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A brief history of Alibaba, its founder Jack Ma, and ways in which it is different from the internet business sites in the U.S. Like Google it gets its profits from advertising, but acts as online retailer with its website Taobao. With 50% of the Chinese e-commerce market for delivered parcels, Alibaba generated revenue for 3rd quarter 2012 of $1.78 billion, and net profit of $792 million.

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Ford Motor Company profit increased in 2015. Ford made $1.9 billion net profit in the 2nd quarter 2015, a 44% increase over the prior year quarter. Revenue declined to $37.3 billion, as margins reach the projected 8-9% range for 2015. Full year operating profits are estimated by Ford between $8.5 and $9.5 billion. Prices on the F-150 truck were up $3600 over the prior year, reaching $44,000. Ford sold more larger vehicles and pickups than sedans. A favorable sales environment is helping sales of more profitable larger vehicles- low interest rates, low gas prices and higher fuel economy on newer F-150 vehicles, including an aluminium body on the new F-150 truck. Recent China sales also show increased demand for the larger vehicles and SUV's, with Ford China market share increasing to 4.5% for 2014. In the U.S. Ford and GM are losing market share, with a focus on profitability. In China sales are growing at a slower pace with the economic slowdown, with 2015 sales growth estimated at less than 1%. Worldwide sales for VW and GM increased to 5.04 million and 4.9 million for the first 6 months of 2015, on the basis of larger market share in China. Toyota worldwide sales declined slightly to 5.02 million. Future prospects may not be as good, as the market in China could become very competitive with too much capacity. The price competition in smaller cars could reach the larger vehicles at some point with the slowdown reducing profits from China....

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Revenue is stagnant but IBM is increasing earnings per share by increasing margins and profits in its services and software business. The software business alone generates 43% of the company's profits. Services business accounts for 57% of its revenue. IBM also continues to expand in emerging markets making it possible for IBM to reduce the effects of cyclical swings in the economy. IBM shares are up 25% in the year to March 2012.

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The China Banking Regulatory Commission points to dangers of the Non Performing Loans ratio rebounding and serious risks in the financial sector from bad loans. CBRC chairman, Liu Mingkang, points to the risks associated with local-government financing platforms, and the real estate sector and industries with excess capacity, in the 128 page report for 2009 shown on its website. And he points out that fundamental cracks and flaws internationally, that were exposed by the global financial criis of 2008, have still to be resolved. He cites the regulatory issues, "too-big-to-fail" issue for large financial institutions, cross-sector and cross-country risk contagion toxic assets, and the budget deficits facing European countries, as major issues posing systemic risk.

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Blinder cites the reasons why the stock market declines are showing a disconnect with the economy in the U.S. which benefits from low oil prices, and the small impact of a slowdown in China on the U.S. economy. Yet other reasons may account for nervousness of investors, as Grep Ip points out in the WSJ, the lack of support from the Fed with its gradual rate hike path, and lack of support from the Chinese government with its policy of reducing debt and no significant stimulus.

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Krugman cites Apple as the largest company in the U.S. in terms of its valuation but having only 43,000 employees in the U.S. He asks the question- why does Apple get most of its manufacturing done in China? Apple indirectly employs about 700,000 people at its suppliers, with most of them in China. Companies contribute to a country's economy by creating successful clusters of research, innovation and manufacturing. In Apple's case, to the great detriment of the U.S. economy, the manufacturing part is being done entirely overseas. If cost is the only factor for this, then the question remains how German manufacturing has managed to surivive and grow with wages that are higher than in the U.S.

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IBM's sales increased in the 4th quarter 2007 by 10% to $28.9 billion and profits by 24%. What is behind this surprisng result when the US economy is seeing recession conditions and tech spending is affected? IBM's globalization strategy is paying off, it is no longer dependent on the US economy. Even to a much larger degree than companies like HP and Intel which get more than half their sales abroad, IBM has recently pursued an aggressive internationalization strategy. Even more than most companies seeing globalization affect the way they operate and expanding aggressively overseas- including companies like GE which see great scope in infrastructure spending in Asia- IBM has pursued internationalization with a vengeance. It has focussed on India, and there its growth has been breathtaking, taking talent away from Indian software companies that only recently were eating IBM's lunch. See the recent link on this. Today IBM has 73,000 employees in India. As the Indian ruppee has strengthened and other currencies aborad strengthen vs the US dollar IBM benefits from currency gains. Note that half of the revenue gain came from currency gains. This exaggerates even more the gains in getting sales and talent overseas. Whats next in IBM's plans? IBM will invest $1.6 billion in the next stage of emerging market expansion in Ukraine, Vietnam, Ecuador, Venezuela, Poland and the Czech Republic. The selection of countries is significant. Ukraine, Poland, And Czech Republic are attractive places for foreign investment and so is Vietnam. Analysts see this level of globalization of sales leading to a different response to recession type conditions in the home market. Instead of across the board cutbacks tech companies will be selective in their cutbacks. In many ways IBM leads the way and a pattern is being set for the whole of US business.The auto industry that emerges in the next few years will tend to look more and more like these tech companies with half or more sales generated abroad, and similiarly for other industries. ...

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Ian Thompson takes over as the new Chief Credit Officer at S&P. He replaces Mark Adelson, who will remain as a senior fellow at S&P. He was hired by the previous CEO, Deven Sharma. Deven Sarma was replaced by former Citigroup excutive, Doug Peterson, in September 2011, weeks after the downgrading of the U.S. sovereign credit rating. Ian Thompson reported to Mr. Adelson, as the head of the Asia-Pacific region. Adelson joined in 2008 with the task of making it difficult to earn the highest credit rating for issuers following the subprime mortgage crisis, in which credit rating firms gave top ratings to lower quality mortgage securities. Mr. Jacob, the structured finance chief, will also be leaving S&P. The frequent management changes are viewed as making it harder for S&P to win back credibility in its ratings.

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The new Ford Focus being unveiled at the Detroit Auto Show in 2009, is a new kind of car for Ford. This is a new kind of effort, a new discipline that Ford CEO Mullaly has advocated from the beginning. Making one car for all markets worldwide. Early on Mullaly told Ford's chairman Bill Ford that Boeing did not have a 737 for Europe and a 737 for the US and a 737 for Asia, why was Ford building a Focus for Europe and a Focus for the USA. In fact before Mullaly the Focus for the USA was a stripped down version of the European Focus and did not make much of an impression. The new Focus will have 80% common parts and 75% of parts from the same suppliers worldwide, so that a Focus made in Germany and the USA will share the same parts as a Focus made in Russia and a Focus made in China. And all of these plants will go into production at about the same time with the new Focus. To accomplish this transformation of Ford for "One Ford" worldwide, which is also on every business card carried by Ford managers, Mullaly appointed Derrick Kuzak as head of global manufacturing. See link for Derrick Kuzak. And the strategy was announced in mid-2008 with the start of retooling of truck factories in Mexico, Kentucky and Michigan, to make small cars designed in Europe for global markets. The task of coming up with one design for a global car was given to Martin Smith, a British designer based in Cologne, Germany. Smith says tastes are converging worldwide with the internet use, and customers are more unified than one would think, and whats emerging is a new kind of global cool if one looks for it. This is what happened when Focus protypes were shown to consumer panels in Europe, the USA and Asia, with a good impression created in all 3 markets. Aligning the US and European tastes was easier, China was a bit harder and the yellow leather interior popular in Shanghai had to be crossed out. Another challenge that had to be met in adisciplined manner was the varying safety rules and emissions around the world. For example European designers liked to have the windshield further forward, and Ford's global small car chief had to tell his engineers to move it back to meet US crumple zone standards. Similiar challenges had to be met in purchasing by global purchasing chief, Tony Brown, with a massive coordination effort needed to be done globally. And plastic trim from Michigan has to fit perfectly with sheet metal stamped in Michigan, and Ford used a virtual manufacturing system that allows the car to be built in cyberspace, and the bugs taken out at that early virtual build stage. The entire change is part of a metamorphosis at Ford, a change of culture and mastering a new discipline in coordinated effort worldwide for "One Ford." One year ago the Wayne Truck plant here in Detroit made the Navigator and the Expedition large vehicles.. With a $550 million investment this plant will make the Ford Focus a year from now. ...

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Over 60% of GM revenues in North America come from larger vehicles and SUV's. This is the situation as oil prices are rising and change is sweeping across the Middle East. Another problem is overcapacity in the auto industry. The overinvestment is highlighted by the recent decision of Geely to invest $10 billion in Volvo to double production to 800,000 units over 5 years. The car industry can produce 94 million cars the Economist magazine estimates, and demand worldwide is only 64 million. One estimate shows production capacity could reach 40 million in China by 2015!

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Talks between the parent company Geely and its Volvo unit in Sweden for technology sharing, including developing a car specially for the Chinese market. Volvo's technology would help Geely design a car to better compete in the Chinese market.

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Mobile apps are making price shopping easier for consumers and affecting retail stores such as Target and Best Buy. Other industries affected by mobile apps are the videogame industry and the taxicab services.

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Jane Spencer interviews Lenovo CEO, Bill Amelio. Amelio throws light into how a company can best operate in China and reach out to a global market. Consider the way Amelio recruits Chinese talent working in the local language, and how he works with Chinese managers who tend to be more reticent on issues and opinion. Amelio is unique in his approach to hiring Chinese managers and building a bench with deep talent. He has abandoned what he calls the "colonial approach" of hiring with expat executives interviewing in English for managers in emerging markets. He says its a good idea to leave the English filter out to get more talent. Instead he has English language classes for the hired managers to help them improve language skills. Amelio talks about Lenovo's approach to the U.S. and other international markets as it competes with the likes of Acer and Dell. Amelio headed Dell's Asian operations prior to this position. Lenovo is testing ideas for giving low cost access at $100-$150 to people in India and China. The way this works is for Lenovo working with Intel and Microsoft to reduce the cost by 50%. For the bank to have half the ownership and the customer paying for the rest. Customers would buy cards for 10 hours of computing, and buy the computer back from the bank through regular use. Lenovo's strategy is to go after small and medium size businesses and consumers to increase market share in the U.S. and Europe. To do this it is using soccer star Ronaldinho and basketball stars to give Lenovo visibility as a brand. In other areas, Amelio has brought Dell managers to Lenovo to improve the supply chain management, an area Lenovo needed to improve....

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Apple maintains its grip on the tablet market with its iPad at $499. Experts at Wharton and the Stern School of Business say Apple has found the strategically right price to maintain a dominant share of a rapidly growing market. So rapidly growing that some estimates show tablet computers surpassing PC sales by 2013. Apple CEO Tim Cook, has the logistical expertise that helped him work out the right price. The Kindle at $199 is hardly profitable by some estimates. Samsung has a smaller tablet at $499. In 2011 Apple saw its tablet market share decline from 87% to 68%, according to IDC Research, but still able to get a dominant share of sales. Apple uses the same approach to pricing for the iPhone. The profits generated on large sales and higher margins helps Apple invest in new products.

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Walt Mossberg, who writes the Wall Street Journal's consumer technology review section, watched Steve Jobs up-close over the years since 1997. They met one-on-one for product introductions, long discussions about the industry, and recently after Jobs illness, at his home in Palo Alto. Mossberg describes a long walk to a nearby park after Jobs had undergone a liver transplant. It provided an insight into the man Steve Jobs was. Persistent- he called Mossberg for 4-5 straight weekends during the dark days of 1997-1998 to convey his vision of Apple products or discuss aspects of reviews. Patience and optimism about the future- Jobs always maintained a positive tone and a vision of what could be in the digital revolution, and Apple's role in it in these discussions. There is the opening of the first retail store in the Washington D.C. area, and Jobs patiently handles Mossberg's incredulity about Apple and its inexperience with retail stores. And Jobs saying that he had taken a serious interest in the details- down to the translucency of the glass. There is the meeting with Bill Gates at the fifth All Things Digital Conference, when both made their appearance together for the first time and Jobs hands a cold bottle of water to Gates. By this time Jobs had already come to the conclusion- as he once said after accepting a $150 millon investment from Gates in 1997-1998- that it was no longer true that Microsoft had to lose for Apple to succeed....

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H-P CEO Apotheker says that to be successful in the business of consumer devices like the PC it would have to invest a lot of capital that could be better invested elsewhere. This capital invested in a low margin business such as PC's coud be freed up to generate the size of capital H-P will need to compete in software and services with companies such as Oracle and IBM. As part of this makeover of H-P the company will take a $1 billion restructuring charge to shut down the tablet and smartphone operations. H-P invested $1.2 billion for the Palm acquisition in 2010 to acquire an operating system for those devices. Apotheker expressed disappointment with the sales of the tablet devices and smartphones. This decision happens 10 years after the decision by H-P to acquire Compaq Computer Corporation for $25 billion. In 2008 H-P acquired Electronic Data Systems for $13.9 billion. With the new strategy Apotheker is focussing on software. Apotheker brings experience in software as CEO of SAP Inc in his previous position and understands the software business. The agreement for the acquisition of U.K. software firm Autonomy for $10.3 billion this week is part of the makeover of H-P under Apotheker....

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H-P CEO Leo Apotheker defends H-P's plan to spin off its PC unit. He says it wasn't possible for H-P to invest enough in the business to be competitive and make the necessary structural changes needed in other parts of H-P's business. The new product development cycles are much faster than what a congomerate like H-P could accomplish in areas such as the tablet PC, as consumers are looking for a stream of new product devices. H-P's PC unit generated $40.1 billion in revenues and $2 billion in operating profit in the recent fiscal year. Analysts say H-P has overpaid for Autonomy, leaving less money available for additional strategic moves. Apotheker defended that decision saying the Autonomy acquisition makes it possible for H-P to skip a generation of technology as it enables businesses to make sense of unstructured data.