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Theresa May, prime minister of Britain, faced a difficult situation by Jan. 2017- the European Union was not going to budge on the free movement of people and services within the EU. With no prospects for negotiations on the migration issue and a decision to retake control of migration, May announced on Jan. 17, 2017, that she would pull Britain out of the single market. By Jan 2017 Theresa May was perceived in the media facing tough challenges and having no clear path, and no clear plan, and little support from the civil service, business, and within a divided Conservative party, to implement Brexit. This has not changed much even with this decision, as the additional hurdle of getting Scotland, Ireland and Wales, and the close to 50% of the people who voted against Brexit to support this move remains as large as ever, the situation of ample uncertainty, for May and for Britain.

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See the important link to Keith Johnson, 7/9/2007, WSJ, on the economics of wind energy, suppliers, and the industry in the US and Europe, and the shortage of turbines because of some 800 parts that go into the turbines and blades making it a complicated supplier issue to get more turbines. We can make only more turbines as fast as we can access the last of some 8000 components says a Vestas executive. Windmill generated electricity was only 0.4% of the electricity generated in the US compared to 0.1% for solar and 0.4% for geothermal but of the new energy added in the US in 2007 it was 30% of the new energy generating capacity added. So it has a disproportionate share of the increase in generating capacity starting from an insignificant base. Its a new industry but with many companies the largest being Vestas of Denmark, GE Energy, Nordex of Germany and Accoiona of Spain. Germany, the US, Spain India, and China are countries at the forefron of the wind energy business. Because the business is relatively new manufacturers were not providing the installation and maintenance required in emerging market countries in 1995 when Suzlon which had powered its yarn business in Surat, Gujarat with 2 wind energy turbines from Vestas entered the business seeing an opportunity. Mr Tanti of Rajkot, Gujarat, Suzlon's founder saw the opportunity and used European firms to design his turbines and blades and provided energy to Bajaj Auto and large Indian companies that have an erratic supply of electricity because of chronic electricity shortages. Starting with a tax break which allowed Suzlon to deduct windmill costs against its sales tax bill enacted in 1999 and retracted in 2002 Suzlon took advantage of lower manufacturing costs in India. Its main plant is in Pondicherry, India. By 2002 sales had increased to $131 million in India from $32 million in 2000. The company entered the US market in 2003 and in 2004 with the boomin stock market in India Citigroup took a 9% stake in Suzlon for $22 million. By 2005 Suzlon because of lower manufacturing costs had margns of20% compared to 8% for European companies and Suzlon raised $340 million in an IPO. With loans from Barclays and Deutsche Bank Suzlon bought European parts makers Hansen Transmission in 2006 and set up a factory in Tianjin, India. Early on in the 1990's it had set up an R&D center using engineers in Germany of a supplier company in wind energy Sudwind that had exited the business, this R&D center now designed its largest turbine for US and European markets of 2.1 megawatts and blades 50 yards in length. Today Tanti and Suzlon are faced with problems accessing the world class technology of the western companies as its technology has not kept up with the technological advances especially in addressing the needs of western markets. It has about 8% of the US market and about $1.8 billion in global sales. Its pricing to Edison Energy in 2006 for 1.2 megawatt turbines was 20% below European and American manufacturers. Its latest designs have flaws because Edison Energy of Irvine , California, has seen cracks in the blades at 3 windmill sites in the midwest USA and Suzlon has withdrawn 1251 blades, the majority of the ones sold in the US. Deere and Company another customer has experienced the same problem. And even though it has moved to acquire technology by taking over 33.6% of REpower which has advanced technology and makes 5 megawatt turbines. its mired in its efforts to get the blueprints of advanced designs from REpower because German law considers minority shareholders like Suzlon as competitors, other shareholders Areva of France and Martifer of Portugal have to be bought out and minority shareholders also bought out before Suzlon can access the designs. Speed, funding, tax breaks, and timing to attract capital, and most of all insight and courage to see a growing opportunity from its own experience of using two 2.1 megawatt turbines from Denmark's Vestas, and looking deeper into problems with maintenance and support in Asia and lack of technology for homegrown development that hamstrung development of energy alternatives in dire and chronic electricity short Indian companies, this has helped bring windpower to India and a new company in a new industry from scratch. ...

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Jim Krane of the Judge Business School at Cambridge University, points to an important development- the increasing consumption of oil in Saudi Arabia that is shrinking its ability to be a reserve supplier in the Middle East when a Iraq, a Kuwait or a Libya's oil supplies are cutoff. Saudi population and industry is growing and is using up a quarter of its oil production. Consumption is at 3 million barrels a day, more than the oil consumed in Germany, and is growing at 10% a year. Use of oil is subsidized by the government and with social spending up in Arab countries a cut in subsidies is not expected anytime soon. Projections by Jadwa Investment of Riyadh show that the reserve margin will disappear by 2020. By 2038 Chatham House in London predicts Saudi Arabia will become an importer of oil. This is important because America's sanctions against oil imports from Iran require the Saudis to step up and act as the reserve supplier. This happened with Libya, and 1.5 million barrels a day were cutoff after the revolution. Iran exports 2.2 million barrels a day. This will keep supplies tight and keep pressure on oil prices in 2012-2013....

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Nikos Voutsis, Greece's interior minister, says Greece lacks the money to make debt repayments of 1.6 billion euros to the IMF in June 2015. A proposal by the Left Platform, a faction within Syriza party led by energy minister Lafazanis, which has support of 30 of the 149 Syriza representatives in the Greek parliament, calls for not making debt repayments and looking for an alternate plan. It was defeated by the central committee of the Syriza party on May 24, 2015, with the vote 95 to 75 showing intense opposition within Syriza. Instead Syriza voted for a proposal to call for mutually beneficial negotiations and a deal that would preserve its core goals- a low target for the primary budget surplus, avoid more cuts to pensions, and restructuring Greece's debt to include an investment plan for economic recovery. Both sides in the negotiations, the EU/IMF and Syriza government in Greece, reached an impasse as the negotiating tactics of finance minister Varoufakis led to German finance minister Schauble also taking a tougher stance, saying he could not rule out Greece defaulting on its debt. ...

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The Economist magazine says the difficult process of Brexit is now being put by Theresa May into the hands of the pro-Brexit ministers, Liam Fox, David Davis and Boris Johnson. Just staffing the Department for Exiting the EU under Davis, and the Department for International Trade under Liam Fox is taking a lot of time. And the differences between Fox and Davis also figure into the time it will take to invoke Article 50. It says the points put forward by Brexiters that Britain could revert to WTO rules do not work so well in practice, and it takes years to negotiate new trade agreements with other countries. It sees many problems, and says it is no wonder that Theresa May has told the Brexiter ministers to come up with answers as they are the ones who have sold this idea to the country.

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Hardy and Merced take an inside look at what happened at Autonomy Inc that resulted in the charge of $8.8 billion by H-P in Nov. 2012. The problems start with the hiring of Lee Apotheker, a former CEO of German software maker SAP, as H-P's new CEO in the beginning of 2011. This comes after CEO Mark Hurd is fired over relations with a female employee. Apotheker starts out within months of joining H-P with some precipitious moves that raise questions about his decisions- he dumps the new H-P tablet within weeks of joining, and follows this with a move to shift H-P out of its PC business and focus on software. To do this he pays ten times revenue for Autonomy Inc., a British software maker which has grown through acquisitions and not invested enough in advancements for its software, according to a piece by Al Lewis in the WSJ in August 2011. Autonomy's business is software that analyzes and finds patterns in voluminious data like e-mails, online data, web surfing. The tech community and analysts sees this as a risky investment from the start with Apotheker overpaying for Autonomy. Apotheker has failed to look at H-P's record in acquisitions with the failed Palm acquisition costing H-P over a billion dollars. H-P has a poor record of integrating companies. This proves to be especially true with Autonomy with founder Mike Lynch keeping a distance from Palo Alto headquarters by staying mostly in his London office. Apotheker is fired by the H-P Board within months of taking office and the Autonomy managers including Lynch leave H-P in the following months. Alarmed by a falloff in Autonomy sales, H-P's new CEO Meg Whitman sent a team in May 2012 to review the books of Autonomy. This results in finding "serious accounting improprieties." The problems are caught when a senior finance official at the London Autonomy offices points them out. What Autonomy did before selling out to H-P is to sell low end hardware servers at a loss, and disguise the loss by inflating marketing expense, resulting in marketing expenses going up just as it was trying to sell the company as a pure software company. Middle men who sold the Autonomy software reported sales that were made up and licensing revenue was taken before it was received. Analysts at Forrester Research say Autonomy had not invested in R&D, and did not make regular software releases, had poor customer relations, no regular customer feedback, and lacked transparency on future product plans. The question goes back to how did Apotheker make such decisions without giving enough time, with the due diligence reported to the head of strategy Robison and not the CFO as is normal, and how did he fail to catch the obvious failure to invest in the company R&D? Apotheker described his approach in a February 18, 2011 interview with the WSJ's Ben Worthen. He told Worthen a joke about the Swedish parliament where members discuss a proposal to move driving from the left to driving on the right, by doing this gradually. Apotheker's analogy turns out to be misplaced, his approach brash and dangerous, and the H-P's Board's confidence in their new hire misplaced. It turns out that H-P's previous CEO Mark Hurd came in for criticism for not investing enough in R&D. The money wasted in these acquisitions leaves H-P at a severe disadvantage for increasing investments in R&D when margins and sales are declining in the printer and PC business. On Nov. 20, 2012, H-P share price dropped 12% to under $12. H-P reported a $6.9 billion loss in third quarter 2012. Revenue for the full fiscal year declined 5% to $120.4 billon, and earnings declined 23% to $8 billion. ...

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Thomas Sargent of New York University, the 2012 Nobel prize winner in economics, says the EU leaders can learn from the way the federal government in the U.S. handled the issue of state's debt when it came up in the 1790's and in 1840. In 1790 the federal government- under the leadership of Washington and Hamilton- saw the need to honor state's debt because of the contribution made by states in the war of independence and the U.S. assumed state's debt. In 1840 the U.S. refused to assume state's debt and states went into default. The result was beneficial because state's passed balanced budget rules and restrained reckless spending. Another benefit was that this preserved state rights to manage their finances and the federal structure setup under the constitution.

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Japan and the European Union announce a new trade agreement, in a response to the protectionist tone of the Trump administration in the U.S. The deal is announced at the time of G-20 meetings in Hamburg, Germany. The deal removes the 10% duty on Japanese car imports to the EU, and removes barriers to European automakers in Japan. Experts say the deal comes at a time when the European Union wanted to come up with a response to Brexit and Trump style protectionist sentiment. European automakers say they need assurances that they will have better access to the Japanese market.

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Providing an insight for the auto industry and other industries, Nokia has managed its own downturn from a few years ago. Nokia has taken a strong position in emerging markets without letting profit margins sink and keeping the average price of a Nokia cellphone from dropping much. See the groups and links to Motorola's situation. Continued dominance in India and China helped Nokia achieve mobile phone shipments growth of 27%in 2007 over 2006 to reach 133.5 million units. Nokia is also gaining market share increasing it to 40% in the 4th quarter 2007 from 39% in the 3rd quarter. And Nokia is now poised to gain back the market share it lost in the USA in the last few years. It sees the market for mobile phones growing by 10% a year wordwide with strong growth in Asia balancing slower growth in developed countries. Nokia follows the average selling price of mobile phones which suggest the direction the market is taking in price and higher end lower end sales distribution, especially at a time when Nokia competes in price sensitive Asian markets with higher lower end sales distribution. Here the average selling price of Nokia phones dropped from euro 89 in the fourth quarter 2006 to euro 83 in 4th quarter 2007. Nokia is careful to keep introducing new feature laden phones that customers want to keep this average price up. In the 4th quarter 2007 the average price was up from euro 82 in the 3rd quarter to euro 83. Nokia's operating margins in the mobile phone business reflect a surprising result, actually increasing from 17.8% to 25% even as average price is dropping from euro 89 to euro 83? How was this achieved? Some of this is probably from better manufacturing in better locations without compromising quality, moving factories to eastern europe and other places. Nokia plans to close a factory in Germany with 2300 workers and move this to Romania by mid-2008. The increased sale of higher margin multi media phones also helped. Another aspect of Nokia's approach- grasping the fact that extremely high sales were needed to do well in in the lower end of the market at the euro 30 price level. This means that competing in India and China with the high sales volume helps it stay ahead in this lower end. These markets are also interesting in another way, they are fast changing markets with a lot of things happening. Because they are price sensitive there is a lot of competition including from lower end makers in China. Asian markets also have young users who have different usage, lifestyle and trends and Nokia can learn a lot on how to stay abreast of these demographics and other changes. And competing at this level helps you develop the manufacturing knowhow to bring down the cost of the higher end phones with more features. There are crisscross benefits to competing at every price range in different demographics and in different regions, and continually learning and building the people and structures to compete effectively. . Nokia's successful strategies in 2008. ...

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DW.com looks at what it means for first Finland, and then Sweden joining NATO. For Finland the invasion of Ukraine where people speak Russian and have close cultural ties comes as a reminder of past history. Under the treaties that ended the war with Napoleon in 1815 after the Congress of Vienna, Finland was given to Russia and Norway wrested from Denmark was given to Sweden. Jens Stoltenberg now head of NATO is a former prime minister of Norway. Russia invaded Finland in 1940, and Germany invaded Norway during that war. As a result there are historical reasons why 62% of Finns support joining NATO.  What this means for NATO- This means NATO's border with Russia will double from 1300 to 2600 kilometres. Finland would be different alone compared to being part of the NATO alliance. For NATO this means 280,000 Finns in its army if mobilized under Finland's compulsory military service would be added to defending the border. Finland already is training with US equipment and training since 2015 and is in a joint defense plan with NATO. Sweden's situation is quite different. It has benefitted from neutrality and never been occupied by any power in the 500 years of European wars for balance of power in the region. In the last 200 years Sweden has acted as a neutral state and stayed out of 2 world wars and other conflicts. For Sweden to join NATO it has to change this historical neutrality and has to be convinced that the invasion of Ukraine and the immense destruction in Ukraine with over 4 million refugees mostly women and children is an event that has changed everything. If Sweden were to join NATO not much could be expected for ground forces as Sweden has a small army. Sweden also has no land border with Russia. Sweden is on the Baltic Sea which is also a border for Russia. Sweden does bring 100 modern fighter aircraft and 8 modern submarines that would secure the Baltic Sea.  If one or both countries were to join NATO this would happen by June and both countries would join NATO immediately after 30 NATO member countries approve this.  ...

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This leader in The Economist magazine says a hard Brexit of the sort announced by Theresa May at a Conservative Party conference is clearly bad for Britain. It also point out that half of British people voted to remain. It is not clear that voters have voted for a hard Brexit, a soft Brexit, or voter alienation with elites and effects of years of austerity since the financial crisis have helped tilt the vote to Brexit. It points out that the rhetoric may be damaging Britain's chance of negotiating a Brexit that limits damage to GDP, which the Treasury estimates to be nearly twice the loss in GDP if a member of a single market as compared to leaving it. British government leaders may be overestimating the willingness of leaders of France, Germany and other countries to make concessions. By talking up to their party base politicians such as May may be putting German and French leaders to also toughen their positions on free movement as an integral principle of the European Union, and consequently of membership in a single market. ...

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Spain has become a highly decentralized country in the response to decades under the military dictatorship of General Franco. Regional autonomy was suppressed in Galicia, Catalonia, Valencia and other regions during that period, and the trend after the country became a democracy was a high degree of decentralization and regional autonomy. This trend is being corrected in the area of spending discipline for all areas of administration in regional and state governments through a new agreement reached between the Mariano Rajoy government and the regions, including Valencia and Catalonia. In exchange for funding and liquidity from Madrid the regional governments have agreed to accept spending controls, penalties for exceeding deficit targets, and automatic spending cuts. The new legislation is being worked out between the Rajoy administration and regional governments. Rajoy says the failure of Spain to reach its 6% deficit target- it came out at 8%- was the result of overspending of 17 regions. The 17 regions together had a deficit of 2.7% of GDP, which was twice their 2011 deficit target. The new Budget Minister Cristobal Montero says the new agreement "has great political significance," as action can now be taken with new legislation for spending discipline at all levels of public administration in Spain. ...

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Banks in Britain will be charged a 50% tax on 2009 bonuses of more than 25,000 pounds or $40,800. It will be imposed directly on the bonus pool at banks and will be paid by the bank. It takes place effective immediately and affects 2009 profits. The public in Britain is sympathetic to such a move and it comes in the midst of concerns about the British deficits similar in proportion to that of Greece, and of the Dubai debt crisis. Andrew Hilton, who runs CSFI, a research center focussed on financial issues put it aptly: "I think banking has become a truly parasitical business. Bankers these days borrow money at 30 basis points and lend it to te governmet at 300 basis points and then they go play golf."

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Ivan Rogers, UK ambassador to the European Union for three years till 2017 was sharply critical of the British government and forecast some of the Brexit problems. He has a book "9 Lessons in Brexit," which appeared in Feb. 2019. Here he is interviewed by Der Spiegel. He says he expected some of the problems but is still surprised that 4 weeks before the deadline the political class in Britain has not yet figured out what kind of Brexit they want. Here he points out that Cameron and Blair represented the centre in British politics. But that centre has now collapsed after the financial crisis and the period of austerity led to widening gaps between the different parts of British society. The public is now deeply alienated from both major parties. In both parties the populists on the left and the right have gained a bigger influence, as a result there are no centre right or centre left figures who command public influence. Rogers is a civil servant of high rank who has worked with several prime ministers including Blair and Cameron. His comments are worth listening to.  Was Theresa May the right person to tackle Brexit? Her problem says ROgers is that she started with a hardline position of reducing the number of people entering the UK from inside or outside the EU. Once you do this you cannot have free movement of goods, services and capital, so you have to leave the single market. And if Britain wanted a fully autonomous trade policy then it cannot stay in the customs union. Rogers thinks Theresa May never really understood what this meant- that it was going much further out of the European Union than Norway or Switzerland, or even Turkey. Now as she is trying to go back her right wing cries betrayal. Do British prime ministers understand the single market, the customs union, or how the EU really works? Rogers worked on European issues for a long time and he says after working very closely with British prime ministers that none of them had a deep understanding of how the European Union works. Plus they lack any emotional attachment to the EU, because of the mercantile relationship Britain has had with its neighbors. About the relationships in Europe between the Germans, the French, the British, what is it and what will it be like? Rogers says he has not seen a thinner relationship in his lifetime. He thinks the European political elites are not talking to each other anything like what was done 20 or 30 years ago. He says the Brits have to take a lot of the responsibility because the British political class lost interest in Europe. What could the Europeans have done? Rogers says the chaos continues because the British don't really know where they want to go. It opaque about the relationship on purpose. Have the Europeans thought about what kind of a continent they want to see after all this is over? This interview tells you more about the Brexit problem that many reports and opinions, bringing a thoughtful way of looking at the problem. ...

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Anthony Faiola provides this exceptional look at the thinking of Chancellor Merkel and German experts, about the refugees creating more opportunities than risks for Germany. Germany is an aging society, with low birth rates. How to reverse this, so that there will be more young workers to meet future needs long term ten or twenty years from now, is a problem facing Japan and Germany. Germany is also fortunate with the timing, with Germany's unemployment rate at a low of 6.2%, and years of growth ahead from a eurozone recovery. A fortunate circumstance in the nature of refugees from Syria, is that many of them are young, well educated, skilled workers, doctors, engineers and architects, from a relatively moderate Arab country. This is a better immigrant pool than the one Germany took in from Turkey in early postwar years, in terms of education, youthfulness and skills, and one in which the lessons learned from that pool's inadequate integration could be applied here. This is why Germany is not only willing to take in 800,000, but German leaders are saying they could take in 500,000 a year for several years. Just as Germany has taken a long term view, and has the strength to execute it in its shift to renewable energy, Germany's centre right Christian Democrats and centre left Social Democrats in the coalition government see the issue long term around which they can bring a cohesive understanding and consensus in their country. Merkel addressing parliament said on September 9, 2015- "The refugees need help to learn German, and they should find a job quickly. Many of them will become new citizens of our country. If we do it well, this will bring more opportunities than risks." The decision to shift to renewable required a whole new mindset and leadership, in the same way German leaders are articulating the position based on a careful understanding of the situation and Germany's long term interests in reversing Germany's population decline and lower working age people. There are about 3 million Turkish people in the country, adding about 1.8 million Syrian and other refugees would still bring the percentage of people of foreign origin to less than 6% of the 81 million population, just a little bit less Christian and just a little bit less German in origin, which is in keeping with changes in a globalized world and no different than its neigbor France. What looked like a problem, if handled and managed well could be an opportunity knocking at Germany's door. Merkel's genuine convictions about universal civil rights make the "wilkommen refugees" very real in other ways....

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Early opinion polls show Macron the more convincing candidate in the first television debate held in March with 29 percent in an Elabe poll, with Le Pen at 19 percent. An OpinionWay poll shows Macron more convincing at 24 percent and Le Pen at 19 percent. Polls show Le Pen winning 27 percent of the vote in the first round with candidate Fillon on the right and Melenchon, Hamon on the left splitting the vote. In the second round with two candidates the vote shift of other right and left candidates determines the outcome. The second round then hinges on whether French middle and working class voters see risks to their economic future in leaving the EU, and whether appeals to nationalism and anti-immigrant rhetoric works enough to draw support from a centrist candidate.

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Porsche is opting for hybrid engine over diesel as a choice for fuel efficienct vehicles. Its designing a hybrid engine for its Cayenne SUV that will give 25 mpg and reduce gasoline consumption by about a third. The hybrid Cayenne will make it to showrooms by the end of 2010. The German market is increasingly moving towards fuel efficient vehicles and interest in climate change and reducing the impact of emissions is strong. Emissions taxes (tying vehicle taxes to emissions) are being considered in Germany and carmakers are seeing a slide in sales in the first half 2007 of 9% compared to 2006 as customers are waiting to see which vehicles will get taxed the most.