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Healthcare is both the largest (17 + percent) and the most rapidly growing (three plus times the consumer product index (measure of inflation) and half a percent of gross domestic product each year) segment of the US economy. The purpose of this paper is to focus on outcome successes that illustrate application of a previously reported health equation. The health equation allows an organized and more transparent assessment of healthcare outcomes.

The approach includes “end use/least cost” techniques that identifies healthful care as a big unmet need (BUN) and equally attractive business opportunity in identifying health promotion that improves outcome at lower net costs.

Opportunity exists to reduce costs while also reducing adverse events, healthcare morbidity and morality. Transparency is essential to find what works more effectively to yield desired outcomes. Metrics and measures, particularly more precise tools to assess true outcome in promoting health or managing ill health, are given priority as they allow quantified and, often econometric, outcome opportunities in the midst of current uncertainties.

This paper is for consumers and businesses, managers and administrators, professionals and allied health professionals. The successes described herein illustrate fundamental opportunities driving change and innovation within healthcare and in our society.

Attention is called to opportunity areas that can fund out of savings the transition from the authors' current “sickness care” system to a healthful care, proactive prevention approach to delivering care. Novel application of transparency and end use/least cost can help guide choices to achieve healthier outcomes.

This article aims to present an equation of health to allow measurement and more precise comparison of what is more or less effective in promoting health or managing ill health. It builds upon and extends a prior report (JMD, Volume 25 Number 10, 2006, pp. 981‐995).

Applying basic scientific methods and empiric observations, the equation proposed in this article is a state of the current science. Such an equation allows for more systematic and predictive comparison of health initiatives.

The pace of scientific progress is outstripping our institutional adaptive response mechanisms. An approach to the causes of ill health appears more promising than re‐configuration of current disease reactive, symptom treatment care. This paper starts from first principles and builds a model that results in an equation of health.

Refinement of the model and replication by others are needed to fully determine the predictive value of this approach.

The opportunity to reduce costs while also reducing adverse events, healthcare morbidity and morality.

This article calls attention to areas of opportunity to fund out of savings the transition from our current “sick care” system to a health promotion/proactive prevention approach to caring.

Healthcare is an ever‐growing segment of the American economy. Transparency facilitates better decision‐making and better outcomes measures. The purpose of this paper is to present the human and economic results of increasing transparency.

The ASIMP Working Group on Healthcare Transparency represents a diverse yet conscilient group of practitioners, researchers, regulators, economists, and academics. Given the need for re‐envisioning healthcare to include more accountability, evidence of efficacy and transparency, this integrative medicine (ASIMP) working group is suitable to address the above purpose.

Substantial opportunity exists to reduce morbidity and mortality, suffering and excess death, unnecessary costs and risks. Greater transparency facilitates the transition to safer, more effective, more humane healthcare.

This paper starts from a need to improve clinical outcomes and value for resources devoted. Best efforts of a national working group are presented. The implications of the report, when tested, will determine the enduring value of this work.

Consumers and business, administrators and practitioners can improve care at lower cost by increasing transparency. This will accelerate the diffusion of effective approaches that are not yet in widespread use despite replication of efficacy.

This is the first time an integrative approach has been compared with conventional healthcare models, particularly with regard to the role of transparency in healthcare management.

The brief announcement that the Government had accepted that there should be regulations on open date marking of food, to come into effect in 1975, will come as no surprise. It is a timely reminder of what public pressure can achieve these days; how sustained advocacy and publicity by interested sectors of society—magistrates, local authorities, public health workers, consumer groups—can secure legislative changes which, in this case, run counter to trade opinions and the recommendation originally made by the Food Standards Committee that such a proposal was not practical and the existing law was an adequate protection. This was stated in the FSC Report on Food Labelling of 1964, although there was no indication of the evidence reviewed or that the subject had been considered very deeply; it was, after all, only a small fraction of the problem of food labelling control. It was also stated in this Report that in certain cases, date‐stamping of food could give to purchasers a false sense of security, “not justified by the conditions under which the food has been kept since manufacture”.

One of the arguments used against British entry to the EEC was the loss of sovereignty; that Parliament would not be able to fully control all the statutory measures which would be applied to the people. EEC regulations apply without implementation by national governments, but since member‐states, through their representatives on Council and Commission, have participated, it is considered that national governments have in effect enacted them. EEC Directives as the name implies requires national governments to apply the provisions of the EEC measure; transitional exemptions up to five years are usually included for individual provisions, where internal adjustment is required. MAFF food regulations, implementing EEC Directives, have been made after this pattern for a number of food additives. The statutory measures are unlikely to present any greater difficulties than usual, but in interpretation, courts in this country have to consider EEC law above that of English and Scottish courts. The Court at Luxemburg exists mainly for interpretation, but courts and litigants have been advised against reference owing to the lengthy delays and the high court or court of sessions should make is interpretation based on EEC law.

Provides an overview of R. J. Reynolds in the 1980s, examines the company's competitive position within the tobacco industry, and describes the problems it faced in governance, leadership, and product development.

To understand the market position of R. J. Reynolds in 1990 and recognize the challenges facing the company in light of its recent history.

To recapture lost market share, tobacco giant R. J. Reynolds (RJR) developed Uptown, the first cigarette brand created and targeted specifically at a minority group—in this case, African-Americans. RJR planned to launch a six-month test market in Philadelphia in February 1990, which coincided with national Black History Month. The launch generated grassroots opposition from the black community in Philadelphia, which became intent on ensuring there was “No Uptown in our town or any town.”

After analyzing the case, students should be able to:

• Identify some of the complex issues surrounding targeting specific populations

• Recognize the importance of understanding cultural context

• Recognize the limits of profit-based decision-making

Identify some of the complex issues surrounding targeting specific populations

Recognize the importance of understanding cultural context

Recognize the limits of profit-based decision-making

This chapter explores the attributes that made Mary Kay Ash a global success – attributes that helped her build a global cosmetics empire at a time when strong, successful female entrepreneurs were almost unheard of. Mary Kay’s can-do spirit led her to create a company that enriched – and continues to enrich – millions of women’s lives around the globe. Her example, her teachings, her legacy live on today, and that legacy has inspired countless entrepreneurs, leaders, and business students. The qualities she exhibited remain an important part of Mary Kay’s legacy: imagination, passion, determination, integrity, courage, and compassion. Although those qualities were innate in Mary Kay, they resonate today as guidelines for others to follow in shaping their own careers – or their own empires. Mary Kay’s path was never easy, but she met every challenge she faced with grit and determination. Because she shaped her own path against all odds in a way that was uniquely her own, those who study her methods today can benefit from the examples she set, and her footsteps can lead others on their way to a rich, rewarding future.