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Southwest started flights to New York's La Guardia and Boston's Logan airports in 2009 but has cut service on other routes. It is cutting capital expenditures in half 2009 and recently cut flight capacity by 4%. It has locked in 40% of ts fuel needs in secon half 2009 capped at $71 a barrel, and 30% of its fuel needs for 2010 at $77 a barrel. The new contracts allow it to use planes as collateral withcounterparties.

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The International Energy Agency lowers its global oil demand forecasts on Dec. 11, 2014, leading to further drop in the price of oil with oil futures in electronic trading for WTI at $58.89 on New York Mercantile Exchange, and Brent crude at $62.83 on ICE in London, for January 2015. The price of WTI U.S. oil dropped to $59.95 on Dec. 11, 2014.

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Emily Glazer interviews cosmetics direct selling company Mary Kay's CEO, David Holl.

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 Turkish German scientist Ugur Sahin who invented the mRNA vaccine for coronavirus is interviewed by Der Spiegel. He sees a new world of pharmaceuticals from this invention, with the first treatments of cancer.

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US naval blockade of Iran in Arabian Sea starts April 13 2026. US destroyed Iran's larger ships 158 of them, yet Iran also has a fleet of smaller attack boats which it plans to use in Hormuz. These are harder to detect and can be hidden in coves along the Iranian coast and used against ships. The US with its naval blockade is now prepared to do what it has done also in Venezuela, stop and interdict fast drug boats on the Venezuelan side in the Atlantic ocean. By blockading Venezuela in the ocean US is using its strengths, and stopping drug boats its ability to pinpoint traffic on the ocean. Similar capabilities are well suited to Arabian Sea and Red Sea on the open oceans and away from narrow Hormuz playing to US strengths and capabilities. Aircraft carriers and destroyers and the US Air Force is in a position to do what it does best control open seas like the British did in their heyday of the Royal Navy for most of 1750-1920. This avoids options of Hormuz itself with its narrow 15 mile gap of water between Oman and Iran too close to mountainous terrain on either side, and of the Kharg Island option which would require special forces to be backed up with more ground forces. This is the most viable option and the interlude of couple of weeks has given the president an opportunity to make a better choice for positioning the US forces where the US has its strongest points. What is lacking is the individual powers of Britain and France whose leaders Starmer and Macron have popularity below 20%. Yet the US is better off making good choices and not having these nations alongside. The posturing by European nations is limited to France and UK, as Germany and Italy are in sync with the US position. Much of the media operates as if the goal of preventing the spread of nuclear weapons to the Middle East is not important for long term peace for nations such as China and India with about 3 billion people and the billions of people of Asia, Latin America and Africa. For the first time in 400 years since 1600 as Asian civilizations began a long decline China and India have emerged in 2000-2030 into the kind of modern economies and societies that exist in Europe and the US. The last thing they need is the risk of destroying the Modern World with nuclear proliferation when it took centuries to get to the right opportunity after 1950 to modernize China and India. Xi's and Modi's generation are the first to experience modernization in Asia after Japan's experience. ...

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What was once seen as a debacle on CNBC and Wall Street in 2015- the decision of CEO McMillon at Walmart to raise wages from 7.25 an hour to $9.00 an hour with share price drop of 10% turns into a big win by 2025. Mcmillon did not hestitate to show slides at NYSE for Earnings per share drop of 12% instead of 6%, $2.7 billion investment. Pay is now about $18 an hour in 2025 and this is only one metric as the benefits include free college and technical education, parental leave, more job training, job promotions, cleaner better stores. The remarkable thing is that it spread to other stores Target and TJ Maxx, and over time to a broad swath of American companies. Cost of living is an issue today for Americans in 2025, imagine what things would be like if leaders from the University of Arkansas with deep connections to the Bentonville region had not taken a decision independent of ideas on Wall Street and NYSE, CNBC. As McMillon retires the new CEO is also from the University of Arkansas with deep connections to the Bentonville area- John Furner, the current CEO of America region. ...

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McInerney takes personal responsibility and puts top priority on the Dreamliner. He says we will be defined by the 787, though not at this moment. This means he is personally walking through Boeing's and Boeing supplier's plants to see things first hand, and have the daily progress reports coming directly to him. This means closer supervision and taking steps to get things right. One step was to get some managers from its Defense unit into the 787 program management to correct things, buying Dallas based Vought Aircraft out of a joint venture with Italy's Alenia Aeronautica in South Carolina where sections ofthe 787 are being joined. He also stepped in taking control of key parts of the 787 program, and insisted on Boeing mangers closely monitoring and getting involved with first hand knowledge on supplier's sites and getting action where needed, and stationing Boeing people at each supplier's plant. His earlier style was a bit hands off in comparison. The 15 month delay in the 787 launch and the rather ill timed gala in Seattle for a plane that was hollow inside, and with managers having no idea that supplier's were already behind in their part of the program or not doing anything about it, may have suggested to investors that Boeing's McInerney and his key people were really not at grips with what was going on in their own company. From its July high of $107 Boeing stock has dropped 27% to $78 and recovered only slightly to $83 still 23% below the highs. Experts feel that McInerney will either lose big or win big. He wasn't there when the 787 program was started. Now he has to show he can get things right. His initial moves look like the right ones, taking personal responsibility, making decisions to fix things, and not hesitant to take corrective action in the midst of difficulties such as getting into suppliers factories first hand to see things on the inside. And gettiing his best people from other parts of the company into a team and putting them on the 787, and so on. See the link to the Airbus experience with their jumbo jet A380 which ran into similiar problems in the WSJ. There the French teams who were the better able to solve the problems were brought into the German plants to help get things right, even though there were cultural issues to be overcome. McInerney has process based experience at GE where quality and manufacturing were important, and he has delivered good results with an 84% increase in income to $4.07 billion, on an 8% increase in revenue to $66.4 billion in 2007. This comes just 2 to 3 years since joining Boeing in July 2005. Boeing may have to pay $4 billion in concessions and penalty payments for late deliveries, and Boeing is going to set aside this cost by booking the first 25 delieveries at zero-profit margin....

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Ukraine's effort to neutralize the effect of oil price hikes by hitting export refineries in Russia- every $10 rise in prices brings in $1.6 billion more in tax revenues for Russia. One of these naval drones hit a target 900 kilometres away on the Russian oil refinery at Ust-Loga in the Baltic Sea, which exports 700,000 barrels a day of oil. At price of $120 compared to $70 this adds about $54 billion in tax revenues for Russia without drone attacks on Russian export refineries. Another approach taken by Ukraine is to propose cessation of attacks on Russian oil export infrastructure if Russia agrees not to target Ukraine energy infrastructure. Much of Ukraine experienced a cold winter with Russian attacks on its energy infrastructure and its apartment buildings.

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Edward Johnson and daughter Abby Johnson- Fidelity Investments succession turmoil and Abby Johnson emerging as CEO is covered in a new book- House of Fidelity by Justin Baer, Deputy Markets Editor WSJ. CEO Edward Johnson (Ned) failed to come up with a succession plan and executives under him were planning to sell the company to Chase or another bank. Ned had talked to Chase's Dimon in 2005 and said he was not interested in selling the company founded by his father. Yet this is what executives under Ned, Reynolds had in mind, who did not have confidence in Abby Johnson's leadership. Fidelity Investments has recovered from poor performance in that period and manages the pension plans of employers in the US, being the largest in this business. In 2026 Fidelity manages life savings of 20% of American adults and 50% of these customers signed up in last 5 years, says WSJ. After a period in her performance in the mutual funds business which was not great Abby was listed for demotion by executives under her father, who would sent her to run the philanthropy part of the business. It shows how awoman now 64 years struggled through this period and took the bold step of defying her father through control of 41% of the stock of the company to gain control of the company- a step that led to her father relenting and letting Abby run the company. It is a tale of how in such situations even the most favored can be put at a disadvantage by perceptions - in this case by Reynolds of Abby's leadership and ability- and need to act swiftly and decisively after impressions have been formed that lead to an outcome that doesn't need to occur. Her father Ned even though he in his younger period was a good stock picker, failed in two ways. By not planning a clear succession and lacking confidence in his daughter to overcome temporary obstacles. ...