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An oldtimer or longtimer Glickenhaus who started on the Street in 1929 describes the crisis he sees in credit markets and wall street in October 2008. He says "the economy is so weak and the financial system so damaged that a recession or even possible depression will last for at least five years." He says we have gotten soft in the USA politically, economically and in every way, e have had so much prosperity that we can't compete anymore. "In things like autos those days are gone "( he was once a big Chrysler investor). He says he is more pessimistic about the future of business, more than he is pessimistic even than in the future of the stock market.

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Credit, getting loans has been faulted for the startling drop in sales in recent months. Not so says Toyota's sales chief. Jim Lentz says the vast majority of Toyota customers can get approved for loans. He says in Toyota's case its not credit but consumer confidence thats the biggest issue. Lentz says a record number of customers are postponing new car purchases. Toyota sales were down 32% in September 2008.

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GMAC under Cerberus 51% ownership is actually restricting credit for purchases of GM cars by insisting on credit scores over 700. To the point that GM is encouraging dealers to look for financing outside GMAC. Not a good state of affairs. Cerberus motivation may be that it wants the rest of GMAC instead of Chrysler and wants GM to give its 49% of GMAC in exchange for Chrysler's merging operations with GM. But anywhere upt half of Chrysler employees could lose their jobs in such a merger because there is no time for long term integration and the costcutting would be immediate. Again a bad state of affairs. And merging a money losing company with another money losing company at the beginning of a deep recession is not the kind of merger that has the chances of some success.

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According to analysts about 3.1 million workers across the USA work in auto manufacturers or related businesses. And every direct job at an automaker in the USA creates 5 other jobs according to the Center for Automotive Research, 2 of the 5 are related to suppliers or dealers and three are related to jobs a businesses where industry workers spend their paychecks. About 355,000 workers are directly employed by automakers, and the USA has 783,000 who make parts for automakers or the aftermarket including repair parts, says Debbie Menk project manager for CAR. Each of those supplier jobs has its own substantial trickle down effect. Another 1.97 million workers produce the steel, rubber and other materials to make the parts, or provide engineering, distribution and other support services, bringing the total to 2.78 million employees with jobs tied to suppliers. The spinoff effects spills into stores and restaurants relying on the incomes of those workers. Menk says that there are 1.7 million people who owe their jobs to the fact that the 2.7 million have jobs, getting the figure up to 4.4 million just on the supplier side. Factoring in some overlap in the retail spinoff from each supplier and automaker job, she estimates total employment in the auto industry at a minimum of 5 million jobs. She describes CAR's figures which are based on a study from earlier this year that used 2006 data, the most recent available, as conservative. Other experts like Anderson Economic Group using 2006 data come up with a higher figure of 8.7 million jobs. The auto industry spends spends more on R&D than any other industry except the government, $18.5 billlion a year says McAlinden, chief economist for CAR, with 85% of this done in Michigan. They also spend $15 billion in advertising. So why is this not registering in the minds of leaders around the country and in the minds of the public? Its possible that most people see only the 355,000 jobs at the automakers and not realize that the 355,000 direct jobs are assembly jobs which is what the automakers do and design and R&D, but there thousands of parts that go into this assembly, and the steel, rubber and aluminium that goes into the metal. And then there are the jobs to feed, clothe, and provide services to these workers. And its possible the arrogance and mismanagement at Detroit automakers, and failure to come up with innovative fuel efficient technologies at a time when the country was sending hundreds of billlions of dollars to the volatile middle east, and failure to come up with really appealing passenger cars, have soured the public mind and image of the Detroit automakers. Resulting in a public perception that the Japanese, Korean and other automakers could pickup where Detroit failed. In the process what is being missed is that the Detroit portion of the USA auto industry is a very significant part of the jobs and economy of certain states, and a big part of the economy of the midwestern states. And as CAR mentions most people do not realize that in the financial services industry one Wall Street job creates only 2.5 jobs elsewhere including spinoff jobs. Only high-tech comes close with 4 jobs including spinoffs for every direct job in Silicon Valley. ...

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Blackberry uses its strengths in mobile security to jointly develop a security focussed tablet with IBM and Samsung in 2015. The tablet will be piced at about $2380. The tablet uses Secusmart unit of Blackberry's encryption technology, is based on Samsung's Galaxy Tab S 10.5, and uses IBM technologies to separate work applications from personal apps.

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Decline in capital investment in 2016-2017 expected at Lukoil and Rosneft as the Russian government postponed a reduction in taxes on oil exports for 2016. Russia is dependent on oil exports for a third of its national output, and about half of its budget depends on oil revenues, a major weakness, but this is being managed carefully till oil prices recover. Russian officials say the $50 a barrel assumption for oil revenues in 2016 in the budget is optimistic. Yet Russian output decline is expected to be limited to about 3% a year from 5% for Lukoil in future years from decline in investment, because of drilling new wells and use of horizontal drilling technology on older fields. In 2015 oil output increased modestly to 10.73 barrels a day from 10.58 barrels a day in 2014. Russia's oil industry benefits from a tax system that favors the industry. The export duty on oil and the mineral extraction tax are based on price. A declining ruble which has gone from 35 to the dollar before its invasion of Ukraine in 2014 to 86 to the dollar in Jan 2016, has a favorable impact. This actually helps the industry because workers and oil equipment suppliers in Russia are paid in rubles, and oil revenues are earned in dollars. As a result new technologies such as horizontal drilling now make up one third of oil supplies from 11% in 2010. Chinese suppliers also provide new technology drilling equipment, as China is not part of the sanctions. Gazprom Neft's CEO Dyukov says it can make a profit at oil price of $15 a barrel. Because of the tax system after tax revenues are stable at the oil companies in Russia, even as government tax revenue declines. All this points to resilience in the short run for the Russian oil industry. The decline in the value of the ruble is seen as an opportunity to shift away from an overdependence on imports during the period of high oil prices. Alexei Kudrin, former Russsian finance minister, sees growth returning for the Russian economy in 2017. This may actually be good news for the struggling economies of U.S., Europe, India, China, and other countries which would be boosted by low oil prices sustained over a longer period- something made possible by competition between big oil producing countries Russia, Saudi Arabia, Iraq and Iran, and the profitability of oil production at prices below $30 to $20 a barrel....

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With its slogan "Expect More, Pay less" Target has tried to combine low prices with moving upmarket, carrying designer merchandise and chic styling without breaking the family budget. Now with the recession and consumers becoming frugal in the USA, Target and its new CEO who took on the role in May 2008, Steinhafel, is looking at Wal-Mart to see how it can also emphasize the low prices in this recessionary climate. With store sales fallig by 10% in early 2009 Target executives were concerned that something needed to be done. And the thing was to bring even lower prices withor making customers feel cheap. Its chief marketing officer natty Francis always believed in the marketing philosophy of the 1952 book about Marshall Field "Give the Lady What She Wants." Question was what the lady wanted in today's environment. Instead of the old aspirational image of the designers behind Target apparel, Francis now put up the idea of how good value can be chic too. Target designers emphasized how the lady can look "frugalista fabulous." The other challenge was introducig groceries in the store. And instead of packaged foods he idea was to introduce fresh foods which have higher margins. Protype grocery stores were put up and the concept launched. And now instead of gradual rollout, Target went hyper local putting fresh food in all 30 Philadelphia stores. And the marketing ads, radio, newspaper circulars, TV everything made Philly residents aware of the move. Sales went up by 5to 10%. Now the concept has proven to work and Target plans to put in in 350 stores in 2010. And Nat Francis thinks Target did not move fast enough considering how quickly consumers have turned frugal. In the new frugal environment Target research showed its working-mom was obsessing about the price of milk not the thigh-high boots, and she was visiting the grocery store twice aweek and Target only 3 times amonth. Showing groceries mattered. Meantime Target's markeing is ore focussed and its creating the perception that Target and Wal-mart are so close on price. Target is actually devoting 75% of its advertising budget to price compared to 25% in 2008. So a 32 inch panel TV is $246, a coffeemaker is $3. Yet Target executives don't want to undo a strategy built up over years of a better customer experience, designer merchandise at lwer prices, something that would differentiate it from Wal-Mart. So the moves may simply be an adjustment to comport with the thriftier savings oriented times....

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A new family sedan will come out of a new manufacturing plant VW has built in Chattanooga, Tennessee, in 2011. The plant will turn out a new version of the Passat to compete with the Toyota Camry and the Honda Accord. Production capacity will be 150,000 A new Beetle will also be introduced. This is the first time VW has built a car specifically designed for the U.S.. During its previous efforts in the 80's VW used European designs and transferred them to the U.S. Its plans are to sell 400,000 VW's in the U.S. by 2013. VW sold 213,000 cars in the U.S. in 2009, so this means doubling sales in 4 years. At it height VW sold 577,000 cars in 1970, but this was before the Japanese and the Koreans entered the market in a significant way, and now the potential is there for Chinese and Indian imports at the low end of the price scale. Another factor making this goal difficult to achieve is the smaller car market and lower economic growth. By 1992, sales had dropped to 49,000, after the boxier replacement to the bug- in its Rabbit and Golf models- never took off. The new Beetle's introduction in 1998 improved sales, which reached 356,000 in 2001, and then declined as a result of too few new models, declining quality and a weakening dollar. There is a feeling among VW's American dealers, that VW's European headquarters staff is not giving the US the priority it deserves. The revolving door change in CEO's for the US operations, has only reinforced this impression. Mr Browning of GM's European operations replaced Jaccoby recently. Jaccoby joined Volvo as its new CEO. Steps taken to address these issues are to revamp the Jetta model for American customer preferences, and advertising that appeals to price conscious customers with the line: "Great for the price of good." Another innovative effort is an ad strategy that tries to capture Hispanics in the US market, with ads on Spanish language television networks. A sign of how much German management is involved in the detail of the new Jetta, is the discussion at the management board level about whether the new model should have American style cup holders. This meant pushing the brake two inches forward towards the driver, a decision that was made to do so after some deliberation at the management board. This will lead to intense competition in the US market, with Asian, European and US manufacturers all vying for the same price conscious customers....

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Renault's low cost entry cars which were originally designed with emerging markets in mind, are now popular in France and other countries in Europe. Renault gets 30% of its market share, up from 15% in 2006, from low cost cars like the Logan, which cost conscious buyers buy for around $10,000, instead of buying a used car. This has helped Renault at a time when other segments are not doing so well, and when Peugeot had to arrrange a 1 billion euro emergency capital increase. The profit margin on these low cost cars is 6%, compared to 2-3% profit margin on other Renault models. Renault manufactures the cars under the Renault label or the Dacia lavel depending on where they are sold, and uses a factory in Romania. Renault's model is to set the margin first and then ask suppliers such as LG and others to try to come up with a low cost design that meets its margin requirement. This eliminates features that add cost and may be dispensed with for the customer in mind. It requires a fresh approach. Cutting edge is replaced by working with parts designed for older models that cost less. Renault also used the experience gained in the Romanian factory where some of the tasks are done manually instead of using robots, and waste is reduced. The process has taken time because the Dacia Romanian factory was acquired under a previous CEO Louis Schweitzer in the late 1990's, and the first Dacia Logan was made in the Romanian factory at Pitesti, near Bucharest, in 2004. The reliability of the Dacia made cars is well established, say experts. On the sales side the Logan is sold on a no discount basis with fixed price. Dealers are told no discounts are permitted. Total sales of these cars reached 814,000 in 2011 and are expected to cross 1 million in 2012. This is similiar to the achievement of Toyota with its low cost multipurpose vehicles for emerging markets, which is expected to cross 1 million in 2012. The difference is that Renault has achieved this with European buyers in a bold strategy. Tata Motors which pioneered the effort to build low cost small cars with its $2000 vehicle is planning its own entry in Europe, the Pixel as a low cost city-car in European markets in 2015. And Renault is moving further down in cost than the Logan, as its next step, with such a car manufactured in India by Nissan-Renault and regional partners....

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Monica Langley provides an excellent account of how U.S. Education Secretary, Arne Duncan, is using the $100 billion from the Stimulus funds in the 2009 Recovery Act to implement the Common Core education program in U.S. states and districts. Common Core is about raising student math and reading scores and standards, and implementing teacher evaluations based on test scores to make teachers accountable. This is the one significant area in which the Obama administraton in the U.S. is likely to leave a valuable legacy. Republicans in Tennessee, including Lamar Alexander, have embraced the program, showing how Duncan is using his persuasion skills to speed up the implementation across political party lines in a period of strong partisan feelings about programs. When governors have hesitated, Duncan has gone straight to the school districts using the funding. Teachers union say the program is moving too fast as evaluations would affect teacher careers, and Duncan agreed to a one year reprieve on the consequences of new teacher evaluations for states applying for an extension. This makes Duncan uncomfortable. He says he has only three and a half years left and he is going tooo slow. Business leaders such as P&G CEO, Robert McDonald, say the only political party they have is their educated workforce. Duncan has persuaded 40 states in the U.S. to sign up for higher standards in reading and math. Democrats see the Duncan initiative as helping poorer schools, which is also important to reduce the increasing inequality in the U.S. Since 2008 high school graduation rates increased by 3 percentage points, with a 5 point gain for black students and a 7 point gain for Hispanic students. After $4 billon in new funding to low performing schools, so called "dropout factories," the number of such schools has declined to 1424 from 1746. Teachers unions are only gradually adjusting to the need for accountability in math and reading scores. Duncan's father was a psychology professor at the University of Chicago, and Duncan grew up in Chicago neighborhoods before attending Harvard and playing for the basketball team. Duncan tutored younger school students in the afternoon at his mother's after school program in a black neighborhood on the South Side of Chicago. In 2001 he was made the head of the Chicago public school system by Mayor Daley, where he took action to shut down poorly performing schools and reopening them with new staff. All the time he pushed for greater parental choice, charter schools, new teacher talent and using data to track school and student performance. ...

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CEO Ryan at CVS/Caremark. An unassuming man with a sharp focus on things, joined CVS right out of pharmacy school at University of Rhode Island. At 29, CVS owner Stan Goldstein gave him the chance to run pharmacy operations for CVS, then a regional drugstore chain in the eastern USA. Over the years CVS has made a number of successful acquisitions, the latest being the acquisition of Longs Drug store chain on the west coast, and it is now one of the largest chains in the USA. It has nearly 7000 stores and more than 50 million users of its CVS loyalty card in the US. As the pharmaceutical business evolved pharmacy benefit management (PBM's) companies like Caremark, Medco, and Express Scripts, came into being to manage burgeoning prescription costs. PBM's work with companies to save money, by filling recurring prescriptionsin 90 day quantities through the mail at reduced per pill cost. Now drug store chains instead of competing with PBM's are either creating or acquiring these larger PBM's. THe result is that a company like CVS which acquired PBM Caremark in 2007 for $27 billion, now has extensive computerized databases with patients information and drug usage histories. Ryan's clear focus is on these IT records as a distinct advantage, if he can use it to help the Obama administration's efforts to control health costs of chronic diseases like diabetes and arthritis, and back or neck pain, high blood pressure, and others, that end up clogging the hospital system and raising health care costs. By using these IT records to flag when a patient is not compliant or taking his medications and call the patient, Ryan can increase drug sales, get more visits into drugstores if the drugs can also be picked up at CVS stores, and increase sales through ancillary purchases during visits. This is now his strategy. It also includes setting up more clinics at stores and at corporate locations that divert the patient flow for small care like sore throats, flu and the like. As this is the way health care costs can be controlled, Ryan sees himself as helping achieve national goals while keeping CVS in the sales and profit picture for the US, even as health care as we know it goes through a complete transformation that removes the waste and unnecessary cost, and improves effectiveness and health. He sees CVS/Caremark right where it wants to be with its large patient drug database from about 1 billion prescriptions it fills each year, and as the largest single buyer and dispenser of prescription drugs in the country. ...

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GM CEO Wagoner was asked to resign by the Obama admninistration. The news was given Wagoner by Steven Rattner, who heads the auto industry task force setup by President Obama, at Rattner's office at Treasury. Mr Henderson, GM's Chief Operating Officer will fill in for Wagoner. When Wagoner assumed office in 2000 GM's stock price was $70, now it is $3.62, and GM capitalization is $2.21 billion in March 2009. Since 2004 GM has not earned aprofit, and has logged $82 billion in losses. Right upto the end the board of directors and lead directors backed Wagoner, even when the company was short of cash in the waning days of the Bush administration, and public opinion was very critical of the way management and unions had driven the company into the ground, all through this they held on, showing how hard it is to get an entrenched board and management doing things the wrong way. Now the Obama administration has taken years of festering issues in the auto industry and at auto companies head on. Not only Wagoner, the task force is working with GM to replace a majority of its directors. Kent Kresa a longtime director is to serve as chairman of GM. The President in a speech today on the auto industry said that he was rejecting the plans for restructuring provided by both GM and Chrysler. He is giving GM 60 days to come up with a new plan. The government would provide suffficient working capital for the next 60 days, during which time a revamped board and top management would have to come up with new restructuring plan. Obama made it clear that an expedited government sponsored bankruptcy was a clear option. And officials said that the inordinate amounts of debt at both GM and Chrysler have to be scrubbed, and bankruptcy would be "quick rinse" to rid the companies of much of their debt and contractual obligations. And the government would stand behind the warranties of both companies. For Chrysler the government is giving 30 daysto come up with a new plan, and time to reach an agreement for Fiat to work to revive Chrysler. And Obama reassured the public that FIat would have to repay the government before it could take money from the new Fiat run Chrysler out of the country. If Fiat and Chrysler reach an agreement and only then would the government step in with $6 billion in loans. If not Chrysler would be allowed to collapse....

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Senator Cruz is critical of mainstream media for pitting the candidates against each other instead of delving deeper into the issues.

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See Liz Claiborne, 11 July 2007, WSJ. How a new CEO at Liz Claiborne is tackling the problems of a bureaucracy, layers of management from acquisitions, lack of clear direction, responsibility, and out of focus organization. A problem that is coupled with too many brand labels so that there is no focus for marketig and advertising and distribution dollars to obtain a winning advantage. And the added problem of designers not having the opportunities to come up with winning products in a constantly changing fashion field with changing consumer tastes and trends. McCom is a top manager at J&J before this and handled the Tylenol brand after its crisis, so he's seasoned. His approach also makes sense given the need for focus and the need to be able to develop a new model for sales not dependent on others. He sent out an email to 200 senior managers asking them to identify the biggest barriers to success. What is common between the jobs at Mitsubishi, Liz Claiborne (Tylenol), and

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Whirlpool shifts 80-100 jobs from its Monterrey plant to an Ohio factory producing machines for laundromats. The Monterrey plant will not lose jobs because it is making more washing machines for the expanding Mexican market. Electricity is cheaper in the U.S. than in Mexico which provides some of the savings. Transportation from Mexico also offsets the higher wage costs in the U.S. of $18-19 at Whirlpool plants. According to Reshoring Initiative- which supports shift back of offshored jobs, the loss of jobs to offshore locations continues but is now being offset by job inflows to the U.S. Some of these inflows that receive less attention are manufacuring facilities being setup by foreign corporations in the U.S. as costs of energy decline and labor become more competitive.

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The faltering Ben Carson candidacy has given more support to Ted Cruz. Cruz's grass roots efforts to fire up evangelical voters is also a plus in the Deep South, with six of 12 states in the March 1, 2016 Republican primaries in that region.