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Margin trading reaches over 1100 billion yuan by Feb. 2015 in China's stock markets. Action by regulators fails to control the leveraging.

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The Center for Strategic Studies in Moscow was prescient in predicting problems of declining support for Mr. Putin before the December 2011 parliamentary elections. Work with 32 focus groups by the Center in May 2012 shows a continuing erosion of support for Putin as efforts to open the political system have faded. The discontent focusses on the delivery of basic services such as healthcare, education, law enforcement, infrastructure.

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Strong competition from Samsung in emerging markets is another hurdle facing Nokia in its plans for recovery.

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An assessment of progress in free trade and generating jobs in N. America under the NAFTA agreement between the U.S., Canada and Mexico. The agreement was signed under President Clinton in 1994. NAFTA removed existing tariffs on over half of the exports from Mexico to the U.S. and phased out remaining tariffs between the U.S., Canada and Mexico. The U.S. had two way trade of $918 billion with Canada and Mexico in 2010, according to the Office of the U.S. Trade Representative. Canada is the U.S.'s top trading partner, with $462 billion in trade through Sept. 2012, and U.S. trade with Mexico- expected to overtake China- is at $369 billion in the same 9 month period of 2012.

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BHP Billiton was known as Broken Hill Proprietary in the 1990's. The largest Australian mining company, it was based in Melbourne and simply known as the Big Australian. It had huge losses in that period - $3 billion in 1998-1999. The turnaround at BHP Billiton comes as a remarkable turnaround for the whole mining sector. BHP made $6.5 billion in profit in the year ending June 2005. Its not just rising Chinese demand that has made this possible. Billiton has taken steps to avoid past boom bust cycles in mining by taking a conservative approach to investing in new mines that might create an oversupply in the market. The company is run buy a banker. CEO Charles Goodyear avoids taking on large risky projects and has announced plans to return $2 billion to shareholders in stock buybacks. Even with this discipline compared to the past, some mining analysts believe the boom bust cycle will occur over time. HP has $10 billion worth of projects in different stages of development. One advantage the mining companies enjoy is the concentration of mining in a few companies- BHP, Rio Tinto, Xstrata PLC. This makes it possible to price aggressively for the nickel, copper, iron ore, and other metals. A 72% price increase was negotiated with steelmakers in 2005. Another part of the transformation is the use of risk-analysis tools. BHP uses "Monte Carlo analysis" to check all potential outcomes once a range of parameters- commodity prices, currency vales, interest rate scenarios- are entered that affect financial performance of a new mine or a new investment. Goodyear came in as CFO under a new team led by Paul Anderson, a former executive of Duke Energy Corporation, after the huge losses in failed copper mining investments in the late 1990's. Even with the recent success and the careful investing discipline there is a sense that things could change quickly if rising demand slows in China and other developing countries. And in that situation this discipline may prove insufficient and the models may only be good as the assumptions and information entered....

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A detailed look and appraisal of the Tata's achievement and the vision and plans of Ratan Tata. See the Creation of Wealth a book about the Tata family and the epilogue written by Ratan Tata. And Conversations with Tata about Ratan's father Jamshedji Tata. Some of the achievements are the restructuring of Tata Steel, the acquisition of Corus, the Tata Motors Indica car and the first 1 lakh ruppee car the Nano a Ratna Tata vision coming true, the growth of Tata Consultancy in the software industry, the entry into retail, telecom, biotech, solar, and others, all meant to put Tata at the forefront of India's industrial development and to bring millions of Indians into the market economy. A lot of foresight is built into this, and now Tata believes in setting bigger goals following the example of China knowing that as India grows it will grow into Tata's larger projects. The Nano especially makes it possible to put a car in the reach of India's millions and by this way helping build a large auto manufacturing industry in India for the first time, and enlarging a number of other industries like steel. And Ratan Tata is not content with what tata achieved with the Nano, he wants Tata to reinvent the auto business. In the process of doing all this Tata has kept to its roots which is a strong social committment and a ethical foundation. Even the Jamshedpur Tata Steel restructuring was done by keeping the committments to education, health care etc for Jamshedpur. Tata is owned 66% by a charitable foundation and the ownership and management structure is designed such that even though the Tata family owns only 3% of the shares Ratan Tata manages the direction, goals and progress of the diverse companies which are independently run through management groups that oversee the companies. These management overseeing structures are the holding companies Tata Sons and Tata Industries staffs, and the Group Corporate Office headed by Ratan Tata and which has 9 senior executives who sit on the boards of the companies and act as mentors, nentoring managers and supporting corporate social responsibility values. ...

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IMF research by Ocampo and Erten shows that when adjusted for inflation since the 1970's, the prices of metals have remained about the same, food prices down 58%, and energy prices up 163%.

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This New Yorker has resilence in his roots in the Scottish Hebrides islands. No wonder he was able to take up the challenge of a US unable to extricate itself from  wars in the Middle East (Reagan, Bushes, Obama), and unfair trade with China, and an onslaught of unfavorable media attention. His name is DJT. According to the BBC in this story on Donald Trump's mother Mary Ann Mcleod, she was a regular churchgoer, well respected in the community, who visited her homeland in Scottish isle of Lewis, British Hebrides, frequently. Mary Ann McLeod is the youngest of 10 children of a Scottish family in the town of Tong in the Hebridean isle of Lewis in the North Sea, northwest of the Scotland mainland. Her father ran the local post office. The family was  relatively poor coming from Scottish people cleared of Highlanders during the Clearances and with fishing disasters in the family. Two hundred servicemen returning from the first world war to Tong lost their lives in a shipping disaster and the economy of the island was in poor shape. With no opportunities or future many immigrated to Canada. Mary Ann's sister Catherine immigrated to Canada and on a visit to Tong she took Mary back with her to New York in 1930. Mary worked as a nanny for a wealthy family in New York before meeting a socialite of German immigrants Fred Trump. Mary returned to Scotland in 1934 and by then she found a new life with Fred Trump whom she married. The couple lived in a wealthy area of Queens and Fred Trump ran a real estate business he had inherited with his mother. Donald Trump still has three cousins in Tong in the British Hebrides Scottish isles. His older sister Maryanne Trump Barry regularly visited Tong. Donald Trump visited Tong in 2008. Of this family a local who knows the cousins and the family John MacIver, a local councillor and friend of the cousins told BBC in 2017- "They are very nice, gentle people and I'm sure they don't want all the publicity that's around. I quite understand that they don't want to talk about it."   ...

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This editorial in the WSJ argues against Trade Representative Lighthizer's move to increase the percentage of North American content in a vehicle so that it creates more jobs. Currently Nafta rules require 62.5% of a duty free vehicle be made in North America. Lighthizer wants to lower the content coming from Asia or Europe. This is not favored by Canada and Mexico and it makes Mexico less competitive than it is now.

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France is moving quickly with spending on the $37 billion stimulus. Public buildings, museums, cathedrals and historical sites are being renovated in 2009. About 50 chateaus, and 75 cathedrals are part of 100 million euros for cultural centres. About 75% of France's stimulus money will be spent in 2009, in contrast to the slow work in the USA.