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With small margins of 5-10% many Chinese producers in Shenzen see the loss of the American market after the American tariffs of 20%. US president DJT put a10% tariff on all products imported from China on Feb 4, 2025 Executive Order. Another Order on March 4 amended this for an additional 10% to total 20% in March 2025. The local Chinese market where consumption is low cannot make up for the American market. The market in Russia is smaller with its population of 145 million and smaller consumption level. The markets in South East Asia are highly fragmented, and Brazil's economy is weak. India has a large trade imbalance already and is unlikely to let this get worse. Russia is imposing some restrictions on imports to not get flooded with cheap Chinese imports that drive local makers out of business.

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This exceptional article in the NYT by Emily Feng and Carlos Tejada shows the social changes taking place in China as more women and men decide to postpone marraige. For the first time there are more women than men in master's degrees programs in China. Women in China are now increasingly better educated and prefer to be independent, not dependent on their spouses as in the previous generation. A typical Chinese household has 3.1 people in 2015 compared to 4.43 people in 1982, according to the China National Bureau of Statistics. Fewer children, more people living alone, women living independently, and seniors living alone are some of the reasons.

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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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Muhammad Azhar Ali, factory manager for National Foods plant near Karanchi, Pakistan, describes what it is like running a manufacturing operation in Pakistan. National Foods is the largest manufacturer of pickles and other spice products in Pakistan. A big problem is the lack of security and terrorism. This remains a constant cause of anxiety for business people in Pakistan. Its like being in a war zone says the National Foods chairman Abdul Majeed. Another major problem is lack of reliable electricity supplies. Supply of electricity is only one third of national demand in Pakistan. Larger companies such as Lucky Cement generate their own electricity, with Lucky Cement producing 150 megawatts from its plants. Smaller companies like National Foods rely on diesel generators. To conserve electricity many factory, floor office and bathroom lights are turned off. For workers the lack of electric supplies and high inflation affect lives in many ways. National Foods has a weighing department and assesses workers picked up from many parts of Karanchi to see if they are fit for work or are unduly stressed from poor living conditions. This is a side of Pakistani life that is rarely touched on-the daily lives of workers and managers. Ali works harder than other production managers in other countries because of the power shortages and lack of security. He would like to devote time to increase productivity and be more like other production managers. The war with the Taliban has cost Pakistan $68 billion in destroyed infrastructure, security costs, lost foreign investment according to one estimate. ...

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Meg Whitman, H-P CEO, repeated her statements that a recovery was four or five years away. She sees little sales growth till 2015 and predicts losses. H-P's share price fell by 13% on Oct. 3, 2012. Whitman said in an interview that H-P has failed to invest in research and development. She was critical of lack of R&D investment under Mark Hurd. But says many of the problems go back to when Carly Fiorina was CEO in 2005 and made the acquisition of Compaq. The acquisition approach has worked poorly for H-P, with lack of R&D within H-P. H-P's financial position also worsened with the $10 billion paid by Leo Apotheker, Hurd's successor, for Autonomy Corp. Internal software systems disconnected costs from revenue, so that in 2011 field selling costs increased by $1 billion even as revenue decreased by $5 billion. A series of management changes made things worse through poor decisions, inconsistency and lack of focus, all of which will take years to correct.

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RIM reports selling 6 million smartphones in the 1st quarter of 2013, including 1 million Z10 smartphones. RIM says its Blackberry subscriber base dropped to about 76 million from 79 million the prior quarter. RIM reports earnings of $98 million, revenue declined to $2.68 billion from $4.18 billion the prior year quarter. The company's cash position at $2.9 billion was the same as the prior quarter.

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The expansion plans of VW will add more competition into the US market which is declining. Martin Winterkorn ran VW's Audi business. He became VW's new CEO this year and brings a new leadership perspective to his job. He has several new strategies. In the area of pricing he wants to reduce unneeded features such as external mirrors that fold inward for narrow European streets, and bring down the price of VW Jetta and Passat models to be competitive with Toyota's Corolla and Camry models. Currently a Jetta is $17,000, a Corolla is $ 15,200 and a Passat is $23900 compared to a Camry at $20,000. VW's plans are to set a sales target of 1 million cars by 2018, tripling sales in ten years from the current 330,000 vehicles. In the next 3 years to 2010 sales world wide are expected to increase by 12 to 15%, VW wants to capture a bigger share by seeing its sales increase by 30% from the six million units today to 8 million units by 2010. Winterkorn sees this as possible given that VW has a more centralized management structure now which makes for quicker decisions. VW is also working on a new family of small fuel efficient cars on a common platform to be sold in China, India and other markets where a small car will be popular. Winterkorn referred to its new concept car as an example of the direction this would take. As importing cars from Europe is becoming costlier with the strong euro and the Japanese in contrast have the advantage of a weaker yen, the expansion plans will require lower pricing. VW looks to build a plant in the USA. Another strategy is to add 12 new models to its global product line and to launch more new vehicles in new product segments. This is what Winterkorn thinks has given Toyota its increased sales. A new compact SUV caled the Tiguan will be introduced. What all this means is that VW is seeking to move buyers of Japanese and American cars to try German cars, make German cars cost less and make a strong showing in the American and global markets. ...

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Global aid to agriculture in developing countries is about $5 billion a year. Mr Obama made the decision to double U.S> aid to developing countries farmers to more than $1 billion ayear in 2010. THe NYT reports that with the G8 meeting in Italy in July, America will spend $3.5 billion dollars over 3 years for helping farmers in developing countries. This according to Michael Fromans, an Obama adminsitration official is going to be new money. As far as the other G8 countries are concerned it could include old money for the total $15 billion committed. Since the worst hit areas for agriculture are in Africa, and Africa has lost a lot of ground in development in the last 20 years, suffering neglect in aid to farmers over 20 years both form the American administrations and their own governments, it is surprising that the amount and the details for where it would go in Africa are not revealed. Mr Obama has grasped the need not just for shipping food assistance from the USA, but need to help farmers. He agrees with ANdrew Natsios former head of Agency of International Development, who says that most of the poorest people in developing countries are farmers and herders living in the countryside, the crux of any effort to improve their lives has to start with agriculture. Obama advocates using the "tried and true agricultural methodfs and technologies that are cheap and are efficient but can have huge impact" in the lives of people. Malawi, is a good example, say Prof. Sachs of Columbia University, as subsidies for fertilizer sharply increased food production. Sachs says it is possible to double or triple food production by giving small-holder farmers access to high yielding seeds, fertilizer and agricultural extension services. But more needs to be done and devloping countries themselves that have made progress like India, China and Brazil can provide their know-how and experts and should have been brought into this, which is another reason why there is no reason for a G-8 summit of countries of European origin. An enlarged organization can bring in the resources and ideas of all the major countries in the world, to especially bear in on Africa, where alot needs to be done. Just to get an idea the UN's Food and Agriculture Organization says the global economic crisis will put another 100 million people into facing hunger this year....

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ZTE of Shenzen, China has 3% global market share and has a new model the F230 which can show streaming video at broadband internet speeds. ZTE will double its cellphone sales to 60 million this year. In the mobile phone business things can change very quickly. The market for mobile phones can change very quickly, is defined by a younger demographic that loves to try new things, and where new technologies and capabilities get incorporated very quickly and in new combinations, navigation, video, broadband, different market segments from the lower end to the upper end especially in developing countries of Brazil, India and China, and the constant competitive churn that brings in new technologies and new companies like ZTE into the market. Upper management at Nokia realizes this as Motorola twice came up with hit models the Star-Tac and the Razr in 1996 and 2005, and each time falling behind after the one time hit. Motorola is even looking at exiting this market. New competitors are in the field with Apple's I-phone in 2007 and with Google and Microsoft developing new software for this market. It requires not just a product hit but a management team and a structure for manufacturing and distribution that is strong and resilient enough to respond to the changing market and to anticipate market trends that are just taking shape and to have the cultural mindset in management at upper and middle levels to deal with huge fast growing markets like India and China, and also Brazil, Russia and other developing countries in Asia and Latin America and Africa where the nature of the demand is different and varies among the different regions also. Nokia has come closest to putting this capability together. It has market share of 40% in this global market with sles in India of 8 million phones a month. There is room for competiton as competitors like Samsung sell about 200 million cellphones a month and are growing at 25% a year. Nokia is also taking a new approach to stay ahead. Its buying smaller companies and developing in-house technology to build its own mobile services business named Ovi. It acquired a number of software companies, acquiring Navteq for $8.1 billion for software on satellite location services. It has its own web portal and and lets wireless providers like Vodafone and Verizon offer their subscribers the option of using portals of Vodafone, Verizon or Nokia's....

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Providing an insight for the auto industry and other industries, Nokia has managed its own downturn from a few years ago. Nokia has taken a strong position in emerging markets without letting profit margins sink and keeping the average price of a Nokia cellphone from dropping much. See the groups and links to Motorola's situation. Continued dominance in India and China helped Nokia achieve mobile phone shipments growth of 27%in 2007 over 2006 to reach 133.5 million units. Nokia is also gaining market share increasing it to 40% in the 4th quarter 2007 from 39% in the 3rd quarter. And Nokia is now poised to gain back the market share it lost in the USA in the last few years. It sees the market for mobile phones growing by 10% a year wordwide with strong growth in Asia balancing slower growth in developed countries. Nokia follows the average selling price of mobile phones which suggest the direction the market is taking in price and higher end lower end sales distribution, especially at a time when Nokia competes in price sensitive Asian markets with higher lower end sales distribution. Here the average selling price of Nokia phones dropped from euro 89 in the fourth quarter 2006 to euro 83 in 4th quarter 2007. Nokia is careful to keep introducing new feature laden phones that customers want to keep this average price up. In the 4th quarter 2007 the average price was up from euro 82 in the 3rd quarter to euro 83. Nokia's operating margins in the mobile phone business reflect a surprising result, actually increasing from 17.8% to 25% even as average price is dropping from euro 89 to euro 83? How was this achieved? Some of this is probably from better manufacturing in better locations without compromising quality, moving factories to eastern europe and other places. Nokia plans to close a factory in Germany with 2300 workers and move this to Romania by mid-2008. The increased sale of higher margin multi media phones also helped. Another aspect of Nokia's approach- grasping the fact that extremely high sales were needed to do well in in the lower end of the market at the euro 30 price level. This means that competing in India and China with the high sales volume helps it stay ahead in this lower end. These markets are also interesting in another way, they are fast changing markets with a lot of things happening. Because they are price sensitive there is a lot of competition including from lower end makers in China. Asian markets also have young users who have different usage, lifestyle and trends and Nokia can learn a lot on how to stay abreast of these demographics and other changes. And competing at this level helps you develop the manufacturing knowhow to bring down the cost of the higher end phones with more features. There are crisscross benefits to competing at every price range in different demographics and in different regions, and continually learning and building the people and structures to compete effectively. . Nokia's successful strategies in 2008. ...

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Rupert Murdoch makes a $80 billion offer to Time Warner for a merger with 21st Century Fox. A deal would add HBO, TNT and TBS to Fox's broadcast network and its cable portfolio including Fox News channel. Most sports content such as NBA and NCAA games are watched live, attracting more advertisers compared to other content where commercials are skipped using DVR's. A key problem for Time Warner investors and management is that the way the proposal is structured- with supervoting shares going to the Murdoch family that controls Fox- gives too much control to Mr. Murdoch and too little say to Time Warner investors on how the future company should be run. An added complication is that Time Warner CEO Bewkes is 62 and has put in place its strategic plan after divesting some units. By comparison Rupert Murdoch of 21st Century Fox is 83, and his sons are seen by Time Warner as not having the experience to handle a company of the size resulting from a merger.

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Jane Spencer interviews Lenovo CEO, Bill Amelio. Amelio throws light into how a company can best operate in China and reach out to a global market. Consider the way Amelio recruits Chinese talent working in the local language, and how he works with Chinese managers who tend to be more reticent on issues and opinion. Amelio is unique in his approach to hiring Chinese managers and building a bench with deep talent. He has abandoned what he calls the "colonial approach" of hiring with expat executives interviewing in English for managers in emerging markets. He says its a good idea to leave the English filter out to get more talent. Instead he has English language classes for the hired managers to help them improve language skills. Amelio talks about Lenovo's approach to the U.S. and other international markets as it competes with the likes of Acer and Dell. Amelio headed Dell's Asian operations prior to this position. Lenovo is testing ideas for giving low cost access at $100-$150 to people in India and China. The way this works is for Lenovo working with Intel and Microsoft to reduce the cost by 50%. For the bank to have half the ownership and the customer paying for the rest. Customers would buy cards for 10 hours of computing, and buy the computer back from the bank through regular use. Lenovo's strategy is to go after small and medium size businesses and consumers to increase market share in the U.S. and Europe. To do this it is using soccer star Ronaldinho and basketball stars to give Lenovo visibility as a brand. In other areas, Amelio has brought Dell managers to Lenovo to improve the supply chain management, an area Lenovo needed to improve....