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Platinum Card and Text Alert, via Pawnshop

Linda Ballard, 61, uses the word “love” to describe her banking relationship, lauding the ease of cashing her bimonthly paycheck, the convenience of text alerts about her balance and the features on the platinum card that she was upgraded to in July.

But she is not getting all this from a bank. She is getting this array of services from a pawnshop â€" part of an industry that has long had a reputation of taking advantage of vulnerable customers handing over prized possessions in exchange for cash.

As banks zero in on more affluent customers who promise twice the revenue of their lower-income counterparts, close branches in poor areas and remain stingy with credit, pawnshops are revamping their image and stepping into the void to offer financial services.

“The way the banks have tightened up so much on making small loans and making equity loans, we’ve kind of evolved into, I like to call it the poor man’s bank,” said Robbie Whitten, chief executive of Money Mizer Pawn and Jewelry of Columbus, Ga.

There are, however, plenty of potential drawbacks, consumer advocates say.

Some loans from pawnshops can come with interest rates as high as 25 percent. And fringe financial operations, the consumer advocates say, can imperil lower-income customers’ ability to save for the future. Without a traditional checking or savings account, borrowers often pay more for basic financial transactions like cashing checks, paying bills and wiring money, financial counselors say. And because pawnshops do not seek or report matters affecting credit scores, pawnshop banking makes it hard for customers to build credit history.

“Consumers need to be aware that the products don’t always carry the same protections as those you would get from a bank,” said Tom Feltner, director of financial services at the Consumer Federation of America.

How fast the pawnshop industry is growing is unclear, but the industry association estimates there were 10,000 pawnshops in early 2012, the latest figures available, compared with about 6,400 in 2007. That expansion is, in part, fed by the rising number of Americans whose tarnished credit effectively bars them from the mainstream financial system. The growth has attracted the attention of the Consumer Financial Protection Bureau, a recently formed regulator that has been scrutinizing pawnshops, along with other nonbank lenders like payday loan operators.

EZCorp, a publicly traded operator of pawnshops, reported that total loan balances swelled 22 percent to $44 million in its most recent quarter.

Another publicly traded lender, Cash America International, told investors in June that the company’s fortunes were growing as more “traditional consumer lenders are exiting the market.”

As a result, pawnshops are offering services like check cashing, Western Union money transfers, bill payment and prepaid cards to customers who are “getting forgotten in the banking system,” said Jerry Whitehead of the Pawnshop Consulting Group.

The services are not, generally, big moneymakers for the shops. The main attraction is that they bring in traffic, and many of those shoppers go on to buy items from the pawnshop or to take out a pawn loan themselves â€" and that is where the stores make their money.

The basic business of pawnshops is, of course, a financial service. If a man walks in and hands over, say, a watch, the shop will lend him money based on a percentage of the item’s value. The customer has a set period of time to pay that back, usually one to four months. If he pays it back in time, and pays the interest, he gets the item back. If he does not, the pawnshop sells the item.

Pawn loans are so profitable simply because of the high interest rates pawnshops can charge. Interest rates vary by state and range from 2.5 percent to 25 percent a month, the industry group the National Pawnbrokers Association estimates. So a 30-day loan on a $150 item would give a pawnshop a profit of up to $37.50, while a four-month loan could mean a profit of $150. Pawnshops may also charge fees for things like storage and lost tickets.

Yet for many customers who have been denied credit because of checkered financial histories, an instant loan from a pawnshop can feel like something of a miracle â€" at least at first â€" consumer advocates say.

But the high interest rates can plunge borrowers already on precarious financial footing deeper into debt, consumer advocates say.

Emmett Murphy, a spokesman for the pawnbrokers’ association, said about 85 percent of loans were paid off, and pawnbrokers would much rather see a loan repaid than deal with selling a pawned item.

La Familia Pawn and Jewelry, a chain based in Winter Park, Fla., that focuses on Hispanic customers, began offering bill-paying services this summer and will add Western Union and prepaid debit cards soon, mostly because customers wanted convenience, said its chief financial officer, Woody Whitcomb.

“Some customers actually asked if we could be their bank, which we can’t, because we’re not licensed to take deposits,” Mr. Whitcomb said.

La Familia charges $1.50 for each bill paid and uses the standard Western Union rates, but the point is to get customers using its much more profitable pawn loans.

“The pawn business will always be our bread and butter,” he said, “but if we can give customers other reasons to come into our stores, that will increase traffic.”

David Sanchez, 38, who lives in Hanes City, Fla., says he uses his local La Familia shop as “an interim banking system.” For money between paychecks, he regularly pawns a gold chain in return for a $100 loan for 30 days, with a $25 fee at the end â€" even though he has a checking account and a credit card. Now, he is paying bills and cashing checks at La Familia. “I really do not go into my bank,” Mr. Sanchez said.

Pawn America, a Minnesota chain, has gone a step further in emulating banks: building financial centers with a separate entry that abut most of its pawnshops. Go in one way, and you can hock your ring. Enter the adjoining room, and you see “nice, private teller windows, and that’s our financial center. You’re going to be served by somebody wearing a white shirt, a tie, very professional,” said Chuck Armstrong, chief legislative officer.

And its services look awfully similar. Under its Payday America operation, customers can get a one-year line of credit of up to $1,000 without putting down an item. And this year, it introduced a platinum version of its prepaid debit card with express-lane checkout, 5 percent cash back on purchases or 5 percent extra on loans, and free check cashing.

Ms. Ballard, of St. Paul, is a Pawn America customer who received the platinum card in July. She said she was initially wary of the industry.

“The first time I went to a pawnshop, I looked around to see who was looking at me go in,” she said. Now, though, despite her bank checking account, she cashes her paychecks at Pawn America rather than using direct deposit. And she loves her new platinum card.

She has other financial products, she said, and, “I would give them all up but that one.”



Amgen Said to Be Near a Deal to Buy Onyx

Amgen is near a deal to buy Onyx Pharmaceuticals, a maker of cancer-fighting drugs, for about $125 a share, people briefed on the matter said on Saturday.

A deal â€" which would be worth more than $10 billion â€" could be announced as soon as Monday, though these people cautioned that talks are ongoing and could still fall apart.

If a transaction is completed, Amgen will have emerged victorious from a contest that it kicked off. In June, the biotech giant made an unsolicited bid for Onyx valued at $120 a share, about 38 percent higher than the target company’s price at the time.

But Onyx rebuffed the approach and hired the investment bank Centerview Partners to run a sales process. A number of drug makers had expressed interest, including Pfizer and Novartis, but analysts considered Amgen as perhaps the most likely buyer.

Behind the attraction of Onyx is the company’s cancer drugs, two of which won approval last year. The crown jewel is Kyprolis, a drug for multiple myeloma that was approved last July and which Onyx fully owns.

Several analysts expect sales of Kyprolis to reach $2 billion a year, providing a tremendous boost for Onyx’s growth. The company reported $362.2 million in revenue in 2012, mostly from its share of the proceeds from the drugs it shares with Bayer.

A brief hiccup in the discussions emerged last week when Amgen demanded to see more clinical trial data for Kyprolis, people briefed on the discussions have said. Amgen sought to lower its bid price below $130 a share because of the dispute.

Shares of Onyx closed on Friday at $116.96.



How Ballmer Missed the Tidal Shifts in Tech

By now, you’ve probably heard: Steven A. Ballmer will soon be stepping down as chief executive of Microsoft.

It’s supposedly a voluntary retirement, but that holds about as much credibility as a public official’s leaving a job “to spend more time with family.” Microsoft has been flailing, and many prominent voices have been calling for Mr. Ballmer to step aside.

Many of the factors in his departure â€" stock price, internal politics, shareholder pressure, public relations â€" aren’t my area of expertise. I’m a tech critic, a reviewer of products. But even from my particular angle of examination, Mr. Ballmer’s time as the head of Microsoft has been baffling.

He completely missed the importance of the touch-screen phone. (“There is no chance that the iPhone is going to get any significant market share,” he said in 2007.) He missed the importance of the tablet, too. Yes, Microsoft now sells attractive phones and tablets, but they came years too late. They have minuscule market share and little influence.

It doesn’t take a psychologist to understand why Microsoft missed these tidal shifts: It’s always been a PC company. It helped to create the PC revolution, its bread and butter was the PC â€" and so of course the company kept insisting that the PC was the future.

It would have taken an exceptional thinker, an out-of-the-box visionary, to admit that the company’s foundation was crumbling. Mr. Ballmer wasn’t that guy.

Indeed, his instinct to cling to the past is also responsible for the train wreck that is Windows 8. Under Mr. Ballmer, Microsoft created an elegant, clean, easy-to-use, unnamed new operating system that I call TileWorld; it’s the touch-screen face of Windows.

But Mr. Ballmer and his team lacked the courage to break completely with the increasingly complex, bloated desktop version of Windows. So they created Windows 8 simply by grafting TileWorld onto the old desktop Windows. The result is exactly twice as complicated as before, because now you have twice as much to learn.

As I wrote in my review:

“You have what feels like two different Web browsers, each with different designs and conventions. In TileWorld, the address bar is at the bottom; in Desktop Windows, it’s at the top. In the desktop version, your bookmarks appear as a Favorites list; in TileWorld, they’re horizontally scrolling icons. TileWorld has no History list at all (only autocomplete for recently visited sites).

“Settings are now in three different places. In TileWorld, basic settings like brightness and volume are accessible from the panel that appears when you swipe in from the right. A second set of settings appears when you tap Change PC Settings on that panel. A third, more complete set still resides in the Control Panel back in Desktop Windows.”

How could Microsoft not see that this was a design disaster?

Windows 8 computers haven’t sold well; Microsoft’s Surface tablets have bombed; Windows Phone has about 4 percent market share. The dawn of the touch-screen-PC era that Microsoft predicted hasn’t come to pass, either. And PC sales, all over the world, are way down. That may be partly because of the phone-and-tablet revolution â€" but the Windows 8 mess certainly didn’t help.

In some ways, Microsoft has been frozen in time since Mr. Ballmer took the helm 13 years ago. It’s still raking in money from its big three cash cows: Office, Windows and XBox. Even if it did nothing but rearrange the toolbars in each year’s new versions, they’d still sell.

But most of Mr. Ballmer’s initiatives haven’t fallen on fertile ground.

As the New York Times article about Mr. Ballmer’s resignation makes clear, it won’t be easy for his successor, whoever that turns out to be. Microsoft is a sprawling empire without a particularly clear vision, other than, “Keep Windows, Office and XBox alive.”

But here’s hoping that whoever takes his place will have the courage to break with the past, to make the big changes that Microsoft would need to become a tech leader again. Right now, the company’s ship is chained to the traditional PC â€" and it’s turning out to be a very heavy anchor.