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Daimler refocusses on the luxury car segment and with sale of Chrysler sees an immediate improvement of results. Sales are expected to exceed last years 1.25 million and earnings before interest and taxes are expected to be 8.5 billion euros for this year.

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Dana gets a number of experienced executives from Toyota, GM and Chrysler to serve on its board, Convis, Devine and York. Devine former Chief Financial officer for GM may become the new Chairman at Dana as it emerges from bankruptcy this month.

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Whats different about the May unemployment numbers? The Labor department reported job losses were 345,000 in May, 2009, which is a drop from previous months. Manufacturing posted half of these job losses. Factory job losses have been aconstant inthis downturn, with losses of 156,000 in May, 154,000 in April, and the average monthly decline for the fourth quarter 2008 and first quarter 2009 of 171,000. Auto job losses are likely to be permanent, and further downsizing at GM and Chrysler could lead to steady job losses in manufacturing. The job losses in service related companies was 120,000 jobs for May 2009, much smaller than the 230,000 jobs lost in April, and much smaller than the average job losses of 334,000 in the fourth quarter 2008 and first quarter 2009. The steep losses in the service sector is unprecedented in ths downturn going back to the 70 years the Labor Department has tracked this data. But continued losses in manufacturing will weaken a recovery, especially as many of these jobs in construction and manufacturing are permanently lost. This recession is impacting men more than women because of construction and manufacturing job losses, blacks and hispanics more than whites, the less educated hit the hardest, and young people also hit hard....

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As automakers rettol their plants all three GM Ford and Chrysler look for ways to win support at the party conventions in Denver and Minneapolis and in Congress for a bipartisan support to get the $3.75 billion Congress has to appropriate for insurance and other costs to get the $25 billion loan program signed by President Bush in 2007. Debbie Stabenow, a Senator from Michigan backs an increase of this loan program to $50 billion and its presented as a way to help the country become more fuel efficient and develop alternative sources of energy. This loan program could make a critical difference to the cash strapped American companies when credit is hard to get in financial markets or the cost is too high. Note the importance of the states in the midwest like Michigan, Ohio and Indiana to both Presidential candidates make it increasingly likely that both will favor fully funding the automobile companies retooling plants and funding new technologies. These states could decide the election and the weak economy and high unemployment in the midwestern states means the candidates and the political parties will have to support the auto industry's efforts to remake the companies and America's energy future....

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The U.S. market looks like it is becoming the kind of maturing market that Japan and Germany have become for automobiles. Germany and Japan saw sales peak at high levels and then decline. And they have been declining steadily for several years. The US has a growing population and demographics because of immigration compared to Japan so there wil be continued demand for new cars. However since 2000 carmakers have introduced so many price incentives, interest free loans, and other ways of pushing sales that sales have continued to climb to unsustainable levels. All through the 1990's sales were in the 15 million range, then after 2000 sales climbed, except for the short period of uncertainty after 9/11/2001 Trade Center bombings. Sales climbed up to 17 million and stayed at these higher levels till the recent crises in 2007 saw a drop in sales and a shift to smaller fuel efficient cars. GM was offering 0% financing for 5 years through its Keep America Rolling campaign in the aftermath of 9/11. By 2005 automakers were offering as much as $8000 in discounts on pickup trucks. Employee pricing enabled regular customers to buy at employee prices. The Big Three sold to rental fleets unsold cars, so much so that by 2005 25% of all vehicles made by GM and Ford went to rental fleets, to rental companies in which these companies had large ownership stakes. For GM this became part of strategy. Fixed costs were high and the UAW contracts made it difficult to layoff workers, a jobs bank in which layed off workers could remain till rehired was itself quite costly as money had to be paid to the workers in the job bank. With this kind of inflexibility in the labor market GM could only spread all the fixed costs for its aging workforce which required pension payouts to retirees and health payments to retirees, by selling more automobiles. During this period of inflexibility in labor, and the legacy costs of previous boom years since the 1950's with generous UAW contracts, GM and Ford pushed sales to unsustainable levels; without considering the furture implications of this short term strategy. Another way this could hurt is by pulling sales in future years into current years because of interest free financing or huge discounting which probably happened in 2004-2005 and is seeing a payback today in 2008. At the peak in 2005 carmakers were planning further expansion of SUV capacity or expansion of other carmaking facilities. Gas was still not at the high levels of today. In 1999 gas cost $1.15 cents a gallon, and it was a little higher than that, but nowhere near what we are seeeing today. These new plants are coming up just as the sales are dropping dramatically, the half million SUV's sold in 2008 is about half the sales in 2003, enough to fill 2 plants when many more plants are being built or opening. The new capacity of 4 plants capable of producing 1 million vehicles is looking like a big mistake, like the new Toyota Tundra plant in Texas. Some of the new carmaking capacity is a Toyota plant in Tupelo, Mississippi, a Honda plant in Indiana, and a Kia Motors plant in Georgia. All this means a big drop in factory utilization rates. GM has 2 plants making full size SUV's. Later this year GM will cut production at these plants and at 2 plants making pickup trucks to utilize them only for 1 eight hour shift a day. Toyota has 1 full plant of excess capacity, not including the plant opening in Tupelo, Missisippi, making it likely to be down in utilization very significantly as well. Nissan is only using 65% of capacity at plants in Canton, Mississippi and Smyrna , Tennessee. And these utilization rates reflect the impact at the early stage of the housing crisis, consumption spending is only now beginning to bite, and unemployment is still to take a hit, so th economic recession immpact is still not reflected in auto sales. Even now GM and Chrysler cling to the hope of a sales pickup in late 2008 and in 2009, which is looking less likely by the day. J.D. Powers survey show the North American auto making capacity at 18.7 million cars and production this year at 14.1 million. This means the automakers have disastrously misjudged the auto market, and the role their own actions in pushing sales have affected the market in inflating the sales numbers beyond what is a sustainable sale increase. When credit tightening and lower consumption spending, housing crisis, and higher unemployment all hit the US in full impact by 2009 the situation is likely to worsen significantly and could become a disaster. ...

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A sad picture of how GM, Chrysler, and Ford came up with the Jobs Bank in 1984, which has turned into a corrosive influence since then. How the UAW overreached thinking this increased job security. Only to end up being an object of national ridicule and a handicap for the car companies.

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The company that only a couple of years ago was coming up with new models and among the top names in the cell phone business, is now gasping for air as it struggles to keep its cellphone business alive. It is an example of how vigilant and on ones toes (how paranoid in Andy Grove's words), one has to be in the fast moving tech businesses. Losing its leadership position to Nokia and other rivals like Samsung and LG from South Korea, who had better strategies and newer models, Motorola has never recovered, and the way down has been steep and precipitious. Motorola's cellphone sales fell a huge 51% in the fourth quarter, matching in its magnitude the kind of breathtaking sales drops that have hit GM and Chrysler for January 2009. And things cannot get better when the loss of $595 million for the cellphone division (or $31 for each cellphone shipped), mean cuts in design and other needed staff. Motorola has been closing design centers and has laid off 25% of design staff. In total Motorola posted a loss of $3.58 billion for the 4th quarter 2008. The rest of the losses include writedowns and charges for layoffs of 7000 workers announced since October 2008. Motorola shares trade at $4.04 on the NYSE and Moody's has downgraded it to Baa3, the lowest investment grade rating. ...

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The new interim board chairman of GM i Kent Kresa, 71 years old, who was CEO of Northrop Grumman Corporation between 199o and 2003, and previously served on the board of Chrysler. He is described as being very down to earth, pragmatic, who is expected to do well dealing with the government, by a senior partner at Korn Ferry International recruiters. Mr Kresa said in a statement that a new slate of directors will be submitted at the next annual meeting that will include a majority of new directors. That meeting is scheduled for August but might be pushed up. Kresa and Philip Laskawy, Ertnest & Young's retired CEO, had tried for 2 years to persuade fellow directors to replace Wagoner. They felt that Wagoner had fialed to change GM's corporate culture but were opposed by George Fisher, retired CEO of Eastman Kodak, and Eckard Pfeiffer retired CEO of Compaq. Of the 11 outside board members, seven are in place since 2003. Interestingly they are all retired CEO's except for Kathryn Marinello, CEO of Ceridian Corp. This has prompted one remark at ameeting of the administration task force that the board was "a collection of failed CEO's". Many experts advising the taskforce and the bondholders put some pressure on the task force to replace the board because of its complete failure....

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Canada's banks are making investments in US financial firms. Toronto-Dominion Bank agreed to pay $6.3 billion for Chrysler Financial and the Bank of Montreal bought Marshall & Ilsley, a bank in Milwaukee, for $4.1 billion. Investors are skeptical of these deals but experts say Canadian banks have few options to expand except by going to the US market.

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Leonhardt points out in the NYT that Hillary Clinton actually won in the popular vote by a substantial margin, by more than 2 million votes and more than 1.5 percentage points. He says that Democrats need to pay more attention to the working class in midwestern states- the job losses, crumbling infrastructure, and the plight of communities such as Detroit, Michigan which suffered through the bankruptcies of Chrysler and GM, and again with the foreclosure crisis, the financial crisis of the City of Detroit. With a similar situation in the neighboring states of Wisconsin and Ohio, in places like Toledo and other parts of communities facing industrial decline. While the Silicon Valley centred region powered the economy in California, and the financial industry and real estate powered New York, older midwestern communities never really recovered from a long decline stretching over 2 decades. The result was the loss of faith in Democrats among union workers and young people, leading to the loss of Wisconsin, Ohio and Michigan. For most of its history the Democratic Party was based on its union and working class base including a large number of white voters. Only under Obama because of his unique candidacy was the coalition so dependent on the minorities vote. Before minorities were part of the Democratic coalition, but not in the way under the Obama candidacy. A return to its historic and normal base among whites in unions and working class communities, liberals, minorities, is a way to go back to the historic and natural base of Democratic support. In a sense dependence on tech communities for election funding and the tech booms, globalization, may have distorted Democrats sense of their historic role as champions of the working class and middle class communities throughout the country. There is now an opportunity to restore this lost mission of protecting the interests of the middle and working class who have seen huge drop in net worth as reported by Janet Yellen of the Federal Reserve at the Inequality Conference on October 17, 2014-"62 million households with a net worth of $11,000 for the year 2013." Poorly covered in the media and not made the utmost priority by Democrats (or Republicans). In the words of Janet Yellen, this was in the past several decades "the most sustained rise in inequality since the 19th century after more than 40 years of narrowing inequality since the Great Depression." She added the shocking words "by some estimates, income and wealth inequality near their highest levels in the past hundred years, and probably much higher than much of American history before then." Even discussion in the media goes back to the Obama coalition and treats it as a way forward for Democrats, when history shows it was different and the situation described by Yellen calls for a serious response. ...

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How Marchionne made the turnaround at Fiat. It takes a crisis to get something done, but you also need a leader who can make things happen. Marchionne turned out to have a direct approach to Fiat's problems, not shirking away from anything he needed to get done. But how he was able to get workers and the younger managers to team up in a new culture of openness and directness to get things done shows that he brought some rare qualities of leadership and persuasion.

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Carlos Tavares runs Stellantis the company that combined the operations of France's Peugeot, Italy's Fiat and America's Chrysler right out of his living room in his Lisbon, Portugal home one week every month. He is a believer in the advantages of hybrid work model and says most of the 75,000 workers at the company can work remotely most of the time.The quality time that is generated in this new work model that allows life balance and getting fresh air walks outside is needed when you consider that auto companies such as his are embracing world of electric cars- Stellantis will have 75 models of electric cars by 2030 In this interview with the WSJ shown here he says the fact that one is giving back high quality time that otherwise goes to commuting means you get more time during the day. Carlos Tavares says remote work is an opportunity to recreate a better life balance. He doesn't see any risk in it at all. He sees how hard people are working, harder than they did before, and says giving back one half hour or two hours of quality time actually helps the process of getting good work. Look he says after a long day of remote work people need that time to go out and have a walk for an hour just to refresh one's mind, because the work was so intense. Tavares asks why shouldn't we trust each other? He believes it is the only way to go. Asked about his own work routine for remote work.He says it is the Portuguese routine of  7 am to 4 pm or 5 pm and then an hour out for a walk. He has a small desk in his living room, and he is sitting there with his iPad, grandkids are going by but nobody sees them. Does he miss the face to face contact? He does says Tavares. He still sees other employees as he does go to the office. What about mentoring for junior  employees? This does not have to be five days a week, you may want coaching one day a week, what you don't want is someone on your back five days a week. For Tavares it is all about the quality of time that is used. On company culture the much abused word Tavares makes some good points. If you say this is the culture and hand it to somebody then how do you get that creative mind to exercize his own judgement, how do you get diversity of thinking. Tavares is forthright and honest here- he says if I give you a culture and put you in that box I will get it wrong, and by killing the valuable diversity of thinking I will make it counterproductive. Actually with French, Italian and American operations under one roof and employees of 170 nationalities there is a value in appreciating the value each employee can bring. Practices at Stellantis- Tavares says if you want your people to be in game shape or in great shape mentally don't call them or email them on weekends, so that they can use the weekend to recharge themselves. He even apologizes for calling on a weekend. Or if you email your people tell them to not respond till Monday. ...

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General Motor's market share could fall below 20% in May 2008. Ten years ago itss executives wore lapel pins with 29 on them showing thath they would reverse sales decline at 29% share, then it was 24%, and is it now at 20%? Among other changes, the Toyota Camry may pass the Ford F-150 pickup as the top selling model and Honda may overtake Chrysler in sales this year.

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Toyota CEO Akio Toyoda, grandson of founder Kiichiro Toyoda, assumes new role just as net revenue is down 38% for the second quarter 2009, and a loss of $819 million. Akio says he is extremely frustrated with the situtaion and wants to start again from the ground up. With the restructurings at GM and Chrysler and focussed effort at Ford, efforts of Korean carmakers, and new competition from China and India looming, Toyota expects severe competition in the American and global markets. About 40% of Toyota's senior management has been retired or reassigned.Four of five executive vice presidents are new to their jobs, and only one Takeshi Uchiyamada, the product development chief is left from former CEO Watanabe's team. The outward looking Akio, whose background includes an MBA from Babson college in Massachusetts, and overseas experience including America, is likely to give the relatively insular culture at Toyota, a jolt. Under the new arrangement each of the executive vice presidents has been put in charge of a global region. One of the biggest problems Toyota will face say experts is the mundane looking lineup of vehicles bought mainly for reliability, just as competitors are making big strides in quality and new design, with new technology reshaping what the automobile might look like. The focus on the Tundra truck and SUV's like FJ Cruiser now looks misplaced. Yoshimi Inaba, a Toyota executive with experience overseas, will take charge of the American operations. Inaba says that without N. America, Toyota is unlikely to come back to global proficiency....