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Daisuke Wakabayashi's exceptional account of how Steve Jobs directed the project to develop the iPhone starting in 2005 upto to the introduction in 2007. At one point Jobs gives Christie, the engineer leading the very small project team, 2 months to put it together or he would find someone else to do it. This is similiar to the way in which Sony's Morita approached his project team working on the Walkman telling them what he wanted to see and the size of the device. Jobs payed attention to all the details from how the phone names addresses appeared on the screen, dialing from the phone book, the swiping action to start the device, the music, and the colors on the screen. Only in on the project's detail were Bill Campbell, Apple director, and Jony Ive, Apple design chief. Christie was approached by Scott Forestall in late 2004 about this secret project codenamed "Purple." Christie is the engineer who joined Apple in 1996 to work on the Newton, and early touch screen device that failed because the technology was not developed enough at the time, making the device bulky and cumbersome. Christie was working on software for Mac computers in 2004. Greg Joswiak, Apple vice president for iPhone marketing, monitored other phone makers to see if they were coming up with a device that migrated the iPod's music features to the phone. Hence the absolute secrecy for this project. The project team is amazingly small. The practice of small teams can be found at Amazon and Kayak....

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What is not thought possible, water poverty in America in 2020, in this Guardian report, as millions of ordinary Americans face increasing bills for running water in their homes. More than 4% of household income for water bills annually is considered unaffordable and more than 6% for energy. This is more important today as coronavirus makes running water essential for fighting the pandemic. The source of the problem is aging infrastructure, environmental cleanups, changing demographics, climate emergency. Cities include New Orleans, Santa Fe, Cleveland, Fresno, Tucson and Austin where low income residents face rising costs and water shutoff or even lead to homelessness from unpaid bills. It also is a problem in places such as San Diego and Seattle, with 13% of low income people in Seattle struggling to afford water. Federal funding peaked in 1977 and has fallen since leaving local utilities to raise the money for infrastructure and upgrades for chemical contaminants, and other climate issues. About 90% of these local utilities are really municipally owned at the city level and a few large companies. At least $35 billion is needed for water upgrades for infrastructure and quality each year for 20 years- $700 billion. WIth these kinds of needs America has no room for foreign wars in remote places, and no room for offshoring its vital industries that removes the tax base for cities and states and the federal government affecting not just jobs and livelihoods but the very basic infrastructure itself.  ...

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It is not clear why the British furlough scheme already cost about 35 million pounds when the German furlough scheme for 12 months cost is 9 million pounds. The British scheme set the amount at 80% of earnings up to 2500 pounds per month, higher than the German furlough scheme which started at 60% and went up to 70-80% if 50% of working hours were lost.  As a result of the cost difference of the two schemes Germany is able to extend its scheme to 24 months while the British scheme ends in October having cost more in a short period 35 million pounds than the 2 year German furlough scheme's cost of 18 million pounds. This means German workers are better protected than British workers. Schemes for furlough in Anglo-Saxon countries Britain and the U.S. have traditionally lagged behind ones in other countries in Europe with resulting job losses and hardships for workers. Could the schemes in Britain and the U.S. be better designed to get more done at similar cost as in Germany with joint worker, company and government cooperation? France is extending its furlough scheme to 24 months. The National Institute for Economic and Social Research says extending the British furlough scheme till July 2021 would cost 10 billion pounds and could pay for itself. A estimated loss of 2 million jobs in Britain from the ending of the furlough scheme in October 2020 maybe be too high a price to pay. ...

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WSJ looks at how businesses are coping and how the government and the financial institutions are trying to make handling the stress of coronavirus easier and recovery easier. Bedrock is one of the financial firms that is forgiving rent for small bookshops, retailers, restaurants, gyms and other stores in Detroit, Michigan. Bedrock owns 50% of the leasable commercial real estate space in Detroit's 1.4 square mile downtown business district. In all it covers about 40% of downtown Detroit and retail. A similar program is underway in Seattle with help from Amazon. This story shows how Mr. Cullen who is Bedrock's CEO is doing this. He reports to Mr. Gilbert, a billionaire, who is also owner of Quicken Loans lender, Cleveland Cavaliers sports team. Mr. Gilbert is recovering from a severe stroke he had this year. This makes the job harder for Cullen as he has to seek approval from Mr. Gilbert and show this is something that will also benefit Mr. Gilbert. This will make recovery in Detroit easier. He says Detroit suffered badly in the 2008 economic crisis, and he does not want to see this happen again. Fortunately Mr. Gilbert, who is in therapy, has approved the action of Mr. Cullen. Cullen has to show that out of work local people in Detroit and empty storefronts hurts Mr. Gilbert as well as Detroit. So both come out winners from forgiveness for rent for a couple of months.   ...

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President Obama in his speech at Georgetown, April 13, 2009, describes the thinking behind the decisions made in the first 12 weeks of his administration- why the actions are not aggressive and overreaching as some critics say, and why they are not timid as other critics have said. This was not a typical downturn of the business cycle, but a perfect storm arising from irresponsibility and poor decisionmaking in Washington, Wall Street and Main Street- in effect several crises colliding for something like an explosion, if not dealt with at once, and with strong action. He says "the key to dealing with our deficit and debt is to get a handle on out-of-control health care costs, not to stand idly by as the economy goes into free fall." The recognition that the crisis itself brings with it new possibilities, the opportunity for coming to grips with and forging a good solution to health care, energy and education issues that were neglected while Wall Street directed investments to areas other than investment in building for the future. To the critics like Krugman, Rosenfeld and others who say that the takeover of insolvent banks should be done quickly before the situation worsens, he says it is not because of any ideological or political judgement he has made about government involvement in banks, but because it is more likely to undermine than create confidence at this point. He goes on step by step, through the process of decisionmaking, first to step in and boost spending vigorously, second to get lending flowing again to businesses and families, strengthening the non-bank credit market for consumer purchases and loans, the housing plan, the auto plan, and the work at the G-20. Then President Obama goes on to project his vision and the road to getting there. The five pillars he sees for the future are: redirecting Wall Street and banking to constructive investments for the future, investments in education, investments in renewable energy and technology to create new industries and new jobs, investments in health care to cut costs for businesses and families, and new savings in the federal budget to bring down the deficit. Obama says he will look for savings line by line in every corner of the budget, and has already identified two trillion dollars in deficit reductions over the next decade. And the goal is to reduce discretionary spending for domestic programs as share of the economy by more than 10% over the next decade. Procurement reform will greatly reduce no-bid contracts and save $40 billion. Secretary Gates is attacking th problem of hundreds of billions of dollars in waste and cost overruns that have bloated the defense budget, without adding to the nation's safety. And education programs that don't work will be removed, and waste, fraud and abuse in the Medicare program will be controlled. Finally, Mr Obama points to the nation's political system as one more reason we are in this perfect storm- "a fundamental weakness in our political system." He cites the putting off hard decisions for another day, scoring political points instead of rolling up up sleeves to solve real problems, an impatience that is only worsened by the 24 hour news cycle, and a short attention span that focusses on the immediate results and on poll numbers. And there is too much responding to the "tempest of the moment until the furor has died away and the media coverage has moved on, instead of confronting the major challenges that will shape our future in a sustained and focussed way." After these 12 weeks President Obama says, for the first time there are glimmers of hope, and way off in the distance can be seen a vision of America's future that is far different than its troubled past. And citing the parable in the Sermon on the Mount about that "house built on a rock", he sees America's house built on a rock, a house for which we use this moment to lay a new foundation, come together and begin the hard work of rebuilding, persisting and persevering in the face of disappointments and setbacks that surely lie ahead. Then he has no doubt "that this house will stand and the dreams of our founders will live on in our time." Its a remarkable speech in its directness, its simplicity in approaching the subject, and its borrowing from the Bible for that story of that house built on a rock, and its Lincolnesque reference to the house that will stand. And more than a speech, it describes a vision, and the set of actions and steps taken and to be taken to get there. ...

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The Economist points to a second hit from bad debt in the post 2008 stimulus binge of spending in China. This is after an earlier hit, that was absorbed as a result of high growth rates and high savings. About $420 billion was injected into 5 state owned banks since 1998, according to one estimate, as a result of the first hit to China's banks from bad debt. In this second round of bad debt, covered in more detail by David Barboza in the New York Times, and merely alluded to here, many bad loans to infrastructure projects were rushed through by local governments. The Economist considers this one of the successes of the state directed banking system, that loans were quickly made and projects started in the post 2008 crisis period; and expresses the view that this hit will be absorbed just like the last hit. However the more detailed account by David Barboza and in Business Week, points to the working of a system of incentives gone astray in a capitalist system without the necessary controls or regulation. Local governments used investment companies to take on loans, which were then used to prepare properties to be auctioned off at a profit and speculative prices to state owned companies in different industrial sectors. This is part of rampant speculation in China in real estate markets. Can China with its high savings and growth absorb a second hit? This depends on the magnitude of the hit and the size of the bad debt, which depends on how long this speculative market continues to operate, and how bad debt is hidden in the books. The difference this time is that large state owned companies in different industrial sectors are engaged in this speculation. The other difference is that the high growth rates in China depend on continued large trade deficits with the USA and Western Europe, something which is not likely to continue for long, as consumers in Europe and the USA with high debt are becoming cautious spenders. This suggests that China, like the US with the mortgage crisis, faces the same effects of unregulated or uncontrolled speculative behaviours, that can endanger the banking system....

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The Adventures of Amir Hamza is a story much like the Odyssey but set in the Persian, Central Asia Islamic world. It was born as far back as the 9th century. It has a South Asian version since the epic is retold in different settings and has a oral tradition of being recited by dastangos who used to recite these myths and legends . Amir Hamza is supposedly the uncle of the prophet Mohammed. Its South Asian version is in the Hamzanama that was commisssioned with painted manuscripts by the Mughal emperor Akbar. It has 1400 illustrations and formed the basis of Mughal art which was a fusion of the artistic worlds of Hindu India and Islamic Persia and Central Asia. In those times the Persian speaking world extended from Tabriz to Hyderabad in south of India and the Hamza Adventures were told around campfires and in the outdoors. The Hamzanama paintings commissioned by Akbar were shown at the Sackler Gallery around the time of the Iraq invasion in the summer of 2002 and show a world long forgotten. The Saudi type of Wahhabi Islam and religious zealotry is a far cry from this more open world of art and legend and life in central, south and western Asia, of commerce, trade and ways of life intermingled and flow of people across a large region in Asia. What it may suggest is that the current wave of religious zealotry is a kind of phase that like a passing wind comes and then is dispersed, maybe its a reaction to western interventions, maybe a failed response of tradition with modernization, maybe something else, a clinging to old outmoded patterns in areas that are most left behind by change, with ethnic and other strife mixed in with it. No single or simple response to it makes sense and a lot of patience is needed. Conflict of civilizations talk and the like may simply be overdone and way oversimplified things....

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Taiwanese contract manufacturer Hon Hai is moving quickly to address higher costs for workers at its manufacturing sites in coastal regions of China. After extensive media coverage of conditions at Foxconn factories, a number of suicides, and Chinese government policy that encouraged higher wages for workers in foriegn owned plants, Foxconn has moved to sharply increase wages at its plants. By the end of 2011 production in cities in the interior of China- Chengdu, Chongqing, and Wuhan, where costs are one third less- will be 25% of production, up from 10% in 2010. By 2012, this will be up to 50% of Foxconn's production, according to Yuanta Securities of Taipei. Hon Hai is lowering dividends to finance the shift. Fourth quarter 2010 earnings of Hon Hai were $742 million, down 26% over the prior year, even though revenues went up by 56% to $33.1 billon- reflecting the higher costs. Hon Hai's stock is down 20% in the past year on the Taipei stock exchange. Other locations being considered by Hon Hai are Brazil, Turkey and Slovakia. Brazil's President Dilma Roussef, said that Foxconn is considering a $12 billion plan for Brazil. Hon Hai is the only manufacturer of Apple iPads and one of two manufacturers of the iPhone....

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This report in the Economist says that the days of double digit increases in the car market are a thing of the past. Future increases will be in the mid to high single digits, according to McKinsey consulting firm. China's economy is slowing and official estimates of GDP growth of 7% are described by experts as overstated, with real estimate of growth for the 1st quarter of 2015 by Citi, Conference Board and Capital Economics all below 5%, as reported in the WSJ. A sign of the change in the market is the need for higher use of incentives. The growth in the used car market offers buyers other alternatives. The new plants being added will increase production by 5.3 million light vehicles a year and come online in 2015 and 2016, this is in addition to the 22.8 million in sales in 2014. Average Chinese auto plants operate at 70% of capacity and the added volume will lower capacity utilization further. China's local automobile companies, with the exception of companies in joint ventures with foreign companies, have failed to gain customer loyalty. Many of these companies may be absorbed by foreign car makers or shut down as the industry consolidates. Foreign companies will find doing business less attractive as sales decline. ...

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The European Union’s total defense spending increased by 30% from 2021 to 2024, to 326 billion euro or $341 billion. That is 1.9% of the EU’s GDP it's economic output, according to European Defense Agency. It is still short of 2%.  Britain will ramp up defense spending all the way up to 3% in 2027. Britain is short of defense equipment with transfers to Ukraine and with much of the defense budget going to maintain a nuclear deterrent. This leaves less for other defense needs. This report says most of the procurement for defense equipment goes to countries outside Europe.The Kiel Institute says 80% comes from outside EU. It is not mere shortage of funds it is the severe bottleneck from lack of defense manufacturing industry  that is putting Germany, France and UK in a situation where they are too dependent on the US. It takes years to build this capacity. Russia built it up during 3 years of war by going to a wartime economy and it now produces 4 times the ammunition Europe produces. The US did the same to match and exceed Russian capabilities and capacity, Europe lagged behind with unwillingness of Macron and of Scholz in particular to switch funds from needs in transport, infrastructure to defense. The debt brake Merkel to stop debt based infrastructure investment is what ails Germany. It has had two pernicious effects it created the AfD's surge by lowering economic growth and investment in public needs - housing, transport, public services. It worsened the SPD and CDU performance by not investing in security with no policies to return crime committing refugees to their home countries. A combination of aid and other assistance, diplomacy, secured the cooperation of countries to take them back. A strong display of action on removing refugees committing any offenses would have lessened the number of terrorism incidents. ...

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Friedman points to another reason for conservation- $60 barrel of oil supports Iran's nuclear ambitions. He points to the lack of U.S. leverage on this issue and the need for India, China and Russia to moderate Iran's position. He also points out that Bush's efforts to promote democracy and peaceful governments in the Middle East and Asia that are not anti-western will be undermined by $60 barrel oil. See the link to other articles that point to the need for a gasoline tax (Leonhardt, NY Times, Feb 8, 2006 on being fooled by Hybrids) or in the absence of a gasoline tax to new CAFE standards. See also a link to shift in influence on foreign policy from Cheney to Rice, to more moderate positions that accomodate Europe and Asia.

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State owned shipbuilder Vietnam Shipbuilding Industry Group (Vinashin), defaulted on a $600 million loan in December 2010. Inflation is running close to 12% in December from a year earlier, and the Vietnamese currency, the dong, has lost a fifth of its value since mid- 2008. Vinashin borrowed heavily with the idea of becoming a leading shipbuilder, and nearly collapsed in mid 2010 with $4.4 billion in debts. Top executives were arrested for mismanagement of the company. Vietnam faces a problem faced by other emerging market economies in the past- it has only small foreign exchange reserves, which may be why it decided to let Vinashin default. The $14 billion the IMF reported for Vietnam as of September end 2010, is not enough to cover the short term debt of about $6-$7 billion and a wide trade deficit of $12 billion according to a credit markets strategist at UBS AG in Singapore. Experts say Vietnam has not learned from the lessons of other emerging market countries in Asia that faced a financial crisis in the 1990's. The central bank estimates credit will go up by 28% in 2010 over 2009. The government is focussed on growth, and experts are pessimistic about any changes at the coming party congress or in policies of the government. The Communist party promotes officials on the basis of their ability to hit growth targets and meet five year plans- with little regard for inflationary effects and corruption. One government official says the only thing the Communist party understands is growth and this is why little change can be expected. ...

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Italy's oil company Eni's new CEO Mr. Descalzi, is a 33 year veteran, who headed the oil exploration division under former CEO Paolo Scaroni. He faces the challenge of reducing its 5.1 billion euro debt at the end of June 2014, with the possible partial sale of its 43% stake in oil services company Saipem. Eni's stake has a market value of 3.5 billion euros. Other decisions he faces are to reduce geopolitical risk in Africa by selling stakes in its oil projects in Africa. Under Scaroni Eni sold a 20% stake in its Mozambique field to China National Petroleum Corporation for $4.2 billion. Delays at its Kazakhstan project ,chronic problems in Nigeria, the fighting between militias in Libya have hurt earnings and cash flow. Reducing risks in Africa is a priority because Eni aggressively pursued opportunities for exploration in places like the Congo and Mozambique, so that a larger part of its oil comes from unstable regions than other large oil companies. Profitability from these fields is not what it used to be because of oil theft in Nigeria and the fighting between militias and the government in Libya, with North Africa coming in at $18 per barrel and sub-Saharan Africa at below $15 per barrel, compared to $30 per barrel from Kazakhstan for the last 3 years, according to Kepler Cheuvreux. Another problem the new CEO faces is the 800 million euro loss at the refining operations in the last 2 years. The government has a 30% stake in Eni, making refinery closings a sensitive issue. Refinery product demand is down with the economic crisis in Italy....

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The use of Chapter 11. or the US bankruptcy code, was astrong point of the American system of free enterprise, because it gave enterprises with problems but otherwise having healthy businesses a chance to reorganize and emerge stronger from the crisis. DUring the time in bankruptcy it could work out its debt load with creditors under court protection. Now this is no longer working in the current economic crisis. Because under current law derivative transactions are given preferred creditor status in a bankruptcy many creditors are designing their loans as derivative transactions. And creditors are creating the empy creditor situation by taking credit default swaps to ensure that they get paid if acompany fails to make apayment. In the process the creditor does not have the same interest in the company staying in business as it did before. This happened with Goldman Sachs buying credit default swaps on its loans to AIG. Complicating the situation further creditors are using the law to seize inventories and in other ways get aclaim on the assets if acompany like Circuit Stores for instance runs into difficulty. As aresult CIrcuit City was gforced into liquidation. So on one hand businesses that have achance if reorganized under Chapter 11 are being forced into liquidation and on the other hand companies that are not going to be the source of innovation or productive gains for the economy like Citigroup are simply tying up huge amounts of government money as there is a fear that a proposed bankruptcy could lead to arepeat of the Lehman collapse, where bankruptcy proceedings are too slow and cumbersome for this situation and things fall apart in days. ...

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State Bank of India saw its deposit base jump by 40% in the last 3 months of 2008, as customers transferred money from foreign banks and private sector banks to State Bank of India. State Bank of India is 60% owned by the Government of India. Over the last decade ICICI and other private sector banks modernized, had better looking, airconditioned branches open longer hours, compared to the older shabby looking branches with fans of State Bank of India. Now State Bank of India has tens of billions of additional deposits, has $20 billion in cash above the amount it needs to operate, and is able to offer interest rates on loans that are 2% lower than the competition. ITs also investing in modernization of its branches so that it canoffer the same cheery looking, airconditioned branches as its private sector competitors. It hired 25,000 workers in 2008, plans to hire 10,000 in 2009, is investing in 4000 additional ATM's and adding 2000 branches to its 10,000 existing branches. Competitors attribute State Bank's growth to lhigher deposit rates and lower loan rates more than the flight to quality. State Bank says about 60% of new loans are coming from competitors. And State Bank hopes to recover the market share it lost to private sector banks in the last decade. Lending at State Bank and other public sector banks rose 29% last year, up from 20% in 2007. Lending by private sector banks rose11.8% in 2008, compared to 24% in 2007, and at foreign banks increased by 16.9% in 2008 compared to 30.7% in 2007...

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The Bank of Japan reduced interest rates by 0.2 %, from 0.5 % to 0.3%, lowering the overnight lending rate. Citing higher energy prices and lower export demand it lowered the growth forecast to zero for 2008. This is the first time in 7 years that the Bank of Japan is doing this. Japan has never recovered from the real estate and stock market bubbles of the 1980's and interest rates in Japan have been at levels near zero for many years. With low interest rates and a huge deficit Japn has few options left. The small nature of the rate cut is unlikely to increase borrowing or stimulate the economy say experts, but is more of a symbolic move that Japan will coordinate its efforts with other global economies. Even so half of the governing board voted for and half against this cut with central bank governor Maasaki Shirakawa casting the deciding yes vote. Upto now Japn's significant help has been in the form of suppplying yen and dollars to money markets to ease the global credit crisis. Another move is a $51 billion stimulus package that will give income tax rebates to households. Japan would like to pick up the slack in global growth from USA's weakness but is unable to do so because like other Asian economies its growth is export based with low consumption spending at home. This is true also of China and China's need for infrastructure spending is not as great as it once was leaving imports of machinery at lower levels, which gives less support to export driven growth from Germany or the USA....

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Indonesian president Joko Widodo announces that he has won re-election with an estimated 54% of the vote. Voter turnout estimated at 80% was high. A massive logistical exercize for a country which stretches as long as the United States across thousands of islands in the Indian Ocean, with 193 million people eligible to vote. There are 800,000 polling stations and 17 million people taking part in setting up polling booths and other services. The opening of a new subway in Jakarta, and the infrastructure projects including roads and rapid transit, airports, that Indonesia is building under Widodo helped him win public support. Under Widodo Indonesia has advanced democratic processes and improving lives with public services. 

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An astounding 80% of France's medicines are manufactured in Asia, and France is highly dependent on China and India for manufacturing. Action is now underway to move the manufacturing back to France as part of a complete reassessment of the supply chain for critical infrastructure related supplies going on in France, Britain and the U.S.

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Novartis is taking a new approach to drug research and drug discovery. The old one which was popular in the drug industry was to go directly for blockbuster drugs for large numbers of users, with a long time in the research pipeline because the area of research was largely an unknown. This was costly and becoming less and less productive. Dan Vasella who heads Novartis, is taking a different approach which comes from his understanding of medical science as a physician, in an industry run by accountants, lawyers and business people. This is to go after wellknown molecular pathways identified by Dr Fishman at Harvard in his research, and do this by taking on problems in diseases that afflict small numbers of people. These drugs have some established medical science to work with, and the research work takes a shorter period. Once the drug proves its effectiveness in one illness, it is tested for other illnesses that afflict a large number of people but which shares some of the same underlying phenomena that cause the disease in the two situations. Dr Vasella stumbled on this approach after the development of the drug Gleevec by Novartis. Gleevec was originally approved for a rare blood cancer, but has now shown to be effective against six other dieases. Gleevec brought 3.7 billion in revenues in 2008 for Novartis. In 2002 Vasella made a bold move to discard the old drug development model. The basis of this approach was to go after new drugs that were desperately needed and where the genetics of the illness were well understood. Whereas pursuing rare dieases is considered foolhardy by most drug company leaders, Vasella's idea is to use the common genetic underlying arrangements for that drug to go after other diseases that would be good prospects for the now proven drug. The known genetics makes it possible to complete the research in a shorter time. In 2009 Novartis has 93 drug candidates in the pipeline, 40% more than 3 years ago and 80% of Novartis' drugs last year made it from early testing to late stage development. This was a 60% improvement over 2005. The new approach fits the current regulatory climate, with regulators concerned more about safety, and Medicare and Medicaid and other payor less willing to pay for treatment with modest benefits or with uncertain outcomes. The approach had to be executed in terms of organization and staffing. Vasella moved the R&D global research operation from Basel to Cambridge, Massachusetts, and spent $4 billion on the move. He recruited a renowed researcher and cardiologist at Harvard University, Dr Mark Fishman, who had done research on the genetic mutations in the cardiovascular systems, to run the center and set the new direction for global research. Fishman convinced Vasella that medical research should focus on a small number of molecular pathways- the complex suquences of interactions among chemicals, proteins, and larger cell structures in the body that are behind all illnesses. Says Fishman, there are 24,000 genes in the genome, but only a few dozen pathways conserved through evolution. Fishman's theory is that you find all the links in a pathway and then locate the signals that can turn the genes on or off to develop medicines for illnesses. Bercause disease after disease share a common pathway, the knowledge gathered can then be applied across that region with more accuracy and directly, to address a range of illnesses. Fishman's approach means marketing and sales no longer make the decisions. There is a new method for doing things. Fishman focusses on clinical data and insists that commercial analysis comes after sufficient clinical data. A major restructuring in 2007 led to shedding 1260 sales and marketing jobs, as clinical science now takes precedence and medically trained scientists take senior leadership positions. The new approach is being used for a drug developed for Muckle-Wells syndrome. Computer simulations are shortening the time to late stage trials. The drug has applications for Type 2 diabetes and severe arthritis. The whole process will take many years, as its a sea change for the industry and for Novartis, a fresh approach when the approach used by the pharmaceutical industry for so long is failing. An oral drug treatment for multiple sclerosis is being developed along these lines. Afinitor. approved by the FDA for kidney cancer in March shows potential in six other diseases, including lymphoma where Afintor shrank tumors by 50% in one third of the patients in a trial. ...

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Mortgages Ltd a company in Arizona which makes loans to commercial developers at rates of 12% with other fees that bring it up to 19% with no red tape, higher rates which serve about 5% of that market, went bankrupt with only 27 of 71 commercial borrowers making their loan payments. It used doctors and dentists money to loan out usually for smaller projects of $20 million under the CEO Coles' father who founded the firm, but in the last few years of the booming real estate market the younger Coles who was running the company overreached and went into larger projects in Tempe, Arizona and other places which ran into more than $100 million. These docotrs and dentists would get 9% to 18% returns on their money but as the company overextended and loaned out $928 million ten times what it had previously lent out it ran into trouble and as real estate went sour it has failed to make the interest payments to these doctors dentists and others. Mr. Coles then commited suicide recently. It gives some insight into the nature of events in the commercial real estate markets of places like Arizona....

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Krugman puts it best when he says in the NYT that he's got a sick feeling in the pit of his stomach. Its just that the Republican challenge of not a single vote in the House for the $789 billion Stimulus bill just makes it harder to go back for more money which most definitely will be needed. The Congressional Budget Office predicts that over the next 3 years there will be a $2.9 trillion gap between what the economy could produce and will actually produce. $789 billion won't be enough, and more so because the weightage shifted in the direction of tax cuts from the original version. And considering the accelerating nature of the crisis on the housing front and in layoffs and consumption, the absence of a clear action plan with specifics to deal with the bad debt in the banking system, is what gives this sick feeling in the stomach. Because as is stated on these same pages by experts from Japan on February 12, NYT, see the link, Japan went through this same soul searching, public anger, controversy, and political leaders were afraid to take strong action for years from the mid 1990's till 2003 after Koizumi's election. Each action or set of actions each year during that period before 2003 was behind the curve, and did not match what was needed. For the USA this has happened already for 2007, 2008 and is heading in that direction for 2009, with a lack of consensus for the strong action needed. Would 4 million new jobs be generated by the current stimulus if that is a measure of success, as Obama indicated at his first press conference? With less going into spending for education, infrastructure, energy and other green projects, in favor of tax cuts and the AMT, and the feeling that going to Congress for more money will be harder and a partisan affair, will this become difficult to achieve? ...

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John Taylor, says Obama and Alan Krueger (Obama's new head of the U.S. Council of Economic Advisors), said some of the same things in early September, 2011, that were part of Obama's old plan to revive the U.S. economy. And the old plan has failed to produce results. The part that puts construction crews to work on the roads, railways and airports was tried earlier in the stimulus plan. Because of a lack of showel ready projects, and the state governments putting most of the money in their state coffers, this only increased infrastructure by a miniscule 0.05 percent of GDP, according to research by Taylor and John Cogan. Taylor's sees the moves by the Obama administration and the Bernanke Fed as not only being ineffective, but having the opposite effect of lowering investment and consumption demand through increased concerns about the federal debt, another financial crisis or the risk of inflation or deflation. The U.S. private sector has the money to make the investments that create jobs but their concerns have led to holding back. Taylor points to the need for a comprehensive economic strategy to replace these temporary interventions. The debt limit agreement of 2011 is a part of this strategy, and he agrees with reducing spending in a gradual way in a weak economy. The other parts of this strategy he says are entitlement reform, tax reform, regulatory reform, monetary reform, including a reappraisal of the role of government in the economy. This should lead to a more stable and predictable economic environment and reduced uncertainty about the future, which is critical to improving supply and demand....

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Even with the growth strategies of the Abe administration in 2014, projections of the IMF show growth rate for Japan are at 1.0% for 2015, compared to 3% for the U.S., 2.5% for UK, and 1.6% for Germany. The Third Arrow in prime minister Abe's Three Arrows program now follows the implementation of the other two Arrows- monetary easing and public works spending. Abe is faced with the task of convincing foreign and domestic investors that he can implement a winning growth strategy for Japan. The plan announced in June 2014 is an effort to overcome barriers to growth with a strategy that will work. The core of the plan is to cut the corporate tax rate from 35.64% to below 30% in the next couple of years. The corporations are expected to do their part to improve corporate governance and return on equity, so that shareholders, domestic and foreign investors, have more incentives to invest in the Japanese stock market. Analysts and economists say this plan has attractive features. It asks Japanese companies to increase ROE and ROI to global levels through a Tokyo Stock Exchange corporate governance code. Companies listed on TSE and not following the code will have to come up with reasons why they are failing to do so. Some analysts say this would increase the value of companies. Companies are more likely to make investments with cash that is not being invested. The plan includes measures for bringing more women into the workforce, which is seen as a serious committment to women. In addition to increasing the number of child care centers, this plan includes tax revisions that benefit women joining the workforce. Increased representation for women at the executive level is also part of this plan. Hiroshige Seko, a top adviser to Abe, says importance was given to execution for results, so that a score of 80 with definite results was preferred to an uncertain attempt to get a 100. To do this some compromises were made. The plan for special economic zones is still in the drafting stage as discussion is just beginning. A shakeup of the Central Union of Agricultural Cooperatives and more flexible medical care will be taken up gradually. The efforts to increase ROI, ROE, and improve corporate governance were initiated from the time of the Koizumi administration, and the latest plan may bring results after over a decade of effort in this direction....

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With its slogan "Expect More, Pay less" Target has tried to combine low prices with moving upmarket, carrying designer merchandise and chic styling without breaking the family budget. Now with the recession and consumers becoming frugal in the USA, Target and its new CEO who took on the role in May 2008, Steinhafel, is looking at Wal-Mart to see how it can also emphasize the low prices in this recessionary climate. With store sales fallig by 10% in early 2009 Target executives were concerned that something needed to be done. And the thing was to bring even lower prices withor making customers feel cheap. Its chief marketing officer natty Francis always believed in the marketing philosophy of the 1952 book about Marshall Field "Give the Lady What She Wants." Question was what the lady wanted in today's environment. Instead of the old aspirational image of the designers behind Target apparel, Francis now put up the idea of how good value can be chic too. Target designers emphasized how the lady can look "frugalista fabulous." The other challenge was introducig groceries in the store. And instead of packaged foods he idea was to introduce fresh foods which have higher margins. Protype grocery stores were put up and the concept launched. And now instead of gradual rollout, Target went hyper local putting fresh food in all 30 Philadelphia stores. And the marketing ads, radio, newspaper circulars, TV everything made Philly residents aware of the move. Sales went up by 5to 10%. Now the concept has proven to work and Target plans to put in in 350 stores in 2010. And Nat Francis thinks Target did not move fast enough considering how quickly consumers have turned frugal. In the new frugal environment Target research showed its working-mom was obsessing about the price of milk not the thigh-high boots, and she was visiting the grocery store twice aweek and Target only 3 times amonth. Showing groceries mattered. Meantime Target's markeing is ore focussed and its creating the perception that Target and Wal-mart are so close on price. Target is actually devoting 75% of its advertising budget to price compared to 25% in 2008. So a 32 inch panel TV is $246, a coffeemaker is $3. Yet Target executives don't want to undo a strategy built up over years of a better customer experience, designer merchandise at lwer prices, something that would differentiate it from Wal-Mart. So the moves may simply be an adjustment to comport with the thriftier savings oriented times....