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Warren Buffett's Berkshire will invest $5 billion on "cumulative perpetual" preferred stock in Bank of America. These shares will pay a 6% annual dividend. In addition Berkshire gets warrants giving it the right to purchase $5 billion in Bank of America common stock at $7.14 a share. The Bank of America share price was $7.63 on August 25, 2011. The warrants if exercized could leave Berkshire with 6.5% ownership stake in the bank. The deal comes as Bank of America's share price is under severe pressures in the financial market.

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David Walker, a former official of the central bank and the British Treasury, takes over as chairman of Barclays bank in Britain. Walker was part of British government required reviews of the financial industry and an inquiry into RBS. He has argued for better disclosure, and is well respected in British banking. Walker will have to find a replacement for Bob Diamond, the CEO, who resigned following the LIBOR rate manipulation investigation.

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Unilever sales -after excluding acquisitions, disposals and currency effects- were up 7.8% in the 3rd quarter of 2011. Sales in emerging markets were up 13%, and now provide over half of Unilever's business. Unilever achieved these gains through price increases of 5.8% and volume up by 19%. Unilever faces rising costs for oil, palm oil, petrochemicals and plastics. The increase in commoditiy costs added 2.5 billion euros to costs compared to the prior year. To cope with rising costs Unilever is improving packaging, logistics, sourcing and reducing purchasing costs. Unilever's strategy is to selectively increase prices to keep margins from falling.

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Toyota forecast is for sales to drop by 6% worldwide to 7.9 million vehicles in 2011. Forecasts for 2012 however show a strong rebound to 8.48 million vehicles. Toyota faces serious difficulties from the stronger yen. Its plans for 2012 are based on increasing production significantly to 8.65 million vehicles worldwide, a significant production increase over 2011. Toyota's plans are for 45% of sales to be in China and emerging markets in 2012.

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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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Adam Bryant's interview with S.D. Shibulal, CEO of Infosys in April 2014.

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Interesting strategy, 755 dealers for Hyundai in the USA and a target of 20,000 upscale Genesis U.S. sales for 2008. Is it doable in a contracting market? Even if it falls short it could attract customers into Hyundai dealerships, especially when the Genesis will be shown next to other Hyundai cars and SUV's. Hyundai brand name gets visibility and it could show one more convincing proof that Hyundai can make quality and upscale cars. Hyundai is setting the goal of exceeding the specifications of BMW and Lexus cars. If it enhances the Hyundai image and gets customers excited and wanting to walk into Hyundai showrooms to look at it, then it may make sense. The Hyundai ad campaign may have to be revisited. Hyundai gets to continue developing its expertise in making cars in the upscale range so that it can at some time in the future challenge the Lexus and BMW brands. This is a long term strategy with brand image perception benefits in the short term using modest sales expectations of 20,000 in the first year considering the difficult market in 2008. ...

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WSJ's Monica Langley provides an exceptional report with a close look at the first woman CEO at a large corporation in the cusp of great change. IBM CEO Ginni Rometty is remaking IBM by moving out of existing businesses and shifting to new growth areas such as analytics, cloud computing, new R&D advances. She sees her job as building the IBM of the future, and this includes divestments and phasing out of some businesses, acquisitions, and building some businesses such as the Watson Heath Care business from scratch. In some fast growing areas such as cloud computing this means competing with other established competitors, Amazon, Google, and Microsoft. Rometty's job is tough because of the size of IBM with 380,000 people in 170 countries, a culture that lacks the agilityof younger companies, and the older businesses which continue to slow IBM's progress, and where divestments reduce revenues. IBM sales are down for 12 consecutive quarters from the year earlier quarter. IBM's share price is down about 10% since Rometty became CEO in Jan. 2012, resulting in investor dissatisfaction with results. Rometty's goal is for 40% of IBM's revenues to come from corporate markets in analytics, cloud computing, cybersecurity, social networking, and mobile technologies, increasing it from 27% of about $93 billion in sales in 2014, and 15% of $105 billion in sales in 2013. Sold off and divested are low end servers, IBM's chip maker, and other hardware businesses. It is so extensive that whats left of the mainframe business is focussed on new technologies for mobile. Rometty setup a partnership with Apple for the corporate mobile market, and started Watson Health as a new venture in analytics for healthcare using its Watson Computer technology. Rometty grew up in Chicago, one of 3 daughters raised by a single mom, who says she was taught to be "fearless" by her mother. She graduated from Northwestern University with majors in electrical engineering and computer science, joining IBM as a systems engineer in 1981. She carries a backpack, school size notebooks, on her frequent trips to see customers in person and is constantly prodding employees at IBM to go faster. Rometty has a passion for scuba diving in her spare time and always carries the gear with her. Christine Lagarde at the IMF is one of the few women heading large organizations that have the same level of energy. Lagarde's passion is swimming having competed in sychronized swimming, and both Rometty and Lagarde describe the loss of a parent in different ways as a significant impact in their life. ...

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Pfizer's perception in the financial markets about its research efforts, budget and drug pipelines.

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Estee Lauder sees China as its "second home market," and introduces products specially developed for the Chinese market.