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Alan Mulally focussed attention on Ford brands such as the Taurus, and the Fusion, to improve quality and fuel efficiency. To do this he sold brands acquired earlier- Land Rover to Tata Motors and Volvo to Geely. Under his management Ford pushed ahead with globalized product development and building a presence in the small car market. Ford still has weakness in the European and Asian markets. In Europe a large number of manufacturers are competing for a slow growing market and price competition has cut into profits. In Asia, Ford was slow to enter the Chinese market. As a result its sales in China lag far behind VW and GM, with only 2.7% market share. Mullaly is investing $1.5 billion on new factories in China, including two assembly plants and an engine plant. One of the plants in the southern city of Chongquing will produce an SUV and a luxury car. Mulally wants to see 70% of Ford's growth in this decade from Asia. The other problem facing Mulally is reviving the Lincoln brand which has seen a sales decline of 63% since 1990. Ford has hired a designer who worked on the Cadillac to redo the Lincoln's design. Mulally plans to cut the 900 Lincoln dealers to 600, to reduce the price competition for smaller sales volume. He is asking the remaining dealers to invest $2 million for new showrooms that will compete with Lexus in their look and feel. Asessing what has been achieved at Ford so far one sees the progress in pushing up quality. Ford now ranks above Toyota in J.D. Power quality surveys with its cars getting higher resale prices than some Toyota models. Ford cars are also being well received by new car buyers with market share up for the second consecutive year. This would have been unthinkable only a few years ago. Also significant is how Ford under Mulally's direction managed to make good use of the $23 billion loan secured in 2006, avoiding bankruptcy and turning the corner to profitable operations. Ford earned $6.6 billion in 2010, after losing $30 billion from 2006 to 2008. Ford's challenges going forward are how to sustain profitable growth, manage $19.1 billion in debt and a junk-bond credit rating, and maintain the momentum without reverting to a dependence solely on SUV's and larger vehicles for profits. Chairman Bill Ford is forthright about Ford's history of wasting opportunities during the good times- of "losing the plot in the good times." Mulally makes the same assessment at a November town hall meeting of 200 employees - Ford is good at crisis managment he says but then "forgets why we're here." For Mulally a bit of inspiration from Heny Ford himself counts, this being a poster from 1925 that hangs on the office walls, a Saturday Evening Post cover with the slogan: "Opening the highways to all mankind." Mullaly says looking at this makes him cry....

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The Chevy Volt GM's plug in electric car comes out in 2010. Toyota plans to bring its plug in electric car in late 2009. A company in China, BYD, has already come out with an electric car, the F3DM, priced at 150,000 yuan or $22,000. By contrast the Chevy Volt is expected to be priced at $40,000 when it comes out in 2010. Essentially this gives the market leadership to BYD, because it would have 2 years of experience with its cars on the road, and $40,000 is just not a commercially viable price if a competitor can sell it for half the price. So how does BYD do it? Wang Chuanfu is founder and chairman of BYD Co. a battery and car maker. BYD has built up low cost, high quality and highly motivated research and development capabilities. Wang put together about 10,000 technicians and engineers, many fresh out of colleges and technical schools in China. As it learns the efficiencies of manufacturing and design it is able to bring this to bear on the H3DM improvement, for introduction of other new electric car models. And this technical capacity comes at a much lower cost in China compared to western countries. Wang's focus on this area making it possible to price at $22,000. The CEO of Mid American an Iowa based energy producer with majority stake ownership of Warren Buffett, was attracted to BYD for this very reason, and bought a 10% stake in BYD for $230 million. Wang believes there is a more level playing field in electric cars because of the simplicity of their design and fewer parts, making for a faster move up the learning curve. Electric cars have just 2 motors (45 parts each) and 2 gearboxes (60 parts each), a total of 210 parts excluding nuts and bolts. BYD's gasoline car the F6 has 1400 powertrain parts, 840 parts for the V6 and for transmission 560 parts. Says Wang, this puts all of us on the same starting line. The F3DM is the first real electric car being able to go for 60 miles exclusively on electricity on a full charge. A car that can go 180 miles on one full charge called the BYD e6 is planned for 2009. BYD uses iron-phosphate technology which is safer because of stable chemicals and less chance of fire from overheating. This is a key criteria for this lithium ion battery technology for cars. The Chevy Volt battery being developed by A123 company at MIT uses a similiar technology. BYD started with lithium ion battery development years ago. Its founder Mr Wang was fascinated by batteries when he studied metallurgical physics and chemistry in the mid 1980's for his Masters degree. He found a research position at the General Research Institute of Nonferrous Metals in Beijing, then decided to form his own company BYD in 1995, to develop lithium ion batteries with about 20 engineers. Experience was gained selling batteries to Samsung, Nokia and Motorola. In 2002 the company went public on the Hong Kong stock exchange. Wang was attracted to the idea of electric cars at this early stage even though he did not know how to drive. In 1998, says Wang, he had his engineers start upscaling development from cellphone battery technology to electric car battery technology. At the same time to pursue his vision for the development of electric cars Wang made the decision to learn car development by making and selling gasoline cars. The first car was a small sedan called the F3 brought out in 2005. By the last quarter of 2008 the F3 was one of China's best selling automobiles. Demand for BYD's F3 and F10 models is growing even as car sales are dropping in China, helping BYD to gain in car sales relative to Cherry Automobile and Geely Holding, two of the largest competitors. ...

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Analysts are predicting problems for Honda's plants in China stemming from wage increases. The wages of 500,000 yen per year for a worker in Honda's Chinese plants are double what is paid for a factory worker in India or 33% higher than in Thailand. For the Guangzhou plant to meet domestic demand it would have to have a 50-50 joint venture with a Chinese company, and this would mean getting government approval. For now that plant will remain an export hub. The entire plant -out of 4 Honda has in China- is committed to exporting the Jazz compact to Europe with production of 50,000 vehicles a year. Honda now owns 65% of the plant.

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Audi is the second largest car company in the premium car category in China after BMW. Audi now plans to make 700,000 cars in China by 2015 instead of 2020 as planned earlier. Audi say executives say the premium car segment in China is growing rapidly in China. It expects sales to grow overall at a a more normal pace than the frenetic pace of recent years. The slower growth in the economy at 7-8%, which is reflected in slower sales in the overall market, is not the case with the premium cars. Because of rapid growth in 4-5 years the Chinese market for premium cars will look more like mature markets in the U.S. and Europe, says Audi sales chief Schwarzenbauer.

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Lenovo is accelerating the integration of Motorola Mobility operations into Lenovo in 2015. About 40% of the 100 million plus smartphone shipments planned in fiscal year 2015 will be Motorola Mobility phones, compared to 30% of the 85 million shipped in 2014. Motorola phones will be priced in the $400 plus range and Lenovo's own smartphones below that price level. The focus is on reducing costs and sales growth to turn around the Motorola Mobility brand quickly. Lenovo is now in third place after Samsung with 241.5 million shipments and Apple with 169.2 milllion, for the first three quarters of 2014, according to IDC. Lenovo faces intense competition from Xiaomi and Huawei in China and emerging markets.

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Honda is now exporting the small compact Fit made at its Chinese plant to Canada. A Honda plant in Mexico will assemble the Fit and export the car to the U.S. and Canada in 2014.

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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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Frenchman Christophe Weber, 47, is head of Glaxo's vaccine business. He is the next CEO of Japanese pharmaceutical manufacturer Takeda Pharmaceutical Company. He will succeed President Yasuchika Hasegawa. Weber will join Takeda in April as chief operating officer and become president in June 2014. Hasegawa will continue as interim CEO for one year and Weber is expected to succeed Hasegawa, 67, at that point. Hasegawa has run the company for 10 years. During this period Takeda has expanded internationally. Takeda acquired Swiss drug company Nycomed in 2011. Executives were hired from western companies. Francois-Xavier Roger, of Luxembourg's Millicom International Cellular SA was made the chief financial officer, and Phillip Duncan of Novartis joined as chief procurement officer. Hasegawa sees new talent from western companies as useful in penetrating emerging markets. Weber also headed Glaxo's Asia/Pacific operations. Hasegawa told a news confernece: "We're no longer in an age where decisions are based on whether a person is Japanese or foreign." ...

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A critical factor for success in managing succesful brand acquisitions for Chinese companies is retaining the management of the company and maintaining the brand committment.