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Class and the divide between rich and poor, educated and uneducated, urban and rural, in China. Even with rapid industrialization in the urban mostly coastal regions, a large number of China's people live in rural areas and in the hinterland away from the big cities. October 1, is the 60th anniversary of communist rule. With the internet and more communication of all types, incidents in which the rich and powerful are treated differently by the judicial system- and can get away with light sentences for wrongdoing or crimes- cause a great deal of anger among the people. In this traffic accident in Hangzhou, one of the rich people's kids- the young emperors is how they are referred to in Chinese- runs over and kills on the pavement a 25 year old telecom engineer from a rural area near Changsha. He had to work hard to get to college and become a engineer, and his parents struggled to pay his tution in college. The 20 year old racing car driver gets away with a light sentence of 3 years, and is suspected to have used a stand-in for the trial, who would also serve the sentence. The public in Hangzhou was upset about this and blogs all over China began to talk about this. The police initially covered up the incident, saying the speed was 43 mph. Only after public pressure did the police say it was double that, and that the Mitsubishi racer used by the rich kid was retrofitted for speed....

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With Morgan Stanley's stock down 68% this year, and rumors swirling that Mitsubishi UFJ Bank may be backing out of a $9 billion investment in Morgan Stanley, Morgan's Mack struggles to dispel the rumor and keep calm in the storm on October 8. At about this time the global credit crisis hits Europe and emerging markets.

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Innovation Network Corporation of Japan will invest 140 billion yen in Renesas and take a two thirds stake in the company. This is an effort to restore and strengthen Japan's semiconductor industry. Renesas has struggled to cope with falling chip prices and the effects of the tsunami. The company posted a loss of 150 billion yen for the year ending March 2012. Renesas was formed in 2003 by merging the chipmaking operations of Hitachi, Mitsubishi Electric and NEC Corp.

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Asian banks exposure to the US subprime mortgage securities. Bank of China has the largest exposure of $9.65 billion investments in subprime, but its part of a large investment of $130 billion in foreign currency investments and the bank funds itself with customer deposits so it does'nt face a crisis even though its much large than the bank's first half profit of $3.9 billion. Note that this bank has only taken a loss of $100 million charged so far. Standard Chartered has about $17 billion in a structured investment vehicle (siv). Mitsubishi Financial Group has $2.45 billion exposure to subprime mortgage securities. Mizuho has off balance sheet vehicles with exposure of $7.3 billion. HongKong, India and the rest of Asia are not affected.

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Cracks are appearing in Japan's manufacturing model in recent years. Kobe Steel, Mitsubishi Materials and Subaru Corp have admitted to manipulating quality inspections. Takata Corp, maker of airbags is a case study in what can go wrong, as the company declared bankruptcy after failing to tackle safety problems and supplying defective airbags. The case is all the more astounding as airbags are designed for ensuring the safety of automobile passengers, a key feature of every automobile.  The situation is one of failure of management to take the right actions. This also happened with Toyota as management missteps worsened the issues related to faulty acceleration of vehicles, leading to media focus on Toyota in the U.S. Japan is not unique in this area of management failures as VW's actions in the diesel emissions case have clearly shown. Pressures to cut costs are part of the problem as this report shows. In Japanese companies quality checking staff employees are the targets of cost cutting layoffs resulting in the faulty step of outsourcing quality checks, which is contrary to what the country's pioneers sought to do when they adopted American Total Quality methods in the 1960's. This creates opportunities for China today, and for India in the future if it is able to capitalize on the opportunities in manufacturing desperately needed for job creation.    ...

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Mitsui, Mitsubishi, and GDF Suez each take a 16.6% interest in a liquefied natural gas (LNG) gas export plant being built in Hackberry, Louisiana. The investment by these companies totals $7 billion. The project is being built by Sempra Energy, based in San Diego. The project forecast to produce 12 million metric tons of LNG annually for 20 years awaits approval from the U.S. Energy Department. Low prices for natural gas in the U.S. -with the abundant shale gas supplies- of about $4 per millon BTU's compared to $10 in Europe and $15 in Asia are creating opportunities for investment. After the Fukushima nuclear disaster Japan has increased its imports of LNG to the point where it takes in about one third of the world's LNG market supples, according to Bernstein Research. Other companies which are active investors are Kogas of Korea, Sumitomo and BG Group of Britain.

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A $100 billion infrastructure project to create a high tech manufacturing and freight corridor between New Delhi and Mumbai with a third of the money coming from Japanese public and private money will be announced this week during Japanese Prime Minister Abe's visit to India this week. Japanese investment in India is expected to rise from $515 million in 2006 to $5.5 billion in 2011. Lack of infrastructure has been a key constraint to investment in Indian manufacturing and this project hopes to address this problem. This would include airports, ports, and a high speed freignt line for the 1500 kilometres between New Delhi and Mumbai. CEO's from companies such as Toyota, Mitsubishi, Canon, Hitachi have joine a new Japan-India business leader forum. Toyota plans to increase manufacturing capacity to 600,000 in India by 2015. Japan played a major role in the rapid modernization of Korea, China, and now is likely to do so in India as well.

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What are the prospects for Morgan Stanley? In a crunch would Mitsubishi itself offer up a big credit line or would some other bank buy Morgan outright.

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The Chinese 90 seat regional jet called the ARJ21 made by government run AVIC I Commercial Aircraft Company has about half of its equipment supplied by US companies. Its maiden flight is Septemeber 21. Canada's Bombardier is investing $100 million in the larger version of this plane citing parts sharing and cost saving potential for its own jets. The Chinese market is expected to grow at about 9% annually according to Boeing's forecast. China will spend about $600 million on the program for ARJ21 according to Chinese aviation officials. The ARJ21 also called the Flying Phoenix has 206 of the 300 orders it needs to breakeven. The plane is targeting the high altitude airports and the lightly travelled routes of western and central China. China is also looking to sell the plane in emerging markets of Malaysia, Turkey and India. According to General Electric China will need at least 500 regional jets over the next 20 years. GE which makes the engines for the ARJ21 sees the 500 jets equal to engine orders of $15 billion. Other companies that are looking for supplier orders are Parker Hannifin, Goodrich, and Mitsubishi....

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How even vehicles once thought to be no in the popularity list are catching up in redesign. The Mitsubishi Outlander is one in the redesigned version, showing nothring is aat a standstill in the automotive universe.

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This story in the NYT showing America's GE building a wind turbine three times as large as the Statue of Liberty in New York harbour, comes after a decade of bad news from GE, beginning with its role in the mortgage financial crisis when its stock dropped to new lows. Bad bets on conventional power generation in its power division are leading to the change at GE where it is now investing in renewable energy. Under CEO Immelt GE did not anticipate the surge in growth of renewable energy powered by government subsidies. Now GE is pursuing an aggressive strategy by building larger wind turbines than its competitors Vestas in Denmark and Senvion in Germany. A 12 megawatt turbine is planned by GE called Haliade-X, to be built at a cost of $400 million for demonstration in 2019, shipping units in 2021. Competitors are looking at building a 10 megawatt wind turbine. Vestas SA and Mitsubishi Heavy Industries have a 9.5 megawatt wind turbine in operation as prototype in Denmark. The bit of good news comes with the backdrop of big changes at GE as its power division falters badly. GE under Immelt badly misjudged the market for gas and coal turbines, building inventory and resorting to aggressive pricing, not anticipating the push evident in Germany and in China towards renewable energy. The shift to renewable energy reduced demand for conventional power in Germany and the U.S. In Germany. Electric companies in conventional power generation are struggling. At GE orders declined by 25% and profits by 50% in the 4th quarter over the prior year. 12,000 job cuts are planned in the power division, 18% of its workforce. Older board members at GE are expected to leave, and GE under new CEO/Chairman John Flannery plans to shed $20 billion in assets in a major restructuring and shift to renewables.   Larger wind turbines of 10 megawatts or larger are the next stage in wind energy as the Netherlands and Germany move to build wind farms free of subsidies. The economics of larger wind turbines are critical as less geographic acreage is needed with larger turbines. ...

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How Gazprom and Shell are changing their partnership to develop Sakhalin II: 1. The vanguard in Russian oil projects is Sakhalin II. In 2005 Shell announced the price tag would double to $20 billion. With forbidding terrain and climate and spread over a vast region in Russia's Far East, this is a really big challenge. Who owns what part of this project- Shell has 55% of the partnership in Sakhalin Energy Investment Company, a stake it picked up from Marathon which exited in 2000. Mitsui and Mitsubishi are other partners. Note the arrangement in the original contract which was signed in 1994. Under the 1994 production sharing contract with Shell Russia does not make much money till Sakhalin Energy recovers its costs. Upto that time Sakhalin Energy would pay 6% royalty on revenues. Following this Sakhalin Energy would get 90% of the profits until the project earned a 17.5% return. Taxes are 32%. Because of this arrangement the cost overruns at Sakhalin present a serious problem for the Russian government, as the returns for Russia depend on Sakhalin Energy first recovering the costs. In 2005 Shell agreed to swap 25% of its controlling stake in Sakhalin Energy with Gazprom for 50% of a field in western Siberia. 2. Shell is adapting its strategy in the changing oil picture. Comments by Malcolm Brinded, Shell's executive director for Exploration and Production indicate strategy in the changing global oil picture. Shell sees the importance of engaging with a Russian partner for the long run to make long-term gains with a first-mover advantage. For Shell the real returns would come from other players using Shell's expensive LNG plants and terminals. ...

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GM and Chrysler will face a tough market in the years ahead. The last year as seen GM's image with the American customer erode even further. Reputation Institute surveyed 70,000 people worldwide, and found only Mitsubishi and AvtoVAZ have a worse image. This inspite of improvements in quality at GM, which shows that management errors and its image matters a lot in buyer behaviour. Worse still GM and Chrysler, both are not favored by the younger generation of customers. The new demographics show that 73 million 21-33 year olds will be customers in the next few years, and they have shown little interest in Detroit brands. These people says one expert on atitudes towards automotive brands at AutoStrategem, can't see heir friends in these brands, and so can't see themselves in them. Perception matters a lot to these young people who are better educated. Studies have shown that college graduates and better educated Americans favor overseas brands by a wide margin. Chrysler is pervceived as having poor quality according to JD Powers and Consumer Reports. With $21 billion in debt Chrysler is more burdened with costs, needed improvements are less likely without investment. Chrysler may shrink to 6% of the market says BW, and GM will probably go down from 19% in 2008 to 14% in the next 3-4 years, as competing with Honda, Toyota, Hyundai, VW and new competitors from China and India makes for a very tough environment. Worse still there is about 90 million car production capacity worldwide, and the worldwide market has shrunk to 55 million cars and is still shrinking. ...

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Ghosn of Renault-Nissan used to be a skeptic about electric cars. Now he is on board. Nissan plans to sell an electric car in the US and Japn by 2010. It will be only hundreds of vehicles at first so it will take more time to take it to mass market, but the goal is to go for mass market. By 2012 Nissan will plan for a lineup of electric vehicles, so it will extend beyond small cars to small minivans and small commercial vehicles and small crossovers. 100% electric cars also are described as zero emission vehicles. But Nissan won't be the only company doing this. Mercedes is moving "very fast" in the direction of emission free vehicles, see the the interview with Daimler's Zetsche. Mitsubishi Motors and Fuji Heavy Industries are testing versions of electric cars. And GM plans to introduce the Chevy Volt in 2010. Toyota plans to have a plug in hybrid about this time. Mercedes will be the first to bring a lithium oin battery in its S400 coming out later this year which will be a hybrid. It is the cooling of lithium ion batteries that has been a major hurdle to development of electric cars and Daimler's Zetsche says they have solved this problem, have 24 patents, and developed a cooling system that works inside the car. Nissan has an electric car project that it is working on with California based Project better Place to produce electric cars for the Israeli and Danish markets. Ghosn has grasped the idea that the market is signalling a major and irreversible change towards smaller emissions and regulators are way behind on this curve. He says that if one is to sensibly participate in the growth of emerging markets which Nissan is doing in North Africa and India and Eastern Europe then one has to think in terms of sustainability and lower emissions, as putting tens of millions of more cars on the road around the world can damage the environment. And the only way this can be done to meet the aspirations of people in emerging markets is to lower emissions and to set this as the overriding goal. One gets the same sense from the Germans, see Zetsche, Daimler....

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See Liz Claiborne, 11 July 2007, WSJ. How a new CEO at Liz Claiborne is tackling the problems of a bureaucracy, layers of management from acquisitions, lack of clear direction, responsibility, and out of focus organization. A problem that is coupled with too many brand labels so that there is no focus for marketig and advertising and distribution dollars to obtain a winning advantage. And the added problem of designers not having the opportunities to come up with winning products in a constantly changing fashion field with changing consumer tastes and trends. McCom is a top manager at J&J before this and handled the Tylenol brand after its crisis, so he's seasoned. His approach also makes sense given the need for focus and the need to be able to develop a new model for sales not dependent on others. He sent out an email to 200 senior managers asking them to identify the biggest barriers to success. What is common between the jobs at Mitsubishi, Liz Claiborne (Tylenol), and