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Shuanghui International Holdings, China's meat producing company, agreed to acquire U.S. meat producer Smithfield Foods Inc. for about $4.7 billion. The deal values Smithfield at $7.1 billion, including debt, and is at a premium of 31% to Smithfield share price on May 28, 2013 of $25.97. Smithfield sells products under grocery store brands and its own packaged brands Eckrich sausage, Smithfield bacon. Competitors are Hillshire Brands and Hormel Foods, which have national brands compared to the regional brands of Smithfield. The strategy of the previous CEO to buy hog farms alongside its pork processing plants led to problems under current CEO Larry Pope in 2008-2009, when the ethanol industry demands on corn supplies led to higher grain costs for the hog farms. A glut in pork supplies led to losses and share price declining to $6 per share during this period. The acquiring company Shuanghui is based in Henan province of central China, listed in Shenzhen, and sells products under the Shineway label. The deal now goes to the Committee on Foreign Investment in the U.S. for review. Concerns of food contamination are prevalent in China and the two companies emphasized their committment to "retain world-leading food safety and quality control standards."...

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Efforts to develop the next generation Ukrainian aircraft industry from its current moribund state by discarding the old Soviet model. Attracting new foreign investment alongside state investment, modern management, preserving intellectual property rights, and looking for contracts across Europe, is critical for future development. Ukraine has a history of technology development and design in the aircraft industry, which makes this industry a good candidate for export revenues. The first mass produced helicopter was made in the U.S. and used a Sikorsky design in 1936. Igor Sikorsky is from Kiev, Ukraine, and immigrated to the U.S. in 1919, as Soviets took control of Russia. His son was a vice president of United Technologies Sikorsky helicopter division. (Wikipedia). MacFarquhar describes this industry in its new form at its early beginnings- a decade from now the industry under good management could provide large export revenues. Many of the old Soviet auto plants also developed in this direction with investments and technology from companies such as Renault, GM and others, helping revive the industry. There are no spheres of influence in modern industry- Ukraine, Russia, Europe, and the U.S., all benefit from openness to new technology and investment, which improve the economy and living standards. ...

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The declining prospects for the power generation industry in Germany.

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India's chief of Defense Staff Chauhan talks to Admiral Paparo, Chief of US Indo-Pacific Command in Singapore Dialogue meeting in 2025.  He says China in northern borders no unusual activity had taken place. He also says after the loss of an aircraft, India was able to use different models of planes to tackle air bases in the opposite side in the Punjab region. At no time was there any thinking about nuclear options in this brief air war. “I think there’s a lot of space before that nuclear threshold is crossed, a lot of signalling before that, I think nothing like that happened. There’s a lot of space for conventional operations which has been created, and this will be the new norm.” “It’s my personal view that the most rational people are people in uniform when conflict takes place. During this operation, I found both sides displaying a lot of rationality in their thoughts as well as actions. So why should we assume that in the nuclear domain there will be irrationality on someone else’s part?” On China's involvement -“While this was unfolding from (April) 22nd onwards, we didn’t find any unusual activity in the operational or tactical depth of our northern borders, and things were generally all right.” ...

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For Ford Motor Company 2007, 2008 and part of 2009 should see negative cash flow of $17 billion. Already in the first 9 months of 2006 Ford had $6 billion in losses. About 23 billion in financing arranged to meet these financial cash flow needs to restructure N. American business and finance an entirely new product line and production systems. This includes the largest ever leveraged loan for Wall Street, $17.5 to $18.5 billion, according to Reuters Loan Pricing Corp. Leveraged loans carry an interest rate 1.50 percentage points above the London Interbank Offered Rate (LIBOR) and are loans to non-investment grade borrowers or unrated borrowers. Ford now carries a high yield or "junk" credit rating. To secure the loans Ford pledged all its N. American assets including its logo as collateral. This is the largest such arrangement for an American company in modern business history showing the depths to which the company has plunged. Fitch lowered Ford's ratings to B- from B. Ford is rapidly losing market share to rivals such as Toyota Motor. About 38,000 workers or close to half its factory workers have accepted buyouts or early retirement packages. Ford will shut down 7 assembly plants in 2010....

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VW's global plans to increase sales and surpass Toyota. Efforts to increase sales in the U.S. by redesigning the Passat and having it compete with the Toyota Camry in the same price range of about $20,000. To develop new small cars for Asian markets VW has taken a 20% stake in Suzuki, giving it access to small car technology. Suzuki deal gives VW access to the Indian market. VW plans are to double the network of dealers in China to 1600 in 5 years and a sales target of 2 million cars for China. VW has stumbled before in the U.S. and lacks a presence in Asia outside of China. This is about to change.

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Peugeot-Citroen Europe's largest car maker after VW is seeingdeclining profitability as sales increases it expected in 2002 did not happen and its running plants well below capacity. Now the company is planning to increase sales by going into developing country markets- Russia, China, India, so on and will design and build small cars for these markets. It sell about 1.7 million cars outside Europe about half its sales of 3.37 million vehicles. Its hoping to add another 400,000 in vehicle sales by 2010. Its also planning to shorten the life of its models to 3 years i 2010 from 4 1/2 in 2006, and introduce 29 new models in the next 3 years to 2010, hoping to generate 300,000 additional car sales by 2010. About 53 ne models or variants of existing model are to be launched in the next 3 years worldwide to 2010. This plus cost reductions in purchasing, logistics, fixed and development costs, capacity utilization improvements, and headcount are planned to improve operating margins to 5.5% from 2.7% in first half 2007. In the emissions area Peugeot-Citroen wants to be a world leader in environmentally friendly vehicles. It will reduce CO2 emissions by having stop-start systems on all cars, and launch vehicles with hybrid diesel engines. ...

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VW's sales in the U.S. doubled between 2009 and 2012, and VW set aggressive goals for the U.S. market to reach 800,000 by 2018. The goal was a stretch goal because this was double the level of 438,000 vehicles in 2012. This was part of its Mach 18 plan to pass GM and Toyota in global sales by 2018. Now this goal appears less achievable, because of new models from Honda and Ford which surpass VW's Jetta and Passat in technology, features and fuel efficiency. The U.S. market sales have increased by 9.6% in 2013, VW's sales declined by 1.3% so far through August in 2013, at 282, 913 vehicles. Ramping up production at the new Chattanooga plant will have to be put off and 500 contract workers have been given leave from the assembly line. By contrast Toyota sales for the 8 month period 2013 increased by 7% and 8.6%. In August Toyota's were up 23%, Honda's 27%, and VW down 1.6%. VW executives have said the company needs sales of 400,000 to make the U.S. manufacturing operations profitable. VW made a strategic decision to cut costs and bring the Passat price more in line with competition from similiar cars from Japanese carmakers. But this was done not relying solely on productivity and other improvements, but used cost cutting using cheaper materials. VW even went one step further by taking away the European suspension which delivered a more precise ride, and installed a lower cost suspension on the Jetta and Passat. Customers have noticed with some buying older models with the European suspension. Honda and Toyota moved in the other direction in the last 2 years coming out with more advanced features on the Accord and Camry. Ford did this with the Fusion. The new Accord has a backup camera, iPod connection, power seats and alloy wheels as standard. As a result Passat sales were up only 3% through Aug 2013, and Accord sales increased by 17%, Ford Fusion sales up 13%. VW's response is to ramp up discounts. It is also coming up with a new engine, Jetta compact with a sportier ride will be introduced, and a redesigned Golf hatchback for 2014. The slowdown in sales at VW shows how competitive the car market has become with Korean, German, Japanese and American carmakers quick to make inroads in turn with weak points of the competition. Strategic missteps can be costly for any manufacturer and the customer can never be taken for granted....

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On BBC: See key moments video of US Liberation Day, Rose Garden April 2, 2025. DJT describes decades of inaction by previous American presidents as the US and American workers, and factory towns were looted and pillaged of their factories by other nations. At one point he said the US lost 90,000 factories and it would be impossible to put 90,000 tacks on a map to show these lost factories from cheating by other trading nations including Japan, China, Taiwan, South Korea. And use of third nations Mexico and Vietnam by China, and Mexico by Germany to ship into the US. All this stops on April 2, 2025. In this way the US which made 100% od the worlds computer chips lost an entire industry to Taiwan. It also lost its electronics industries. And its pharmaceutical industry, so that antibiotics if not imported would not be available to the people of the United States. It becomes a antional security issue when the shipbuilding industry is also gone where one shipbuilding plant in china makes more ships than all the plants in the USA. And nothing was done about this till today. DJT said there is a simple way to avoid these tariffs- make in the USA and there are no tariffs. Already Apple he says has committed to invest $500 billion in the US and Taiwan to build the largest semiconductor plant in the world in the USA. And total investments in the US now add up to $10 trillion, says DJT. ...

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Mastercard estimates that sales of electronics goods fell by 26% year over year from the beggining of November to December 24, 2008. Inventories of televisions, personal computers, cell phones, and other products are pilig up. Market research firm iSuppli estimates industrywide chip inventories to jump to $10.2 billion at December 2008 end from $3.8 billion in September 2008. Sandisk will half production at 2 Japanese plants for 2 weeks, and this affects Micron and Hynix as well. iSuppli estimates that the television industry has about 8 weeks of inventory. although 4-5 weeks is more normal, and sales of popular LCD sets will decline in 2009. In personal computers desktops and noteboks sales are slowing as consumers are buying the new netbooks which are smaller and cheaper selling for $300. One analyst says anything with a ticket price over $250 is slowing down in sales. What this does is create situation for price cuts and lower profits for manufacturers. And in electronics products sitting in inventory can get obsolete quickly leading to large writedowns. Generally manufacturers would prefer to stop production rather than put clearance prices for unsold inventory. Hewlett Packard shut down production for an extended period over the holidays. ...

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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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S7 is one of the largest private airlines in Russia and its purchases of Dreamliners and other Boeing planes show that it is planning for a large expansion in the Russian airlines passenger market as Russia continues its rapid growth, alongside China and India.

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Boeing makes the decision to make the next version of the Dreamliner, the 787-10, exclusively at its plant in the North Charleston area of S. Carolina. This is a non-union facility. Larry Loftis, Boeing's vice president and general manager of the 787 program, says the decision was made because it is not practical to ship by air the midbody section of the new plane which is 114 feet long, 10 feet longer than the 787-9. It would not fit into the modified 747 aircraft used to ship jet parts from one manufacturing facility to another. Currently this midbodysection is assembled in S. Carolina from pieces shipped by air from Italian and Japanese plants. Then flown to Everett, Washington or a S. Carolina assembly line for the final steps in the manufacturing process. Reliability and quality issues for the Dreamliner, and cost, are also better addressed by reducing shipment from one manufacturing facility to another. The decision to build this non-union plant in 2009 created strains with the labor unions. The 787-10 is 224 feet long, carries 320 passengers, one third more than the 787-8 and 15% more than the 787-9. It has a list price of 289 million. Boeing has 132 orders from airlines and lessors for this new version....

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Whats the breakdown of costs for Detroit's Three Auto Companies. The following infomation is from documents submitted by Ford Motor Company to Congress. Detroit Auto Companies Foreign Makes like Toyota Hourly cost Hourly cost Hourly wage for workers $29 $26 (Toyota Kentucky plant) Holidays and Vacation pay & pay for Detroit laid off workers $14 $9 Cost of Health Care and Pensions for $16 Toyota has only 300 retired retired workers workers Overall cost $71 $49 The biggest difference is in the cost of paying laid off workers, jobs banks, and in the cost of paying the health care and retirement pensions of retired workers. And for GM there are about 1 million of them, (96,000 active workers, 497,000 retired workers and also the dependents of retired workers) costing GM $4.8 billion on health care. At $1500 per car for GM costs on health care vs. $200 per car for health care costs at Toyota. The difference is $1300. If this is factored in to the profitability of small cars then the field is skewed one way. On a $23,000 car that is a 5% margin right there for adiffernce of $1100 in health care costs. If this is the way profit is calculated on small cars with this health care differential factored in then there is always a muddleheaded tendency to product he bigger cars and trucks because they can absorb this differential better. But it doesn't make sense that this should dictate how the business is run. And it could lead to serious mistakes which appears to be the situation at the Detroit companies, the way they went into the downturn right into 2008 with a product mix that was going to be hit hardest by a change in customer preferences. ...