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Chrysler's sales are dropping the fastest of all the car companies . April 2009 sales dropped 24% from March 2009. Ford sales are doing better than Toyota, as they declined in April over same month prior year by 32%, compared to 42% for Toyota. It appears that the Buy American factor may be helping Ford Motor more than the other American car companies, and that Chrysler also suffers from the lack of new models with new technology and investment in new features. At GM the situation is better at Chevrolet, Buick, Cadillac and GMC, where sales in April 2009 declined by 29%, over same month prior year, which compares with a 55% decline in sales, of Pontiac, Hummer, Saab, and Saturn brands which are likely to be dropped. See the related link on same day on steep fall in Chrysler sales.

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Keith Bradsher visits Guangzhou, China, just as prime minister Wen Jiabao tells the National People's Congress that China is changing its priorities from high growth to sustainable development. As recently as 2007 GDP growth reached 14%! The minimum wage is expected to rise 13% each year under the five year plan. Even with the increase in wages owning an apartment is unaffordable in Guangzhou- a 1000 square feet apartment costs upward of $300,000, showing the extent to which the bubble in real estate prices affects young people who cannot afford to own an apartment. A new graduate with marketable skills such as computer engineering makes about $6000 a year, putting owning an apartmet beyond reach. Another change he notices today is that during visits to construction sites he does not see flood lit sites at night. This used to be the case because builders were scrambling to build. With government policies discouraging the property bubble there is no longer a need for work at night. The focus now has shifted to build low income housing....

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The Putin administration in Russia has set a goal for 2.5% GDP growth for 2013. The figures for the first 5 months of 2013 show growth at 1.8%. Russian president Putin told the St. Petersburg Economic Forum that central bank policies will continue inflation targeting. Putin's economic aide Ms. Elvira Nabiullina will become the new head of the central bank in July 2013. David Lipton, deputy head of the IMF told the forum the IMF assessment is that there is no slack in the Russian economy. Putin announced $13.6 billion in infrastructure investment for rail and road links, and liberalization of gas export rules, and improvements in the judicial system.

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The appreciation of the U.S. dollar and depreciating currencies in Africa in 2015 makes it costlier to import manufactured goods to African countries. Quality Supermarkets in Kampala, Uganda, struggles to fill its shelves with imported packaged foods and manufactured goods. The lack of financing for $30 million in crude supplies leads to the closure of a refinery in Lusaka, Zambia, and long lines at gas stations. The Zambian currency kwacha has depreciated by 17% against the U.S. dollar in 2015. Uganda's currency the shilling, Angola's currency the kwanza, and Nigeria's currency the Naira, all depreciated in 2015. This means larger trade deficits to finance consumer imports or upgrade infrastructure. In Uganda this means delays in upgrades to power lines and transformers. In oil producing countries such as Angola and Nigeria, and oil producers at the early stage such as Uganda and Ghana, there is a double whammy with lower oil prices leading to lower revenues to finance costlier imports. This is likely to slow growth in Africa from about 5% in recent years to 3.7%, according to Capital Economics forecast. Countries in Africa that import oil will see lower import bill for oil, but that benefit eroded by a depreciating currency. South Africa sees benefit of lower oil prices offset by lower revenues from commodity exports of iron ore, and the higher cost of imports with a depreciating currency. ...

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As the U.S. population ages and grows at a slower pace the demand for automobiles is likely to peak in 2013-2014, and moderate in subsequent years. Automakers need to be vigilant about adding manufacturing capacity to avoid the problems faced in the last decade when sales and profits declined.

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Israel's ambassador to the U.S., Michael Oren, describes Iran's efforts to make weapons grade nuclear material, escalating the enrichment process from 3.5% to 20%. He says Iran now has 225 pounds of 20% uranium and 11,000 pounds of 3.5%, enough for 5 nuclear bombs, and points out that 20% uranium can be enhanced to weapons grade in weeks. During the initial negotiations the P5+1 nations demanded suspension of enrichment acitivites at a time when the enrichment process was at 3.5%, and transfer of stockpiles abroad. As negotiations dragged on Iran escalated to 20% enrichment. current demands of the P5+1 are for cessation of 20% enrichment and removal of the 20% stockpile, and closing the facility at Qom, as a first step. This has been rejected by Iran. In this op-ed Oren says Israel alerted the world about the Iranian nuclear program 20 years ago, and as this has continued to what it is today, Israel's view is that much of that time was wasted and the window for international efforts to cease and dismantle Iran's nuclear program is almost shut. ...

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The European Bank for Reconstruction and Development (EBRD) reduced its forecasts for GDP growth in Russia to 3.1% for 2012 and 3.3% for 2013. Moody's Investors Service warned that the Russian economy could contract 5% in the next 10-12 months and the ruble could depreciate by 30% if the eurozone crisis worsens.

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A 12% drop in Russia's RTS stock index on March 2, 2014, as Russia occupied the Crimea in Ukraine. The Russian economy was slowing down before the crisis. This is likely to reduce foreign investment in the economy. The ruble has declined 9% aginst the dollar in Jan-Feb. 2014. As a temporary measure the Russian central bank made a rate hike on March 2, 2014 of 1.5% to 7%. This is a difficult act for the central bank as raising rates could push the economy into recession.

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Auto sales for 2010 are expected to come in at 11.5 million, a significant drop from the 17.5 million in 2000. A better job market expected to push the unemployment rate down a bit to 9.7% from 9.8% in November will help, but not by enough. Credit Suisse analyst Christopher Ceraso says each percentage point that the rate is above normal ( about 5%) keeps sales back by about a million auto sales on an annual basis. To get sales back to a 16 million range this would require an unemployment rate of 6%. Economists expect a better US economy in 2011 but the prospects remain uncertain for 2012, bringing unemployment down to about 8-9% if hiring picks up. The other concerns are high consumer debt and a rise in gasoline prices. If gas prices rise and buyers shift back to smaller vehicles, as they did in 2008, this would squeeze margins and profits. This is especially a concern as automobile companies have increased profits with a larger truck and large size vehicle component of sales, in a reverse shift after the shift to smaller cars in 2008-2009. Ford Motor is one example of this. It helps Ford use the extra profits to reduce its debt load but automakers have to be prepared for a sales shift to smaller cars in the face of higher gas prices....

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Iran plans an ambitious $50 billion investment program to expand oil and gas output in the next 4 years. About half of that coming from Iran and the rest from outside oil companies. Iran expects to earn $54 billion in oil exports in 2006 vs. $47 billion in 2005. Iranian production represents 5% of global supply, about 4 million barrels a day. Only about 2.5 million of this is available for export. Iran has 2 problems in oil use and production. Gasoline use is growing at about 10% a year. And oil production is declining by about 5-6% a year from existing fields. The investment program over the next 4 years would increase production from new fields by about 1.3 billion barrels, but with existing fields generating less each year this will only generate about 500,000 barrels of additional output beeyond the 4million barrels today. And with domestic use growing rapidly and new refinery capacity being added to meet domestic demand of 500,000 barrels a day even this would leave no more for export than the current level of 2.5 million barrels a day, or probably less with growing gasoline use inside Iran. These are Iranian Oil Minister Vaziri Hamaneh's numbers. What this means is that with economic sanctions the whole global supply picture and the world price of crude oil would be seriously affected by economic sanctions in the next 4 years, as the 2.5 million barrels a day export number would be reduced by the increase in domestic consumption of gasoline by 10% a year, and the decline in existing fields of 5-6% a year. In the short term two year horizon this adds upto loss of some 700,000 barrels a day, about 400,000 from decline in existing oil fields and 300,000 in increased domestic use, which are no longer available for export. Hamaneh pointed to the investment as evidence of Iran's good intentions as a supplier in an interview with te Wall Street Journal. He says Iran sees the importance of preserving its credibility as a reliable supplier. It does not want to cause hardship to consumers around the world. Another reason for the pragmatic position taken by Hamaneh is that Iran depends on oil exports for 40-50% of government revenue....

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A look at Department of Transportation data shows a downward trend in airline ticket prices. Average domestic fares in the U.S. declined 16%, adjusted for inflation, compared to 1995. A comparison shows a round trip ticket price of $410 in 2010 dollars in 1995, the same ticket is priced $338 in 2011, including $22 for bags and reservation charges that were added in recent years. Not including the $22 would give a 21% decline in prices in 2010 compared to 1995. Higher labor costs for American which could not shed legacy costs because it did not go into bankruptcy like some of its competitors, combined with higher fuel prices have posed a serious threat to American Airlines. American Airlines (AMR) experienced a 33% drop in share price on Sept. 3, 2011, with a recovery gaining 21% the following day to close at $2.39. UnitedContinental had a 2nd quarter 2011 average fare- revenue divided by number of passengers- excluding taxes, of $273. Southwest had an average one way fare of $143 for the 2nd quarter 2011. According to DOT figures, passenger tickets provide only 71% of total passenger revenues to airlines, compared to 88% in 1990. The remaining 29% comes from reservations charges, standby service, checked luggage, in-flight food service, transporting pets and other charges. ...

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Diversification has helped BHP weather the decline in commodities prices better than Rio Tinto, Anglo-American and Vale. BHP is expected to report profits of $12.5 billion for the last fiscal year. BHP is also in the oil and gas business, in addition to iron, ore, copper, coal and aluminium. This has made it possible to take writedowns of $5.5 billion and still make stable profits. Andrew Mackenzie, the new CEO of BHP, is a Scotsman who is focussing on the productivity of capital and cost-cutting. BHP announced $1.9 billion in cost savings since July 2012. Mackenzie's goal is to reduce capital expenditures from $18 billion today to $15 billion or less in 2-3 years. Capital is tied up in incomplete projects taken up in the boom period of higher prices, and the process of reducing capital expenditures is gradual. Capital expenditures in the mining business increased dramatically from $20 billion to $120 billion from 2003 to 2012. For most of this period China's economy registered growth rates of over 10%....

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Russia's government lowers its forecast for GDP growth in 2013 to 1.8%. Like other emerging markets Russia is facing a slowdown in economc growth. Government forecasts are for 3% growth for 2014 and 2015. About 50% of revenues in the budget come from oil exports and Russia is still dependent on higher oil prices. The budget is likely to have a 1% of GDP deficit in 2015. President Putin is not inclined to run a large deficit to increase growth. Budget revenues are expected to come lower for 2014 and 2015 by 3.3% and 6.9% compared to forecasts. Finance ministry policy is for hiking taxes on mineral extraction 16% by 2015, and increasing excise taxes on cigarettes and alcohol. State run firms will be asked to pay out 35% of profits as dividends compared to the current 25%, providing $39 billion from this action, according to the Finance ministry.

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Automakers had U.S. sales of 1.2 million cars and light trucks in December, 2011, an increase of 8.7% over Dec. 2010, acccording to Autodata Corp. Total light vehicle sales for 2011 were 12.8 millon, an increase of 10.3% over 2010. Chrysler showed a 37% increase in Dec. 2011 over Dec. 2010, Ford 10%, and GM 4.6%. For 2011 Chrysler showed the biggest increase in sales over 2010 of 26%, followed by Ford at 11% and GM at 13%. Toyota's sales declined in 2011 by 6.7% to 1.64 million. Honda's sales for 2011 declined by 7.1% to 1.15 million. American manufacturers introduced new models in the small and midsize segments to take market share from the Japanese. Ford plans a new version of the Fusion and Chrysler will introduce the Dart in the small car segment. GM and Ford are forecasting auto sales above 13.5 million for 2012 in the U.S. market.

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Fiat-Chrysler's Sergio Marchionne tells an automotive conference that the new fuel efficiency targets proposed by the Obama administration will be "an incredible stimulus for the American auto industry." He is confident that the new 2025 standards can be achieved. He said the industry had a bad habit of crying wolf and emphasized the need to get there so that the U.S. auto industry could be at the forefront of the changes taking place. He also cautioned the industry to not get comfortable with China's role as an emerging market that helped increase global sales. That growth is slowing and it presents another potential risk for the automakers- the potential for China to export 10% of what it makes to overseas markets including the U.S. and Europe. All of which increases the urgency of building the industrial base and competitiveness of the automotive industry in the U.S.

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Mexico's GDP increases at 3.9% compared to 2.7% for Brazil in 2011. Foreign investment is increasing in Mexico especially in the automobile industry and in industries where Mexico is favored over China as a production location. The G-20 meets in Los Cabos, Mexico in June 2012.

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The story of Brazil's sugarcane plantation industry, and also of its ethanol producing region. A detailed account of the people who own these plantations and why they are reluctant to sell. The difficulties of getting into the sugarcane planation industry in brazil with its small owners and fragmented nature, and use of labor that violates Brazilian laws and international standards. These sgar cane plantations are located next to the mills because of the available infrastructure, and family owned sometimes handed down for generations, even hundreds of years, as Brazil was once a portuguese colony and a location for the slave trade which provided labor to the plantations. Note that most of the plantations use poorly paid labor and most of the work is done by hand, with the owners living in large ranchlike fazendas. Its probably another world for international investors not used to such a landscape. There are labor and environmental liabilities in owning some of these mills. Then most of these mills do not keep reliable accounting books and have tax and debt issues which cannot be easily resolved in Brazil's slow legal system. There are about 210 companies running 368 sugar and ethanol mills. The five largest companies generate only 17% os sales gives some idea of the fragmentation in the industry. There is also the perception that if large foreign companies like the ADM, Australia's CSR, Germany's Sudzucker AG, or even India's Bajaj Hindusthan, or others gain control over Brazil's ethanol industry Brazil's sugar producing regions would benefit less than if they get loans from large Brazilian or international banks and consolidate and modernize themselves, leading to political pressures in this direction. One such example is given here, one valuable sugar mill Vale de Rosario has been pursued by Bunge with an offer of $640 million for outright ownership, but Vale de rosario's board rejected the offer. Cargill looked at the possiblilty of owning 30% but was also turned away. Attempts at consolidation by Cosan, Brazil's largest sugar manufacturer, which made agreements with relatives owning 50.2 % of the shares in the company which has about a 100 relative clan with shares in the company over generations, also failed. The Biagi and Franco families which run the company made use of a defense under the cooperative's bylaws which allows the smallest shareholder to have 30 days to equal any takeover offer. The Biagis offered their own Santa Elisa mill to secure a $675 million credit line from Brazil's largest private bank Bradesco which was then used to buy out relatives who wanted the money. Now the Vale de Rosario and Santa Elisa mills have merged and are looking for international financing for the new company Santelisa Vale, which becomes the second largest after Cosan. Goldman Sachs plans to invest 200 million in Santelisa Vale.What this shows is the extraordinary lengths these family owned mills would go to to preserve their independent ways of operating and hand over to the next generation. Another difficulty is that industry experts are hard to recruit from these family owned companies as they have spent alifetime working there and remain loyal. With allthese obstacles the logic that the foreign companies can use Brazil to supply the world with ethanol from sugarcane does not take hold. Some of the attraction of sugarcane is that it contributes less to global warming than corn as a source for ethanol because sugarcane absorbs some of the CO2 when it is replanted. With a 51 cent per gallon tax credit subsidy on USA corn based ethanol and a 50 cent tariff on Brazilian ethanol imported into the USA, corn based ethanol can sustain in the US especially with the current high price of gasoline. Brazillian ethanol is more efficient to make from sugarcane and can be made to compete with gasoline even if gasoline prices drop. Instead there may be more years of unstable supply of ethanol from Brazil ahead which is what the Japanese in their negotiations for a supply of ethanol from Brazil have discovered since seeking such an agreeement since 2001. In the 1980's Brazilian sugar producers chasing high sugar prices lowered production of ethanol and left drivers without ethanol at the pumps. One company that is looking at another solution is Brenco, Brazilian Renewable Energy Company, a startup company backed by Ron Burkle and Vinod Khosla. It plans to put up its own green field sugar cane fields away from Sao Paulo state where the Brazilian sugar cane industry is presently concentrated. But this will take six year before the fields are ready for ethanol production. Henri Reichstul, a former head of Petroleo brasileiro, Brazil's national oil company, now leads Brenco. ...

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GDP expanded at 3.5% in the fourth quarter of 2016, according to the Turkey Statistics Office. This follows a contraction by 1.8% in the third quarter of 2016. For the full year the GDP growth is 2.9 percent, a decline from the 6.1% in 2015. In 2015 Turkey gained from lower oil prices. This was offset in 2016 by the politics in the region- the increased instability in the country following a crackdown on the opposition and media, internal conflict in the Kurdish region which appeared for a time to be leading to peaceful settlement. As a result tourism revenues declined by 30% and this was offset by increased government spending. The uncertainty before the referendum also leads to decline in foreign investment and investment by domestic firms.

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Wagoner became President at age 45, CEO at age 48. So you would think that young blood is coming in to GM, but that does not appear to be the case. At the Board level most of the Board members like George Fisher formerly of Motorola, have been around for a long time, and there does not appear to be new blood that would bring in fresh thinking. And serious decisions about investment in developing new technologies to develop fuel efficient cars, like hybrid technologies, electric and other alternative technologies, diesel technology, have been held up for years at General Motors. The way decisions are made on such issues with Board members voicing their opinions more than wrestling seriously with the issues, shows serious shortcomings of management and the Board. At key points of decision making the CEO and key members of his team had not prepared carefully, and Board members did not come up with serious thinking on the problems facing GM. It, appears that the investment in technologies to develop fuel efficient cars much earlier, long before they were finally being addressed in 2006, was a failure of Wagoner's management and of the Board. Management discussed this but continued to be mired in old ways of thinking that continuing with the status quo- cars with existing low fuel efficiency- would not expose GM to illwinds as preferences changed. Its clear from the description here of discussions within GM that the old thinking is quite entrenched at GM, and Wagoner just was not the kind of person who could vigorously articulate a new vision for GM. A couple of things are noteworthy in this account of management indecision at GM. When fuel prices began hurting sales of SUV's and large vehicles in 2005, efforts to get a decision on investments in new technologies for fuel efficiency for the whole product lineup failed at the Board level in an April 2005 meeting. One Board member saying at that meeting, that" do we want to lose another billion dollars in developing new technology for fuel efficient cars." And no one calling him to account that the remark still did not address the point that GM had to respond to the changing market and world oil dynamics, and not just hope for the best, as GM had aggressive competitors, and faced continually diminishing role in the market place for the entire decade of the 1990's. While April 2005 was already at the tail end of the previous era of gas guzzling cars and a decision then would still not have shown a forward looking vision of things, it was not until 10 months later that a decision was reached. And this almost from necessity, as oil prices jumped in 2006 after hurricane Katrina, and by this time President Bush was also calling for higher mandated fuel efficiency standards. The other noteworthy point here is that by making the changes so late in the game, GM had to compress the development cycle for new and some cases unknown technologies into short time frames. If the ingenuity of its engineers comes to its rescue it still faces another hurdle that of cost, because the technologies have to be perfected and improved, so that the costs are low enough for customers, and importantly comparable with what it is costing competitors to make the same fuel efficient technology engine or other part. Which is why one Honda executive remarked, "GM like everyone else is serious about this, because they have to be, but how many of their hybrids and how many Volts will they sell? Their technology is very expensive." Even if GM develops the Volt electric car by 2010, GM will need a whole range of fuel efficient technolgies to power its large product lineup. Its just to hard to avoid the conclusion that this is going to prove costly. All the dragging of feet and indecision, and failure to prepare GM for a different world in case something drastically different from what was expected happened, will prove very costly especially considering how aggressive and well financed some of the Japanese and German competitors are. It also hard to avoid the conclusion that there is too much bureaucracy at the large auto companies, and getting new blood and new ideas and fresh thinking is tough in a place where everybody agrees with everybody else, and there is uniformity of thinking. This makes it difficult for any original or wayward types to thrive. These bureaucracies look up to the top for direction. Initiative is discouraged on one hand, and at the same time even if a new direction is taken at the top. a lot of resistance can be expected to implementing it throughout the company without persistent persuasion and reminder of new facts and realities. This is true for both Wagoner and Mullaly as they face the skepticism of subordinates to new direction. Mullaly for instance has to remind his managers that large vehicles are only a small percentage of the entire global market, and if Toyota is making money in small cars so can Ford. See the link to this. Is Toyota immune from bureaucracy type behaviour throughout the company? Not really, Toyota's chairman emeritus came out of retirement in fact and went out of the way to caution its CEO and management about their complacency a year or so before. Shoichiro Toyoda personally intervened to caution against too much expansion in the US and climbing wage costs, and other risks they perceived such as the company managers in the USA appearing to be resting on their laurels. See the link to this. A lot of discussion is probably going on within these companies about the present state of affairs, and considerable anxiety for what the future will bring. It may be useful to ask the question is there something that makes it difficult for once successful organizations -now with entrenched bureaucracy and set ways -to put forward leaders with vision and foresight, till it becomes very late? The vision and foresight about where their markets and the world is heading, and the ability to move their organizations in that direction. Or to break out of old patterns of behaviour and thinking....

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The U.S. market looks like it is becoming the kind of maturing market that Japan and Germany have become for automobiles. Germany and Japan saw sales peak at high levels and then decline. And they have been declining steadily for several years. The US has a growing population and demographics because of immigration compared to Japan so there wil be continued demand for new cars. However since 2000 carmakers have introduced so many price incentives, interest free loans, and other ways of pushing sales that sales have continued to climb to unsustainable levels. All through the 1990's sales were in the 15 million range, then after 2000 sales climbed, except for the short period of uncertainty after 9/11/2001 Trade Center bombings. Sales climbed up to 17 million and stayed at these higher levels till the recent crises in 2007 saw a drop in sales and a shift to smaller fuel efficient cars. GM was offering 0% financing for 5 years through its Keep America Rolling campaign in the aftermath of 9/11. By 2005 automakers were offering as much as $8000 in discounts on pickup trucks. Employee pricing enabled regular customers to buy at employee prices. The Big Three sold to rental fleets unsold cars, so much so that by 2005 25% of all vehicles made by GM and Ford went to rental fleets, to rental companies in which these companies had large ownership stakes. For GM this became part of strategy. Fixed costs were high and the UAW contracts made it difficult to layoff workers, a jobs bank in which layed off workers could remain till rehired was itself quite costly as money had to be paid to the workers in the job bank. With this kind of inflexibility in the labor market GM could only spread all the fixed costs for its aging workforce which required pension payouts to retirees and health payments to retirees, by selling more automobiles. During this period of inflexibility in labor, and the legacy costs of previous boom years since the 1950's with generous UAW contracts, GM and Ford pushed sales to unsustainable levels; without considering the furture implications of this short term strategy. Another way this could hurt is by pulling sales in future years into current years because of interest free financing or huge discounting which probably happened in 2004-2005 and is seeing a payback today in 2008. At the peak in 2005 carmakers were planning further expansion of SUV capacity or expansion of other carmaking facilities. Gas was still not at the high levels of today. In 1999 gas cost $1.15 cents a gallon, and it was a little higher than that, but nowhere near what we are seeeing today. These new plants are coming up just as the sales are dropping dramatically, the half million SUV's sold in 2008 is about half the sales in 2003, enough to fill 2 plants when many more plants are being built or opening. The new capacity of 4 plants capable of producing 1 million vehicles is looking like a big mistake, like the new Toyota Tundra plant in Texas. Some of the new carmaking capacity is a Toyota plant in Tupelo, Mississippi, a Honda plant in Indiana, and a Kia Motors plant in Georgia. All this means a big drop in factory utilization rates. GM has 2 plants making full size SUV's. Later this year GM will cut production at these plants and at 2 plants making pickup trucks to utilize them only for 1 eight hour shift a day. Toyota has 1 full plant of excess capacity, not including the plant opening in Tupelo, Missisippi, making it likely to be down in utilization very significantly as well. Nissan is only using 65% of capacity at plants in Canton, Mississippi and Smyrna , Tennessee. And these utilization rates reflect the impact at the early stage of the housing crisis, consumption spending is only now beginning to bite, and unemployment is still to take a hit, so th economic recession immpact is still not reflected in auto sales. Even now GM and Chrysler cling to the hope of a sales pickup in late 2008 and in 2009, which is looking less likely by the day. J.D. Powers survey show the North American auto making capacity at 18.7 million cars and production this year at 14.1 million. This means the automakers have disastrously misjudged the auto market, and the role their own actions in pushing sales have affected the market in inflating the sales numbers beyond what is a sustainable sale increase. When credit tightening and lower consumption spending, housing crisis, and higher unemployment all hit the US in full impact by 2009 the situation is likely to worsen significantly and could become a disaster. ...