO ingredients by the end of 2014, and Target has set a goal to increase organic-food offerings by 25% by end of fiscal year 2017.”] As AP noted, Simply Balanced and Archer Farms are supposed to compete head to head with the biggest brands. Qualitywise, these Target-branded foods are expected to be at least as good, and sometimes &#8220;better than those made by companies such as Kraft Foods and General Mills.&#8221; Such a concept marks a departure from the long-standing assumption that store brands were essentially for people who pinched pennies and didn&#8217;t care much about quality. For quite a while now, many shoppers have known this assumption is outdated and often flat-out wrong. A wide variety of consumer-survey data indicates that fewer and fewer shoppers automatically perceive national brands as higher quality. Many store brands top national<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81667&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>0</slash:comments>
	<primary_category>Food and Beverage Industry</primary_category><primary_category_link>http://business.time.com/category/companies-industries/food-and-beverage-industry/</primary_category_link>
		<media:content url="http://0.gravatar.com/avatar/f8de938518e7b986d552694ed99aa54d?s=96&#38;d=http%3A%2F%2F0.gravatar.com%2Favatar%2Fad516503a11cd5ca435acc9bb6523536%3Fs%3D96&#38;r=G" medium="image">
			<media:title type="html">bradtuttle</media:title>
		</media:content>
	</item>
		<item>
		<title>S&amp;P Upgrade of U.S.: More Proof the Ratings Agency Shouldn&#8217;t Play Politics</title>
		<link>http://business.time.com/2013/06/11/sp-upgrade-of-u-s-more-proof-the-ratings-agency-shouldnt-play-politics/</link>
		<comments>http://business.time.com/2013/06/11/sp-upgrade-of-u-s-more-proof-the-ratings-agency-shouldnt-play-politics/#comments</comments>
		<pubDate>Tue, 11 Jun 2013 09:45:10 +0000</pubDate>
		<dc:creator>Adam Sorensen</dc:creator>
				<category><![CDATA[Bonds]]></category>
		<category><![CDATA[Finance]]></category>
		<category><![CDATA[Investing]]></category>
		<category><![CDATA[Wall Street]]></category>
		<category><![CDATA[Wall Street & Markets]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81717</guid>
		<description><![CDATA[On Monday ratings giant Standard &#38; Poor&#8217;s raised the U.S.&#8217;s credit outlook from &#8220;negative&#8221; to &#8220;stable.&#8221; That may sound a bit like the equivalent of Arrested Development&#8217;s Bluth Company going from &#8220;Triple Sell&#8221; to &#8220;Don&#8217;t Buy,&#8221; but in these troubled economic times, Americans should take what they can get. Thanks to a housing rebound, stock boom, renewed consumer confidence, growing tax receipts and smaller projected budget deficits, things are actually looking up. S&#38;P&#8217;s adjustment to Uncle Sam&#8217;s sovereign debt outlook, its first since the agency stripped the U.S. of its gold-plated AAA rating in August 2011, acknowledges a less dire budget situation now than two years ago. There&#8217;s only one problem: S&#38;P&#8217;s infamous downgrade of U.S. debt wasn&#8217;t really about our fiscal predicament. It was about our politics – and there’s little sign that that has changed. For those who don&#8217;t remember, S&#38;P downgraded the U.S. at the conclusion of a high-profile Congressional fight over raising the national borrowing limit, which caps the federal debt even if we need to issue more of it to pay the bills we&#8217;ve already incurred. While Congress averted disaster at the last moment, the agency&#8217;s analysts concluded that Washington&#8216;s political climate was too toxic to adequately address the country&#8217;s fiscal needs. Here&#8217;s a taste of their Aug. 5, 2011, statement: We lowered our long-term rating on the U.S. because we believe that the prolonged controversy over raising the statutory debt ceiling and the related fiscal policy debate indicate that further near-term progress containing the growth in public spending, especially on entitlements, or on reaching an agreement on raising revenues is less likely than we previously assumed and will remain a contentious and fitful process. We also believe that the fiscal consolidation plan that Congress and the Administration agreed to this week falls short of the amount that we believe is necessary to stabilize the general government debt burden by the middle of the decade. A funny thing happened after S&#38;P&#8217;s dire warning: Nothing. The bond market didn&#8217;t bat an eye &#8212; 10-year Treasury yields have remained incredibly<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81717&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>0</slash:comments>
	<primary_category>Wall Street</primary_category><primary_category_link>http://business.time.com/category/wall-street-markets/investing-wall-street-markets/wall-street/</primary_category_link>
		<media:content url="http://1.gravatar.com/avatar/7666b70a5b0305bd59953f5bca02cce5?s=96&#38;d=http%3A%2F%2F1.gravatar.com%2Favatar%2Fad516503a11cd5ca435acc9bb6523536%3Fs%3D96&#38;r=G" medium="image">
			<media:title type="html">Adam Sorensen</media:title>
		</media:content>
	</item>
		<item>
		<title>U.S. Investigates Honda Minivans for Air Bag Trouble</title>
		<link>http://business.time.com/2013/06/10/u-s-investigates-honda-minivans-for-air-bag-trouble/</link>
		<comments>http://business.time.com/2013/06/10/u-s-investigates-honda-minivans-for-air-bag-trouble/#comments</comments>
		<pubDate>Mon, 10 Jun 2013 18:48:07 +0000</pubDate>
		<dc:creator>AP / Tom Krisher</dc:creator>
				<category><![CDATA[Autos]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81678</guid>
		<description><![CDATA[(DETROIT) — U.S. safety regulators have added about 320,000 older model Honda Odyssey minivans to a widening probe of faulty air bags that affects at least three automakers and more than 2 million vehicles. Front air bags on the Honda Motor Co. minivans from the 2003 and 2004 model years can inflate without a crash, possibly injuring drivers and passengers. The National Highway Traffic Safety Administration says in documents posted Monday on its website that the vans have the same air bag control computers that already have caused Toyota Motor Corp. and Chrysler Group LLC to recall more than 1.8 million vehicles worldwide. The air bag control computers were made by auto parts supplier TRW Automotive Inc. So far, the agency has received six complaints about the Odyssey air bags inflating without crashes. In three cases, people reported injuries. NHTSA also received 41 complaints of air bag warning lights illuminating. The agency will determine if the problem is widespread enough to recall the minivans. In one of the complaints about the Odyssey, a driver in Hattiesburg, Miss., told NHTSA that the air bags went off suddenly in May of 2012 while a 2003 Odyssey was parked and the driver had an iPad on the steering wheel. The air bags threw the iPad into the female driver&#8217;s face. She ended up at a hospital emergency room, and a plastic surgeon had to be called in to stitch a cut in her upper lip. Some teeth were chipped and needed dental work, the complaint said. The owner paid $2,331 to fix the air bags, according to the complaint. In the Chrysler case from January of last year, the company recalled more than 919,000 older Jeep Grand Cherokee and Liberty SUVs and Dodge Viper muscle cars worldwide to fix the air bags. The problem affected 2002 through 2004 Grand Cherokees and Libertys from model years 2002 and 2003. Also covered were Vipers from 2003 and 2004. The Toyota global recall from January of this year affected 907,000 vehicles, mostly 2003 and 2004 Corolla<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81678&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>0</slash:comments>
	<primary_category>Autos</primary_category><primary_category_link>http://business.time.com/category/companies-industries/autos-companies-industries/</primary_category_link><featured_image>http://timebusinessblog.files.wordpress.com/2013/06/honda-odyssey-investi_yang.jpg?w=240</featured_image>
		<media:thumbnail url="http://timebusinessblog.files.wordpress.com/2013/06/honda-odyssey-investi_yang.jpg?w=240" />
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			<media:title type="html">2003 Honda Odyssey</media:title>
		</media:content>

		<media:content url="http://0.gravatar.com/avatar/cbef58d71daefb9ddab6c6b20018290c?s=96&#38;d=http%3A%2F%2F0.gravatar.com%2Favatar%2Fad516503a11cd5ca435acc9bb6523536%3Fs%3D96&#38;r=G" medium="image">
			<media:title type="html">timeassociatedpress</media:title>
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		<title>The Real Reason Telecoms Cooperate on National Security? Money</title>
		<link>http://business.time.com/2013/06/10/the-real-reason-telecoms-cooperate-on-national-security-money/</link>
		<comments>http://business.time.com/2013/06/10/the-real-reason-telecoms-cooperate-on-national-security-money/#comments</comments>
		<pubDate>Mon, 10 Jun 2013 17:22:02 +0000</pubDate>
		<dc:creator>Ira Stoll</dc:creator>
				<category><![CDATA[Apple]]></category>
		<category><![CDATA[Big Data]]></category>
		<category><![CDATA[Defense]]></category>
		<category><![CDATA[Digital Privacy]]></category>
		<category><![CDATA[Facebook]]></category>
		<category><![CDATA[Google]]></category>
		<category><![CDATA[Government]]></category>
		<category><![CDATA[Tech Policy]]></category>
		<category><![CDATA[Telecom]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81653</guid>
		<description><![CDATA[Verizon, the phone company whose disclosure of customer data to the U.S. federal government is at the center of the furor over cooperation by technology companies with top-secret national-security programs, has offered a precise, clear, but little-noticed public explanation of why it did what it did. The Verizon explanation is not in the vague and cryptic memo the company issued last week after the Guardian exposed its program. It came, instead, in the company’s annual filing with the Securities and Exchange Commission, included in Verizon’s annual report to shareholders. It said, “As part of the FCC’s approval of Vodaphone’s ownership interest, Verizon Wireless, Verizon, and Vodaphone entered into an agreement with the U.S. Department of Defense, Department of Justice and Federal Bureau of Investigation which imposes national security and law enforcement-related obligations on the ways in which Verizon Wireless stores information and otherwise conducts its business.” That explanation was offered on Feb. 26, months before the Guardian article. But it gets right to the heart of the matter, which is that there is a connection between Verizon’s status as a highly regulated company and its agreement to cooperate extensively with the government. The New York Times reported Sunday that such cooperation advanced to the point that “Verizon had set up a dedicated fiber-optic line running from New Jersey to Quantico, Va., home to a large military base, allowing government officials to gain access to all communications flowing through the carrier’s operations center.” Verizon needed FCC approval to sell part of its wireless business to a British company, Vodaphone. It needs FCC approval to do lots of other things too, ranging from acquisitions to building wireless networks on new parts of the spectrum. In addition, the federal government is a big Verizon customer. The company’s website says, “We understand the public sector. We&#8217;ve worked with governmental organizations for decades. In fact, we are the leading provider of communications services to the U.S. federal government.” (MORE: 7 Things to Know About the Government’s Secret Database of Telephone Data) These federal contracts are worth tens of billions of dollars to Verizon. A single<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81653&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>0</slash:comments>
	<primary_category>Digital Privacy</primary_category><primary_category_link>http://business.time.com/category/technology-media/digital-privacy/</primary_category_link>
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			<media:title type="html">TIME.com</media:title>
		</media:content>
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		<title>In Fast Food, Five—As in $5—Is Now the Magic Number</title>
		<link>http://business.time.com/2013/06/10/in-fast-food-five-as-in-5-is-now-the-magic-number/</link>
		<comments>http://business.time.com/2013/06/10/in-fast-food-five-as-in-5-is-now-the-magic-number/#comments</comments>
		<pubDate>Mon, 10 Jun 2013 16:43:58 +0000</pubDate>
		<dc:creator>Brad Tuttle</dc:creator>
				<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[Food and Beverage Industry]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Saving]]></category>
		<category><![CDATA[Saving & Spending]]></category>
		<category><![CDATA[Smart Spending]]></category>
		<category><![CDATA[$5]]></category>
		<category><![CDATA[$5 Buck Lunch]]></category>
		<category><![CDATA[$5 Footlong]]></category>
		<category><![CDATA[Burger King]]></category>
		<category><![CDATA[consumer psychology]]></category>
		<category><![CDATA[Dairy Queen]]></category>
		<category><![CDATA[Dollar Menu]]></category>
		<category><![CDATA[DQ]]></category>
		<category><![CDATA[Fast Casual]]></category>
		<category><![CDATA[Free]]></category>
		<category><![CDATA[freebies]]></category>
		<category><![CDATA[KFC]]></category>
		<category><![CDATA[Long John Silver's]]></category>
		<category><![CDATA[McDonalds]]></category>
		<category><![CDATA[pizza]]></category>
		<category><![CDATA[Pizza Hut]]></category>
		<category><![CDATA[Subway]]></category>
		<category><![CDATA[Subway $5 Footlong]]></category>
		<category><![CDATA[Taco Bell]]></category>
		<category><![CDATA[Wendy's]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81510</guid>
		<description><![CDATA[It&#8217;s not particularly complicated: $5 is a nice round, approachable, affordable-sounding number. At a time when popular fast-casual chains are pushing the average diner bill upward, the $5 price point is especially likely to get the attention of deal hunters. And that&#8217;s why fast food customers are seeing more and more of the fiver. Pizza Hut recently announced that in honor of its 55th anniversary, it&#8217;s offering an extraordinary deal: $5.55 for a large one-topping pizza. (Take-out only through June 15; the price isn&#8217;t valid for deliveries or in-restaurant dining.) Consumers probably couldn&#8217;t care less about the anniversary, or any restaurant&#8217;s birthday or &#8220;historic&#8221; celebration. But a promotion with ultra-cheap prices? That gets their attention. And while Pizza Hut came up with the special price due to its 55th anniversary, the chain seems to have landed on a very special price point for bargain-crazed consumers. &#8220;If the consumer needs something that gives them permission to experiment with a brand, $5 is the magic number,&#8221; Derek Farley, president of the PR firm DFPR, told USA Today. &#8220;It is consistently the threshold that reinforces the idea of a deal.&#8221; Likewise, the restaurant insiders at QSR Magazine declared that Dairy Queen &#8220;hit the magic price point&#8221; with its $5 Buck Lunch, a new promotion offered from 11 a.m. to 4 p.m. that includes a cheeseburger, chicken strips, or chili cheese hot dog, plus fries, drink, and a small sundae for, well, for you know how much. (MORE: Summer of 2013 Must-Taste Fast Food List: The Top Ten) Of course, five is not the only powerful number in the fast food business. One, as in the $1 menu, has been a huge draw for McDonald&#8217;s and other chains. Lately, Wendy&#8217;s and Burger King have been expanding their dollar menus, or rather transforming them into &#8220;value&#8221; menus, by including certain items that are somewhere in the $1 to $2 range. Zero—as in $0 or free—naturally gets consumers excited the most, as National Donut Day and other freebie events demonstrate. But nowadays, the $5 mark is<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81510&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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	<primary_category>Food and Beverage Industry</primary_category><primary_category_link>http://business.time.com/category/companies-industries/food-and-beverage-industry/</primary_category_link>
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			<media:title type="html">bradtuttle</media:title>
		</media:content>
	</item>
		<item>
		<title>Gimme a Price Already! Edmunds Tries to End the Most Aggravating Part of Car Shopping</title>
		<link>http://business.time.com/2013/06/07/gimme-a-price-already-edmunds-tries-to-end-the-most-aggravating-part-of-car-shopping/</link>
		<comments>http://business.time.com/2013/06/07/gimme-a-price-already-edmunds-tries-to-end-the-most-aggravating-part-of-car-shopping/#comments</comments>
		<pubDate>Fri, 07 Jun 2013 14:00:11 +0000</pubDate>
		<dc:creator>Brad Tuttle</dc:creator>
				<category><![CDATA[Autos]]></category>
		<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[E-commerce]]></category>
		<category><![CDATA[Saving]]></category>
		<category><![CDATA[Saving & Spending]]></category>
		<category><![CDATA[Smart Spending]]></category>
		<category><![CDATA[Uncategorized]]></category>
		<category><![CDATA[car dealership]]></category>
		<category><![CDATA[car prices]]></category>
		<category><![CDATA[cars]]></category>
		<category><![CDATA[Cars.com]]></category>
		<category><![CDATA[Edmunds]]></category>
		<category><![CDATA[Edmunds.com]]></category>
		<category><![CDATA[haggling]]></category>
		<category><![CDATA[Kelley Blue Book]]></category>
		<category><![CDATA[millennials]]></category>
		<category><![CDATA[negotiation]]></category>
		<category><![CDATA[TrueCar]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81452</guid>
		<description><![CDATA[&#8220;How much?&#8221; In almost every retail environment, this wouldn&#8217;t be a difficult question to answer. But at the car dealership, the process of getting a concrete final price can take hours. The folks at Edmunds.com now have a tool that promises to make retrieving car prices as quick and easy as shopping at Amazon. Car shopping has a reputation as a notoriously, inexplicably frustrating experience, and the perception only seems to be getting worse as consumers have increasingly come to expect speedy browsing and one-click purchasing online. In one recent survey, young consumers said they&#8217;d prefer to visit the dentist than haggle at a car dealership. The pushy atmosphere, relentless upselling, confusing terminology and numbers, lack of transparency, and the stressful, time-consuming back-and-forth jousting surely all bother car shoppers. But mostly, the thing that drives consumers craziest comes back to how dealerships are incapable or unwilling to answer what seems like an extraordinarily simple question: How much? &#8220;The average American person cannot understand how it is that as an industry that we cannot deliver an actual car price to them,&#8221; Seth Berkowitz, president and COO of Edmunds, said on Wednesday in Detroit. &#8220;It is just totally mystifying to people.&#8221; Berkowitz was in Detroit to introduce the press to Edmunds Price Promise, a new tool that the car research company says will eliminate the confusing, hassle-laden time suck that is car shopping today. After entering a vehicle make and model, as well as a name, phone number, and e-mail address, a shopper at Edmunds.com instantly receives an actual price for an actual car. Print out the quote and bring it into the dealership and, amazingly, the dealership is required to honor the price. Incredible! (MORE: Revealed! The One Big Secret to Successful Haggling) The idea sounds so simple and obvious, it&#8217;s a wonder no one&#8217;s done it before. In fact, there are somewhat similar services out there right now. TrueCar promises that &#8220;haggling is history&#8221; with a system that gives online shoppers price quote certificates to bring in to participating dealerships.<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81452&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>0</slash:comments>
	<primary_category>Smart Spending</primary_category><primary_category_link>http://business.time.com/category/saving-spending/smart-spending/</primary_category_link>
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			<media:title type="html">bradtuttle</media:title>
		</media:content>
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		<title>Free Donuts! Everything You Need to Know to Celebrate National Donut Day</title>
		<link>http://business.time.com/2013/06/07/free-donuts-everything-you-need-to-know-to-celebrate-national-donut-day/</link>
		<comments>http://business.time.com/2013/06/07/free-donuts-everything-you-need-to-know-to-celebrate-national-donut-day/#comments</comments>
		<pubDate>Fri, 07 Jun 2013 12:26:48 +0000</pubDate>
		<dc:creator>Brad Tuttle</dc:creator>
				<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[Food and Beverage Industry]]></category>
		<category><![CDATA[Saving]]></category>
		<category><![CDATA[Saving & Spending]]></category>
		<category><![CDATA[Smart Spending]]></category>
		<category><![CDATA[deals]]></category>
		<category><![CDATA[donuts]]></category>
		<category><![CDATA[doughnuts]]></category>
		<category><![CDATA[Dunkin]]></category>
		<category><![CDATA[free donuts]]></category>
		<category><![CDATA[free doughnuts]]></category>
		<category><![CDATA[freebies]]></category>
		<category><![CDATA[Krispy Kreme]]></category>
		<category><![CDATA[National Donut Day]]></category>
		<category><![CDATA[National Doughnut Day]]></category>
		<category><![CDATA[Tastykake]]></category>
		<category><![CDATA[Winn Dixie]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81480</guid>
		<description><![CDATA[National Donut Day falls on the first Friday of June—this year it&#8217;s today, June 7. But considering what the day is best known for—free donuts—perhaps it&#8217;s time to go ahead and change the name of &#8220;holiday&#8221; to Free Donut Day. Joining in the National Donut Day celebration this year—and doling out free treats—are the following: Dunkin&#8217; Donuts: One free donut of your choice with the purchase of any beverage, all day on June 7. Krispy Kreme: The link lists participating locations in the U.S. and Canada giving out free donuts today—no purchase necessary. (MORE: Summer of 2013 Must-Taste Fast Food List: The Top Ten) Tastykake: The first 5,000 fans who like the brand on Facebook get a coupon good for a free Tastykake donut product, redeemable now through June 14. Winn Dixie: The supermarket chain is handing out free jumbo doughnut holes to customers at locations in Florida.<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81480&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
		<wfw:commentRss>http://business.time.com/2013/06/07/free-donuts-everything-you-need-to-know-to-celebrate-national-donut-day/feed/</wfw:commentRss>
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	<primary_category>Saving</primary_category><primary_category_link>http://business.time.com/category/saving-saving-spending/</primary_category_link>
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			<media:title type="html">bradtuttle</media:title>
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		<title>The Straight Poop on Dollar Shave Club&#8217;s Wet Wipes For Guys</title>
		<link>http://business.time.com/2013/06/06/the-straight-poop-on-dollar-shave-clubs-wet-wipes-for-guys/</link>
		<comments>http://business.time.com/2013/06/06/the-straight-poop-on-dollar-shave-clubs-wet-wipes-for-guys/#comments</comments>
		<pubDate>Thu, 06 Jun 2013 14:00:47 +0000</pubDate>
		<dc:creator>Martha C. White</dc:creator>
				<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[Retail]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=81358</guid>
		<description><![CDATA[The Dollar Shave Club guys are back, and this time they&#8217;re knocking on the back door. &#8220;I&#8217;m talking about poop,&#8221; CEO Michael Dubin announces in another self-consciously edgy (not to say &#8220;cheeky&#8221;) YouTube video shilling his company&#8217;s newest product: wet wipes for grown men. In the blogosphere, the question of whether or not adults should use what are essentially baby wipes in conjunction with toilet paper has grown nearly as contentious as the debate over the &#8220;right&#8221; way to hang toilet paper. Do we need both products for good hygiene? Or is this just another case of Madison Avenue exploiting our bodily insecurities? Who really cleans up here: wipers, or the companies making the wipes? If you&#8217;ve never thought about what you flush beyond one-ply versus two-ply, you might be surprised to find out wet wipes for adults in general and men in particular is a growing category. Market research firm Smithers Apex estimates that the global market for consumer wipes will grow by a little over 5% a year, becoming a $12.6 billion industry by 2017. (This category also includes baby wipes, along with wipes you wouldn&#8217;t want to put anywhere near your sensitive parts, like bleach-soaked wipes for disinfecting your countertop.) And Dubin&#8217;s &#8221;One Wipe Charlies,&#8221; which will sell for $4 for a pack of 40, aren&#8217;t the only product trying to, uh, crack the market. A product called Dude Wipes, individually-wrapped wet wipes targeted at men, won an innovation award at an industry conference, and gender-neutral products from brands like Cottonelle and Charmin have been on store shelves for some time now. But in the U.S., adults associate wipes with babies and toddlers, says Ian Bell, head of tissue and hygiene research at market research firm Euromonitor. (MORE: Does Kmart’s Hilarious New Ad Acknowledge That Kmart Stores Are Hopeless?) For the Dollar Shave Club guys, that&#8217;s the bad news. The good news is that this is a potentially big untapped market, and the giants in the industry are eager to grow it because it doesn&#8217;t cannibalize sales of regular TP. &#8220;We found that once<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=81358&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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	<primary_category>Retail</primary_category><primary_category_link>http://business.time.com/category/companies-industries/retail-big-companies/</primary_category_link>
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			<media:title type="html">marthacwhite</media:title>
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