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Losses at China's 3 largest airlines Air China, China Eastern, and China Southern will reach 20 billion yuan or $2.9 billion for 2008. Large capital injections and suspension of atax on jet fuel surcharges is the form of government help for these state owned airlines.

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How drug companies like Roche are diversifying away from pharmaceuticals because of the weak pricing and poor new drug discovery rates that are in the industry's immediate future. Roche is diversifying into machines that diagnose diseases like breast cancer through acquisitions.

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Differences between Mr. Suzuki, CEO of Seven and i Holdings, the parent company of 7-Eleven and investor Daniel Loeb of Third Point LLC, on the right strategy for the company. Loeb favors focussing on the 58,000 7-Eleven convenience stores in N. America, China and Japan. Suzuki had expanded by making acquisitions and kept a money losing Ito Yokado retail chain in Japan. Following a boardroom fight Loeb wins and Suzuki who ran the company since 1992 resigns. Ito Yokado ran the Japanese 7-Eleven chain till it acquired the U.S. 7-Eleven in 1991. A new corporate governance code setup by the administration of prime minister Shinzo Abe, calls for more outside directors to be appointed to Boards, and greater attention to interests of shareholders. This is seen as a test of the new corporate governance rules. Akira Kiyota, CEO of the company running the Tokyo Stock exchange sees it as a positive step.

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Kraft reaches an agreement to acquire Cadbury at 830 British pence per share in a meeting between Ms. Rosenfeld, Kraft CEO, and Cadbury CEO, Mr. Carr. This is about 50% premium over the price of Cadbury shares in Sept, 2009. Cadbury CEO Carr was opposed to the merger of the two companies and stated he saw "no strategic, operational, managerial or financial reason" for the two companies to merge. Cadbury described the Kraft management as one that had unattractive categories and which "under-delivers." In the end Carr was pushed into the deal because hedge funds had acquired about 30% of Cadbury shares in hopes of making gains, creating the danger that Cadbury could end up with a lower offer. The acrimony is likely to make a merger of the two companies difficult and costly. Kraft coveted Cadbury for its penetration of emerging markets, but lacks the experience and talent in this area of its own to carry out a smooth merger of vastly different companies with different focus.