The Best Buy Company had better-than-expected holiday sales, setting off a gain of $2, or 16.4 percent, in its stock price, to $14.21 a share on Friday. The holiday quarter accounted for about a third of Best Buy’s revenue last year. The chain said that revenue at stores open at least a year fell 1.4 percent for the nine weeks ended Jan. 5. The company’s performance in the United States was flat. The chief executive, Hubert Joly, said in a statement that the result was better than the last several quarters. A Morningstar analyst, R. J. Hottovy, said the results showed that some of Best Buy’s initiatives, like more employee training and online price matching helped increase sales.
Business Briefing | Retailing: Best Buy Shares Rally on Improved Holiday Sales
Label: BusinessExtreme Weather Grows in Frequency and Intensity Around World
Label: World
Menahem Kahana/Agence France-Presse — Getty Images
Snow blanketed Jerusalem on Thursday, an example of weather extremes that are growing more frequent and intense. More Photos »
WORCESTER, England — Britons may remember 2012 as the year the weather spun off its rails in a chaotic concoction of drought, deluge and flooding, but the unpredictability of it all turns out to have been all too predictable: Around the world, extreme has become the new commonplace.
Especially lately. China is enduring its coldest winter in nearly 30 years. Brazil is in the grip of a dreadful heat spell. Eastern Russia is so freezing — minus 50 degrees Fahrenheit, and counting — that the traffic lights recently stopped working in the city of Yakutsk.
Bush fires are raging across Australia, fueled by a record-shattering heat wave. Pakistan was inundated by unexpected flooding in September. A vicious storm bringing rain, snow and floods just struck the Middle East. And in the United States, scientists confirmed this week what people could have figured out simply by going outside: last year was the hottest since records began.
“Each year we have extreme weather, but it’s unusual to have so many extreme events around the world at once,” said Omar Baddour, chief of the data management applications division at the World Meteorological Organization, in Geneva. “The heat wave in Australia; the flooding in the U.K., and most recently the flooding and extensive snowstorm in the Middle East — it’s already a big year in terms of extreme weather calamity.”
Such events are increasing in intensity as well as frequency, Mr. Baddour said, a sign that climate change is not just about rising temperatures, but also about intense, unpleasant, anomalous weather of all kinds.
Here in Britain, people are used to thinking of rain as the wallpaper on life’s computer screen — an omnipresent, almost comforting background presence. But even the hardiest citizen was rattled by the near-biblical fierceness of the rains that bucketed down, and the floods that followed, three different times in 2012.
Rescuers plucked people by boat from their swamped homes in St. Asaph, North Wales. Whole areas of the country were cut off when roads and train tracks were inundated at Christmas. In Mevagissey, Cornwall, a pub owner closed his business for good after it flooded 11 times in two months.
It was no anomaly: the floods of 2012 followed the floods of 2007 and also the floods of 2009, which all told have resulted in nearly $6.5 billion in insurance payouts. The Met Office, Britain’s weather service, declared 2012 the wettest year in England, and the second-wettest in Britain as a whole, since records began more than 100 years ago. Four of the five wettest years in the last century have come in the past decade (the fifth was in 1954).
The biggest change, said Charles Powell, a spokesman for the Met Office, is the frequency in Britain of “extreme weather events” — defined as rainfall reaching the top 1 percent of the average amount for that time of year. Fifty years ago, such episodes used to happen every 100 days; now they happen every 70 days, he said.
The same thing is true in Australia, where bush fires are raging across Tasmania and the current heat wave has come after two of the country’s wettest years ever. On Tuesday, Sydney experienced its fifth-hottest day since records began in 1910, with the temperature climbing to 108.1 degrees. The first eight days of 2013 were among the 20 hottest on record.
Every decade since the 1950s has been hotter in Australia than the one before, said Mark Stafford Smith, science director of the Climate Adaptation Flagship at the Commonwealth Scientific and Industrial Research Organization.
To the north, the extremes have swung the other way, with a band of cold settling across Russia and Northern Europe, bringing thick snow and howling winds to Stockholm, Helsinki and Moscow. (Incongruously, there were also severe snowstorms in Sicily and southern Italy for the first time since World War II; in December, tornadoes and waterspouts struck the Italian coast.)
In Siberia, thousands of people were left without heat when natural gas liquefied in its pipes and water mains burst. Officials canceled bus transportation between cities for fear that roadside breakdowns could lead to deaths from exposure, and motorists were advised not to venture far afield except in columns of two or three cars. In Altai, to the east, traffic officials warned drivers not to use poor-quality diesel, saying that it could become viscous in the cold and clog fuel lines.
Meanwhile, China is enduring its worst winter in recent memory, with frigid temperatures recorded in Harbin, in the northeast. In the western region of Xinjiang, more than 1,000 houses collapsed under a relentless onslaught of snow, while in Inner Mongolia, 180,000 livestock froze to death. The cold has wreaked havoc with crops, sending the price of vegetables soaring.
Way down in South America, energy analysts say that Brazil may face electricity rationing for the first time since 2002, as a heat wave and a lack of rain deplete the reservoirs for hydroelectric plants. The summer has been punishingly hot. The temperature in Rio de Janeiro climbed to 109.8 degrees on Dec. 26, the city’s highest temperature since official records began in 1915.
This article has been revised to reflect the following correction:
Correction: January 11, 2013
An earlier version of this article misstated part of the name of the organization for which Omar Baddour works. It is the World Meteorological Organization, not the World Meteorological Association. It also misspelled the name of a location in Cornwall, England. It is Mevagissey, not Megavissey.
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Eager Chudzinski takes over new-look Browns
Label: LifestyleCLEVELAND (AP) — The Browns have always been a part of Rob Chudzinski's life. Now, he's the man in charge.
Chudzinski, who spent the past two seasons as Carolina's offensive coordinator, was introduced as the club's sixth fulltime coach on Friday, a once-in-a-lifetime opportunity for the 44-year-old who as a kid pretended he played tight end for the Browns during games in his backyard in Toledo, Ohio.
"It is a dream come true," Chudzinski said. "I can't wait to get started."
Chudzinski will inherit a young roster he'll try to develop into a contender with the Browns, who have lost at least 11 games in each of the past five seasons and made the playoffs only once since 1999.
Chudzinski previously worked as an assistant with the Browns, most recently as their offensive coordinator in 2008. Although he has no previous head coaching experience, owner Jimmy Haslam and CEO Joe Banner are confident they hired the best possible candidate available to turn their club into a consistent winner.
"I would not miss the chance for the world." Chudzinski said. "We're going to win here."
The Browns hauled their search to find the 14th coach in franchise history to Arizona and back. They talked to high-profile college coaches, NFL assistants and a fired pro coach who took a team to a Super Bowl.
None of them was hired.
Instead, Chudzinski became their pick.
"I believe we came back with the best coach for the Cleveland Browns," said Haslam, who flew to Charlotte, N.C. on Thursday night with Banner to offer Chudzinski the job. "He is one of the brightest young coaches in the business."
Chudzinski's first move will be to hire his staff. He will immediately meet with the assistants currently working for the Browns. Chudzinski would not comment on any possible candidates to become his coordinators. There are reports he is considering former San Diego coach Norv Turner to run his offense. Chudzinski worked for Turner with the Chargers.
"I have a plan in place," he said. "We're going to get a great staff. We have a young group of players. This is going to be about the process. Lots of people are worried about the end result, but this is going to be the right process to get us where we want to be."
Now that they've hired their coach, Haslam and Banner will focus on finding a new general manager to help pick players for Chudzinski, who will be involved in finding the GM.
The new coach — "Chud," as he's known to players and friends — worked with the Browns' tight ends in 2004 and was their offensive coordinator in 2007, when the team won 10 games — their most since an expansion rebirth in 1999. He was released when Romeo Crennel was fired in 2008.
Chudzinski said when he walked off the field after the final game that season he knew he would be coming back to Cleveland "someday, somehow."
Chudzinski replaces Pat Shurmur, another first-time coach when he was hired, who was fired on Dec. 31 after a 5-11 season. For the past two years, Chudzinski has worked with talented Panthers quarterback Cam Newton and resuscitated Carolina's offense, which was one of the league's worst before he arrived.
When Haslam and Banner embarked on their coaching search as 2013 began, the pair vowed they would wait as long as necessary to find "the right coach" for Cleveland. They promised to give their new coach final say over the roster and planned to pair him with an executive to help pick players.
Chudzinski wasn't seen by many as an option.
And then he became the choice.
Haslam said Chudzinski's passion for the Browns was a bonus, but he had all the credentials and characteristics they were looking for in a new coach.
"If Rob was from Plano, Texas, we would have hired him," Haslam said.
Chudzinski said he wants a team that attacks on both sides of the ball. He would not comment on any of Cleveland's players, and sidestepped a question about rookie Brandon Weeden, who had an uneven first season with the Browns.
Chudzinski interviewed with the team on Wednesday, when the club also visited with Cincinnati defensive coordinator Mike Zimmer. Chudzinski appeared to be a long shot for the job, not because he wasn't qualified, but because it was thought Haslam wanted to make a big splash with his first coaching hire.
However, Chudzinski wowed Haslam and Banner during his meeting and the team decided it was time to end its search in its second week. Haslam said 10 minutes into the interview that he nodded at Banner that they had found their man.
In his first season in Carolina, Chudzinski turned Newton, the No. 1 overall draft pick, loose and the Panthers set club records for total yards (6,237) and first downs (345). Carolina also scored 48 touchdowns after getting just 17 in the season before Chudzinski arrived. The Panthers jumped from last in the league in total yardage to seventh, the biggest improvement since 1999.
Haslam pointed out the Panthers scored 88 touchdowns the past two seasons. Cleveland scored 44.
Following last season, Chudzinski interviewed for head coaching jobs with St. Louis, Jacksonville and Tampa Bay before returning to Carolina.
In getting the Browns' job, Chudzinski was picked over Zimmer, Montreal Alouettes coach Marc Trestman, fired Arizona coach Ken Whisenhunt and Cardinals defensive coordinator Ray Horton. Whisenhunt was in Cleveland for a second interview on Thursday, and appeared to be the front-runner. The Browns also were expected to interview Indianapolis offensive coordinator Bruce Arians.
Chudzinski's hiring may have shocked some Cleveland fans, many of whom at fantasies about Nick Saban or Jon Gruden or Kelly brining his supersonic offense to the NFL.
But his selection is in keeping with at least one of Banner's past moves. When he was in Philadelphia's front office, Banner went outside the box and hired Green Bay assistant Andy Reid, a relative unknown who spent 14 seasons with the Eagles.
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The New Old Age Blog: Taking a Zen Approach to Caregiving
Label: HealthYou try to help your elderly father. Irritated and defensive, he snaps at you instead of going along with your suggestion. And you think “this is so unfair” and feel a rising tide of anger.
How to handle situations like this, which arise often and create so much angst for caregivers?
Jennifer Block finds the answer in what she calls “contemplative caregiving” — the application of Buddhist principles to caregiving and the subject of a year-long course that starts at the San Francisco Zen Center in a few weeks.
This approach aims to cultivate compassion, both for older people and the people they depend on, said Ms. Block, 49, a Buddhist chaplain and the course’s lead instructor. She’s also the former director of education at the Zen Hospice project in San Francisco and founder of the Beyond Measure School for Contemplative Care, which is helping develop a new, Zen-inspired senior living community in the area.
I caught up with Ms. Block recently, and what follows is an edited transcript of our conversation.
Let’s start with your experience. Have you been a caregiver?
My experience in caregiving is as a professional providing spiritual care to individuals and families when they are facing and coping with aging and sickness and loss and dying, particularly in hospital and hospice settings.
What kinds of challenges have you witnessed?
People are for the most part unprepared for caregiving. They’re either untrained or unable to trust their own instincts. They lack confidence as well as knowledge. By confidence, I mean understanding and accepting that we don’t know all the answers – what to do, how to fix things.
This past weekend, I was on the phone with a woman who’d brought her mom to live near her in assisted living. The mom had been to the hospital the day before. My conversation with the daughter was about helping her see the truth that her mother needed more care and that was going to change the daughter’s responsibilities and her life. And also, her mother was frail, elderly, and coming nearer to death.
That’s hard, isn’t it?
Yes, because we live in a death-denying society. Also, we live in a fast-paced, demanding world that says don’t sit still — do something. But people receiving care often need most of all for us to spend time with them. When we do that, their mortality and our grief and our helplessness becomes closer to us and more apparent.
How can contemplative caregiving help?
We teach people to cultivate a relationship with aging, sickness and dying. To turn toward it rather than turning away, and to pay close attention. Most people don’t want to do this.
A person needs training to face what is difficult in oneself and in others. There are spiritual muscles we need to develop, just like we develop physical muscles in a gym. Also, the mind needs to be trained to be responsive instead of reactive.
What does that mean?
Here’s an example. Let’s say you’re trying to help your mother, and she says something off-putting to you like “you’ve always been terrible at keeping house. It’s no wonder you lost my pajamas.”
The first thing is to notice your experience. To become aware of that feeling, almost like being slapped emotionally. To notice your chest tightening.
Then I tell people to take a deep breath. And say something to themselves like “soften” to address that tightness. That’s how you can stay facing something uncomfortable rather than turning away.
If I were in this position, I might say something to myself like “hello unhappiness” or “hello suffering” or “hello aging” to tether myself.
The second step would be curiosity about that experience. Like, wow, where do I feel that anger that rose up in me, or that fear? Oh, it’s in my chest. I’m going to feel that, stay with it, investigate it.
Why is that important?
Because as we investigate something we come to understand it. And, paradoxically, when we pay attention to pain it changes. It softens. It moves. It lessens. It deepens. And we get to know it and learn not to be afraid of it or change it or fix it but just come alongside of it.
Over hours, days, months, years, the mind and heart come to know pain. And the response to pain is compassion — the wish for the alleviation of pain.
Let’s go back to what mother said about your housekeeping and the pajamas. Maybe you leave the room for five minutes so you can pay attention to your reaction and remember your training. Then, you can go back in and have a response rather than a reaction. Maybe something like “Mom, I think you’re right. I may not be the world’s best housekeeper. I’m sorry I lost your pajamas. It seems like you’re having a pretty strong response to that, and I’d like to know why it matters so much to you. What’s happening with you today?”
Are other skills important?
Another skill is to become aware of how much we receive as well as give in caregiving. Caregiving can be really gratifying. It’s an expression of our values and identity: the way we want the world to be. So, I try to teach people how this role benefits them. Such as learning what it’s like to be old. Or having a close, intimate relationship with an older parent for the first time in decades. It isn’t necessarily pleasant or easy. But the alternative is missing someone’s final chapter, and that can be a real loss.
What will you do in your course?
We’ll teach the principles of contemplative care and discuss them. We’ll have homework, such as ‘Bring me three examples of someone you were caring for who was caring toward you in return.’ That’s one way of practicing attention. And people will train in meditation.
We’ll also explore our own relationship to aging, sickness, dying and loss. We’ll tell our stories: this is the situation I was in, this is where I felt myself shut down, this was the edge of my comfort or knowledge. And we’ll teach principles from Buddhism. Equanimity. Compassion. Deep inner connectedness.
What can people do on their own?
Mindfulness training is offered in almost every city. That’s one of the core components of this approach.
I think every caregiver needs to have their own caregiver — a therapist or a colleague or a friend, someone who is there for them and with whom they can unburden themselves. I think of caregiving as drawing water from a well. We need to make sure that we have whatever nurtures us, whatever supplies that well. And often, that’s connecting with others.
Are other groups doing this kind of work?
In New York City, the New York Zen Center for Contemplative Care educates the public and professionals about contemplative care. And in New Mexico, the Upaya Zen Center does similar work, much of it centered around death and dying.
People who want to read about this might want to look at a new book of essays, “The Arts of Contemplative Care: Pioneering Voices in Buddhist Chaplaincy and Pastoral Work” (Wisdom Publications, 2012).
DealBook: Client Redemptions Loom for SAC Capital
Label: Business12:46 p.m. | Updated
The hedge fund giant SAC Capital Advisors is steeling itself for a possible wave of withdrawal requests from clients amid the government’s intensifying scrutiny of its trading practices.
Investors have about a month to decide whether to pull out money from SAC, the $14 billion fund owned by the billionaire investor Steven A. Cohen.
While posting one of the best investment track records on Wall Street across two decades, SAC has attracted billions of dollars from pension funds, wealthy families and other money management firms. But since late November, when federal prosecutors brought its latest criminal insider trading charge against a former SAC employee — a case that it calls the most lucrative insider trading scheme ever uncovered — those clients are weighing whether continuing their relationship with the fund is worth the reputational risk.
The fund has a standard quarterly redemption deadline, and the next one will fall on Feb. 15. Already, several of SAC’s clients, including Lyxor Asset Management and Titan Advisors, have notified the fund that they intend to withdraw their money. Others, like Skybridge Capital, have told SAC they will continue to invest with the fund.
Questions remain about the intentions of several of SAC’s well-known clients, including Blackstone Group, one of the world’s largest and most influential allocators to hedge funds. Blackstone has about $550 million invested in SAC, making it one of the fund’s largest outside investors. A Blackstone spokesman declined to comment.
The fund has told its employees that it could face at least $1 billion of withdrawals, according to a report in The Wall Street Journal on Friday. A spokesman for SAC said it was “far too early to speculate about redemptions, and we do not expect redemptions to have a significant impact on our funds.”
Any withdrawals from clients would come after a year of decent performance for SAC. In 2012 the firm returned about 13 percent net of fees, which while slightly underperforming the Standard & Poor’s 500 stock market index, is superior to the results of the average hedge fund.
While a spate of redemptions can have a crippling effect on a hedge fund by forcing it to sell its holdings at unfavorable prices, SAC is more insulated than most of its competitors from the ill effects of client withdrawals. That is because of the $14 billion that SAC manages, only about 40 percent of that comes from outside clients. The rest — a fortune of about $8 billion — belongs to Mr. Cohen and his employees.
Also, SAC has protected itself with a stringent redemption policy. The fund’s clients can redeem only 25 percent of their investment each quarter. So, for example, if a client has $200 million invested with SAC, and asks for its money back by the Feb. 15 deadline, SAC would return $50 million every three months beginning in March. That way, SAC is protected from having a forced liquidation of its investment portfolio.
Still, an investor exodus can have a crippling effect on a hedge fund, often causing it to shut down. Last month, Diamondback Capital Management, another hedge fund that became ensnared in the government’s insider trading investigation, closed after its investors sought to pull out roughly one-quarter of the fund’s assets.
Diamondback’s management decided that the most prudent course of action was to wind down rather than reorganize the firm to manage the reduced amount of money.
Like Diamondback, SAC has become embroiled in the government’s broad crackdown on insider trading at hedge funds. At least seven former SAC traders and analysts have been tied to illegal trading while at the fund. And the Securities and Exchange Commission has warned SAC that it might filed a civil action against the fund for failing to properly supervise its employees.
Mr. Cohen has told his employees that he believes he and his fund have at all times acted appropriately, and that the fund has fully cooperated with the government’s investigation.
In recent weeks, SAC has gone on a charm offensive in an attempt to hold on to clients. The fund has told its investors that they would not be responsible for any penalties incurred as a result of any of the government’s legal inquiry. Instead, SAC has told them, Mr. Cohen and his management company would pick up the costs.
There have also been changes at the fund. SAC last week told its staff that it was closing its office in Chicago, which is home to about a dozen employees. Such a move is not unusual, as the fund has closed offices before, such as San Francisco, where it saw limited opportunities.
A spokesman said it didn’t make sense to have an office in Chicago. SAC has more than 1,000 employees – portfolio managers, analysts, traders, and support staff – in five offices across the globe, with its headquarters in Stamford, Conn.
Though Mr. Cohen has told his friends and employees that he remains committed to managing money for outside clients, he could decide to follow in the footsteps of several fellow billionaire hedge fund managers.
A number of star investors, having already amassed billions in personal wealth, have decided to get out of the business of managing other people’s money. In recent years, for example, both George Soros and his onetime protégé, Stanley Druckenmiller, returned money to clients and set up so-called family offices to manage their own fortunes.
Would-Be Inauguration in Venezuela for Chávez
Label: WorldThe People’s Love for Chávez Continues:
While Venezuelan President Hugo Chávez lies ill in Cuba, his many fans still flock to the streets at home in support. A recent rally shows Mr. Chávez has established a celebrated and enduring persona.
CARACAS, Venezuela — President Hugo Chávez’s supporters have not ruled out swearing him in from his hospital in Havana. His detractors are calling for government investigators to go check his pulse themselves. The justices whom Mr. Chávez’s allies have named to the Supreme Court have decided that he can continue to govern in absentia.
In a country that Mr. Chávez has dominated for so long, his health crisis and the decision to proceed on Thursday with a quasi-presidential inauguration that he is unable to attend are producing a stream of bizarre developments and national angst about who is in charge.
“Who’s governing Venezuela?” Julio Borges, an opposition member of the National Assembly, said during a noisy legislative debate this week on the biggest issue facing the country, overshadowing other urgent matters like pressures for a painful currency devaluation, stagnant oil production and chronic shortages of food and other staples on store shelves.
Mr. Chávez has long said, “I am the people,” a mantra that his supporters are invoking as they plan to don the sash the president would have worn had he been able to attend his inauguration, symbolically becoming presidents themselves.
“Anyone who has a sash, bring it along, because tomorrow the people will be invested as president of the republic, because the people are Chávez,” Diosdado Cabello, the president of the National Assembly, said Wednesday. “All of us here are Chávez, the people in the street are Chávez, the lady who cooks is Chávez, the comrade who works as a watchman is Chávez, the soldier is Chávez, the woman is Chávez, the farmer is Chávez, the worker is Chávez; we’re all Chávez.”
To no one’s surprise, the Supreme Court, full of Chávez loyalists, ruled on the eve of the ceremony that Mr. Chávez’s inauguration could be postponed and that his team of advisers could smoothly move, in his absence, from one term to the next.
The court declined to set a time limit for the swearing in, raising the possibility that the country’s deepening uncertainty could go on for weeks or months. And it did nothing to clear up the stubborn mystery of the president’s condition.
Luisa Estella Morales, the president of the Supreme Court, said Wednesday at a news conference that there was no need at this time for a delegation to go to Cuba and report back on the condition of Mr. Chávez, 58. Asked if the swearing in could occur in Havana, she said the time and place of the ceremony had not been determined.
Ms. Morales said the Supreme Court’s ruling was meant to uphold the results of October’s presidential election.
“It’s one of the most important values that we should preserve as a constitutional court,” Ms. Morales said. “The sovereign Venezuelan people have expressed through their vote their desire to continue being governed by President Hugo Rafael Chávez Frías.”
The government has been opaque for months, acknowledging that he suffered from a relapse of cancer in the pelvic area, but not specifying the type of cancer or detailing his prognosis.
The lack of information has left Venezuela tied in knots. Mr. Chávez has loomed so large for so long — with speeches that have lasted for hours, frequent Twitter posts and his outsized singing, ranting, poetry-reciting and foe-bashing personality — that his sudden silence has created a sizable vacuum.
“We don’t have a president,” lamented Estela Martínez, 63, a nurse who has supported Mr. Chávez throughout his 14 years in office. She said she was afraid that the public was not getting the full truth about the president’s condition and that there was far more shouting than clarity from political leaders. “Someone has to take the reins of the country.”
Henrique Capriles Radonski, the opposition candidate who lost to Mr. Chávez in October, criticized the Supreme Court’s decision endorsing a delay in the inauguration. “Institutions should not respond to the interests of a government,” he said.
The State Department in Washington, which has been cautious about getting involved in the contentious political back-and-forth, said Wednesday that it would be eager to improve relations with Venezuela, which have long been strained.
Jaguars fire Mularkey after team's worst season
Label: LifestyleJACKSONVILLE, Fla. (AP) — The Jacksonville Jaguars fired coach Mike Mularkey on Thursday after just one season, the worst in franchise history.
New general manager David Caldwell made the announcement two days after he was hired, giving him a clean slate heading into 2013. Caldwell said he wants to immediately explore every avenue possible to turn the Jaguars around.
"For that to happen as seamlessly as we want, and as quickly as our fans deserve, I feel it is in everyone's best interests for an immediate and clean restart," Caldwell said.
Mularkey, who went 2-14 this season, became the eighth head coach fired since the end of the regular season. He looked like he would be one and done when owner Shad Khan parted ways with general manager Gene Smith last week and gave Mularkey's assistants permission to seek other jobs. Even though Khan ultimately hired Mularkey, Smith directed the coaching search last January that started and ended with the former Atlanta Falcons offensive coordinator.
"Mike Mularkey is leaving our organization with my utmost respect," Khan said. "Mike gave the Jaguars everything he had on and off the field, and his efforts as our head coach will always be appreciated."
Mularkey's brief tenure — he didn't even last a year — was filled with mistakes. His biggest one may have been his loyalty to Smith, who assembled a roster that lacked talent on both sides of the ball.
Mularkey probably stuck with Smith's franchise quarterback, Blaine Gabbert, longer than he should have. And the coach's insistence that the team was closer than outsiders thought and his strong stance that he had the roster to turn things around became comical as the losses mounted. The Jaguars lost eight games by at least 16 points, a staggering number of lopsided losses in a parity-filled league.
Mularkey would have been better served had he said publicly what he voiced privately: that the Jaguars didn't have enough playmakers or a starting-caliber quarterback.
Instead, he never conceded that Jacksonville was a rebuilding project that needed time.
Mularkey signed a three-year contract on Jan. 11, 2012, getting a second chance to be a head coach six years after resigning with the Buffalo Bills.
His return was shaky from the start.
His best player, running back Maurice Jones-Drew, skipped offseason workouts as well as training camp and the preseason in a contract dispute. His first draft pick, receiver Justin Blackmon, was arrested and charged with aggravated DUI in June. And his team was riddled with injuries, including key ones to linebacker Daryl Smith and Jones-Drew.
Even things he had control over went awry.
He had to backtrack after saying Chad Henne would compete with Gabbert for the starting job in March. He created a stir by threatening to fine players up to $10,000 for discussing injuries. He initially played rookie receiver Kevin Elliott over Cecil Shorts III early on. And he really irked some players with tough, padded practices late in a lost season.
Throw in the way he handled injuries to receiver Laurent Robinson (four concussions before going on IR) and Jones-Drew (admittedly should have had foot surgery sooner), and there were reasons to doubt whether Mularkey was cut out to be a head coach. Dating back to his final season in Buffalo, Mularkey has lost 20 of his last 23 games.
Nonetheless, if Khan really wanted to fire Mularkey, he would have done after the season finale along with Smith.
So this was Caldwell's call.
Caldwell and Mularkey spent four years together in Atlanta, getting to know each other well enough that Caldwell didn't need a sit down with Mularkey after he got the GM job Tuesday.
Caldwell and Khan have a news conference scheduled for Thursday afternoon.
Potential replacements for Mularkey include former Chicago Bears coach Lovie Smith, Indianapolis Colts offensive coordinator Bruce Arians, St. Louis Rams offensive coordinator Brian Schottenheimer and San Francisco 49ers offensive coordinator Greg Roman.
Schottenheimer was up for the Jacksonville job last season, and Roman has been linked to the Jaguars since Caldwell became the leading candidate to replace Smith.
Roman and Caldwell were teammates and roommates in the 1990's while attending John Carroll University.
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F.D.A. Requires Cuts to Dosages of Ambien and Other Sleep Drugs
Label: Health
The Food and Drug Administration announced on Thursday that it was requiring manufacturers of popular sleeping pills like Ambien and Zolpimist to cut their recommended dosage in half for women, after laboratory studies showed that they can leave people still sleepy in the morning and at risk for accidents.
The agency issued the requirement for drugs containing the active ingredient zolpidem, by far the most widely used sleep aid. Using lower doses means less of the drug will remain in the blood in the morning hours, and leave people who take it less exposed to the risk of impairment while driving to work.
Women eliminate zolpidem from their bodies more slowly than men and the agency told manufacturers that the recommended dosage for women should be lowered to 5 milligrams from 10 milligrams for immediate-release products like Ambien, Edluar and Zolpimist. Dosages for extended-release products should be lowered to 6.25 milligrams from 12.5, the agency said. The agency also recommended lowering dosages for men.
An estimated 10 to 15 percent of women will have a level of zolpidem in their blood that impairs driving eight hours after taking the pill, while only about 3 percent of men do, said Dr. Robert Temple, deputy director for clinical science in the F.D.A.'s Center for Drug Evaluation and Research.
Doctors will still be told that they can prescribe the higher dosage if the lower one does not work, Dr. Temple said.
“Most people thought that by the morning it is gone,” he said. “What we’re reminding people is that is sort of true, but that in some women who take a full 10 milligram dose, and in a lot of people who take the control release dose, it is not entirely true. Some people will be impaired in the morning.”
Nokia Sees Results From New Smartphone Line
Label: Business
BERLIN — Nokia said Thursday that its struggling mobile phone business was showing signs of a rebound, turning a profit in the fourth quarter fueled by sales of its Lumia smartphones that use Microsoft software.
Stephen Elop, the Nokia chief executive, said sales of smartphones and more basic cellphones, as well as profitability at the Nokia Siemens network-equipment venture, all came in better than expected during the three months through December.
“While we definitely experienced some tough challenges in the first half of 2012, we are managing through these issues,” Mr. Elop said in a conference call with journalists.
Nokia has amassed nearly €5 billion, or $6.5 billion, in losses since Mr. Elop, a former Microsoft executive, announced plans to phase out Nokia phones that used its own Symbian operating system for the Lumia line, which uses the Windows Phone 8 software, in February 2011.
Sales of Lumia phones increased only modestly during the early part of 2012, raising concern that the company’s turnaround strategy, marked by cost cutting and the sale of subsidiary businesses, would not be enough to save the former market leader.
But in the fourth quarter, amid heavy television and print ad spending in Europe and North America, Nokia said it sold 4.4 million Lumia phones, up from 2.9 million in the third quarter.
The company said revenue from the sale of 86.3 million mobile phones of all kinds amounted to €3.9 billion in the quarter, without providing comparative figures.
The company’s shares surged as much as 16 percent in Helsinki on the news.
In a statement, Nokia said that it expected operating profit at its devices and services business, which makes up about half of its total sales, to break even or generate a profit of as much as 2 percent of sales in the fourth quarter. In October, Nokia had told investors that it expected the business to make an operating loss of as much as 10 percent of sales.
But sales of its Lumia smartphone and Asha feature phones rose more than expected. Also, Nokia Siemens, its network gear venture, will report an operating profit of 13 percent to 15 percent of sales in the fourth quarter, compared with an expected range of 4 percent to 12 percent.
Looking ahead, Nokia said it expected to return to an operating loss of 2 percent of sales in the first quarter amid the post-holiday buying lull and harsh competition. But the results for the coming three months could vary widely, Nokia warned, from an even bigger 6 percent operating loss to a 2 percent operating profit.
Pete Cunningham, an analyst at Canalys, a research firm in Reading, England, said Nokia’s improving financial position was a positive step. But the company, which ceded its market leadership to Samsung and Apple, is not out of the woods yet.
“On face value, this is a positive for Nokia,” Mr. Cunningham said. “But 2013 could still turn out to be another very difficult year for Nokia. It is way too premature to say that the company has made a turnaround.”
Mr. Cunningham said he used the Lumia 920, Nokia’s newest smartphone, during the Christmas holidays and liked the experience.
“But the more I used the phone, the more apparent it became to me that there are big gaps between Lumia and its competitors in terms of the functionality and usability of its apps,” Mr. Cunningham said. “I still think there is a lot of work to be done on Lumia.”
Mr. Elop said Nokia would continue to innovate to close the gap with competitors. The big issues that Nokia faces, he said, are “managing efficiently, building great products and changing the way we operate. We’re beginning to see that happen.”
Nokia’s shares closed up nearly 13 percent at €3.39 in Helsinki trading.
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