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In an historic event, the young Senator who introduced bills on improving fuel efficiency in the Senate only a few years ago, announces his proposal for a single national fuel efficiency standard of 35.5 miles per gallon in 2016. Mr Obama had the chief executives of 10 global auto companies all gathered together, as he made the announcement. It reverses decades of conflict on this issue, and puts the US at the forefront of developing new technologies for fuel efficiency and emissions control.

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GM and Chrysler will face a tough market in the years ahead. The last year as seen GM's image with the American customer erode even further. Reputation Institute surveyed 70,000 people worldwide, and found only Mitsubishi and AvtoVAZ have a worse image. This inspite of improvements in quality at GM, which shows that management errors and its image matters a lot in buyer behaviour. Worse still GM and Chrysler, both are not favored by the younger generation of customers. The new demographics show that 73 million 21-33 year olds will be customers in the next few years, and they have shown little interest in Detroit brands. These people says one expert on atitudes towards automotive brands at AutoStrategem, can't see heir friends in these brands, and so can't see themselves in them. Perception matters a lot to these young people who are better educated. Studies have shown that college graduates and better educated Americans favor overseas brands by a wide margin. Chrysler is pervceived as having poor quality according to JD Powers and Consumer Reports. With $21 billion in debt Chrysler is more burdened with costs, needed improvements are less likely without investment. Chrysler may shrink to 6% of the market says BW, and GM will probably go down from 19% in 2008 to 14% in the next 3-4 years, as competing with Honda, Toyota, Hyundai, VW and new competitors from China and India makes for a very tough environment. Worse still there is about 90 million car production capacity worldwide, and the worldwide market has shrunk to 55 million cars and is still shrinking. ...

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55% of Chrysler cars went to corporate and rental fleets in Septemeber and incentives are higher than ever, both warning signs for Chrysler. New Fiat models are not due for another 2 years.

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The deep cuts in Chrysler's engineering staf, with 40% of the engineering staff gone under Daimler and Cerberus, is hsowing up at job fairs. Jim Badhorn was a Chrysler engineer for 21 years before he took the buyout. He designed the rear doors of the Chrysler 300 sedan. Badhorn put much of the $75,000 into acollege fund for his 2 daughters. He hits the gym everyday. He is arenter so his home in Birminghan isn't like the other owners who have lost 40% of their home value. And he can't even find the end of the job line when he goes to a job fair for a military contractor.

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The really small cars like the HOnda FIt and the Toyota Yaris and the GM Aveo are piling up on dealer lots as the price of gasoline drops to $2 a gallon from last summer's $4 a gallon. At February end 2009 Honda had 22191 Fits on dealer lots enough to last 125 days at the current sales rate, and Toyota had enough Yaris subcompacts to last 175 days at the current sales rate, according to Autodata Corp. Chrysler has a 205 day supply of the Dodge Caliber, and GM 427 days of Aveo cars. Honda Civics are also piling up. Price shifts and shifts in consumer attention and buying behaviour makes it difficult to plan ahead. The American carmakers have shifted plants to smaller and midsize cars after seeing the disastrous drop in the sales of larger vehicles in the third and fourth quarters of 2008. Now government policy is to mandate fuel efficiency standards, there is talk of agasoline tax, and even the current numbers shows ashift away from the SUV's and larger vehicles of the past. Ford's sales analyst Pipas says that over the 5 months ending February 2009 sales of small cars totaled 718,000. This was down 28% over the same period in 2008, but small cars grew to 18.4% of the total market, up 2.1 points from the year earlier period. Part of this is that overall the market has declined much more than 28%. This also shows that policy in an industry-government partnership will have to show the way that is best for the US, to ensure that oil prices don't go up the way they did, when consumption at the pump was excesssive and fuel standards lax. This should also be done in a partnership with other countries like China and India to ensure that technologies are available worldwide to reduce fuel consumption and promote fuel efficiency, as keeping consumption per passenger for each mile travelled as low as possible will take pressure off the oil price. It would make automobile transportation feasible for a rapidly urbanizing Asia, and by reducing the pressure on price that urbanization and motorization in Asia would bring, help moderate oil prices for western countries. ...

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Holman Jenkins makes some good points as the auto companies in Detroit look for government rescue. He suggests dumping CAFE altogether if Congress is serious about conservation, a gas tax would be the only intellectually honest thing to do. In the light of falling gas prices in November 2008 with $1.98 a gallon in Michigan and across the country, how will demand for hybrids and the Chevy Volt at $40,000 fare? Its hard to tell but some serious thinking about energy and automobiles is in order. Congressional mandates have a tendency to have poor consequences as Holman mentions, because of the loopholes in the mandates like the fuel mileage rules that allowed fleet averages, loopholes Detroit automakers used to lead the trucks and SUV boom to coverup hidden problems for so long. Some of these had to do with the UAW's insistence on rules and benefits and things like the Jobs Banks that were obsolete in a age of globalized manufacturing and unequal playing fields with the Japanese and Koreans in mostly unuionized factories in the southern United States. Some of them with lack of effort, vision and innovation by Detroit car companies to make the fuel efficient technologies to reduce costly fuel imports, and the failure to bridge the union management divide that has been there all the time in the postwar period skewing decisions and leading to obsolete behaviours. Holman sees nationalization of the auto companies as the only possibility given the car companies history and failures, with or without bankruptcy. Even then he does not see them becoming competitive without good leadership and right policies in running the companies and honest policy at the government level, and courage to get a firm grip on reality. ...

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Modi's success in tackling problems of electricity development in Gujarat state and the model for India, as a new Modi administration is elected for India in 2014. Other areas that are the focus for development include high speed rail and transportation, other infrastructure development, creating new jobs in manufacturing. Modi made three trips to China in the last decade as a four term chief minister of Gujarat state (similiar to a governor of a U.S. state), and has adopted a China type focus on infrastructure development and manufacturing for the western state of Gujarat, which was part of the old Bombay state in British times. Mumbai, the new name for the old British settlement of Bombay on the west coast, is about 300 miles south of the major Gujarat city of Ahmedabad, at one time a major textile manufacturing center. Mumbai and commercial minded people from Gujarat occupy a role similiar to Shanghai in India's economic development. Under British times trading minded Gujaratis settled on the east and southern coast of Africa, in the Persian Gulf, with retail businesses. Of India's two largest companies the Reliance Group made its early start in textiles in Gujarat in the seventies, set up by a young emigrant who returned from the Persian Gulf. The Tata Group which owns Land Rover was set up by a Parsi immigrant community in Gujarat. Its founder Jamshedji Tata set up India's steel industry under the British at the turn of the century. The Parsis settled in Navsari, Gujarat, immigrating from Iran and other parts of the Persian Gulf centuries ago. When the media talks of Modi's origins as a tea seller's son, one has to take this in the context of the origins of people such as Reliance founder Ambani who was the son of a schoolteacher from a rural village in Gujarat. With about a 1000 mile coastline facing the Persian Gulf, Gujarat has been known to engage in the textile trade long before the arrival of the Portuguese and the British in the 1600's, and before the Muslim period from the 1300's. Many Gujaratis settled in Mumbai and are a key part of the commercial, financial center in the city. Just as Britain with its commercial centre of London evolved over centuries with commerce affecting attitudes towards democracy, free media and capitalism compared to more feudal France, Gujarat and Mumbai has evolved in a similiar manner compared to other states in the north of India. With all the media infomation and misinformation on Modi's mishandling of communal riots little has been said of the unique position of Gujarat and Gujaratis in the industrial development and modernization of India. Compared to other parts of India historically there is a greater degree of tolerance in Gujarat for other communities, similiar to Britain's compared to France and Spain, because of this commercial outward looking orientation for new ideas. ...

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Intervew by Deborah Solomon with former Clinton era SEC Commissioner, Arthur Levitt, captures the mood of the public in the USA. Super skepticism and disbelief about public servants, including those of some stature in the past like Levitt. The questions are suggestive of the angst and loss of innocence, and willingness to ask the straight question right out. Solomon tries to get Levitt to take responsibility for what has happened under his and others watch. What do you feel Mr Levitt about the American economic landscape and see 401 K's going up in smoke? Have you changed your spending habits? Are you kicking yourself for not having caught Madoff at his game? After you left your SEC post what led you Mr Levitt to become an adviser to the Carlyle Group, which had ties to the Bush family and defense contracting? This question grates on Levitt. He responds that it is such a Michael Moore like exaggeration, that he was an adviser to the Carlyle Group before he went to Washington. And then Ms Solomon asks the question straight out, saying that frankly she can't understand why the SEC culls its leaders from the world of high stakes investment, when there is this "capture theory" that states that regulators get co-opted by the industries they regulate if one isn't very careful. And the response from Levitt is evasive as he talks about the patriotism of the 4,100 people who served with him at the SEC. Ms Solomon isn't accepting this and calls it boosterism, telling Levitt he hasn't answered her question. Levitt tries another escape route and talks about the European system of gray bureaucrats running government agencies forever, and how refreshing the American system of repotting private sector talent to bring fresh ideas is. Solomon's steers the dialogue in another direction. She reminds him about his father Arthur Levitt Sr. , who was the New York State Comptroller for more than 20 years. Yes, says Levitt Sr.'s son, his father was passionate about defending the interests of pensioners, and his mother was a schoolteacher for 38 years. That gets Levitt reminiscing about his growing up years with his grandparents in Brooklyn, when his grandfather would check 75 used bulbs to see if one worked before using a new one. What has thrift got to do with this Solomon starts to think, after all Levitt is an adviser to the Carlyle Group. Put that in your report, yes, says Solomon, I will. Ms Solomon is getting right down to the point by now. Levitt can reminisce about the thrift about the old days, but the public wants answers. Do you feel you should apologize, does this keep you up at night? Levitt's response: not really, I'll try not to think about it. See the link to Rubin's letter of resignation from his position at Citigroup to CEO Vikram Pandit. Rubin another Clinton era adviser and Treasury Secretary, is being asked similar questions....

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Toyota plans to spend $1 billion on a marketing and advertising plan, spending that is 30-40% more than normal, to ramp up production and fill out inventory. It includes money to subsidize lease and loan rates, customer incentives and dealer ads. One aim is to raise the projected resale value of its vehicles used in calculating montly lease payments. Akio Toyoda is also giving more decisionmaking power to local executives for the markets they are more familiar with.

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Daniel Yergin cites an estimate by IHS Cambridge Energy Associates which shows oil from shale and dense rock, which was about 1 million barrels a day in 2011, could reach 3 million barrels a day 2020. North Dakota where much of the production is taking place is now fourth in oil production in the U.S. after Texas, Alaska, and California, and is likely to move up to second place. U.S. imports of oil come primarily from Canada 25%, Mexico 11%, Venezuela 9%, and the Persian Gulf 16%. Canadian oil sands development has increased production and the completion of the Keystone pipeline will increase the share of oil imports from Canada. This is shifting the dynamic of oil away from the Persian Gulf, with the volatile politics in the region, and more towards North America.

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Akio Toyoda and Yoshimi Inaba answer unrelenting questioning by a Congressional panel. Toyoda reafffirms the principles his grandfather stood for in building Toyota. A rare comment by former Toyota executive Jim Press throws light on the struggle going on inside Toyota betweeen the Toyoda family and career managers from the previous two CEO's. Jim Press said that the company was hijacked some years ago by anti family financially oriented pirates as he called the two previous CEO's Okuda and others working for them. And he added these managers lacked the character to preserve the company legacy.

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Jesse Eisinger compares the public criticism and the response of two executives of major American banks- Dimon of JP Morgan Chase and Blankfein of Goldman Sachs. He says Dimon may come out looking better with his reputation in much better shape because of the changes he made at JP Morgan Chase after realizing that he had made faulty judgements. Dimon has now set the goal of putting JP Morgan ahead of the other banks in its risk management and working with regulators. Blankfein is seen as making only minor changes in the culture at Goldman and having overcome a wave of public criticism without significant change in the way the company does business. In the process Dimon will have learned more from the financial crisis and make improvements that will be good for JP Morgan in the future, an opportunity that Blankfein is seen as missing.

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Questions raised about whether the bets made by trader Iksil of the CIO at JP Morgan Chase were made to hedge risk, or to simply engage in proprietary trading for the bank in the hope of making large speculative profits. Bets made earlier by Iksil made large profits, but were simply speculative trades that increased bank profits. In late 2011 Iksil made a $1 billion bet that some companies would default on their debt in a few months. When American Airlines filed for bankruptcy protection Iksil's trades made about $450 million for Chase. But the trade had little to do with hedging risk.

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Would hedge funds that short Lehman's stock want to create an environment of perceptions of uncertainty around Lehman. ts quite possible. Lehman's CEO Fuld flew back from India over the weekend and went on the offensive to dispel perceptions of weakness. According to this report Bear Stearns had $33 billion in total liquidity compared to $169 billion for lehmans which compares with $169 billion for Goldman Sachs. Of this Lehman has $35 billion in cash and liquid assets and $160 billion in unencumbered assets like loans and securities backed by commercial mortgages that it use as collateral to borrow more. Lehman has the highest percentage of liquidity at 25% of total assets compared to other major brokers according to Buckingham Research Associates the source for these numbers. Its here that the Fed's recent decision to lend to the largest investment firms comes into play. As Mr Fuld stated the Fed's decision to create a lending facility for these primary dealers like Lehmanand permit a broad range of investment grade securities o serve as collateral improves the liquidity picture and in his view takes the liquidity issue for the entire industry off the table. Those looking at the downside point to the Level 3 assets of no observable value of $42 billion and the $37 billion in residential mortgages in Lehman Brothers. ...

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The marketshare of companies in China's smartphone market for the 1st quarter shows Samsung with a commanding lead of 25%, the Apple iPhone has only 6.5% of the market, Huawei comes in ahead of Nokia with 12% compared to Nokia's 11%, and close behind is ZTE with 11%, Lenovo with 8%, CoolPad with 6.2%. Motorola has 4.8%. HTC slipped badly and is now at 2.6%. With other companies having 13% of the market. The market is largely fragmented today with Samsung the leader. It also shows the very fluid nature of the market with many new entrants and rapidly changing positions for Samsung, Nokia and HTC. Nokia finds itself facing competition from many new entrants and a rapidly expanding Samsung, which accounts for its suddenly eroding position.

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Verizon's support for another ecosystem in Nokia powered by Microsoft software. This would increase its leverage with Apple and reduce the large payments for carrying iPhones.