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In 2018 China, India, and America are Africa's largest trading partners. India is building 18 new embassies in African countries. Greater openness to trade and investment is leading to GDP growth in Africa, 40% higher than in 2000, which is still low by comparison with Asian countries. The Economist says African countries can benefit by drawing investment from all sides and all countries, so that Africa benefits the most. Chinese investment, and Indian investment can happen side by side with investment from America, Britain and France.

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Sony has lost its focus, it is in so many lines of business, that its brand identity has been lost. Especially in Japan where it is in cosmetics, massage, mailorder shopping club, insurance, finance, robots etc. It has 1000 subsidiaries and affiliates worldwide, of which a third are unrelated to its core electronics business. How does this hurt? It hurts because management is distracted, and when top management is distracted then its not focussing on customers, changing business trends, creativity in its business pioneering new products. In a big company this problem is just magnified by the bureaucracy that develops. Problems similiar to the ones faced by IBM and General Motors. The analysts and Howard Stringer talk about restoring the Sony premium. What is a premium, its not just the brand, its the innovation or something special behind the brand that enables it to command the premium. Stringer probably understands that its the innovative edge that Sony as lost. See the other piece "Howard Stringer, Sony's Road Warrior" by Siklos and Fackler in the Sunday NYT, May 30, 2006 with Stringer shown in a large picture imagining him as a Sumo wrestler. An unforgettable picture. In that piece it becomes clear that Stringer is keenly aware about Sony's and Japan's weakness in software which is increasingly driving success in products when combined innovatively with new bold concepts. He says there that Sony takes great pride in its hardware, and this is true of Japanese creative spirit in innovative and miniature gadgetry, but its capabilities in software are very modest. As one action step Stringer has hired Tim Schaaf , a senior Apple executive to lead that effort at Sony. The other part, getting the focus back by focussing on customers of electronic products is evident in this piece. Ryoji Chubachi, head of electronics and co-head of Sony with Stringer, regularly visits large retailers to offer incentives for making Sony products more visible, something the prior management failed to do. The prior management failed to focus on customers, and thought it beneath their highflying ways. One of the decisions by Chubachi in TV's is to price HDTV sets close to the price of Panasonic, Samsung and Sharp at large retailers in Japan. This makes sense to gain market leader status, as it shows Sony is living in the real world and taking decisions appropriate and relevant to a premium free environment in television sets. You a manufacturer cannot imagine a premium, a premium is a perception in the minds of customers and most likely reflects a perception of uniqueness, creativity, fashion and some other attribute, which can include engineering. Sony's philosophy has stated in Akio Morita's book "Made in Japan", was to be a pioneer, to walk the untrodden ways, break new ground. One aspect of this in comparison to Matsushita, Sharp and other competitors, was going to be its individuality, something Morita borrowed from his days in the US, because it is typically American and sort of unJapanese in a way. Though this is a generalization and many American companies merely follow and some Japanese companies have their own way of doing things even if it is thought of as being very Japanese like, witness Toyota in its Aichi prefecture surroundings. In this light the surveys show Sony significantly deteriorating in "conspicuous individuality." The New York Times cites a survey from BP Nikkei Consulting in Tokyo that the number of consumers saying that Sony showed "conspicuous individuality dropped to about 25% from about 40% the year before. ...

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A public relations campaign by China about Japan's role as a colonial power in 1905-1945.

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Norihiro Kato, a professor at Waseda University, describes the change of heart of former prime minister and LDP leader, Junichiro Koizumi, after visitng a nuclear waste facility in Finland. Koizumi who supported nuclear power for Japan has now come out in opposition to dependence on nuclear power. Kato presents the idea of a post-growth phase for Japan in which nuclear power is phased out, as is being done in Germany. The idea being that Japan does not strive for a return of an earlier period of growth but looks to creating a new future that is different from the past.

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Yuka Hayashi's interview with Gen. Shigeru Iwasaki, Chief of the Joint Chiefs of Japan's Self Defence Forces. Iwasaki says Japan will improve its defense capabilities in the southwestern part of Japan and protect Japanese airspace. Japan will increase defense spending under the government of LDP leader Shinzo Abe.

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Shinzo Abe talks about China and Japan being similiar to competing powers Britain and Germany towards the end of the 19th century at a meeting in Davos.

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By June 10, 2010, the Democratic Party of Japan has recovered in poll ratings with 60% ratings for the new premier Naoto Kan and the DPJ. Ratings for Mr Hatoyama had dropped to 20% by the time he resigned. Hatoyama resigned June 2, 2010.

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There is deep distrust of the Japanese government on the safety of nuclear reactors and a sense that the regulatory system has failed. In the most recent development, Osaka's mayor Toru Hashimoto, is withholding local approval for starting up 2 nuclear reactors at the Ohi plant, near Osaka. The 2 reactors passed simulated stress tests and were expected to be up and running, but public mistrust of the tests led to Hashimoto holding back on approval. Hashimoto was able to do this because Osaka is the largest shareholder in Kansai Electric Power. Hashimoto says he not against nuclear power, but against the top down regulatory system which works closley with power plant companies to protect their interests, with very little transparency on decisions and methods.

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A civic group plans to continue showing a woman's statue representing 'comfort women' in front of the Japanese embassy in Seoul. South Korean media is critical about the lack of merit in generating goodwill of the agreement between prime minister Abe and prime minister Lee on 'comfort women.' Some South Koreans see an uncomfortable association between history showing Ms. Lee's father being an officer in the Japanese Imperial Army, and the agreement that does not do much to put the issue behind by offering $8.3 million. Japanese prime minister Abe considers the 1965 agreement normalizing relations between the 2 countries with no reparations as final, with no exceptions for the situation where many South Korean women were used by the Japanese Imperial Army. An exception might open up claims from other survivors of the war in other situations, Japan fears. Japan offered $8.3 million as an humanitarian gesture for the surviving 46 comfort women, which is seen as insulting for the women in the South Korean media. The women say they were never consulted. ...

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Conflict of interest and the role money has played in creating a collusion of diverse interests which were supposed to be kept separate, if the system was to work properly. The way these collusions of interest worked to create crises that range from the financial crisis to the BP Gulf Oil Spill.